PDCA


PDCA = Plan – Do – Check – Action

Plan (Investigate, Set goals, Draw up actionplan)

  • Location-plan
  • Communication-plan
  • Plan of means
  • Training-plan
  • Role and assignment-plan

5 W’s = What? – Who? – When? – Where? – Why?
2 H’s = How? – How many?

Do (Execute action plan)

  • Execute location-plan
  • Execute communication-plan
  • Execute plan of means
  • Execute training-plan
  • Execute role-or assignment-plan

Check

  • Check execute with checklists
  • Communicate results
  • Result OK : execute plan
  • Result not OK : analyze problem and adapt plan

Kaizen


Kai = change
Zen = for the better


What about Kaizen

  • Customer orientation
  • TQC (total quality control)
  • Robotics
  • QC circles
  • suggestion system
  • Automation
  • Discipline in the workplace
  • TPM (total productive maintenance)
  • Kanban
  • Quality improvement
  • Just-in-time
  • Zero defects
  • Small-group activities
  • Cooperative labor-management relations
  • Productivity improvement
  • New-product development

A comparison of innovation and kaizen

Innovation Kaizen
Creativity
Individualism
Specialist-oriented
Attention to great leaps
Technology-oriented
Information: close, proprietary
Functional (specialist) orientation
Seek new technology
Line + staff
Limited feedback
Adaptability
Teamwork (systems approach)
Generalist-oriented
Attention to details
People-oriented
Information: open, shared
Cross-functional oriedtation
Build on existing technology
Cross-functional organzation
Comprehensive feedback

Waste


Elimination of Waste
How to come to continuous imprvement?

Added Value or Added Cost?
Employees have both added value activities and added cost activities

Examples of Waste

  • Material handling
  • Yield losses
  • Long change-overs
  • Inspection
  • Waiting time
  • Reword
  • Machine breakdowns
  • Paperwork
  • Unnecessary used space
  • Inventory
  • Non-running bottlenecks

The nine wastes

  1. Waste from overproduction
  2. Waste of waiting time
  3. Transportation waste
  4. Processing waste
  5. Inventory waste
  6. Waste of motion
  7. Waste from product defects
  8. Waste of not using people’s talents
  9. Sometimes even waste of information

The Heart of Learning


Course Focus

  • Shared vision of Manufacturing Excellence
  • Customer Orientation
  • Measurement
  • Ownership by people
  • Peoblem solving at the source
  • Self-management

Manuf.Mgt./Shop Floor Mgt. —> Supplier —> Control and Improvement —> Customer

What can you expect from this course?
This course is:

  • to discuss basic concepts and principles but in relation with our own problems and activities
  • to start to recognize the obstacles within ourselves and out organizations that constrain us of becoming world class competitors
  • to practice the application of the “Heart of Learning” for industrial activities

The course is not:

On Manageing Change


Revitalize the human side of manufacturing

  1. Establish a clear and broadly understood link between business problems and the need for change in manufacturing
  2. Change organizational roles, responsibilities, and relationships by means of ad hoc organizational mechanisms. These should be aimed at improving effectiveness and financial performance
  3. Successful adaptation depends on the degree of coordination, commitment, and competence.

Change Management should capitalize on the power of social context to change individual behavior
target for renewal : individual level —–> target for renewal : interaction level of roles, responsibilities and relationships

Managing Manufacturing


Adaptive organizations tune the Organization Characteristics continuously

Vision & Strategy

  • customer first
  • value people
  • quality
  • premium return
  • entrepreneurial behavior
  • the process way

Structure & Functions

  • production
  • purchasing
  • product development
  • focused cells
  • workplace organization
  • layout

Culture & People

  • shared vision
  • ownership by people
  • problem solving at the source
  • self-management
  • skills
  • personal growth

Systems & Methods

  • process mapping
  • control systems
  • finance
  • measurements
  • logistics
  • problem solving

Thing to know about Business & Environment


External Developments

  • govermental policies
  • technology changes rapidly
  • environmental concerns
  • changes in relationships with customers and suppliers
  • shifts in industrial zones
  • completition intensifies
  • customers take charge

And About Internal Changes

  • change becomes faster with ever increasing requirements
  • change becomes more complex
  • the degree of change in changing

External Development put a lot of strain on the Performance

Performance criteria —– requirement —–> External Developments
| effectivity
| efficiency
| flexibility
| innovation
| quality
*according to external effect

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