Global Best Practise mod - Industry Forum
Transcript of Global Best Practise mod - Industry Forum
Global Best Practise7th April 2014
Paul HardimanSMMT Industry Forum
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Many different thoughts on what global best practice is
Many different thoughts on what global best practice is
Many different thoughts on what global best practice is
Do you find it difficult to sustain improvements?
Would you like to achieve and sustain world class standards?
What is global best practise?
Understand where your losses / wastes are and their relationship to cost
Performance
Eliminate all losses and wastes – achieve zero accidents, zero defects and zero breakdowns
Performance
Prevent any negative impact on the environment
Performance
Develop relationships with customers and suppliers to drive loss from the supply chain
Performance
Design and maintain loss free information flows
Physical
Problem free vertical start up for new product introduction
1 Project plan 2 Project feasibility 3 Design 4 Procurement and
construction 5 Installation 6 Commissioning 7 Handover and review
EMM Step Function Input Activity Output Tools required
Who How What Why
Project team Material spec List potential problems MP Design
Charter information Checklist 1 : searching activity
Project team
Engineers Cost Estimation +/- 25 %
Basic material to organise the team
Checklist 2 : technical approach
Operation
Maintenance
TPM leader
Project team Project brief KPI Life Cycle Costing
Operation Loss tree Process FMEA
Maintenance FMEA
Suppliers QA Matrix with 4Ms
Buying Impact on production during project
Safety
Quality
Planning Prelim Eng. Report Functional design
Development PM Analysis
TPM leader
Project team Workshop information More detailed cost Checklist 3 : detailed
technical study
Supplier Material to write the capital proposal
Checklist 4 : project management
TPM leader
Project team Material to write the capital proposal
Capital Proposal
Project team Standard checklist for design &
PR1
Project plan
Project Feasibility
Design
Review existing MP data
Project Brief
Conceptual / Preliminary Eng.
Create KPI matrix PQCDSM including vertical start-up target
Team building / Kick-off meeting / workshop
Supplier Quotation / TPM awareness
DR 1
Design and maintain flexible manufacturing processes
Physical
What factors underpin success?
Effective policy deployment with improvements directly linked
Improve manufacturing capability NRFT < 1.5% •Improve turn round time of sales quotation Quote to customer < 4 hrs •
Achieve direct labour cost £5 per unit • •Achieve overhead labour cost £7 per unit •Achieve purchase part cost £15 per unit •
Dramatically improve customer quality
Owner A Dent
Achieve manufacturing cost target
Owner T Beaker
30/11/2010
16/12/2010
Annual Plan 2011
ACME
Annual Policy Timing
Eng
inee
ring
Plan
Pur
chas
ing
Control Item
Pro
duct
ion
Sal
es
Cat
egor
y
C
Q
Owner Chief Executive A Dent
Deployment Responsibility
£27 per unit
Reduce customer
complaints by 30%
Issue Date
Initial Creation Date
Dec 2011
Dec 2011
Target
ACME
Reduce unplanned over time 50% reduction • • • •
Q Improve manufacturing capability
Production Department A Issue Date 16/12/2010
Conduct 7 Waste activity to improve productivity
Increase People Productivity by 20%
80% reduction in frequency of occurrence of top
category•
Owner Dept. Mng. Z B Brox
Initial Creation Date 02/12/2010
•
•
Cat
egor
y
Objectives Target Timing
Annual Objectives Plan 2011
Plan
Dec 2011
•
> 85% team trained in a minimum of 4 key processesImprove skill level on key processes •
C Achieve direct labour cost £5 per unit Jul 2011
Control Item
Deployment Responsibility
Pre
p M
anag
er
Mak
ing
Mng
Conduct Problem Solving activity on top defect category
Fini
shin
g M
ng
Insp
ectio
n M
ng
NRFT < 1.5%
ACME
Q NRFT < 1.5%
3% / 2.25%
Previous improvement levelled out
QQuote to
customer < 4 hrs
5.9 hrs / 6 hrs -
C £5 per unit £5.57 / £5.50
Recovery plan on
track
C £7 per unit £8 / £8 -
C £15 per unit £16.50 / £16.50
Raw material
price doubled
Objectives Plan Review Form 2011 Owner A Dent
Initial Creation Date 01/01/2011
ACME Issue Date 12/04/2011
Cat
egor
y
PlanEnd Of
Year Target
Monthly Actual / Target
Jan
Improve turn round of sales quotation
Achieve direct labour cost
Achieve overhead labour cost
Achieve purchase part cost
DecEnd Of
Year Forecast
Trend (3
months)Comment
Improve manufacturing capability
Jun Jul Aug Sep Oct NovFeb Mar Apr May
ACME
Pareto chart defects by cat. •
Set up and run a cross shift Problem Solving Activity team
Unplanned overtime trend chart • •
•Pareto reasons for unplanned overtime
and develop countermeasures for top 20% reasons
Implement countermeasures
Control Item
C Reduce unplanned over time 50% reduction
Jul 2011
Pareto chart of hours unplanned overtime by
reason
Problem Solving Board
Q Conduct Problem Solving activity on top defect category
•
•
Initial Creation Date 09/12/2010
80% reduction in frequency of occurrence
of top category
Jul 2011
Sup
. Shi
ft B
Objectives
16/12/2010
Deployment Responsibility
Sup
. Shi
ft A
Annual Objectives Plan 2011 Owner Prep Manager F Prefect
Cat
egor
y
Target Timing Plan
Preparation Area Production Department A Issue Date
Sup
. Shi
ft C
ACME
11 12 13 14 15 16G
A
G
R
G
G
G
KeyCurrent status line
Planned Future Action Overdue Action with catch back plan
Completed Action Overdue Action without catch back plan
ROverall Status
Detailed Plan Monitor 2011Preparation Area Shift A
Week Number
Identify and verify root causes
Supervisor
T Starke
Plan Detail Status
Choose permanent countermeasures
Plan Set up and run a cross shift Problem Solving Activity team
Invite 2 people per shift onto PS team
Run initial training in Problem Solving
Set up data collection sheets for defects
Set up Problem Solving Activity board
Pareto defects
ACME
Q
>85% trained in
min 4 processes
35% / 21%
Ahead of plan
Q
80% reduction in frequency of
top category
0 / 0
Finishing dept on
schedule. Prep behind
C 50% reduction
10% / 15%
Recovery plan working
C
Increase People
Productivity by 20%
10% / 10% -
DecEnd Of
Year Forecast
Trend (3
months)Comment
Improve skill level on key processes
Jun Jul Aug Sep Oct NovFeb Mar Apr May
Conduct Problem Solving activity on top defect category
Reduce unplanned overtime
Conduct 7 Waste activity to improve productivity
Objectives Plan Review Form 2011 Owner Department Manager Z B Brox
Initial Creation Date 01/01/2011
Production Department A Issue Date 07/04/2011
Cat
egor
y
PlanEnd Of
Year Target
Monthly Actual / Target
Jan
ACME Policy Proposal
Sales Reduce total number of complaints by 30%
Dramatically improve customer quality Reduce customer complaints by 30%
M Owen Deployment Responsibility
Proposed duration
Internal NRFT Q1< 2.25 %, Q2 <2%, Q3<1.75%,
Q4<1.5%
Identify and resolve largest customer complaint issue
Production, Sales
Policy Statement Target
2011
Situation
We are under threat from a new competitor in the market for Product X. Although our NRFT performance to the customer improved to 967 ppm last year, our internal NRFT was 25000 ppm. We also employ 1 person full time to deal with customer complaints.
Improve manufacturing capability Production departments
Objectives Owner Control Item
Proposer
Policy Proposal
Sales Reduce total number of complaints by 30%
Dramatically improve customer quality Reduce customer complaints by 30%
M Owen Deployment Responsibility
Proposed duration
Internal NRFT Q1< 2.25 %, Q2 <2%, Q3<1.75%,
Q4<1.5%
Identify and resolve largest customer complaint issue
Production, Sales
Policy Statement Target
2011
Situation
We are under threat from a new competitor in the market for Product X. Although our NRFT performance to the customer improved to 967 ppm last year, our internal NRFT was 25000 ppm. We also employ 1 person full time to deal with customer complaints.
Improve manufacturing capability Production departments
Objectives Owner Control Item
Proposer
Policy Proposal
Sales Reduce total number of complaints by 30%
Dramatically improve customer quality Reduce customer complaints by 30%
M Owen Deployment Responsibility
Proposed duration
Internal NRFT Q1< 2.25 %, Q2 <2%, Q3<1.75%,
Q4<1.5%
Identify and resolve largest customer complaint issue
Production, Sales
Policy Statement Target
2011
Situation
We are under threat from a new competitor in the market for Product X. Although our NRFT performance to the customer improved to 967 ppm last year, our internal NRFT was 25000 ppm. We also employ 1 person full time to deal with customer complaints.
Improve manufacturing capability Production departments
Objectives Owner Control Item
Proposer
Policy Proposal
Sales Reduce total number of complaints by 30%
Dramatically improve customer quality Reduce customer complaints by 30%
M Owen Deployment Responsibility
Proposed duration
Internal NRFT Q1< 2.25 %, Q2 <2%, Q3<1.75%,
Q4<1.5%
Identify and resolve largest customer complaint issue
Production, Sales
Policy Statement Target
2011
Situation
We are under threat from a new competitor in the market for Product X. Although our NRFT performance to the customer improved to 967 ppm last year, our internal NRFT was 25000 ppm. We also employ 1 person full time to deal with customer complaints.
Improve manufacturing capability Production departments
Objectives Owner Control Item
Proposer
11 12 13 14 15 16
KeyCurrent status line
Planned Future Action Overdue Action with catch back plan
Completed Action Overdue Action without catch back plan
Overall Status
Detailed Plan Monitor 2011Preparation Area Shift A
Week Number
Identify and verify root causes
Supervisor
T Starke
Plan Detail Status
Choose permanent countermeasures
Plan Set up and run a cross shift Problem Solving Activity team
Invite 2 people per shift onto PS team
Run initial training in Problem Solving
Set up data collection sheets for defects
Set up Problem Solving Activity board
Pareto defects
ACME
catchball process
+ values + vision + mission + mid term plan + customer + business environment + review
Select the vital few
Q
80% reduction in frequency
of top category
0/0Results not expected until May
C
C
Set Up and run a cross shift Problem Solving Activity team
Pareto reasons for unplanned overtime and develop countermeasures for top
20% reasons
Implement countermeasures for unplanned overtime
Sep
Owner
Initial Creation Date
Issue Date
Jul
Detailed Plans Review Form 2011
End Of Year
ForecastCat
egor
y
PlanEnd Of
Year Target
Monthly Actual / Target
Aug
Preparation Area Production Department A
JunMayApr Oct NovMarFebJan
Prep Manager F Prefect
01/01/2011
02/04/2011
Trend (3
months)CommentDec
50 % reduction 0/0
Results not expected until July
ACME
annual review
Turn annual policies into objectives and plans
Integrate into the daily routine
Involve everybody in policy deployment and improvement activities
Training is a key to success
Develop a flexible work force with good problem solving skills
Why?Why?Why?
Why?Why?
Effective process based management systems
CustomersFeedback
CustomersRequirements
CustomerRequirements
CustomerSatisfaction
Continual improvement
InputProduct realization Product
Output
Measurement,analysis andimprovement
Managementresponsibility
Resourcemanagement
Effective management of change
Use both formal and informal, effective communication techniques
Can I see this in practice?
Japan Best Practice
Programme15 Nov – 22 Nov
2014
• Visits to world class organisations
• Lectures by globally recognised experts
Previous Delegate Feedback
‘’One of the many benefits of the programme was in the value of TPM information exchange that we could use to support acceleration of our continuous improvement approach moving us towards a more responsive and efficient supply organisation’’Steve Ellam: Director, Carlsberg
“During this visit you have a fantastic opportunity to see best practice at work and sustainable in world class companies”Daryl Steel: Facilities Manager, Perkins Engines
“This programme will help you to see things in a whole new way and shock you with all the things you have been missing”Adam MacNaughton, Trim and Final Assembly Area Manager, Jaguar Land Rover
Japan Best Practice
Cost per delegate: £5,850.00
10% discount to any webinar participants on this based on commitment to attend by the end of May 2014.
Cost per delegate includes;• Transportation in Japan to and from Narita airport and hotel• Hotel accommodation in Tokyo and Nagoya to cover standard room
charge including taxes and breakfast• Transportation in Japan by luxury coach for all business visits• Support throughout the visit by Associates of Industry Forum• Services of a professional interpreter during company visits• Speaker fees for guest lectures• Welcome reception on arrival (dinner)• Farewell reception (dinner)• Further two group evening meals• A half day sightseeing tour of Tokyo on Sunday
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