Manufacturing Guide to World Class

7/31/2019 Manufacturing Guide to World Class

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Strategic Plan Overview

A strategic document that identifies the need to raise ourmanufacturing facility to a world class level, driving

improvements in safety, quality and customer service, with a

reduction in manufacturing costs.

The improvements will be achieved by the implementation

of a Production System (PS), which brings together a number

of activities in a structured program.

This Presentation details the systematic way that through

engaging our people so that we can truly achieve world class

manufacturing.


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A Phased Approach

This PS is a phased approach to help us achieve ManufacturingExcellence and meet our

StrategicObjectives.

In our phased approach we will start from the centre and work outwards.

We will apply this phased approach progressively.


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People We have to create an environment conductive to change. One of good communications, understandings, trust,

and control.

Plant Focus the improvement attitudes of the team to the upgrading of plant and equipment (capacity and

capability).

Systems Having changed the reality, bring the systems into line to ensure continuity.

Transition Through the Phases isSeamless

PEOPLE

PLANT

SYSTEMS

Phase 1

Phase 2

Phase 3

Phase 4


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Phase 1:- OverviewOur People Understanding our PS and are able to help deliver an improved working environment;

demonstrating a reduction in waste and a more efficient method of working.

1.1 Understanding of the companies vision, mission and

strategy.

1.2 Basic Understanding of continuous improvement (CI). For all employees.

Completion of manufacturing simulation exercise.

Introduction to performance management.

Introduction to Deadly Wastes.

Introduction to the DMAIC (Define Measure Analyse Improve Control)

approach.

Effect of breakdowns on OEE (Overall Equipment Effectiveness).

1.3 Understanding the potential for improvement. Apply the analysis techniques.

Identify and support the delivery of step change performance

opportunities.

Redefine the roles and requirements for support services. Highlight weaknesses and clarify key issues.

Introduce aligned KPIs (Key Performance Indicators).

Train in Waste Identification.

Train in the main analysis tools.

Reduce time lost due to equipment breakdown.

Begin the improvement process.

PHASE1


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Phase 1:- Visible Differences

1.1 Main visible differencesby the end ofPhase 1 Workplace conforming to safety standards

A clean tidy organised working environment

Workplace areas defined

Material held in defined locations

Material handling equipment in defined locations

Tools in defined locations (shadow boards)

Regular communications

Conforming to environmental standards

Proactive maintenance departmentPHASE1


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Phase 2:- OverviewEmployees Demonstrating a workplace that operates in a controlled manner,

manufacturing a quality product at a higher level of efficiency.

2.1 Demonstrate the clear roles and responsibilitiesof the site leadership team, vision, mission, andstrategy.

Organisation and structure

Job specification

Profile of person

2.2 Leadership team setting targets & objectives inalignment with KPIs

Trained and Demonstrating the ability to: Use data to solve problems (both as an individual and as a

facilitator of a team)

Improve a selected area

Successfully complete operational leadership training(Demonstrated by running a CI activity in selected area thatleads to sustained improvement)

Use effective visual and verbal communication

Be an active participant in the improvement process

PHASE2


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Phase 2:- Overview

2.3 Consolidation of Workplace Controls Application of 5S by the operational leader

Standard Operating Procedures (SOP) in place and Demonstratingcontrol of the workplace, driving higher environmental standards andincreased efficiency

Operator having Quality Control Responsibility

Visual management embedded and owned by operational leaders

2.4 Culture of Planned Maintenance Maintenance system in place

Reducing downtime (Demonstrating


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Phase 2:- Key Attainments

DemonstratingCore Competencies

Operational Leadership

Demonstrating understanding of the Wastes and how theypersonally can reduce them

Demonstrate their knowledge of CI techniques

Understand the stages of Team Development and are effective inthe different styles of Leadership (how and when to apply)

Effective in Visual and Verbal Communications

Demonstrating skills as a facilitator of Group Meetings and BFTs

Development and delivery of Action Plans

Can assess Safety and Quality Risks and apply Error Proofingtechniques

Good demonstration of 5S and Visual Management

Can generate SOPs and train effectively in use of SOPs

Effective as facilitator of DMAIC problem solving and use of 5 QCtools

Competent in leadership of Set Up Reduction (SUR) activities

Good understanding of Kanban

Assessment and Appraisal of managers

PHASE2


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Phase 2:- Key Attainments

Demonstrating Core Competencies

Approximately 50% of the operational employees in each area

Demonstrating an understanding of the Wastes and how they personally can reduce them

Demonstrating their knowledge of CI techniques:

Process Flow Charting

Calculation of Velocity

5S

SOPs

Activity Sampling

Process Timings

TAKT and Work Balancing

DMAIC approach PHASE2


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Phase 2:- Visible Differences

Demonstrating main Visible Differencesby

the end of Phase 2 All main measures in place with defined ownership, targets,

and trends

All main operations following full SOPs

All safety devices in place and operating

Some critical operations error-proofed

Use of Andons to call for assistance

Skills Matrix and Training Plans active

Clear evidence of effective problem solving activity,including timely closure of countermeasures

Housekeeping is a part of the normal routine

Operator clean and check activity underway on key plantequipment

Areas marked, gangways clear, material and tool locationsworking effectively

Key consumables replenished by Kanban

All changeover tools neatly located near point of use,prepared, clean and ready for use

Demonstrating


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Phase 3:- OverviewAll operational employees and leaders actively Supporting facilities in achieving higher levels

of performance.

3.1 Effective support system Active engagement from all departments

3.2 Supporting steps towards:

Equipment Improvement

Preventative maintenance reduces planned maintenance time Clean and check rolled out from selected projects

Operator maintenance

Process Improvement Error proofing

Enhanced process capability and control by use of statisticaltools

Failure Modes Effect Analysis (FMEA) of key processes

Efficiency Improvement Multifunctional improvement teams improving OEE

Set up times reduced by activity planning and technical change

Quality Improvement and Management Multi functional teams ensuring product quality is aligned with

customer requirements

Enhanced quality by use of statistical tools

PHASE3


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Phase 3:- Overview

3.3 New Product and Process Introduction Rapid prototyping

Design for manufacture using multi-disciplinaryteams

Concurrent engineering

Complexity and Variety management

Process implementation using best practise

3.4Work sequence planning Variable manning plans

Mixed product plans

Four principles of stock control

PHASE3


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Phase 3:- Key AttainmentsSupportingCore Competencies

Leaders from all operational areas to be ableto support: The facilitation of activities using all of the QC tools

Use relevant statistical tools

Interpret the data

Develop and implement sustainable improvementplans

Coaching and mentoring sessions

Identify Capital Expenditure (Capex) opportunities andpresent justification

Demonstrate their knowledge of CI techniques

PHASE3


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Phase 4:- OverviewOnwards and upwards towards World Class Manufacturing

4.1 Total Productive Maintenance 5 S fully implemented

Advanced operator cell based maintenance

Zero minor stoppages

Breakdown losses

Manufacturing Guide to World Class

Documents

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