3tonis - informational pathfinder throughout the ocean of changes

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Ocean of changes is very stormy; there lie’s a lot of obstacles, energy pits and submerged reefs. Many Companies have experienced or are experiencing heavy storms, when planned changes get stuck and results are nowhere in sight, when starting to doubt the professionalism of employees or consultants. Management specialists call this phenomenon “A global resistance to change “but Homer in „Odyssey“ depicted as Sirens. Their magical voice tempted sailors to stop and forget to seek their travel goals. It is obvious that from the ancient times, the energetic leaders searched for the golden key to overcome this irresistibly sweet voice, wich is lapping both body and soul in a fatal lethargy.
We believe that Homer was right - this phenomenon - resistant to changes - is more related with deceiving voices of Sirens. “Sirens” of our days are the distortion of information and not the people who are resisting the change. Sirens tempted sailors to a fictional pleasure, relaxation and the oblivion embrace. However none of the ships that encountered them could resist the seduction and usually shattered on hidden reefs and rocks or even swash.
So, business is dominated by 3 main flows:
1. Information (Wind and weather forecast)
2. Product/service (Operational process – Ship management),
3. Money (Finance process – Captain’s Logbook)
Financial process is the most regulated and most computerised. Everyone focuses toward operational process, because it is in a free ocean, which needs to be managed. However most get stuck with informational flow. It is like wind, which is possible to curb only if the ship has the right management. Wind, while in our situation-Information is necessary, however not enough so that our ship and sailors would meet their goals.
Where are the Sirens?
1. IT program adaptation in to the company requires from both sides (IT and Management) a very good business understanding, however that is a rear synergy. Homer calls it “Gods help” for an Odyssey. It is really hard to get, God attention, at the right time; therefore companies usually operate not on a fully correct information. Homer Odyssey, and in our case - Change Initiator has to be content with current data, accepting them like „facts“, or he has to recheck them. Rechecking takes long time and requires competency in the IT area, but we all know that crew expect fast results, otherwise their enthusiasm at best falls.
2. Often planners plan just production process, and supply and sales planning usually is left to the Cyclops, where some of the Cyclops see only procurement budget frames and others see just clients requirements. They have only one eye and can only focus on one aspect.
3. With a wide or constantly changing assortment production „sailing“ routs are volatile, they depend on the order portfolio, therefore productivity become hard to guess, bottleneck migrates and product routs description looks like an impossible task.
4.

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3tonis - informational pathfinder throughout the ocean of changes

  1. 1. Odysseus & 3tonis Sailing through the ocean of changes
  2. 2. Customer survey 2012
  3. 3.   1.  LEAN,  SixSigma  or  TLS  is  very  expensive  methodology,  no  financial  paid  back.       2.  It  is  hard  to  find  good  producCon  planners.       3.  It  is  very  common  that  order  delay  is  caused  by  missing  some  small  detail.       4.  ProducCon  routes  are  unstable,  they  always  depend  on  the  porHolio  order,     therefore  to  forecast  producCon  producCvity  is  very  hard  and  wriCng   producCon  routs  descripCons  seems  like  a  waste  of  Cme.     5.  Changes  do  not  last  long;  soon  everything  goes  back.       6.  Employees  do  not  show  enthusiasm.       7.  Methodology  is  complicated,  it  is  very  difficult  to  acquire  new  skills.       8.  If  the  compeCtors  headhunt  our  manager,  changes  starts  to  stuck.       9.  Crisis  do  not  allow  to  keep  all  the  employees.       10.  It  is  very  hard  to  build  teams,  everyone  are  selfish.       11.  ProducCon  CCR  is  not  clear,  it  always  migrate.       12.  Acceptable  producCon  norms  rises  quesCons.       13.  Urgent  orders,  brings  in  the  chaos  in  to  the  planned  work  rhythm.      
  4. 4. The scientist willing to call this phenomena- Resistance to Change
  5. 5. Homer in „Odyssey“ call this phenomenon as Sirens!
  6. 6. Sirens magical voice tempted sailors to stop and forget to seek their travel goals.
  7. 7. Homer was right - this phenomenon - resistant to changes - is more related with deceiving voices of Sirens not with people. None of the ships that encountered them could resist the seduction and usually shattered on hidden reefs and rocks or even swash.
  8. 8. From the ancient times, the energetic leaders are searching for the secret how to overcome this phenomena, called Resistance to Changes
  9. 9. “Sirens” of our days are the distortion of information and not the people who are resisting the change.
  10. 10. Business is dominated by 3 main flows
  11. 11. Financial process is the most regulated and most computerized
  12. 12. Everyone focuses toward operational process
  13. 13. However most get stuck with informational flow. It is like wind, which is possible to curb only if the ship has the right management. Wind, while in our situation- information is necessary, however not enough so that our ship and sailors would meet their goals.
  14. 14. Where are the Sirens?
  15. 15. In nova days business has three main roles: Management, Consultants and IT
  16. 16. Implementation of changes up to TOC or LEAN, IT program adaptation and company management requires from all sides a very good inter understanding, however that is a rear synergy. ! Homer for an Odyssey calls it “Gods help” Holly Trinity: Methodology, IT and Management
  17. 17. 1. Companies usually operate not on a fully correct information. Rechecking takes long time and requires competency in the IT area, but we all know that crew expect fast results, otherwise their enthusiasm at best falls.
  18. 18. 2. Often planners plan just production process, and supply and sales planning usually is left to the Cyclops, where some of the Cyclops see only procurement budget frames and others see just clients requirements. They have only one eye and can only focus on one aspect.
  19. 19. 3. With a wide or constantly changing assortment production „sailing“ routs are volatile, they depend on the order portfolio, therefore productivity becomes hard to guess, bottleneck migrates and product routs description looks like an impossible task.
  20. 20. 4. Company usually hordes data for accounting management (raw materials write off, cost control, P&L reports and etc.). However, this data doesn’t allow to determine which process part, which reason creates the most concerns during the certain time period. Without such information it is hard to agree where the management should focus its efforts and to asses if the problem is solved or not. !
  21. 21. If you do not have “Gods hand” and so it happens that one area from three -IT, Operations or Experiences in Change Methodology - is hiding in fog you are in troubles.
  22. 22. ! For the execution - The Change Initiator or Consultant or Manager must constantly observe key points of process. However – who has the time or Supernatural Qualities to be in all the places at the same time, 24/7.
  23. 23. In order that information would give benefit, it has to show clear and LARGEST influence cause, which usually, prevents to reach companies potential. Since clients IT systems do not collect required data for making solutions or they do not have prepared or required data collection procedures, The Change Initiator, becomes a hostage because there is a lack of information.
  24. 24. In Homer Odyssey Tritonis helped Odyssey not only to find a way from a complex lake toils but also made such loud shouts using shells that Titans run away.
  25. 25. 3tonis solution - to provide systemic analysis of the entire company and to sort out information for process management and based on it to identify reasons that distorts process and to inform online about disturbances in key places.
  26. 26. 1. To help the Captain to choose journeys planning method on his Log book (ERP). A ship stuffed into the bottle can spread its sails beautifully, but the journey will be experienced through the bottle and not through a beautiful sailboat journey. To identify external or internal, physical or resource bottleneck is one of the planning elements.
  27. 27. 2. To help the Captain to assess the ships routes when having different cargo orders. After all you will all agree that to transport heavy cargo is easier and safer in deep waters rather than shallow. For this we use VSM, to divide products in to routes families and other methods.
  28. 28. VSM and Routing: Operational process, CCR, Bottleneck As Is Reengineering Product family routes, CCR, Bottleneck System that plans according to product families and portfolio. We’ll help you to reroute your slow dangerous reefy routes to faster, safer course
  29. 29. Data required for planning crew for the journey: 1. Number of resources in a department; 2. Resources’ work schedule; 3. Shifts’ work schedule.
  30. 30. Data required for planning provision for the journey: —Material supply schedule Procurement plan forming !30 ,etc. Captain’s ERP system Material arrival terms (lead time, on request) Evaluation of material supply reliability (ordered vs. arrived)
  31. 31. 3.To asses, if your compass really points to North, we check if your current IT systems and also data used to create production plan is reliable. .
  32. 32. Data transmission reliability
 
 While researching production efficiency solutions we discovered that data reliability is very important:
 
 
 
 
 
 
 
 
 
 
 
 
 Given example demonstrates data distortion. First chart depicts actual work cycle. Second charts depicts situation when there were no connection to database between minutes 5 and 10:
 — System did not record 7:00–9:00 downtime.
 — This distributed and hid the 5:00–6:00 spike.
 — Spike that occurred right before the downtime compensated the latter. This would not be visible in averaged data and would not draw attention to such event. Summarizing data  distortions Solving problem Realization 1 2 !32 pcs/min 0 13 25 38 50 1:00 3:00 5:00 7:00 9:00 11:00 13:00 15:00 17:00 19:00 pcs/min  (from  05  to  10  min  lost  connecCon) 0 13 25 38 50 1:00 3:00 5:00 7:00 9:00 11:00 13:00 15:00 17:00 19:00 pcs/min lost  connecCon averaged data real data We asses if your compass really points North
  33. 33. Companies usually use various types of equipment from different vendors.
 
 Consequences of processing data by different sources - different ERP, machinery, sensors and other software:
 
 1) Different software presents the results differently.
 
 2) Users must learn what those results mean and what to look at.
 
 3) There is no way to analyze equipment interdependences.
 
 4) Employees who move to another department may have to learn new analytical tools that may considerably differ from the previous ones. ! 3tonis converts to simple language 
 
 Enigma
  34. 34. Protection against loss of Log book
 
Considering possible data loss, we have implemented solutions that minimize the risks to an absolute minimum:
 
 1) Data receiver preserves collected data indefinitely while database is down.
 
 2) Software informs personnel via e- mail or SMS when communication is down, allowing quick troubleshooting and data preservation.
  35. 35. 4. For a boson who always monitors critical places we offer to equip him with monitoring equipment and also surveillance cameras. .  
  36. 36. Because we are the developers, we are able to adapt our solution to a specific project.
 
 Data collection unit is constructed using industrial controller (PLC) that enables to:
 — Read data from any type of sensor.
 — Adapt data collection algorithms to specific cases.
 — Control external equipment.
 — Accumulate data internally when communications are down.
 
 Data transferred to PC using:
 — Direct connection via COM port.
 — Industrial grade wireless connection.
 
 Data collection from external systems:
 — We implemented means to exchange data with external systems.
 — As the software developer, we are able to adapt data exchange between any hardware and software.
 — It is possible to export collected data to Your ERP system. 3tonis “God eyes”
  37. 37. Seeing through 3tonis God Eyes
  38. 38. Recording with 3tonis God Eye

  39. 39. 5. Gods sight power is achieved by integrating the existing IT system with a 3tons intelligence solution (procurement, sales, production planning, its execution, efficiency, systemic disturbance causes).
  40. 40. Odyssey or Change Initiator in the end gets: ! .
  41. 41. 1. Information about required data trustworthiness and also timely or not data entry.
  42. 42. — Reliability of material supply;
 — Planned production starts;
 — Timely transfers between departments;
 — Timely production task completions;
 — Timely order dispatches;
 — Etc.
 We measure knots:
  43. 43. Orderdispatch Materialarrival Materialordering Materialissuing ElementtransfertodepartmentX ElementtransfertodepartmentY Productarrivaltowarehouse Measures in selected points: — DDP%, — OS, — TVD. Ship building process
  44. 44. Captains moods: DDP (Due Date Performance) % indicates reliability of a link. ! If a link does not have buffer or excess production capacity, then the following link receives a lag. ! Common causes for Captains mood change: Untimely material supply; No material supply; Previous link changed production tasks; Incorrectly planned production scope; Etc.
  45. 45. DDP%
  46. 46. Common causes: • Overprotection; • Production oriented efficiency; • Preceding departments starts tasks too early; • Incorrectly planned queue in preceding departments; • Large production batches policy; • Etc. OS - Over Stock:
  47. 47. ! This rating evaluates financial lag of delays. It allows to analysis financial impact of delays and to allocate TVD points to the source of delay. TVD - Throughput Value Days:
  48. 48. 2. Daily/weekly/monthly reports about disturbance that influence order fulfillment process, their reasons, adopted decision consequences and also economical result (POOGI).
  49. 49. Systemic analysis must specify production disturbance causes and their ratings.
 
 This allows to determine causes that affect production plan the most weekly and monthly. 0" 5" 10" 15" 20" 25" 30" 35" 3'5'2013"3'6'2013"3'7'2013"3'8'2013"3'9'2013" 3'10'2013" 3'11'2013" 3'12'2013" Defec0ve"RM" Order"sequence"changes" Issues"with"working"tools" Quality"defects" Equipment"failure" Raw"materials/components" supply" Raw$ materials/ components$ supply$ 25%$ Equipment$ failure$ 12%$ Quality$ defects$ 16%$ Issues$with$ working$ tools$ 21%$ Order$ sequence$ changes$ 7%$ DefecDve$ RM$ 19%$ Revolt causes

  50. 50. 3. Virtual process monitoring and instantaneous messages about befallen troubleshooting at a critical places for a fast reaction or an analytical video for a search of solution (Kaizen).
  51. 51. Captains snitch !Real-time analysis:
 
 — Report workflow status every two hours.
 
 — Notification about unplanned downtime that is not not resolved in predefined time.
 
 — Notification about lag exceeding predefined time interval. (For example through text message)

  52. 52. 4. Analytical reports to make a verdict.
  53. 53. In such way ship, its captain, crew and gods becomes one body, which can accept even the biggest challenges thrown by the TITANS themselves! ! ! .
  54. 54. Darius Radkevicius Mob: + 370 698 41027 darius.radkevicius@gig-europe.eu Andrius Gudaitis Mob. +370 699 9 26 59 andriusg@proginta.lt w w w . f a c e b o o k . c o m / proginta www.3tonis.eu

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