System Implementation for EMI – Go Live is Just Another Milestone


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Implementing manufacturing management and EMI systems requires a total system approach which combines the technology with the development of the organization’s people skills. It is common in successful implementations for the effort to be divided between one part technical and system issues and two parts organization and people issues.

The most effective methods rely on the established standards such as the Deming PDCA cycle – Plan, Do, Check, Act. The presenter will use the variant of Discover, Align, Enable and Sustain to illustrate a means of success as follows:
• Discover - Understand the scope and measures for success.
• Align - Develop a mandate for change and design systems that align with that mandate and resonate with people
• Enable - Deploy systems in a way that people understand how they fit into their management systems and drive accountability for realizing improvement
• Sustain - Deploy processes that consistently assess and reinforce the system for management thereby insuring the value of the tools are realized over time.

This systematic approach develops a System for Management that seamlessly aligns technology, people and processes and uses EMI to transform the company into a high-performance, knowledge-driven organization.

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System Implementation for EMI – Go Live is Just Another Milestone

  1. 1. People …an evolution of InSource Solutions. 1. Seek first to understand your business. 2. Leverage current investments inWe are…. technology/continuous improvement. 3. Align your people with sound process so that you can take advantage of your investment.
  2. 2. …that companies spend significant capital to implement technology on the plant floor and seldom realize the full potential. “We …that companies regularlybelieve…” complete process improvement initiatives and are unable to sustain the initial results.
  3. 3. …shows that companies spend $50B to $80B dollars on failed IT projects annually.“Research…” One of the top reasons in several studies is the failure to achieve the expected business value
  4. 4. Why? 5
  5. 5. Why?• Basic Project Management…… – Define – Design – Develop – Test – Go Live• Go Live….. It’s just another milestone in the project….it’s not the end 6
  6. 6. As a “poor” result….. 21 Status Quo
  7. 7. Routine Management Improvement Management S D C A P D C A Standardize-Do-Check-Act Plan-Do-Check-Act Assure consistency in meeting Improve performance through stakeholder requirements waste reduction • The maintenance and incremental • The deployment of strategy to the operational improvement of day-to-day results level through the Strategic Action Plan• Assures good results through process capability • Focuses on achievement of discontinuous • Involves all associates improvements against Company KPIs 8
  8. 8. What? Technology 9
  9. 9. Results…..with the right balance World 3 Class 2 1 Improvement Management vs. Routine Management
  10. 10. Processes and tools are necessary to insure that data is made visible and then transformed into actionable information.We believe that Actionable information is needed to set and meet performancetechnology alone is objectives.insufficient to realize Closed loop processes for insuringlasting change. that actions are created and completed need to be developed to meet performance objectives. People, Process and Technology need to be properly aligned.
  11. 11. System for Management (SfM)
  12. 12. SfM Components Business Conditions Strategic Annual Action Plan Benchmarks Plan Improvement Methods: Strategic Projects ManagementImprovement Process Improvement Teams A P Product Improvement Teams Plan Reviews C D Execution to Quantum Leap KPIs for Plan Improvement Improvement Chronic Problems & Major Opportunities Critical Process Results for Standardization StakeholdersManagement Incremental Training to Improvement Routine Standards TAP A S Opportunities C D Failure Execution to Stable KPIs for Analysis Standards Results Routines Standard Audits
  13. 13. Methodology RCA Triggers Corrective Action Processes Metrics Development Operational Training to Execution to QUALITY Standardization Standards Standards PRODUCTS KPIs Audit of Standards14
  14. 14. The Right Focus15
  15. 15. Implementing a system of processes, training vehicles, audits and advocacy creates a sustainable and transferable program for theSustain continued optimization of your manufacturing operation. A transformation occurs.
  16. 16. Process Your workforce must be motivated to take charge of its own performance environment by contributing and maintaining their The practices. • Catalystworkforce • Advocate • Facilitator • Advisor
  17. 17. People Your people need to be engaged in the transformation of their company into a high-performance, knowledge-driven organization.Engaged You must work with your client to provide a dynamic, sustainable system for management that engages every worker to take part in Knowledge Ownership.
  18. 18. Process Focus your people on the Critical Processes then standardize, train, and audit what makes a difference. Reducing Variability is achieved by detecting when it occurs and involving those who know the process to eliminate the Root Cause; they thenProcess own the result so it won’t come back. And performance only changes when you link it to actions at the plant floor through the management team. Accountability is what closes the loop.
  19. 19. Process From operators to management, your people need to own the processes and their performance results.Empowered Your employees will know how to take action, and then drive performance improvement, continuously.
  20. 20. Break the cycle of limited results • Increase the return • Sustain results Effectively engage all capable resources • From executive management through line operatorsBottom Line Provide a definition of success for all levels of the organization Have systems for management that sustain these through: • Accountability • Standards • Documented processes
  21. 21. We believe The solutions to manufacturing optimization exist today within your organization. We believe in people and in theToday belief of management that by properly deploying technology and empowering people, manufacturing environments can be run more efficiently to increase profitability and quality.
  22. 22. Ready
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