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Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
Productivity SA
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Productivity SA

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Presented by: Peet Dorfling at the 2009 Railways and Harbours Conference in Cape Town.

Presented by: Peet Dorfling at the 2009 Railways and Harbours Conference in Cape Town.

Published in: Business, Education
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    • 1. WORK PLACE CHALLENGE PROGRAMME: A South African Model for Improving Productivity The WPC is a Network for Continuous Improvement of the productivity and competitiveness of South African firms, with a special emphasis on the Manufacturing Sector. Peet Dorfling - WPC
    • 2. THE WORKPLACE CHALLENGE PROGRAMME
      • A supply-side intervention of the dti,
      • It is programme-managed by Productivity SA, focused on assisting South African businessess to implement Best Operating Practices / enhance productivity / competitiveness
    • 3. WPC Mission
      • Through Clusters and User Groups of manufacturing enterprises
        • To facilitate collaboration between management and labour
        • To create a culture of continuous improvement
        • To encourage the development of people
        • To implement best operating practices
    • 4. WPC Strategic Objectives
      • Constructive workplace relations
      • Improving workplace practices
      • Establishing Model Companies to disseminate lessons
      • Skills Development
      • Facilitating the investment in R & D
      • Facilitating the establishment of new Manufacturing Centres
    • 5. WPC Organisational Structure Deputy Director-General the dti Executive Director Productivity SA Three dti Representatives Three Productivity SA Representatives Workplace Challenge Joint Committee (Productivity SA & dti ) Finance Administration WPC Processes ( Regional Project Managers ie Gauteng, Kwazulu-Natal, Eastern & Western Cape) Facilitate change in Clusters / User Groups ( Change Facilitator per User Group / Cluster : 3x Gauteng, 2x Eastern Cape, 2x Western Cape, 2x KwaZulu-Natal) Technical Support (User Groups / Cluster ) Executive Manager: Value chain efficiencies & Knowledge Management Programme Manager: Workplace Challenge
    • 6. WHAT DO WE MEAN BY “WORLD CLASS MANUFACTURING”?
      • The productivity strategies of best practice organisations include:
        • Implementing leadership practices that promote teamwork, participation, continuous learning and flexibility.
        • Focusing on simultaneous improvement of quality, speed/delivery; cost and morale
        • Establishing close links with customers and suppliers;
        • Driving both linear (kaizen) and non-linear (kaikaku) improvement initiatives;
        • Eliminating all forms of waste and making value flow
        • Productivity SA – following Womack, James P. & Daniel T. Jones (1996) Lean Thinking: Banish Waste and Create Wealth in Your Corporation , Simon & Schuster
    • 7. Productivity Source: Productivity SA, 2007
      • Products and Services
      • Desired outcomes
      • Criteria need to be developed and agreed with customers
      • Systems
      • Policy / Goals
      • IT
      • HR
      • Communication
      • Financial and management information
      • Operational and organisational systems.
      • Processes
      • Decision making
      • Strategic processes
      • Organisational processes
      • Management processes
      • Operating Procedures
      • Resources
      • Support Systems
      • Infrastructure
      • Physical Facilities (e.g. Machines)
      • Human and financial facilities.
      Outputs Service Delivery / Production Line Inputs Productivity ensures that inputs are used efficiently and effectively to maximise outputs within a given environment and socio-economic context. The key focus for productivity is the service delivery or production process that convert inputs to outputs.
    • 8. Productivity / Best Practice / World Class Manufacturing
      • Labour Productivity
      • Capital productivity
      • Material productivity
      • Total Factor Productivity
      • Effectiveness
      • Wastage
      • Utilisation
      • Efficiency
      • Absenteeism
      • Availability
    • 9. World-class Manufacturing Service Providers
      • For the User Groups (WPC’s own experienced Staff)
        • Regional networks
        • Workplace Transformation toolkits – 5 Toolkits (See us at Stand Number 4)
      • For the Clusters (external service providers coaching inexperienced WPC Staff)
        • Regional Networks
        • Organisation Development International (ODI) - 20 Keys (See Stand number 7)
        • Competitive Dynamics International (CDI) – Mission Directed Work Teams -10 Modules
        • Best In Class Improvement Tools (BICIT) – 4 Modules
    • 10. HISTORY OF THE WPC
      • Phase 1 - Nedlac phase
        • 1996 to 1997 - provincial workshops
        • presentations from stakeholders and workplace change
        • consultants; discussions on constraints preventing
        • productivity and growth in sectors and workplaces
        • 3-year work plan
        • Courses developed
      • Phase 2 - Sector focus
        • 1998 to 2002,
        • 11 sectors
        • 59 companies
      • Phase 3 - Cluster focus
        • 2002 to 2006
        • 14 geographic ‘clusters’
        • 162 companies
      • Phase 4 – User Groups
        • 6 Geographic User Groups
        • 35 companies
    • 11. STEPS INVOLVED IN WORKPLACE CHALLENGE PARTICIPATION Pre-nurturing Nurturing 3 months Orientation 2 months Implementation 12 months Extension period 12 months Diffusion “ Success stories” Ongoing Data/evaluation collection
    • 12.
      • User Groups 2008 / 09
      - Cluster After Care 2008 / 09 - Clusters 2008 / 9
      • WPC Activities 2008 / 09
    • 13. CLUSTER-USER GROUP DISTRIBUTION
      • Gauteng Ekurhuleni1
      • Ekurhuleni2
      • Kya Sand
      • Western Cape
      • Boland
      • Table Bay
      • Epping
      • Blackheath 1
      • Blackheath 2 (PAM) Cape Peninsula
      • Eastern Cape
          • PE
      • PE 2 Lakeside
      • PE 3 Eyethu
      • PE 1
      After Care 2008 / 09 Cluster 2008 / 09 User Group 2008 / 09 KZN Durban Sharks Durban 2 Durban 3 SMME KZN Manuf 4 Total 256 Companies
    • 14. 59 Companies Eddels
    • 15. 146 Companies
    • 16. 35 Companies
    • 17. 16 Companies
    • 18. Benefits / impact of Workplace Challenge
    • 19. WPC Impact
      • 11 out of the 37 Finalists of the last three years’ Productivity Award and Winners (30%), were Participants from the WPC programme!
    • 20. User Group Package User Group Technical Support WPC Regional Managers User Group & Cluster support structure User Group Facilitators WPC Website Networking / Sharing Plant Infrastructure Orientation & Training Implementation & coaching Optional Extras
    • 21. Setting up Participant Plant Infrastructure
      • Plant Level Forum
      • Project Manager, Internal Trainer and Steering Committee
      • Mini Businesses
      • Performance / productivity measures
      Technical Support Regional Managers User Group & Cluster support structure Facilitators WPC Website Networking / Sharing Infrastructure Orientation & Training Coaching Optional Extras
    • 22. Creating Mini-businesses and Performance Measures Infrastructure
    • 23. Performance Measures Infrastructure
    • 24. Website: www.workplacechallenge.co.za
      • Home page
        • Becoming World-class
        • Useful links
        • User Group / Cluster guidelines
      • Networking Calendar
        • Milestone workshops
        • Steering Committee meetings
      • Member Support from Website
        • Minutes of Steering Committee Meetings
      • Information Hub
        • Key words & Meanings
        • Theme videos
        • Books for sale
      Technical Support Regional Managers User Group & Cluster support structure Facilitators WPC Website Networking / Sharing Infrastructure Orientation & Training Coaching Optional Extras
    • 25. Orientation & Training
      • Capacity Building Orientation workshops
      • Best Operating Practice Workshop
      • Training to Internal Trainers to apply the selected Toolkits
      Technical Support Regional Managers User Group & Cluster support structure Facilitators WPC Website Networking / Sharing Infrastructure Orientation & Training Coaching Optional Extras
    • 26. Best Operating Practice Workshop Orientation & Training
    • 27. Applying the Toolkits Orientation & Training Quality & Productivity Techniques 1: Three Evils of Maintenance 2: Check sheets 3: Maintenance Strategy 4: Quality Measurement System 5: Man-Machine Chart 6: OEE (Overall Equipment Effectiveness) 7: One-page Standard 8: Pareto Diagram 9: Poka-Yoke 10: Statistical Process Control (SPC) , Six Sigma 11: Skills Matrix Cost & Productivity Techniques 1: Value analysis 2: Activity Sampling 3: Productivity and Efficiency Control 4: Treasure Map 5: Idea Generator 6: Cost Saving 7:Time Standards 8: MODAPTS ( Mod ular A rrangement of P redetermined T ime S tandards) 9: Line Balancing
      • Delivery & Productivity Techniques
      • 1: Quick Changeover Technology ( SMED )
      • 2: Pull Production
      • 3: Coupling Methods
        • Control boards
        • Kanban
        • Synchronous manufacturing
        • Service Level Agreements
        • Cellular manufacturing / group technology
      • 4: Coupled Production Strategy
      • 5: Production Scheduling
      • 6: Inventory reduction
    • 28. Networking / sharing
      • Networking Events
        • Milestone Workshops
        • Steering Committee meetings
        • Site visits
      • Information on website
        • Minutes of Steering Committee Meetings
      Technical Support Regional Managers User Group & Cluster support structure Facilitators WPC Website Networking / Sharing Infrastructure Orientation & Training Coaching Optional Extras
    • 29. Milestone Workshops Networking / Sharing
    • 30. Implementation and Coaching
      • Toolkits Implementation
      • Self auditing and bi-monthly external audit plus coaching by Facilitator
      • Reporting of results, and case studies of success stories
      Technical Support Regional Managers User Group & Cluster support structure Facilitators WPC Website Networking / Sharing Infrastructure Orientation & Training Coaching Optional Extras
    • 31. Cleaning and Organising (5S) Audit Coaching
    • 32. 5S Before and after BEFORE AFTER Coaching
    • 33. Cleaning and Organising (5S) Coaching
    • 34. Innovations Coaching Step1: Marking 6 holes Step2: Enhancing Marking for 6 holes Step4: Punching 6 holes Step3: Aligning punch 6 times Implementing Innovations: marking, aligning, punching 6 holes, all in one! System for Managing innovations The Old Way! The improved Way!
    • 35. Optional extras
      • Help with Workplace Skills Plans and Annual Training Reports based on Workplace Transformation Toolkits
      • Ad-hoc consulting
      • National Certificate in Productivity
      Technical Support Regional Managers User Group & Cluster support structure Facilitators WPC Website Networking / Sharing Infrastructure Orientation & Training Coaching Optional Extras
    • 36. Toolkit aligned with NQF Unit Standards Unit Standards: 15219 15220 12138 Unit Standards: 14214 Unit Standards: 114886 114876 114875 12432 15216 114884 10148 114885 10147 114877 Unit Standards: 15214 14525 Optional Extras
    • 37. National Certificate: Productivity, ID 49793; NQF Level 5; 134 credits Optional Extras 14525 Present an informed argument on a current issue in a business sector 15214 Recognise areas in need of change, make recommendations and implement change in the team, department or division 114885 Prepare and communicate a productivity improvement plan for a functional unit  114877 Formulate and implement an action plan to improve productivity within an organisational unit 10147 Supervise a project team of a technical project to deliver project objectives 10148 Supervise a project team of a business project to deliver project objectives 114884 Coordinate the improvement of productivity within a functional unit 15216 Create opportunities for innovation and lead projects to meet innovative ideas 12432 Use mathematical and statistical techniques effectively 114875 Measure and assess the factors that influence capital productivity and establish the relative impact of each factor 114876 Measure and asses the factors that influence material productivity and establish the relative impact of each factor 114886 Measure and assess the factors that influence labour productivity and establish the relative impact of each factor 14214 Evaluate and improve the project team’s performance 12138 Conduct an organisational needs analysis 15220 Set, monitor and measure the achievements of goals and objectives for a team, department or division within an organisation 15219 Develop and implement a strategy and action plans for a team, department or division Unit Standard Title & NQF Number
    • 38. National Qualifications Framework (NQF) Optional Extras General education and training (GET) St7/grade 9/ABET 4 St 6/grade 8/ABET 3 St 5/grade 7/ABET 2 St 1/grade 3/ABET 1 1 Further education and training (FET) Certificates from school/college/ trade or mix of units 4 3 2 Band Higher education and training (HET) Type Doctorates, further research Higher degree, professional 1 st degree, higher diploma, Diploma, OCC certificate NQF level 8 7 6 5
    • 39. User Group Pricing per company size Training Materials at cost. Training Materials at cost. Training Materials at cost. Training Materials. Depends on size and role within User Group Depends on size and role within User Group Depends on size and role within User Group >400 employees 67 500 45 000 15 000 301-400 employees 60 000 40 000 13 000 201-300 employees 52 500 35 000 11 000 151–200 employees 45 000 30 000 9 000 101-150 employees 37 500 25 000 7 000 50-100 employees 30 000 20 000 5 000 10-50 employees PLATINUM MEMBERSHIP ( CF days) GOLD MEMBERSHIP ( CF days) SILVER MEMBERSHIP (0 CF days) Annual fee (R) Annual fee (R) Annual fee (R) ENTERPRISE SIZE
    • 40. What if reject rate 40% 
      • Your current Reject Rate
      • Cost of your current reject Rate:
      • Thus, if reject rate is reduced by 40%:
      • 40% Saving on Material Reject costs
      • 40% Saving on Labour Reject costs
      • Or
      • Increase in Sales by ….%
      • ……… %
      • Material Cost: R……..
      • Labour Cost: R……..
      • Delivery Cost: R……..
      • Total Reject cost: R……..
      • Material Saving: R…….
      • Labour Saving: R…….
      • Total Saving: R…....
      • Increase in Profits = R…....
    • 41. What if absenteeism rate 29% 
      • Your current Absenteeism Rate
      • If Absenteeism Improves by 29%:
      • Thus, if output is increased by….%,
      • Increase in Profitability by….%
      • ……… %
      • Turnover increase =R……..
      • Less Labour Cost: R nil R……..
      • Less Material cost R…...
      • Increased Profitability: R……..
      • (Gross Margin = Net Profit
    • 42. What if late delivery 32% 
      • Your current Late Delivery Rate
      • Cost of your current Late Delivery Rate:
      • Thus, if Late Delivery is reduced by 32%:
      • … ..% Saving on Opportunity Costs
      • … ..% Saving on Labour
      • 32% saving on Delivery
      • … ..% saving on Overheads
      • ……… %
      • Opportunity Cost
      • (Customer Retention): R……..
      • Delivery Improvement:
      • (Extra deliveries) R……..
      • Gross Profit = Net Profit: R……..
    • 43. Potential Value of Benefits to y óú r enterprise
      • What impact would you have on y óú r customer satisfaction if late delivery could be reduced just by 16%?
      • What if y óú r reject rate could be reduced just by 20%?
      • What if y óú r current level of absenteeism could be reduced just by 15%?
      • What if y óú r cost of sales could be reduced just by 20%?
    • 44. Ask yourself…….
      • Can y óú r company afford n ó t to engage in a World-class / Best Operating Practice / Continuous Improvement / Productivity Programme???
    • 45. Thank you!

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