Preparing South African Manufacturers for Major Projects<br />
Misconception of Status<br />The South African nature:<br />Optimistic<br />Superficial in dealing with detail<br />Over-E...
We always think of delivery…….We promise improvement, and then focus on getting units to the door, and ?....….. <br />Real...
The Doom Cycle<br />Rob production line of resource, to repair => <br />Further delay, more defects from line…. vicious cy...
Situation<br />Underestimate….<br /><ul><li>Impact of:</li></ul>Design change<br />Lack of operational, robust quality sys...
Training in advance</li></li></ul><li>Case: Project Delivery<br />12 month delay<br />18 month delay<br />
Fundamental Concerns <br />Skills base has been lost in the period of inactive manufacture<br />Shortage of knowledge<br /...
Status of essential needs<br />Dormant period-<br />			almost 20 Yrs <br />	Experienced Engineers<br />	Experienced Hard S...
Status of essential needs<br /><ul><li>One Generation is LOST in essential skills of Rail Manufacturing.
The young have just started</li></ul>	and are inexperienced.<br /><ul><li>Critical mass of skilled and experienced people ...
Production Control
Quality Gates
“My Problem” activity (People involvement)</li></ul>Focussed rescue intervention:<br />UCW, TOSHIBA<br />Inspectors Skill<...
Corrective Action<br />Massive effort to save projects by:<br />Mitsui (MARS, VENUS)<br />UCW<br />TOSHIBA (Japan Expert S...
Imperatives<br /><ul><li>QC Network
Defect feedback & root cause analysis & eliminate
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UCW - UNIDO SPX rhythm 25082011

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UCW - UNIDO SPX rhythm 25082011

  1. 1. Preparing South African Manufacturers for Major Projects<br />
  2. 2.
  3. 3. Misconception of Status<br />The South African nature:<br />Optimistic<br />Superficial in dealing with detail<br />Over-Estimate <br />Own Ability<br />State of Readiness <br />We are “World Leaders” in Crisis Management<br />Over-promise and under-deliver<br />
  4. 4. We always think of delivery…….We promise improvement, and then focus on getting units to the door, and ?....….. <br />Reality shows that Quality prevents / disrupts delivery with =><br /> Serious impact on the customer’s experience and cost<br />Threatening the company’s own financial security<br />Under-performance & reputation damage<br />Situation<br />
  5. 5. The Doom Cycle<br />Rob production line of resource, to repair => <br />Further delay, more defects from line…. vicious cycle.<br />PASS<br />
  6. 6. Situation<br />Underestimate….<br /><ul><li>Impact of:</li></ul>Design change<br />Lack of operational, robust quality systems<br />Detailed process planning<br /><ul><li>Cost associated with:</li></ul>Inadequate / poor production preparation<br />Defect repair<br /><ul><li>How quickly CASH problems cripple the company
  7. 7. Training in advance</li></li></ul><li>Case: Project Delivery<br />12 month delay<br />18 month delay<br />
  8. 8. Fundamental Concerns <br />Skills base has been lost in the period of inactive manufacture<br />Shortage of knowledge<br />Shortage of experience<br />
  9. 9. Status of essential needs<br />Dormant period-<br /> almost 20 Yrs <br /> Experienced Engineers<br /> Experienced Hard Skills:<br />Artisans<br />Skilled Workforce<br />Supplier base<br />
  10. 10. Status of essential needs<br /><ul><li>One Generation is LOST in essential skills of Rail Manufacturing.
  11. 11. The young have just started</li></ul> and are inexperienced.<br /><ul><li>Critical mass of skilled and experienced people for major projects, have not yet been developed.</li></li></ul><li>Case: Project Delivery<br />INTERVENTIONS<br /><ul><li>Training
  12. 12. Production Control
  13. 13. Quality Gates
  14. 14. “My Problem” activity (People involvement)</li></ul>Focussed rescue intervention:<br />UCW, TOSHIBA<br />Inspectors Skill<br />Electric Skill<br />Piping Skill<br />Weld School<br />
  15. 15. Corrective Action<br />Massive effort to save projects by:<br />Mitsui (MARS, VENUS)<br />UCW<br />TOSHIBA (Japan Expert Support)<br />Cost impact on customer and contractor due to delay<br />Cost impact of developing essential needs DURING contract delivery period <br />NOW<br />FUNDEMENTAL SKILL JUST AGAIN DEVELOPED<br />
  16. 16. Imperatives<br /><ul><li>QC Network
  17. 17. Defect feedback & root cause analysis & eliminate
  18. 18. Detailed work instructions, quality key points defined
  19. 19. Trained people working as teams</li></li></ul><li>Imperatives<br /><ul><li>Detailed Task List and progress tracking
  20. 20. Detailed parts management
  21. 21. Capable Shop Floor Leaders</li></li></ul><li>ARE WE READY ?<br /><ul><li>Have to ENSURE we retain Skill & Experience
  22. 22. Pre-production preparation
  23. 23. Project Management
  24. 24. Core skills development Before we start manufacture
  25. 25. LIMIT the amount of change at project start</li></ul>Sustainability of business is directly linked to the stability of demand. <br />
  26. 26. ARE WE READY ?<br />Yes and No…….<br /><ul><li> We have pockets of excellence available in SA manufacturing industry
  27. 27. Require people training and development; investment by industry who hope to participate, without certainty of actually doing so
  28. 28. It is too late to start development & training, after the contract is awarded
  29. 29. There is much to do………</li></ul>We will succeed! <br />We are South African!<br />We have expert support available<br />
  30. 30. THANK YOU<br />

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