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A TP3 Approach to Manage Manufacturing Competitiveness After the Pandemic

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Presented by
Roy Vasher, WHIN Education Consultant, Purdue University
Steve Dunlop, Managing Director of Dauch Center for DCMME & GSCMI
Ananth Iyer, Senior Associate Dean, Purdue University
Dr. Angus McLeod, VP of Coaching at AMA

Hosted and moderated by Mark Graban

This webinar is focused on manufacturing, but will have important lessons related to leadership and supply chain operations -- important issues in any industry these days.

Listen to a quick preview:

In this webinar, you'll learn:

How focusing on Technology, Product, People and Process (TP3)are key to holistic management of pandemics through to the New Normal
The role of Agility in keeping ahead of events
Why and how communication can create trust or lose trust
A psychological and work-culture ethos for opportunity, not threat
Why now is the time to shift focus from fire-fighting to strategy
How Infection control audit and measures leverage Value Stream Mapping (VSM) to reduce infection threats and helps us focus on efficacy enhancement, not just costs/wastes
Why investing in technology is immediately a more affordable and strategic advantage then it was before the pandemic
Why our multi-tasking tool helps during the pandemic and helps beyond the New Normal
Why re-shoring strategies now make even more sense than they did prior to the pandemic

Published in: Business
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A TP3 Approach to Manage Manufacturing Competitiveness After the Pandemic

  1. 1. A TP3 Approach to Manage Manufacturing Competitiveness After the Pandemic Presented by Mark Graban Senior Advisor, KaiNexus (Host)
  2. 2. Introductions 2
  3. 3. Ideas to consider Manufacturing Opportunity • Product – Supply Chain, Demand • People – Enabling Change, Communication • Process – Infection Control, Agility • Technology – Facilitating Competitiveness. 3
  4. 4. Agenda Manufacturing Recovery - ? manage to minimize workplace infections - ? Operate within a supply chain • A Holistic Approach: T𝑃! • - Technology, People, Process, Products • For each element a) Concepts, b) Ideas/Decisions, c) Opportunities • Summary. 4
  5. 5. Products and Operational Stages Steve Dunlop 5
  6. 6. Product - Concept • The first Stage is to manage productive operations during the pandemic. This applies to ‘essential’ businesses that are permitted to operate and will have real concerns about virus transmission between employees. • The second Stage is to manage during a shutdown of operations, while the pandemic-related ‘shelter-in- place’ rules are in effect. • The third Stage is a restart of operations, when the pandemic-related rules are relaxed; the situation moves a little closer to a new normal. 6
  7. 7. Product - Ideas/Decisions • Need to fully understand current and future Supply Chain • Supply Side • Business as we know it is going to change • New product • Replacement of current products • New operations – methods, processes (see process section) • Supplier diversification • Demand Side • Customer (demand) focus is changing • Current and new customers mix • Demand Forecasting • How we produce items is changing 7
  8. 8. Business - Opportunity • Introduction of new tactics for product development • Upskilling of workforce • Reshoring of production • Core business changes • New tool development • Market Changes • Capacity Utilization -- Change in produce mix 8
  9. 9. People & Communications Angus McLeod 9
  10. 10. Communications, Building Trust • Manage Communication for staff, families and supply-chain: • Under promise & over deliver • Follow-up • Stay ahead of concerns • Staff: reliability of infection layer, job-losses, p/time or f/time wages • Customers/suppliers: keep in front of the news • Involve families as a new normal • Communicate, involve, support. 10
  11. 11. Likely Changes when back at Work • More shifts (where not already 24/7) • More space (where needed, e.g. meat processing) • More non-ops people working from home, some or all days • Smaller head-count (in many companies). 11
  12. 12. Emergent Needs in the New Normal • Agile adaptation to infection-control advances • Up-skilling in technology (dashboards, cobots, AR, VR etc.) • Crisis Strategy: Learn-review-amend, learn-review-amend • More multi-tasking to cover unexpected absences… 12
  13. 13. Multi-tasking Model 13
  14. 14. Upskilling Byte-sized Learning 14
  15. 15. 15
  16. 16. Compete and Grow? • Adopt ‘glass half-full’ ethos; opportunities, not threats • Move from fire-fighting to strategic competitiveness • Some operators may work remotely using A/V and controls • Build an Agile team • Demonstrably value people • Training & Development (multi-tasking and new skills) • Pay and Benefits • Reward and Recognition. 16
  17. 17. VSMI to Mitigate Infection Risks Roy Vasher 17
  18. 18. What is VSMI? • VSMI is an acronym for Value Stream Mapping plus Infection risk mitigation. • The VSM methodology was initially used by Toyota to eliminate waste and is now a vital tool that is used by Lean practitioners everywhere. • A VSMI map provides a visual representation across the plant floor to enable you to identify potential areas of Infection risk 18
  19. 19. VSM Material and Process Flow Map – Logical View Factory Operations 19 Cycle Time 2 min Workers 1 Scrap Rate 3% Data Box Cycle Time 2 min Workers 2 Scrap Rate 1% Data Box Cycle Time 2 min Workers 1 Scrap Rate 3% Data Box Cycle Time 2 min Workers 1 Scrap Rate 3% Data Box Shipping INV Receiving INV Cutting Notch Form Weld Buff NVA VA 4 hr. 1 day5 min 2 min 2 min2 min 2 min Types of Waste • Transportation • Inventory • Motion • Waiting • Over Production • Over Processing • Defects New Concern • Infection Risk
  20. 20. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Factory Floor Flow – Aerial View – Prior Mitigation Aisle Aisle Receiving Shipping Cutting Notch Form Weld Buff Steel Less than 6 Ft Less than 6 Ft 20 Supervisor Mobile worker Two-way aisle way
  21. 21. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Factory Floor Flow – Aerial View – With Mitigation Aisle Aisle Receiving Shipping Cutting Notch Form Weld Buff Steel Move Worker 21 AisleOne-Way One-Way Supervisor Make aisles one-way Wear Sensor Sensor to Quarantine incoming parts
  22. 22. Next VSMI Step • CAD* Software Model • Use a CAD type software to translate the VSM logical flow into an aerial view of the factory floor using actual dimensions of floor plan as well as machines and workstations. • CAD software can be used to create a 3D view and used to simulate relocation of machines and workstations • Also, analyze traffic floor around the factory floor and redesign flow to keep workers separated by 6 feet when walking around – for example create one- way routes and either side of the wide aisles. • Computer Aided Design 22
  23. 23. Future Opportunity •Short-term: Introduction of Infection Mitigation may have a negative impact on being “Lean” or efficient •Future: Redesign the factory to not only be safe but more efficient by strategic adoption of smart technology 23
  24. 24. Leveraging Technology Ananth Iyer 24
  25. 25. Technology and Manufacturing Recovery • Technology Adoption needs to be re-examined • Economically feasible at lower volumes • Scalable, Reconfigurable, decentralized choices • Examples 25
  26. 26. Volume Cost Technology Before Pandemic labor unit cost A During/After Pandemic labor unit cost B Technology C Leveraging Technology to Recover from the Pandemic 26
  27. 27. Recovery and Technology - Think T𝑃! • Cleaning Robots • Assistive Robots • Sensor based tracking and alerts (Bluetooth, RFID etc) • Surface and object quarantines • UV Technology and Virucidal cleaners • Omnichannel • Leveraging ML and AI (as appropriate) • Video Analytics • Digital Twins • AR and VR • Airflow Monitoring • Remote Learning ……. 27
  28. 28. Wrap-Up Ananth Iyer 28
  29. 29. Ideas •T𝑃! - Technology, Product, People, Process •Agility - to adapt to Supply Chain demand and supply •Glass half full - has 50% more capacity to fill 29
  30. 30. A T𝑃! Approach to Manage Manufacturing Competitiveness After the Pandemic 30 Questions? New Book – Available July 2020
  31. 31. Future Webinars • Better Decision Making: Avoiding the Conclusion Trap and Other Pitfalls – July 8, 1 to 2:15 pm ET – Dan Markovitz, author of The Conclusion Trap – An interactive virtual workshop – Register for a chance to win 1 of 3 copies of his new book www.KaiNexus.com/webinars
  32. 32. Future Webinars • KaiNexus 2020 Mid-Year Product Update – June 18, 1 to 2:00 pm ET – Greg Jacobson, CEO of KaiNexus – Ryan Rippey, Product Manager www.KaiNexus.com/webinars
  33. 33. Other Resources www.KaiNexus.com
  34. 34. Podcasts • www.KaiNexus.com/podcasts • Subscribe via: – Apple Podcasts – Google Play – Stitcher – Spotify
  35. 35. Q&A • Web: – www.kainexus.com – blog.kainexus.com • Webinars on Demand: – www.kainexus.com/webinars • Social Media: – www.twitter.com/kainexus – www.linkedin.com/company/kainexus – www.facebook.com/kainexus Mark Graban Senior Advisor, KaiNexus Mark@KaiNexus.com

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