Simply a matter of process: Building operational resilience in times of crisis
1. Gill Knowles – maisie bolan associates
Steph Locke – Nightingale HQ
Simply a matter of process:
Building operational resilience in
a time of crisis
2. maisie bolan associates
• We help with your people
• Retained HR services
• People development and leadership training
• Projects
• Lean Principles - help teams focus on what adds value
• Health & Safety qualified
• Occupational Health Associate
3. To build operational resilience
• Ability to react quickly to change
• Divert processes
• Eliminate waste
Therefore processes must be streamlined
4. What is waste?
• Anything that doesn’t add value to the customer i.e. anything they
are not willing to pay for
What adds value?
• Meets a specific customer requirement
• Cannot be performed more economically
5. 7 types of waste
Defects Transport Inventory Waiting
Over-production Motion Over-processing
6. Defects
Transport
Inventory
Waiting
• Broken parts
• Incorrect data entry
• Moving material or paperwork
• Stocks of finished goods or WIP
• Forms waiting to be batch processed
• Waiting for responses from other
departments
7. Overproduction
Motion
Overprocessing
• Producing more parts or paperwork before
the next stage can receive them
• People searching for materials or tools
• Handoffs
• Unnecessarily tight tolerances
• Entering data more than once
11. Map the process flow
Order
received
• Enter order onto system
• Check raw material stock
• Check factory loading
• Delivery date agreed
• Delivery date onto whiteboard
• Order acknowledgement sent
• Master spreadsheet updated
• Instruction to design department
12. Map the process flow
Design
• Enter survey drawings onto CAD
• Create and print production drawings
• Third person check against survey
• Enter survey dimensions onto spreadsheet
• Print off parts list
• Issue drawings and parts list to factory
13. Map the process flow
Production
• Transport - Cut all panels to size - QC Check
• Transport - Profile panels - QC check
• Transport - Foil panels and add feet - QC check
• Transport - Layout complete wall on floor - QC
check
• Transport - Assemble ancillary parts – QC check
• Transport - Palletise and wrap – Final QC check
14. Eliminate waste
• Question all assumptions
• What would happen if we removed this process?
• Five whys
• Reject “We’ve always done it this way”
• Identify knee-jerk processes
• Safety blankets
Some processes may be “necessary waste”
15. Housing Association Repairs process
• Resident rings HA to report repair
• HA classifies repair
• HA enters information on system
• Surveyor visit required?
• HA rings relevant contractor to pass on customer details
• Contractor rings or writes to resident to arrange appointment
• Contractor informs HA of appointment details
• HA updates system
• Appointment kept (or not)
• Repair completed (or not)
• System updated
• Mandatory reporting
16. Housing Association Repairs process
• System all based around external targets
• Questioned the legitimacy of those targets
• Got special dispensation to measure customer satisfaction
instead
• HA booked appointments for contractors in initial call
• Contractors introduced van stock requirements
• Customer rated their overall satisfaction and made
suggestions to improve that score
17. Other areas of focus
• Stock levels
• Kanban
• Just In Time
• Standard processes
• Batch sizes
• Single piece flow
19. Helping manufacturers innovate through
AI
Simply a matter of process
Building operational resilience in
times of crisis
Steph Locke, Nightingale HQ
@TheStephLocke
@NightingaleHQ
#EmergingTechFest
20. CEO @ Nightingale
HQ
Data & AI specialist
T: @theStephLocke
Li: /stephanielocke
steph@nightingalehq.ai
21. It’s never about how you start –
it’s always about how you finish
The Rock
22. NightingaleHQ.ai
How should we improve/automate
processes?
Prioritise
Draw
Discuss
Make it so
Monitor
Easier said than
done, my friend!
23. How to “make it so”!
Demand
Goal
Identify
appropriate
route
Internal skills
Compliance
Technology Prototype
Iterate
Scale
24. Example: Logistics co
We don’t
have enough
time!
Free up time
from manual
data capture
Use data from
SaaS instead
of GSheets
Not enough
time, so
outsource
UK hosted
data, GDPR
Azure,
realtime
Power BI
sample
Build first
data
integration
Incorporate
more data
25. Our change model for AI
Analytics
Culture &
Execution
Business
strategy
Governance Information
Architecture
AI
Business goals
High priority use
cases
Existing
capabilities
As-is & to-be
assessment
Action plan
Pilot project(s)
Feedback and re-
assessment
Further projects
26. To improve is to change; to be
perfect is to change often.
Winston Churchill
Prioritise: Order processes/tasks by time, frequency, & value
Pen & paper: Sketch out what the process is
Discuss: Is the way we’ve always done it the best way?
Make it so: Use tools to reflect the process
Monitor: Make sure it’s not doing the wrong thing efficiently
Origins in combining development and operations so to overcome bottlenecks in the software development.
It’s not a tool or an application but a culture to promote development and Operation process collaboratively
It’s the process of alignment of IT and development operations with better and improved communication.
It can be adopted by any organisation regardless of size
DevOps unites the three Ps – people, process and product- for ultimate satisfaction of the end users of the products.
DevOps is the product of collaboration, automation and innovation.
These three will ensure a rapid flow of communication between teams, automating the processes and delivering the end product to the customers in a rapid and efficient manner.
DevOps processes that allow for rapid iteration to deploy, optimize, and redeploy new datasets and models to best support the business.
we're seeing a kind of "dev-ification of ops," says author and researcher Gene Kim.
Kim has studied the evolution of DevOps and identified what he considers to be the prerequisites today for DevOps success in an enterprise:
High-trust cultural norms
An architecture that lends itself to testability and deployability
A cluster of technical practices that includes continuous integration, continuous delivery, automated deployment, and proactive production monitoring
That tool chain of most popular products includes, among other things, the Jenkins continuous integration server; the Docker containerization platform; the Git version control system; the Apache Maven build management tool; the New Relic analytics platform; the Splunk operational intelligence platform; the Puppet, Ansible, and Chef configuration management systems; and, perhaps, Tripwire. And the list of supporting technologies is growing.
In other words, companies will be more successful in their DevOps efforts if they focus on creating safe systems of work that allow small teams to learn from mistakes, while working quickly and independently as they deliver value.
How do we support manufacturers to become more productive, resilient and sustainable?
How do we build back up domestic manufacturing capabilities protect jobs, and at the same time secure our position in the global league table?
Invest in R&D
An extra £20bn a year into R&D powers a lot of productivity and innovation (Target is 2.4% of GDP by 2027)
Look to Top Innovators
Getting three times as many revenues from new products or services
‘digital enterprises’ that can adapt to market conditions and use resources more efficiently
https://combilift.com/en/combi-ventilate/ largest global manufacturer of multi-directional forklifts
The Irish manufacturer Combilift, best known for its range of space-saving forklifts and other handling solutions, has drawn on its expertise in engineering and software design to develop the Combi-Ventilate, a splitter device which turns one ventilator into multiple ventilation stations to address the current Covid-19 emergency.
Instead of actually developing ventilators we analysed what is really required, as we do in our usual business models
Combi-Ventilate was developed by a team of mechatronic and software engineers in the past 5 weeks with a unit currently undergoing laboratory tests in a hospital setting.
uses standard pipes and fittings for easy assembly
It costs a fraction of a standard ventilator and can be installed very easily into an ICU unit environment.
CEO said while medical devices were not their core business, he hoped it would open up more opportunities for Combilift in that area in future. “We have made Combi-Ventilate under the same ethos and with the same objective as we do with all our the Combilift products – which is all about doing more with less,” added Martin.
It's got it all, regulation, guidelines, product specification, packaging.
In 14 days they went from not knowing anything about Hand Sanitiser to becoming a fully approved supplier to the NHS.
shipped over 100,000 units of our hand sanitser, for free.
production has been running round the clock.
Using current facilities and staff (from our closed bars) to produce and ship stock
Many different steps from an operations point of view to make a success of it.
1) Follow The World Health Organization Recipe
2) Understand The New UK HSE Guidelines
3) Get Creative on Packaging
4) Understand User Requirements
5) The 72 Hour Hold - This is to ensure the final packs are completely sterile before they go into any medical environment.
6) Inform Your Insurer - compliant with the new UK Health and Safety Executive Regulations listed above.
https://www.brewdog.com/blog/sanitiser-sharing-what-we-have-learned
https://www.washingtonpost.com/sports/2020/03/28/bauer-hockey-face-shield-coronavirus/
After Bauer, a U.S.-based company that manufactures hockey gear.
In 48 hours they received interest in more than 1 million medical shields. It is already set to produce 300,000 units — its current capacity
Steps Agility and flexibility - producing hockey to medical equipment requires flexibility,
- required employees to be comfortable with stepping out of their traditional roles. Since the production shift, manufacturing workers have taken on shipping-related tasks, while project managers have brainstormed marketing campaigns and information technology teams have helped take orders.
- Technical drawings of the face shields swiftly led to a market plan, and then hours after that, a prototype.
With Bauer unable to fulfill all of the orders that are coming in, the company is urging other manufacturers to help.
it decided to publish manufacturing instructions, designs and supplier information for the face shields to encourage others to begin production.
It's now a product line - The continue to manufacture and sell online.
