Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance –Using the correct Data and Drill Down Analysis
Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance –Using the correct Data and Drill Down Analysis
Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance –Using the correct Data and Drill Down Analysis
Ask the Expert: Lean Leadership - Can We Talk About OEE?MileyJames
This document discusses how to calculate Overall Equipment Effectiveness (OEE) and factors like set-up time, utilization, efficiency, and first-pass yield. It recommends measuring set-up times separately to better understand their impact on machine throughput. An example calculation shows an OEE of 59% based on 75% utilization, 90% efficiency, and 88% first-pass yield. It outlines collecting OEE data by machine to identify improvement opportunities, educating operators, and holding supervisors accountable for addressing issues to improve effective use of resources.
Overall Equipment Effectiveness (OEE) measures actual production output against theoretical maximum output over a given time period. Losses are categorized into availability, performance, and quality, known as the "Six Big Losses": planned downtime, breakdowns, minor stops, speed losses, production rejects, and start-up rejects. Measuring these losses provides data to target improvement areas and increase equipment effectiveness.
OEE System - Overall Equipment EffectivenessSatish Nande
OEE System - Data and Analytics - Reports. Complete details of the Overall Equipment Effectiveness. OEE (Overall Equipment Effectiveness) is the gold standard for measuring manufacturing productivity.
It identifies the percentage of manufacturing time that is truly productive. An OEE score of 100% means you are manufacturing only Good Parts, as fast as possible, with no Stop Time. In the language of OEE that means 100% Quality (only Good Parts), 100% Performance (as fast as possible), and 100% Availability (no Stop Time).
Software designed and developed by Werardt Systemss Pvt. Ltd. For more information please contact Mr. Satish Nande, Director. Email business@werardt.com or CALL +91 9011092405
This document discusses the concept and methodology of work sampling. It begins by defining work sampling as a statistical technique used to determine the proportion of time employees spend on different work activities. Work sampling involves taking many random observations over time to approximate how time is spent. It has advantages over other work measurement methods like being less disruptive and requiring less expertise. However, it also has limitations like not accounting for work pace. The document then outlines the typical procedure for conducting a work sampling study, including defining the problem, getting approvals, designing observation forms, determining observation frequency, and evaluating methods to reduce bias. Formulas are provided to determine required sample sizes for desired accuracy levels.
Takt Time with Matt Hansen at StatStuffMatt Hansen
Takt time is a measurement of the consistent flow required for a process to meet customer demand. It is calculated by dividing the total available work time by the total customer demand. If customer demand decreases, takt time increases, slowing the process pace. If demand increases, takt time decreases, speeding up the process pace. The document provides examples of takt time calculations and discusses adjusting processes based on changes in customer demand and takt time.
- The document discusses the implementation of an enterprise asset management (EAM) and supply chain management (SCM) system for an LPG plant.
- It proposes implementing a state-of-the-art EAM system like Oracle eAM and integrating it with an industry standard SCM system to improve asset integrity and supply chain functionality.
- The scope of work includes defining system boundaries, applying the manufacturing planning and control lifecycle, designing data templates, and establishing metrics to control the information flow and measure SCM performance.
Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance –Using the correct Data and Drill Down Analysis
Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance –Using the correct Data and Drill Down Analysis
Ask the Expert: Lean Leadership - Can We Talk About OEE?MileyJames
This document discusses how to calculate Overall Equipment Effectiveness (OEE) and factors like set-up time, utilization, efficiency, and first-pass yield. It recommends measuring set-up times separately to better understand their impact on machine throughput. An example calculation shows an OEE of 59% based on 75% utilization, 90% efficiency, and 88% first-pass yield. It outlines collecting OEE data by machine to identify improvement opportunities, educating operators, and holding supervisors accountable for addressing issues to improve effective use of resources.
Overall Equipment Effectiveness (OEE) measures actual production output against theoretical maximum output over a given time period. Losses are categorized into availability, performance, and quality, known as the "Six Big Losses": planned downtime, breakdowns, minor stops, speed losses, production rejects, and start-up rejects. Measuring these losses provides data to target improvement areas and increase equipment effectiveness.
OEE System - Overall Equipment EffectivenessSatish Nande
OEE System - Data and Analytics - Reports. Complete details of the Overall Equipment Effectiveness. OEE (Overall Equipment Effectiveness) is the gold standard for measuring manufacturing productivity.
It identifies the percentage of manufacturing time that is truly productive. An OEE score of 100% means you are manufacturing only Good Parts, as fast as possible, with no Stop Time. In the language of OEE that means 100% Quality (only Good Parts), 100% Performance (as fast as possible), and 100% Availability (no Stop Time).
Software designed and developed by Werardt Systemss Pvt. Ltd. For more information please contact Mr. Satish Nande, Director. Email business@werardt.com or CALL +91 9011092405
This document discusses the concept and methodology of work sampling. It begins by defining work sampling as a statistical technique used to determine the proportion of time employees spend on different work activities. Work sampling involves taking many random observations over time to approximate how time is spent. It has advantages over other work measurement methods like being less disruptive and requiring less expertise. However, it also has limitations like not accounting for work pace. The document then outlines the typical procedure for conducting a work sampling study, including defining the problem, getting approvals, designing observation forms, determining observation frequency, and evaluating methods to reduce bias. Formulas are provided to determine required sample sizes for desired accuracy levels.
Takt Time with Matt Hansen at StatStuffMatt Hansen
Takt time is a measurement of the consistent flow required for a process to meet customer demand. It is calculated by dividing the total available work time by the total customer demand. If customer demand decreases, takt time increases, slowing the process pace. If demand increases, takt time decreases, speeding up the process pace. The document provides examples of takt time calculations and discusses adjusting processes based on changes in customer demand and takt time.
- The document discusses the implementation of an enterprise asset management (EAM) and supply chain management (SCM) system for an LPG plant.
- It proposes implementing a state-of-the-art EAM system like Oracle eAM and integrating it with an industry standard SCM system to improve asset integrity and supply chain functionality.
- The scope of work includes defining system boundaries, applying the manufacturing planning and control lifecycle, designing data templates, and establishing metrics to control the information flow and measure SCM performance.
Learn the importance of defining performance metrics and how you can utilize them in eMaint X3. Gil Acosta discusses which metrics are key measures of success for any maintenance operation, and how to determine which metrics are important for your organization. He then discusses how these measures can be derived from the data within your CMMS, and what types of data will drive performance and results.
This document outlines the key knowledge, skills, and responsibilities required of proactive maintenance technicians. It discusses topics like maintenance best practices, preventive and predictive maintenance, planning and scheduling, execution, safety compliance, technical knowledge, and leadership. The document emphasizes that technicians should have defined roles and responsibilities, follow repeatable processes, and use metrics to monitor performance and drive improvement. Overall, it provides a comprehensive overview of the requirements to be a successful proactive maintenance technician.
Are you thinking enough about OEE? Have you been able to release the full capacity / efficiency of your production equipment?
This Webinar is designed to help you understand how plant connected OEE solutions can become an integral part of your continuous improvement strategy.
Webinar Content:
What is OEE?
Benefits of a plant connected solution
The need to drive culture for Continuous Improvement
Tools you need to drive OEE
Using OEE data to support 6Sigma and Kaizen initiatives
This webinar will be hosted by our Lean Manufacturing Manager Richard Stone. He joins us with over 20 years experience in the Manufacturing Industry, specialising in Lean Manufacturing and Continuous Improvement Programs. Before joining Richard worked as a senior manager and director with some of the UK's leading systems integrators and MES (Manufacturing Executions System) providers, gaining extensive knowledge of OEE and energy targeting & Monitoring solutions.
Oee on hana overall equipment effectiveness overview aug 2012 (2)Marco Bueno
OEE (Overall Equipment Effectiveness) is a set of metrics that focuses on key success drivers for manufacturing enterprises. It measures capacity utilization and identifies underlying issues limiting performance. SAP's OEE on HANA solution leverages HANA's in-memory analytics to provide real-time OEE metrics and analysis. The solution includes operator dashboards for data collection and monitoring production. It also provides management dashboards and reports for analyzing OEE, availability, performance, quality and identifying improvement opportunities across time, hierarchy, and other dimensions. Configuration capabilities allow customizing dashboards and extending the solution.
This presentation discusses control charts, which graphically represent collected quality data to detect variations in a production process. Control charts have several purposes and advantages, including indicating whether a process is in or out of control, determining process variability, ensuring product quality, and reducing scrap. There are different types of control charts for variables and attributes. Variable charts measure dimensions while attribute charts classify items as defective or not. The presentation focuses on X-bar and R-bar charts for variables. X-bar charts show central tendency while R-bar charts show spread. When used together, they provide powerful diagnosis of quality problems. Steps for using control charts include determining the data type, selecting the appropriate chart, calculating averages and control limits, and plotting the
Production Line OEE (Overall Equipment Effectiveness)Brian Thomas
This webinar session reviews utilizing a proven, lean manufacturing technique, called Overall Equipment Effectiveness, or OEE for short. DST Controls discusses what OEE is and why it is so important for modern manufactures to incorporate it in their operations. Barry Callebaut, a major chocolate producer, had no visibility into their process to determine if the proper amount of ingredients were used in their batch process. An OEE solution by Rockwell Automation was implemented to automatically track material loss, and company estimates they have achieved a $500k net annual gain through resultant ingredient optimization and product consistency.
The document discusses production planning and optimization software. It highlights the software's ability to improve performance and functionality by considering all production constraints. It provides examples of how the software can optimize multiple machines and sites to increase efficiency, productivity and profitability compared to manual planning methods. The software aims to find solutions that meet all parameters and constraints to provide a solution without surprises.
Which of the following is not one of the basic types of forecastingramuaa130
This document provides a guide for an OPS 571 final exam, including 30 multiple choice questions covering operations and supply chain management topics such as forecasting, productivity measurement, production layouts, inventory models, scheduling, and project management. The questions assess understanding of key concepts and ability to apply analytical techniques in operations and supply chain decision making.
Which of the following is not a problem definition tool from the operations c...ramuaa130
For more course tutorials visit
Uophelp is now newtonhelp.com
www.newtonhelp.com
1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
The document outlines the overall process flow mapping process which includes defining the scope, creating current and future state maps, and developing an implementation plan. It provides details on each step, including identifying the process and stakeholders, mapping the current "as is" process, analyzing for improvements, and mapping an ideal future "to-be" process. Standard symbols and templates are suggested to create clear and consistent process flow maps. Examples of process maps are also included.
This document provides an overview of implementing Total Productive Maintenance (TPM) at Baxter Aibonito. It defines TPM, outlines its key elements and tools, and emphasizes the importance of overall equipment effectiveness (OEE) as a metric. It also provides examples of TPM processes like daily checklists and team roles, and explains how to calculate and improve OEE over time through TPM.
Greg Perry, a consultant from eMaint, presented on how asset management systems can help drive operational excellence. He discussed that a CMMS (computerized maintenance management system) is software that tracks assets, work orders, parts, and other maintenance-related functions. It allows organizations to extend the life of assets, perform proactive maintenance, reduce costs, improve customer satisfaction and work processes, and meet regulatory standards. The presentation included case studies of different organizations that achieved benefits like increased visibility, accountability and productivity by implementing a CMMS.
The document summarizes key concepts in lean systems and production. It discusses eliminating waste to add value for customers and improve productivity. Specific lean tools are outlined, including 5S, quick changeover, pull production, total productive maintenance, poka-yoke, cellular layouts, and value stream mapping to visualize and improve workflow. The goal is to continuously improve by removing non-value added activities, reducing lead times and inventory, and increasing throughput.
Measuring Modeling and Managing Supply Chain CapacityBBK
This document discusses approaches for measuring, modeling, and managing supply chain capacity. It recommends taking a value stream perspective to understand capacity across internal and external processes. Key steps include understanding the factors that affect capacity like machinery, manpower, methods, measurement, and material. Data should be collected and production simulated to validate the capacity plan and identify constraints. Continuous improvement methods like kaizen and applying the theory of constraints can then be used to increase throughput at constraints and improve the overall production system capacity.
This document discusses operational management and scheduling. It defines scheduling as prescribing when and where operations will be performed to manufacture products. The objectives of scheduling are to meet due dates, minimize inventory and flow time, maximize machine utilization, and reduce costs. There are different types of scheduling approaches for different industries, such as forward scheduling which starts jobs as soon as possible, and backward scheduling which works backwards from a due date to determine the start times needed to finish on time. The document provides examples of how forward and backward scheduling are used.
Which of the following is a characteristic that can be used to guide the desi...ramuaa128
This document provides a summary of key concepts and terms related to operations and supply chain management. It includes 30 multiple choice questions that test understanding of topics like productivity measurement, production layouts, forecasting techniques, inventory models, lean principles, project scheduling, and supply chain classification frameworks. The questions cover a wide range of operations and supply chain management topics.
For more course tutorials visit
Uophelp is now newtonhelp.com
www.newtonhelp.com
1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
Some hidden tips about calculating OEE and it's improvement are revealed here. Know how to increase OEE value and improve the productivity of your manufacturing plant. www.downtimecollectionsolutions.com
Which of the following approaches to service design is characterized by havin...ramuaa128
For more course tutorials visit
Uophelp is now newtonhelp.com
www.newtonhelp.com
1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
Learn the importance of defining performance metrics and how you can utilize them in eMaint X3. Gil Acosta discusses which metrics are key measures of success for any maintenance operation, and how to determine which metrics are important for your organization. He then discusses how these measures can be derived from the data within your CMMS, and what types of data will drive performance and results.
This document outlines the key knowledge, skills, and responsibilities required of proactive maintenance technicians. It discusses topics like maintenance best practices, preventive and predictive maintenance, planning and scheduling, execution, safety compliance, technical knowledge, and leadership. The document emphasizes that technicians should have defined roles and responsibilities, follow repeatable processes, and use metrics to monitor performance and drive improvement. Overall, it provides a comprehensive overview of the requirements to be a successful proactive maintenance technician.
Are you thinking enough about OEE? Have you been able to release the full capacity / efficiency of your production equipment?
This Webinar is designed to help you understand how plant connected OEE solutions can become an integral part of your continuous improvement strategy.
Webinar Content:
What is OEE?
Benefits of a plant connected solution
The need to drive culture for Continuous Improvement
Tools you need to drive OEE
Using OEE data to support 6Sigma and Kaizen initiatives
This webinar will be hosted by our Lean Manufacturing Manager Richard Stone. He joins us with over 20 years experience in the Manufacturing Industry, specialising in Lean Manufacturing and Continuous Improvement Programs. Before joining Richard worked as a senior manager and director with some of the UK's leading systems integrators and MES (Manufacturing Executions System) providers, gaining extensive knowledge of OEE and energy targeting & Monitoring solutions.
Oee on hana overall equipment effectiveness overview aug 2012 (2)Marco Bueno
OEE (Overall Equipment Effectiveness) is a set of metrics that focuses on key success drivers for manufacturing enterprises. It measures capacity utilization and identifies underlying issues limiting performance. SAP's OEE on HANA solution leverages HANA's in-memory analytics to provide real-time OEE metrics and analysis. The solution includes operator dashboards for data collection and monitoring production. It also provides management dashboards and reports for analyzing OEE, availability, performance, quality and identifying improvement opportunities across time, hierarchy, and other dimensions. Configuration capabilities allow customizing dashboards and extending the solution.
This presentation discusses control charts, which graphically represent collected quality data to detect variations in a production process. Control charts have several purposes and advantages, including indicating whether a process is in or out of control, determining process variability, ensuring product quality, and reducing scrap. There are different types of control charts for variables and attributes. Variable charts measure dimensions while attribute charts classify items as defective or not. The presentation focuses on X-bar and R-bar charts for variables. X-bar charts show central tendency while R-bar charts show spread. When used together, they provide powerful diagnosis of quality problems. Steps for using control charts include determining the data type, selecting the appropriate chart, calculating averages and control limits, and plotting the
Production Line OEE (Overall Equipment Effectiveness)Brian Thomas
This webinar session reviews utilizing a proven, lean manufacturing technique, called Overall Equipment Effectiveness, or OEE for short. DST Controls discusses what OEE is and why it is so important for modern manufactures to incorporate it in their operations. Barry Callebaut, a major chocolate producer, had no visibility into their process to determine if the proper amount of ingredients were used in their batch process. An OEE solution by Rockwell Automation was implemented to automatically track material loss, and company estimates they have achieved a $500k net annual gain through resultant ingredient optimization and product consistency.
The document discusses production planning and optimization software. It highlights the software's ability to improve performance and functionality by considering all production constraints. It provides examples of how the software can optimize multiple machines and sites to increase efficiency, productivity and profitability compared to manual planning methods. The software aims to find solutions that meet all parameters and constraints to provide a solution without surprises.
Which of the following is not one of the basic types of forecastingramuaa130
This document provides a guide for an OPS 571 final exam, including 30 multiple choice questions covering operations and supply chain management topics such as forecasting, productivity measurement, production layouts, inventory models, scheduling, and project management. The questions assess understanding of key concepts and ability to apply analytical techniques in operations and supply chain decision making.
Which of the following is not a problem definition tool from the operations c...ramuaa130
For more course tutorials visit
Uophelp is now newtonhelp.com
www.newtonhelp.com
1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
The document outlines the overall process flow mapping process which includes defining the scope, creating current and future state maps, and developing an implementation plan. It provides details on each step, including identifying the process and stakeholders, mapping the current "as is" process, analyzing for improvements, and mapping an ideal future "to-be" process. Standard symbols and templates are suggested to create clear and consistent process flow maps. Examples of process maps are also included.
This document provides an overview of implementing Total Productive Maintenance (TPM) at Baxter Aibonito. It defines TPM, outlines its key elements and tools, and emphasizes the importance of overall equipment effectiveness (OEE) as a metric. It also provides examples of TPM processes like daily checklists and team roles, and explains how to calculate and improve OEE over time through TPM.
Greg Perry, a consultant from eMaint, presented on how asset management systems can help drive operational excellence. He discussed that a CMMS (computerized maintenance management system) is software that tracks assets, work orders, parts, and other maintenance-related functions. It allows organizations to extend the life of assets, perform proactive maintenance, reduce costs, improve customer satisfaction and work processes, and meet regulatory standards. The presentation included case studies of different organizations that achieved benefits like increased visibility, accountability and productivity by implementing a CMMS.
The document summarizes key concepts in lean systems and production. It discusses eliminating waste to add value for customers and improve productivity. Specific lean tools are outlined, including 5S, quick changeover, pull production, total productive maintenance, poka-yoke, cellular layouts, and value stream mapping to visualize and improve workflow. The goal is to continuously improve by removing non-value added activities, reducing lead times and inventory, and increasing throughput.
Measuring Modeling and Managing Supply Chain CapacityBBK
This document discusses approaches for measuring, modeling, and managing supply chain capacity. It recommends taking a value stream perspective to understand capacity across internal and external processes. Key steps include understanding the factors that affect capacity like machinery, manpower, methods, measurement, and material. Data should be collected and production simulated to validate the capacity plan and identify constraints. Continuous improvement methods like kaizen and applying the theory of constraints can then be used to increase throughput at constraints and improve the overall production system capacity.
This document discusses operational management and scheduling. It defines scheduling as prescribing when and where operations will be performed to manufacture products. The objectives of scheduling are to meet due dates, minimize inventory and flow time, maximize machine utilization, and reduce costs. There are different types of scheduling approaches for different industries, such as forward scheduling which starts jobs as soon as possible, and backward scheduling which works backwards from a due date to determine the start times needed to finish on time. The document provides examples of how forward and backward scheduling are used.
Which of the following is a characteristic that can be used to guide the desi...ramuaa128
This document provides a summary of key concepts and terms related to operations and supply chain management. It includes 30 multiple choice questions that test understanding of topics like productivity measurement, production layouts, forecasting techniques, inventory models, lean principles, project scheduling, and supply chain classification frameworks. The questions cover a wide range of operations and supply chain management topics.
For more course tutorials visit
Uophelp is now newtonhelp.com
www.newtonhelp.com
1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
Some hidden tips about calculating OEE and it's improvement are revealed here. Know how to increase OEE value and improve the productivity of your manufacturing plant. www.downtimecollectionsolutions.com
Which of the following approaches to service design is characterized by havin...ramuaa128
For more course tutorials visit
Uophelp is now newtonhelp.com
www.newtonhelp.com
1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
Key Performance Indicators measure the organisational performances that are most critical for the current and future success of an organisation
The session will provide an outline of the types of KPI’s available and the pros and cons of each
KPIs are a key tool for a leader to help make decisions and guide their teams back on track
The document discusses living in the present moment and provides tips to increase presence. It defines the present as "now" rather than the past or future. Most people spend too much time thinking about the past and future rather than being fully engaged in the current moment. To increase presence, one should focus attention on what is happening now without distraction, tune out inner dialogue, and be mindful of thoughts, emotions, and the present sensory experience. Practices like meditation, conscious breathing, and full engagement in current tasks can help anchor one in the present. Being present reportedly increases fulfillment, flow, and stress reduction while enhancing relationships and performance.
1. 1-1 meetings provide benefits for individuals, line managers, and organizations by allowing employees to better understand their roles and performance, managers to coach employees and set objectives, and organizations to identify training needs and succession planning.
2. The 1-1 communication model addresses job responsibilities, performance feedback, individual needs, work unit objectives and results, and organizational vision, mission, and values to empower and engage employees.
3. Recommended frequencies for 1-1 meetings range from monthly for senior managers and middle managers, to quarterly for team leaders and associates, with more informal weekly check-ins for senior management.
This document discusses neurological levels and how to create sustainable behavior change. It presents a model showing that behavior is just the visible part of an iceberg, with deeper levels being purpose, identity, beliefs, values, capabilities, and environment. These deeper levels must be addressed to create lasting change. The document advises establishing desire, providing training to build skills, and aligning actions to impact the neurological levels and drive new behaviors. Understanding this model allows one to motivate teams through creating gaps and realize small personal shifts can create large behavior changes.
The document describes the steps to construct a value stream map (VSM). It involves defining the current state map by gathering information on physical and information flows, cycle times, bottlenecks and defects. The future state map is then created by mapping an improved process and an implementation plan is made to achieve this. Key steps include identifying the product family, start/end points, gathering data on times, flows, inspections and linking this to create a current state map with production lead times. Future state suggestions aim to reduce changeovers and level production.
This document provides an overview of Westside High School for new students. It highlights that Westside has around 3,100 students, entertaining teachers, a large cafeteria with vending machines and vendors, a renowned dance company called Inertia that has won trophies, three theaters including a Black Box, no school uniform so students can dress how they want, an outdoor courtyard for lunch, and great athletic facilities. The school looks forward to meeting new students.
The aim of this session is to:
Be able to apply the GROW model to coaching sessions
Use the GROW model for effective, structured methodology for goal-setting and problem-solving
Line Crew Optimisation is a process that reviews and optimises the established flow patterns, links process steps in order to minimise cycle times and travel distance, and eliminates crossover points in order to achieve a continuous flow process
This document discusses using the RACI methodology to define clear roles and responsibilities. RACI assigns the roles of accountable, responsible, consulted, and informed to activities and decisions. It clarifies who is accountable for ensuring tasks are completed, who is responsible for doing the tasks, who must be consulted, and who must be informed. Developing a RACI chart is a 5-step process that identifies key activities, roles, and assigns responsibilities. Benefits include clarifying accountability, pushing responsibilities to lower levels, eliminating overlaps, and increasing productivity through well-defined roles.
The document discusses the GROW model of coaching which involves setting goals, checking current reality, exploring options, and determining the way forward. It emphasizes that coaching builds awareness, responsibility, and self-belief through transformational thinking like exploring new boundaries and dreaming big. Coaching uses the GROW model and SMART goals to help set short and long-term goals, understand the current situation, identify alternative strategies, and commit to a plan of action.
One Point Lessons (OPLs) are short, visual presentations on a single task that can be explained in about 10 minutes. They are detailed on one or two pages using diagrams, photographs or drawings. OPLs are used to provide vital instructions for tasks at the workplace and are generated and used at the point of need. An example is provided of an OPL created to address frequent stoppages on a production line caused by operators not understanding how to change an empty cleaning fluid drum. The OPL clearly outlines the steps to acknowledge the error message and replace the empty drum. OPLs help improve performance, efficiency and quality by ensuring key work instructions are available when needed.
The document discusses how a construction fleet management system called Telematic Management Systems (TMS) can provide benefits to a construction company called JP Avax. TMS allows users to track equipment usage details, location, maintenance needs, and fuel usage. It provides reports to help optimize equipment efficiency, productivity, and costs. Implementing TMS for JP Avax's fleet could result in estimated savings of 4 days on a project and 2,000 liters of fuel. The upfront and ongoing costs of TMS are outlined.
1) The study used value stream mapping to analyze the production process of PLC controllers at PALCO in Jordan. The current state map revealed long cycle times for preparing and wiring controllers.
2) Implementing lean principles and techniques, including purchasing an automated crimping machine and adding staff, reduced the wiring preparation time by 50 minutes. This decreased the production cycle time by 30% and increased output from 2 to 4 units per day.
3) The future state map proposed merging some processes, standardizing roles, and using a supermarket pull system to further improve flow and double production rates.
This document provides an overview of overall equipment effectiveness (OEE) metrics for manufacturers. It defines the three components of OEE - availability, performance, and quality. It explains how to calculate each component and the OEE formula. The document also discusses analyzing and reporting OEE data to identify inefficiencies and compares typical OEE scores to world-class levels.
1) The document describes a case study of improving the productivity of an automotive engine assembly line through line balancing techniques.
2) Initially, the assembly line had 39 workstations and produced 225 engines per shift. Through time studies and rearranging activities across workstations, non-value added activities were reduced and processing times were equalized to the takt time of 90 seconds.
3) After implementing line balancing improvements like reducing motions and rearranging activities, productivity increased 16% to 262 engines per shift while maintaining the same number of workers. The line efficiency also improved from 64.19% initially to 71.43% after balancing.
Which of the following approaches to service designjohann11372
FOR MORE CLASSES VISIT
www.ops571help.com
1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
The document discusses predictive maintenance using Azure AI. It describes key concepts of predictive maintenance including predicting failures in advance to schedule timely repairs. It shows the architecture of a predictive maintenance solution template in Azure, including ingesting sensor data, training and testing models, and deploying models for online predictions. The template aims to help reduce operational risks, increase asset utilization, and lower maintenance costs.
An advantage of a make to-stock process is which of the followingjohann11370
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Which of the following is an input to the master production schedule (mps)johann11374
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Which of the following is not a problem definition tooljohann11374
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www.ops571help.com
1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Which of the following basic types of production layoutjohann11372
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www.ops571help.com
1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Which of the following is a measure of operations and supply management effic...johann11379
For more course tutorials visit
www.uopops571.com
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines
A facility layout schematic noting what is done where A listing of activities that make up a project
3. Which of the following is a total measure of productivity?
FOR MORE CLASSES VISIT
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Graphically viewing the flow of value as its fit, form and/or function is improved from suppliers to customers. It shows value-added and non-value-added activities.
Which of the following is a total measure of productivityjohann11373
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
The document discusses several key metrics for evaluating equipment throughput and process reliability in circuit board assembly:
- Effective throughput calculation considers factors like machine de-rate based on statistical run data, parts per million defects, changeover time, board load/unload time, and downtime.
- First pass yield measures the percentage of total components run without defects.
- Intrinsic availability calculates uptime as a percentage based only on repair and recovery downtime.
- Placement repeatability and error measurements are based on attribute and variables data from insertion processes.
- Cost per insertion is calculated based on equipment, replacement parts, operator labor, and maintenance costs divided by the number of components inserted.
The document discusses several key metrics for measuring equipment throughput and process reliability in circuit board assembly. It defines effective throughput calculation as machine de-rating using statistical data on run times, downtime, defects and changeovers. It also covers first pass yield, intrinsic availability, insertion reliability and cost per insertion, explaining how they are calculated based on components run, repair times, expenses and number of insertions. Finally, it outlines several process issues to consider for different component insertion methods like axial leads, radial leads and tooling approaches.
An assumption of learning curve theory is which of the followingjohann11370
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
A document discusses optimizing the aircraft component repair loop to save costs. It describes the repair loop process, where components move from being installed on aircraft, to removal for repair, undergoing repair, and finally being ready to reinstall. Optimizing each stage can reduce costs by lowering inventory levels and repair turnaround times. This requires breaking down operational silos through integrated IT systems and open communication across the repair process.
Aircraft Rotable Components - MRO Cost Models / SAP Preventive and Predictive...Frank A.
A rapid repair loop is a key component of an agile supply chain. It is also one of the most direct ways to save money in high-tech, high-pressure sectors. Put differently, the only way to compensate for a sub-optimized repair loop is to spend more money on new stock.
SIC (Short Interval Control) is a structured process to regularly review performance data and identify opportunities to improve production effectiveness and efficiency. It involves:
1. Checking performance at short intervals (e.g. daily or every half hour) and making necessary corrections, to prevent small problems from becoming big ones.
2. Controlling process inputs to control outputs and meet goals like increased output, reduced costs and defects.
3. Having team members regularly look back at past performance, plan next actions, and implement plans to continuously improve performance.
The benefits of SIC include increased output, effectiveness, improvement speed, and employee engagement through localized focus and data-driven decision making.
Situational leadership proposes that there is no single best leadership style, and that the most effective leaders adapt their style to fit the development level of the individual or group they are leading. It identifies four leadership styles - directing, coaching, supporting, and delegating - that should be applied based on followers' competence and commitment levels. The directing style provides close supervision, coaching involves more explanation and support, supporting emphasizes praise and facilitation, and delegating turns over responsibility. Matching leadership style to followers' stage of development maximizes their performance.
A ‘Continuous Improvement culture’ is one where both leaders and front line workers constantly drive for improvement, which will be evident from the ‘work habits’
What gets measured, gets managed! What gets managed can be maintained and improved upon. Auditing ensures that the meetings operate at a consistent high standard.
What gets measured, gets managed! What gets managed can be maintained and improved upon. Auditing ensures that the meetings operate at a consistent high standard.
It’s important to get the right people doing the right jobs. Sometimes great people get poor results because they’re doing the wrong job. Get the maximum results with the resources that you have right now.
This document provides the steps and estimated times for a 2L PET cold caustic CIP (clean-in-place) changeover. It involves 15 steps including draining and flushing the filler, filling and draining the carbo-cooler tank twice, switching to a CO2 supply, flushing the filler with product, and conducting a test run to start production. The total estimated time is 1 hour and 40 minutes with the CIP itself taking approximately 45 minutes.
This document discusses process mapping and the differences between process flow mapping and value stream mapping. It defines a process as a group of logically related activities and tasks that transform inputs into specified outputs. Process flow mapping visually depicts the steps in a process, how inputs become outputs, and links to other processes. Value stream mapping considers the whole value stream, identifies non-value added steps between processes, and enables long-term planning, while process flow mapping focuses on a single process, identifies non-value added within the process, and enables shorter-term tactical planning. An example of a process flow map for checking in a paper-based trailer is provided.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
1. Improving Packaging Line Performance –
Using the correct Data and Drill Down Analysis
Actionable Information I
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2. Data…Data…Data == Good Information
Excessive data – Lack of information The right data – with drill down analysis
X
Actionable Information
3. Actionable Information
1. What’s the right data to focus on the right areas?
2. How can this be categorised in a useful way?
And Why?
3.How can we focus our efforts ?
?
4. The right data – Overall?
• Production lines are designed around a CRITICAL MACHINE which is the
slowest & typically most expensive item on the line - normally a filler /
blow-fill
• Line performance is measured based on the performance of this machine
i.e. if it is running, the line is running, if it is slow, the line is slow
• All other equipment should have the ability to run faster – than its
neighbour (towards the Critical Machine)
• Plotting these speed values creates what is known as a V-curve (normally
more like a tick )
• Lines have in-built accumulation to prevent machine stoppages
immediately impacting the upstream machines
6. Right data - Faults vs Machine stops vs Causal loss
Line Stoppage
Machine Stoppage
Fault Detail
7. Right Stoppage Data?
Line Stoppage
= Critical Machine
Stoppage
WHY Stopped?
Due to
another
machine
Due to its
own fault
8. Right data - Changeover/Set-up?
60,000
30,000
0
08:00 09:00 10:00 11:00 12:00
Time (hh:mm)
Speedunitsperhour
07:00
Time 08:00 09:00 10:00 11:00 12:00
OEE 80% 0% 30% 60% 80%
Changeover Metric Description Value
Planned / Budget / Allowed Time Changeover time allocated in the production plan 90 mins
Target Time Best time possible 75 mins
Actual Time Time taken for last product in to first product out 85 mins
1st Hour OEE Measure of effectiveness of the changeover 50%
Changeover/
set-up time
NB – All values are example data to illustrate the metrics and the diagram is not to scale
9. Right data - MTTR & MTBF
Identify MTTR (Mean Time To Repair) and MTBF (Mean Time Between
Failure) Targets based on the Accumulation space between the Machines
MTTR of M2 < Accumulation Space
Where, Accumulation Space = Dynamic conveyor capacity (containers)
Speed of feeding machine (M1)
MTBF of M2 > Recovery time to nominal state
Where, Recovery time = Accumulation Space
Speed differential (M2-M1)
M2M1
M1 M2Nominal State
Accumulation Full
10. Actionable Information
1. What’s the right data to focus on the right areas?
Causal (loss
to critical
machine
Actual time
Machine
stoppages
PDT/NOP
2. How can this be categorised in a useful way?
And Why?
?
Editor's Notes
Overall introduction:
Check in on time frame – 3 hrs ish – short break at some point
I’m where a different cap for next few hours – not Mr LineView – although there are some references here
Some / quite a bit you may already know – apologies, such eggs, etc
Empty your cup
Be here fully
Be interactive – up for challenge, ask questions as we go, you’ll get out what you put in
Secondary outcome:
Agree how to go allocate to fault level (for now)
40% loss - what kind of problems, where, when, what exactly happened. Getting better or worse.
Top level - Answer series of questions as glue
Add new slide as top level overview – include vision
Get prepared with some real data on faults, loss, etc
Start with a mini session on LineView
What’s the right data ensure we focus on the right areas?
How can this be categorised in a useful way?
How should the data be logged to make it most useful?
How can we drill down to focus our efforts?
How is machine data useful (over and above loss data)?
What tools apply to what kind of problems?
40% loss - what kind of problems, where, when, what exactly happened. Getting better or worse.
Top level - Answer series of questions as glue
Add new slide as top level overview – include vision
Get prepared with some real data on faults, loss, etc
Start with a mini session on LineView
What’s the right data ensure we focus on the right areas?
How can this be categorised in a useful way?
How should the data be logged to make it most useful?
How can we drill down to focus our efforts?
How is machine data useful (over and above loss data)?
What tools apply to what kind of problems?
Explore faults with the team
How does fault information relate to causal loss
40% loss - what kind of problems, where, when, what exactly happened. Getting better or worse.
Top level - Answer series of questions as glue
Add new slide as top level overview – include vision
Get prepared with some real data on faults, loss, etc
Start with a mini session on LineView
What’s the right data ensure we focus on the right areas?
How can this be categorised in a useful way?
How should the data be logged to make it most useful?
How can we drill down to focus our efforts?
How is machine data useful (over and above loss data)?
What tools apply to what kind of problems?