Case Studies2
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The document describes 3 case studies of manufacturing companies that faced challenges like late deliveries, high work-in-process levels, and stagnating profits. In each case, Hybrid Consulting helped identify and improve the bottleneck in the production process, leading to substantial increases in throughput and capacity with minimal costs and disruption. Improvements like reducing work-in-process, standardizing procedures, and ensuring continuous operation of constraints allowed the companies to consistently deliver on time, increase profits over 1000%, and grow their businesses without extra staff or equipment.
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DJC became highly successful through operations management focused on cost reduction and quality. Key factors included:
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1) Highly automated but flexible production lines accommodating a wide range of customized products.
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https://blog.5stoday.com/kaizen-continuous-improvement/
https://blog.creativesafetysupply.com/continuous-improvement-3-tips-for-getting-management-on-board/
https://experttalk.creativesafetysupply.com/continuous-improvement-in-manufacturing/
https://safetybrief.creativesafetysupply.com/continuous-improvement-safety-without-budget/
https://www.iecieeechallenge.org/continuous-improvement-applied-to-safety-at-toyota/
https://www.kaizen-news.com/money-cant-buy-continuous-improvement/
https://www.lean-news.com/tools-continuous-improvement/
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Original article from the Flevy business blog can be found here:
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Recession or boom, companies need to sharpen their competitive edge by applying Lean Management principles to cost reduction – that is, the elimination of non-value-added activities or waste from the value stream processes.
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VA activities are those that bring higher value to products and services. Examples are answering customer queries, entering orders, ordering materials, laying foundation, creating codes, assembling parts, shipping of goods to customers, etc.
Customers are willing to pay for these improvements which can change the form, fit or function of a product or service.
On the other hand, NVA activities are tasks that do not increase market form or function.
Examples are filing, copying, recording, waiting, counting, checking, inspecting, testing, reviewing and obtaining approvals. These activities should be eliminated, simplified or reduced as much as possible.
By tackling waste from an end-to-end business process, not only can your company improve the value of its products and services, you can also achieve significant cost reduction, strengthen cash flow and emerge from the downturn with a stronger and more competitive profile.
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Tools pdsa
This document discusses tools and methods that can be used to improve personal protective equipment (PPE) compliance, including the PDSA cycle, 5S's tool, STAR model, and communication/coaching. The "Do" step of the PDSA cycle involves testing changes in real-world settings. The 5S's tool involves sorting, straightening, shining, standardizing, and sustaining work environments. Both tools can help ensure the continued success of the PDSA cycle to improve PPE compliance. The STAR model focuses on separateness, talking, action, and reasons to work together to improve compliance.
Key principles in continuous improvement culture
Continuous improvement culture requires understanding customer needs, optimizing performance to provide customer value, and continuously learning and improving systems. Key principles include continuously understanding customer needs, having a customer focus, optimizing performance across functions, focusing on processes to improve customer satisfaction, learning from mistakes, and improving systems through fixing root causes of problems. Continuous improvement is a responsibility at all levels with the goal of reducing variation and waste.
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There are three main opportunities for improvement using a Total Quality Management (TQM) approach: satisfying external customers, meeting the needs of internal customers, and optimizing business processes. The document recommends using the Plan-Do-Check-Act cycle as a structured problem-solving method and empowering staff to participate in improvement initiatives in order to fully realize the benefits of TQM.
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Process Quality Management, Human Resources, Quality Assurance
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CASE STUDY ON IMPLEMENTATION OF KAIZEN AND 5S TECHNIQUES IN SMALL MANUFACTURI...
CASE STUDY ON IMPLEMENTATION OF KAIZEN AND 5S TECHNIQUES IN SMALL MANUFACTURI...
Similar to Case Studies2
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The document discusses Anand Subramaniam's work conducting process improvement projects at various companies:
1) A time study of a boogie changeover operation reduced setup times from 3-7 hours to 50 minutes, cutting downtime and reducing defects.
2) A Kaizen event on accounts payable trimmed non-value-added time from 84 days to zero, cutting late fees and department overtime by 75%.
3) Streamlining front-end business processes reduced a project cycle from 17 to 8 weeks, freeing up time for strategic growth and potentially boosting sales 10%.
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Case 1 – Industry: Material Handling equipment Manufacturing
Business Case : Not able to meet Customer demand on delivery time, due to constraint in fabrication. This resulted in adopting build to stock policy which added to inventory, last minute design corrections and rework costs
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The document defines key terms related to process analysis such as process, cycle time, and utilization. It describes how process flowcharting can be used to diagram major process elements like tasks, decisions, and flows. Common flowchart symbols are defined. The document also discusses different types of processes like single-stage, multi-stage, make-to-order, and make-to-stock. Various process performance metrics are introduced like throughput time, velocity, cycle time, and utilization. Finally, the document covers different process types like continuous, batch, repetitive/assembly line, and job shop.
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This document outlines a strategic integration project for a manufacturing plant experiencing various business problems including poor customer service, high costs, and quality issues. An evaluation found issues with operations, bonding with customers, product offerings, quality control, human resources, and technology. Projects were created to address these areas, including improving the plant layout, standardizing work processes, upgrading energy systems, implementing corrective actions for customer issues, training managers and staff, and preparing processes for future automation. The long term plan was to solve all problems and leverage knowledge gained to automate the plant. Updates provided demonstrate successful completion of lean and quality projects, energy reduction, and tracking of cost improvements and supply curve effects from continuous improvement efforts.
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Continuous improvement techniques can help energy companies improve performance in changing market conditions. The document discusses four case studies where energy companies used continuous improvement to streamline operations, reduce waste, and lower costs. This resulted in benefits like improved on-time work completion, higher productivity, lower inventory levels, and increased process effectiveness. Continuous improvement helps identify inefficiencies and implement improvements to address issues across all levels of a company's operations.
H.Lumber.Group.Work
The Hayward Lumber Company sees declining profits and wants to differentiate itself by becoming a leader in sustainable building materials. It will invest in making changes that include shifting to green products, improving recycling, and implementing a new auditing system [Goal 1]. A project management team will focus on adding value and driving innovation through education to improve staff productivity and quality while promoting sustainable actions [Goal 2, 3]. Additional capital will be invested in developing new systems and introducing eco-friendly products to reduce costs and improve margins over the long run [Goal 4, 5, 6].
Catalyft packaging experience case 2019
Building in cost controls and building up tech-enabled productivity capabilities across Sales, Procurement, Production, Maintenance, and Inventory
Five Step Methodology To Implement Bpr
This document outlines a 5-step methodology for implementing business process reengineering (BPR). The steps are: 1) Developing a process vision and objectives, 2) Defining the processes to reengineer, 3) Understanding and measuring existing processes, 4) Identifying IT levers, and 5) Designing and building a prototype. The methodology focuses on understanding current processes, creating a vision for improved processes, identifying how IT can help, and testing changes through prototypes before full implementation.
build-for-speed-brochure
The document describes the Build for Speed program which aims to accelerate software development processes. It provides an overview of the program, outlining its benefits such as reduced time to market and improved efficiency. The program involves an initial discovery phase to assess a company's current practices, followed by an engagement plan and optional deep dive phase to implement improvements. It aims to help companies scale more effectively through practices like continuous delivery and reducing technical debt.
Uop ops 571 final exam guide new 2017
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Operations Management Processes and Supply Chains Global 11th Edition Krajews...
The document discusses several processes and examples of process analysis:
1. It provides discussion questions about various processes involving customer contact at different stages.
2. It discusses hybrid process solutions for hospitality businesses dealing with both tourism and business customers.
3. It compares the processes of eBay and McDonald's, noting how eBay accommodates customer variability while McDonald's reduces it.
4. It discusses potential process improvements in the medical industry through increased electronic file sharing.
Uop ops 571 final exam guide new 2017 (score 3030) new
This document provides the questions and multiple choice answers for the OPS 571 Final Exam from UOP. It includes 30 questions covering topics like group technology, lot sizing models, synchronous manufacturing, statistical process control, utilization, lead time, lean production, preventative maintenance, learning curves, operations consulting processes, transportation modes, inventory models, throughput, projects, forecasts, cycle time, layouts and aggregate operations planning. It provides the full questions and answers to help students study and prepare for the final exam.
Uop ops 571 final exam guide new 2017 (score 3030) new
This document provides the questions and multiple choice answers for the OPS 571 Final Exam from UOP. It includes 30 questions covering topics like group technology, lot sizing models, synchronous manufacturing, statistical process control, utilization, lead time, lean production, preventative maintenance, learning curves, operations consulting processes, transportation modes, inventory models, throughput, projects vs functional layouts, and aggregate operations planning. The document provides a full practice exam guide for students to prepare for the OPS 571 final.
Uop ops 571 final exam guide new 2017 (score 3030) new
This document provides the questions and multiple choice answers for the OPS 571 Final Exam from UOP. It includes 30 questions covering topics like group technology, lot sizing models, synchronous manufacturing, statistical process control, utilization, lead time, lean production, preventative maintenance, learning curves, operations consulting processes, transportation modes, inventory models, throughput, projects vs functional layouts, and aggregate operations planning. The document provides a full practice exam guide for students to prepare for the OPS 571 final.
Lean Principles In Case Management
This document discusses how lean principles can be applied to case management and business process management. It begins by introducing the research question of how BPM case management principles could support knowledge workers in a lean office. It then provides background on lean manufacturing and lean offices, as well as business process management and BPM case management. Next, it analyzes the synergies between lean office principles and BPM case management principles. It also evaluates how a case management solution could be improved by applying lean principles. The document concludes by restating the research question and proposing areas for further research.
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Upstream optimization: How continuous improvement methods are having a positi...
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Operations Management Processes and Supply Chains Global 11th Edition Krajews...
Operations Management Processes and Supply Chains Global 11th Edition Krajews...
Uop ops 571 final exam guide new 2017 (score 3030) new
Uop ops 571 final exam guide new 2017 (score 3030) new
Uop ops 571 final exam guide new 2017 (score 3030) new
Uop ops 571 final exam guide new 2017 (score 3030) new
Uop ops 571 final exam guide new 2017 (score 3030) new
Uop ops 571 final exam guide new 2017 (score 3030) new
Case Studies2
- 3. They had two assembly lines with different skill sets.
- 5. They were fully booked and too busy to implement a disruptive solution.
- 7. Created a system to maintain lower WIP level.
- 10. Increased throughput of the entire operation by 33%.
- 12. Gave the president extra time to pursue other business ventures.
- 14. No additional staff, no new equipment, minimal disruption to the business owner.
- 16. Dual process line with many products.
- 18. Their process area had been recently expanded by 33% but production still struggled to keep up.
- 20. Measured baseline performance and posted for staff to see.
- 22. Created SOPs (Standard Operating Procedures) for the constraint.
- 24. Staff were providing good quality, low cost ideas for further improving the process.
- 28. Production levels had leveled off.
- 30. Team developed methods to increase the capacity of the constraint.
- 32. Implementation time was two rental cycles or about 1 month.
- 35. Contact Hybrid to increase capacity, consistently deliver shorter lead times, reduce chaos and improve profits.Dennis Trumpy, P.Eng. Office: 306-933-9969 Cell: 306-280-9969 dtrumpy@hybridconsulting.ca www.hybridconsulting.ca
- 36. Helping Manufactures Succeed www.hybridconsulting.ca