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
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
Learn how you can make a real difference by using your professional skills. We show you how through our webinar and Practical Microfinance Course in London. Limited time early bird offer until October for both courses starting now and in Feb 2013.
This is the presentation I used for my session on Leadership and Professional Development, at the Rotaract Ghana Training Seminar at the University of Energy and Natural Resources last Saturday, September 21, 2019. It touched on leadership, teamwork, goal setting, and personality branding.
The key benefits of implementing SIC:
* Increased OEE (by focusing on immediate and relevant losses within the shift)
* Increased effectiveness (by utilizing high-quality data at its source to drive decision making)
* High speed of improvement (localized focus increases the speed of improvements)
* Improved employee engagement (teams gain significant control over how the line is run)
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
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.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
2. Intent & Why
• To highlight 4 key ingredients for developing winning teams
• Discuss how you could apply these elements to existing
teams
• Why create winning teams?
– ...
3. High-five Teams
1. Provide purpose, vision, shared goals and values
2. Unleash and develop skills
3. Create “Team Power”
4. Keep the focus on the positive!
• High Five! – You can’t high-five yourself!
– You know/feel when it ‘clicks’
– Same is true of winning teams
4. 1. Provide purpose
• Provide purpose, shared values and goals
– The compelling purpose for being (worthwhile work)
• A good enough reason to get people fired up and wanting to
head in the same direction – the holy grail
– Without this, you don’t have a team – just a crowd
• Reinforce with Team Charter/covenant
• Great examples:
– Medical teams – saving lives
– Sports teams – silverware, rivalries, bragging rights
• Q: What tools could you apply to create this with your teams?
5. 2. Develop High Skills
• Unleash capabilities, encourage individuals to use them
• Start with individual skills and get everyone committed to
constant improvement – cross-train
• As leaders, you need to be able to measure and
compare – and provide feedback
• Set individual goals
• Q: What tools could you employ here?
6. 3. Create Team Power
• Collective power of the group outshines individual
performance
• Shifts focus from looking good to ensuring the team
looks good
• Synergetic harmony
– None of us is as smart as all of us
– 1+1=3
– Individuals can never have ‘team skills’
7. 4. Keep the focus on the positive
• Reinforces the first three – people repeat performance that
garners reward
• Accentuate the positive - Repeated reward and recognition
• Catch people doing the right things – and recognise it (no
negative feedback)
• Catch them aligned – to purpose, skills development – and heap
on the recognition/rewards
• Q: Tools for this?
– Recognition is often its own reward
8. 4 Key Ingredients for high-five teams
1. Create a sense of purpose, plus shared values and goal
– Good enough reason to get people fired up - without this you don’t have a team
– Create team charter or covenant to reinforce this
2. Develop high skills
– Unleash capabilities, encourage individuals to use them
– Start with individual skills and get everyone committed to constant improvement
– Need to be able to measure and compare – and provide feedback
– Set individual goals (SMART)
3. Create Team Power - None of us is as smart as all of us
– Collective power of the group outshines individual performance
– Not focused on looking good – focus on the team looking good
– Synergetic harmony
4. Repeated reward and recognition – accentuate the positive
– Reinforces the first three - People repeat performance that garners reward (Killer whale)
– Catch people doing the right things – and recognise it (no negative feedback)
– Catch them aligned (to purpose, skills development, synergy) and heap on the recognition/rewards
– Recognition is often its own reward – think about Most Valuable Player award/man of the match – instant
feedback, immediate accountability
10. One of us is smarter than all of us - A quick reframe
• Ants get smarter while we get dumber
• The wisdom of crowds comes not from the consensus, but the aggregation of
ideas/thoughts/decisions of each individual
• The best collective decisions are the product of disagreement and contest not
consensus or compromise
• Diversity increases the quality of the aggregated wisdom of the group
– Different paradigms/MOWs – positive deviance
"Paradoxically, the best way for a group to be smart is for each person in it to
think and act as independently as possible.“
11. How to make it happen
• Ask rather than tell - evoke an exploratory ‘let’s see what happens’ frame of mind
• The three R's - respect recognition and reassurance - need to be in place. Without
these most people will simply not take the risk of engaging in exploring with you (Old
school-anchors of being made to look silly can kick in)
• Eliminate the right-answer attitude – NLP Principles of "the map is not the territory"
and "respect the other person's model of the world" (although, can be deeply
ingrained from school days)
• No surprises – let people know what to expect. When people come to your coaching
session, team or management meeting, tell them in advance that things are going to
be different.
• Allow silence – People need time to digest what you have asked before they answer
or come up with ideas and suggestions
12. Recap
1. Provide a clear sense of purpose with values and goals,
reinforced with a charter or a covenant that gives the team
members a reason to trade self for selflessness
– Get them fired up
2. Unleash and develop skills continuously, building individual
skills that in turn bolster collective skills
– Continuously improve skills to achieve purpose
3. Create team power – none of us is smarter than all of us
– Ensure aligned - synergetic harmony
4. Keep the accent on the positive
– people repeat performance for which they get praised
13. Questions to ask yourselves
• Does your team have agreed-upon goals they created as a team?
• Do the players openly encourage and support one another?
• Do they have open communication with one another?
• Does each player know what their role on the team is?
• Is there mutual respect among the members?
• Do players use statements such as "we" when referring to the team, or is it an "every man for
himself" mentality?
• Have they created a positive team image for themselves?
• Is the team as a whole committed to improving performance?
• Does each member consider themselves as a "team player?"