Beyond reducing expenses and improving effectiveness, lean production methods introduce systems and develop skills among the staff that support transformations within the workplace that new sales create.
In Quality Management there are many ways to improve the quality such as QFD, Kaizen, Zero defect , PDCA, TQM, Taguchi, Quality Circle, Six Sigma, etc.
Quality Professionals Group (QPG) is a group of highly qualified, trained and experienced professionals in the field of Business & Operational Excellence helping organizations and individuals in improving their performance.
QPG, established in the year 1996 has worked very closely with a client base of more than 1000 organizations advising them in improving their Quality, Environmental and Safety management systems. QPG also assists its clients in other popular operational management techniques like 5S, Kaizen, Lean and Six Sigma.
Beyond reducing expenses and improving effectiveness, lean production methods introduce systems and develop skills among the staff that support transformations within the workplace that new sales create.
In Quality Management there are many ways to improve the quality such as QFD, Kaizen, Zero defect , PDCA, TQM, Taguchi, Quality Circle, Six Sigma, etc.
Quality Professionals Group (QPG) is a group of highly qualified, trained and experienced professionals in the field of Business & Operational Excellence helping organizations and individuals in improving their performance.
QPG, established in the year 1996 has worked very closely with a client base of more than 1000 organizations advising them in improving their Quality, Environmental and Safety management systems. QPG also assists its clients in other popular operational management techniques like 5S, Kaizen, Lean and Six Sigma.
Management- Production & operations management
Quality Management
International Organization for Standardization
Benefits of ISO Standards
ISO: Quality Standards
Generic
ISO 9001
ISO 9001:2008
PRODUCTION & OPERATIONS MANAGEMENT- QualityTrinity Dwarka
Department Of management- PRODUCTION & OPERATIONS MANAGEMENT- Quality
Total Quality Management
Total implies involvement of everyone and of all activities in the organization.
Quality implies conformance to customer requirements.
Management implies that quality can be managed and should be managed.
Father of the quality movement: Edward Deming
Elements of TQM
Customer-focused
Employee involvement
Process-centered
Integrated system
Continual improvement
Principles of TQM
What does Total Quality Management encompass?
DETAILED POWERPOINT PRESENTATION ON KAIZEN COSTING TO BE PRESENTED IN CLASS WITH THE HELP OF MCQ FOR BETTER UNDERSTANDING OF THE CONCEPTS & ILLUSTRATIVE , SELF EXPLANATORY PICTURES
Are you hiding behind the plus? Want to know more about what I'm talking about and why you should avoid it at all costs? If so check out this slideshare where I will explain what I mean by hiding behind the + and what it means for your business.
Management- Production & operations management
Quality Management
International Organization for Standardization
Benefits of ISO Standards
ISO: Quality Standards
Generic
ISO 9001
ISO 9001:2008
PRODUCTION & OPERATIONS MANAGEMENT- QualityTrinity Dwarka
Department Of management- PRODUCTION & OPERATIONS MANAGEMENT- Quality
Total Quality Management
Total implies involvement of everyone and of all activities in the organization.
Quality implies conformance to customer requirements.
Management implies that quality can be managed and should be managed.
Father of the quality movement: Edward Deming
Elements of TQM
Customer-focused
Employee involvement
Process-centered
Integrated system
Continual improvement
Principles of TQM
What does Total Quality Management encompass?
DETAILED POWERPOINT PRESENTATION ON KAIZEN COSTING TO BE PRESENTED IN CLASS WITH THE HELP OF MCQ FOR BETTER UNDERSTANDING OF THE CONCEPTS & ILLUSTRATIVE , SELF EXPLANATORY PICTURES
Are you hiding behind the plus? Want to know more about what I'm talking about and why you should avoid it at all costs? If so check out this slideshare where I will explain what I mean by hiding behind the + and what it means for your business.
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
While Lean Sigma is not a silver bullet for driving business performance improvement, it is a key element of a high-performing business ecosystem which provides the ongoing catalyst to drive innovation while also improving business outcomes.
Lean methodologies work for many different kinds of businesses because they always define value or output from the perspective of the customer. An activity that adds value is any operation that directly and positively changes
what is done to meet customers’ demands. Conversely, any activity that does not add value is deemed wasteful. Practitioners in Lean learn how to distinguish between activities that do and do not add value for the customer.
Waste is a key concept in Lean. It takes many forms. People and processes waste time, space, buildings, products, services, and so on. In any business that is failing, the waste may get so dense that it 'strangles' the organisation.
Once employees and managers absorb and act on the notion that waste is 'everything and anything that does not add value' all kinds of waste can be revealed. People who could see no waste before begin to see excess in the way
most operations are performed.
ESN White Paper: In a tough economy quality matters more than everESN
It is one thing to seek and obtain ISO certification … it is another to maintain the protocols and uphold the practices to deliver consistent quality over time and in changing business and economic conditions. ESN would argue that a tough economy calls for even greater effort to produce quality products. And if managed well, it can also present an opportunity to boost competitive advantage.
1. In-Clusion provides involved, Interim Change Management for production
environments within Food and Pharmaceutical companies in a period where a turnaround
is required.
Expertise A seasoned people manager with 25 years of relevant experience
within high-end Food and Pharmaceutical production companies.
Led several reorganisations, and knows how to include a team in the
evolution process to increase output and ownership. Thorough
knowledge of cGMP, technology and Lean & Six Sigma techniques.
Services My Change Management approach is:
Leading the team and the individual member to manage “the
expectations”.
Debottlenecking the process on logistical or technological
aspects.
Align the organisation to an LEAN process model (workflow).
Introduce de Lean basics, 5S, Kanban etc and grow acceptance
and ownership in the organisation.
Align the process and procedures to the current GMP
standards. (eudralex 4, ISO 9001/HACCP)
Performing Risk Assessments on Industrial Hygiene, Product
Contamination (HACCP) and Ergonomics.
Pre-Auditing VWA / FDA inspections in production.
Assignments My customers are medium size production-sites and large scale
process departments, in the “high end” Food and Pharmaceutical
industry.
Information Would you like to know more about where In-Clusion could be of
advantage for your organisation?
Please contact me for free consultation at.
info@in-clusion.nl or at +31 627097901.
1
In-Clusion Interim ChangeManagement & Consultancy.
De Scheifelaar 34, 5463HL Veghel, TheNetherlands,
+31 6 270 979 01
www.in-clusion.nl
KvK 57297509
2. In-Clusion.
Lex van Grunsven is the founder and owner of In-Clusion.
Career
A people manager with +25 years of experience in leading production teams to greater
performance. A seasoned leader who can communicate with all levels in the organisation.
Has led a production plant, production departments , project management teams, process
technology and maintenance teams in 5 different companies, so is a person with
multidisciplinary skills. Interested in People, able to manage by “inclusion”.
The combination of management competencies and experience, leadership, soft skills and
more than adequate business knowledge has proven to be a successful mix.
Key achievements
As Interim change manager: March 2013 –July 2014
Leading a reorganization within a Pharmaceutical Company.
Increased OEE by 15%, reduction of customer complaints over 50%, OTIF from 60%
up to 95%. Introduction of a flexible 3 shift structure in agreement with the works
counsel. Reorganize operations (-17 FTE).
Introduce several Lean techniques (Kanban, Gemba, Andon, Optimum settings,
Smed and autonomous maintenance.
Succesfull Audits (DHA, customers) with no major findings.
Leading a reorganization (2010-2012) whereby I integrated two production
departments into one operational unit. During this transformation I was able to
harmonise the production processes, and redesign the flow to one logistic process
with improved performance. The end result was a production plant with 110 FTE
and a gross revenue of over 400 million euros. The right first time%, improved from
96% to 99,8%. The Work in Process reduced by 25%. In 2011 this plant had a
successful inspection by the FDA and DAH.
Introducing flexible work shifts. Customer demand was fluctuating and increasing
internal stocks was not preferred. By involving the operators we were able to
introduce a double shift and a flexible group of employees who would fill in evening
hours if required. This happened with timely approval of the local OR (Works
Council).
Established a new department (visual inspection of parenteral vaccines) within the
running operation. After I defended this investment proposition, I was made
responsible for the complete project. I was able to include this extra logistical step
in the current work process through training and process re-design. This according
to cGMP mandatory process step, was inspected successfully by the Dutch Health
Authorities in 2011.
2
In-Clusion Interim ChangeManagement & Consultancy.
De Scheifelaar 34, 5463HL Veghel, TheNetherlands,
+31 6 270 979 01
www.in-clusion.nl
KvK 57297509