Andy Dobson was contracted by Applied Kilovolts, a niche electronics manufacturer, to stabilize operations and improve on-time delivery after periods of poor performance under previous production managers. Andy implemented lean techniques such as visual management, bottleneck analysis, and streamlining the supply chain. This increased Applied Kilovolts' monthly output to a record £340k and positioned the company for growth, with turnover increasing from £2.9M to £4.5M annually during Andy's 18 months with the company. Employee morale and production stability were also improved.
Electric and gas companies continue to be faced with: attrition or slow growth, at best, volatile commodity prices, uncertain demand, shrinking margins, and continued competition from evolving technologies. This report examines the tools and techniques used to improve and manage productivity.
The document provides an introduction to lean manufacturing principles and tools. It defines lean as identifying and eliminating waste to create value for customers. The core tools discussed are standard work, one-piece flow, pull systems, and 6S (Sort, Set in order, Shine, Standardize, and Sustain). Rapid Improvement Events (RIEs) are introduced as a structured way to apply these tools over a 5-day period to drive process improvements.
Five ways to improve productivity at the construction siteVikaslal2006
There are five major ways for a construction company to improve productivity:
1. Analyze the construction process in detail to identify barriers and set benchmarks for improvement.
2. Improve planning to mitigate delays from changes and unnecessary waits.
3. Train supervisors and crews in management principles and productivity techniques.
4. Employ new technologies like scheduling software and efficient equipment for an immediate return.
5. Communicate that increasing productivity is everyone's job and enlist workers' suggestions.
The 11 steps to productivity improvementZakir Husain
The document outlines an 11-step process for improving productivity at a sock manufacturing company (SHL) in Pakistan. The steps include creating awareness through slogans, defining vision/mission/objectives, establishing productivity indicators, measuring productivity, benchmarking results, sharing results with teams, involving teams in planning improvements, implementing decisions, remeasuring results, sharing success, and sharing gains from improvements. Challenges included employees not believing in targets, resistance to changes, management unwillingness to provide awards, and managers disputing productivity findings.
A simple introductory presentation on Lean Manufacturing. Learn about key principles of Lean Methodology and share this with your team using this simple Lean Thinking presentation.
Presentation contains a number of simple exercise that you can use to practice the Lean Methodology in your business.
First in the executive series "Discovering Lean and Deming".
I seek to connect Lean to its original thinking as described by W. Edwards Deming and Taiichi Ohno.
This document discusses different concepts of productivity including technical, social, economic, management, and integrated concepts. It defines productivity as the ratio of output to input from a technical perspective, but notes problems with only considering this definition. The social concept views productivity as continually improving quality of life. Economically, productivity refers to creating more value for customers. From a management perspective, productivity is achieving efficiency and effectiveness. Overall, an integrated concept aims to improve quality of life through technical means, with a long-term strategy of productivity-driven economic growth. Approaches to improving productivity discussed include reducing waste, improving flow, eliminating bottlenecks, and implementing the "5M+Q+S" approach.
Andy Dobson was contracted by Applied Kilovolts, a niche electronics manufacturer, to stabilize operations and improve on-time delivery after periods of poor performance under previous production managers. Andy implemented lean techniques such as visual management, bottleneck analysis, and streamlining the supply chain. This increased Applied Kilovolts' monthly output to a record £340k and positioned the company for growth, with turnover increasing from £2.9M to £4.5M annually during Andy's 18 months with the company. Employee morale and production stability were also improved.
Electric and gas companies continue to be faced with: attrition or slow growth, at best, volatile commodity prices, uncertain demand, shrinking margins, and continued competition from evolving technologies. This report examines the tools and techniques used to improve and manage productivity.
The document provides an introduction to lean manufacturing principles and tools. It defines lean as identifying and eliminating waste to create value for customers. The core tools discussed are standard work, one-piece flow, pull systems, and 6S (Sort, Set in order, Shine, Standardize, and Sustain). Rapid Improvement Events (RIEs) are introduced as a structured way to apply these tools over a 5-day period to drive process improvements.
Five ways to improve productivity at the construction siteVikaslal2006
There are five major ways for a construction company to improve productivity:
1. Analyze the construction process in detail to identify barriers and set benchmarks for improvement.
2. Improve planning to mitigate delays from changes and unnecessary waits.
3. Train supervisors and crews in management principles and productivity techniques.
4. Employ new technologies like scheduling software and efficient equipment for an immediate return.
5. Communicate that increasing productivity is everyone's job and enlist workers' suggestions.
The 11 steps to productivity improvementZakir Husain
The document outlines an 11-step process for improving productivity at a sock manufacturing company (SHL) in Pakistan. The steps include creating awareness through slogans, defining vision/mission/objectives, establishing productivity indicators, measuring productivity, benchmarking results, sharing results with teams, involving teams in planning improvements, implementing decisions, remeasuring results, sharing success, and sharing gains from improvements. Challenges included employees not believing in targets, resistance to changes, management unwillingness to provide awards, and managers disputing productivity findings.
A simple introductory presentation on Lean Manufacturing. Learn about key principles of Lean Methodology and share this with your team using this simple Lean Thinking presentation.
Presentation contains a number of simple exercise that you can use to practice the Lean Methodology in your business.
First in the executive series "Discovering Lean and Deming".
I seek to connect Lean to its original thinking as described by W. Edwards Deming and Taiichi Ohno.
This document discusses different concepts of productivity including technical, social, economic, management, and integrated concepts. It defines productivity as the ratio of output to input from a technical perspective, but notes problems with only considering this definition. The social concept views productivity as continually improving quality of life. Economically, productivity refers to creating more value for customers. From a management perspective, productivity is achieving efficiency and effectiveness. Overall, an integrated concept aims to improve quality of life through technical means, with a long-term strategy of productivity-driven economic growth. Approaches to improving productivity discussed include reducing waste, improving flow, eliminating bottlenecks, and implementing the "5M+Q+S" approach.
Success (China) Trading Limited was established in 2005 and deals in over 150 products for the garment industry, sourcing from its own factories in China and Hong Kong as well as external contractor factories. The company aims to be the best globally in its business by serving customers with high quality products at competitive prices. It uses various operations tools like Just-in-Time, an outsourcing decision matrix, Theory of Constraints, and Lean/5S methodology to efficiently manufacture and deliver orders of items like buttons, labels, and zippers.
A real world case study of the results achieved with the implementation of lean manufacturing. Eliminate waste (muda) using lean manufacturing tools. By Jerry Helms, PMP, Non Stop Portals
This document discusses a lean approach to driving business improvement through continuous improvement. It outlines various training and engagement options to help organizations implement continuous improvement programs, including: basic white belt training to introduce lean and six sigma concepts; a 5-day green belt course to teach basic toolsets; mentoring and support for project completion; project execution assistance; and full program management. The goal is to help companies drive waste from their processes, reduce variation, and engage employees to become advocates for improving their organization.
This project aimed to improve on-time delivery of 5G HOD (home and office delivery) cases in Dammam, Saudi Arabia by reducing non-delivered cases by 20% by March 2015. The team implemented 17 actions such as establishing new coding and routing systems, communication plans, and training. These led to an 80% reduction in non-delivered cases and a 51% reduction in consumer complaints. The project enhanced problem-solving skills and engaged over 400 employees across functions. It was replicated in other regions and received an award for highest complaint reduction.
Jagdish Singh has over 35 years of experience in engineering and manufacturing management. He holds a B.Eng in Mechanical Engineering from Redbrick University and C.Eng. M.I.Mech.E. qualifications. Singh has worked in roles of increasing responsibility at various manufacturing companies, where he improved productivity, quality, and safety. Most recently, he was Mould Shop Leader at Proto Labs, where he helped the business grow over 30% annually through developing staff and implementing operational improvements.
This document provides an overview of a Product and Process Development Kaizen event held from April 21-23, 2008 in Denver, Colorado. It discusses improving processes using three steps of kaizen: defining existing controls, assessing them for effectiveness and efficiency, and making incremental improvements by eliminating waste. Seven types of waste are identified: transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The document also outlines conducting a kaizen event, modeling processes, and common sins of process improvement like failing to involve the right people or establish clear accountability.
The document is a presentation on lean manufacturing principles from the website ReadySetPresent.com. It covers topics such as the Toyota Production System house model, the five S system, the two main focuses of lean being continuous improvement and respect for people, the seven types of waste, kanban pull systems, stopping problems to get quality right the first time, becoming a learning organization through reflection and improvement, and Japanese lean terms. The presentation provides over 300 slides on lean foundations and principles.
This document provides an introduction to Lean principles, methodology, tools and terminology. It discusses what Lean is, its history and key principles. Lean is a way to pursue value and eliminate waste from daily processes. This results in lower costs, reduced cycle times, fewer defects, improved customer satisfaction and employee morale. The document outlines various Lean concepts and tools, including the eight wastes, 5S, visual management, Kaizen (continuous improvement), standard work and mistake-proofing. It emphasizes identifying value, mapping value streams, establishing flow and pull, and seeking perfection through eliminating waste.
This presentation is a collection of Quality Management philosophies and famous quotations by quality gurus such as W. Edwards Deming, Joseph M. Juran, Philip B. Crosby, Kaoru Ishikawa, etc.
The desired philosophies and quotations can easily be incorporated into your own classroom and training materials to enhance the overall presentation.
CONTENTS
1. W. Edwards Deming
2. Deming's Famous Quotations
3. Joseph M. Juran
4. Juran's Famous Quotations
5. Philip B. Crosby
6. Crosby's Famous Quotations
7. Kaoru Ishikawa
8. Ishikawa's Famous Quotations
9. Other Famous Quotations
To download this complete presentation, visit: http://www.oeconsulting.com.sg
Joint presentation to SME members on the benefits of Lean, a overview of Lean terminology, and how sequencing operations in a balanced flow reduces Lead Time.
Training Within Industry (TWI) - Improve shopfloor productivity and safety with the 4-step systematic approach to Job Instruction (JI), Job Methods (JM) and Job Relations (JR).
For more information, please visit: http://www.oeconsulting.com.sg
The document summarizes a project to utilize the Deming cycle of continuous improvement at a roof access business in Auckland. It describes the company, identifies problems related to inventory, fabrication delays, and installation time delays. Potential solutions explored through interviews and applying lean tools include implementing a project management software to track inventory and projects, using GPS trackers on installation vehicles, and developing a CSR marketing plan. Testing showed the solutions helped minimize delays and inventory. Long-term recommendations include expanding into residential markets, improving sales techniques, targeted marketing, and ongoing innovation.
The document discusses implementing Lean management principles in a manufacturing facility to increase profitability. It proposes providing training to all employee levels on Lean concepts and having them apply what they learn by working on real process improvement projects. The presentation then details some key components of a successful Lean implementation, including training managers and supervisors, establishing stable processes, using tools like 5S and root cause analysis to reduce waste and promote continuous improvement.
Toyota Production System or Lean Manufacturing has become an imperative to sustain the current hyper competitive scenario . This presentation looks at the basic tenets of Lean Manufacturing as a philosophy as well as a practicing regime.
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
Karolina Lach is a highly motivated team leader with over 7 years of experience in medical device manufacturing. She has led teams of up to 50 people across multiple shifts and successfully transferred production lines between facilities. Some of her achievements include reducing tag time by 10% and increasing quarterly yield by 5%. She holds a Bachelor's degree in Economics and certificates in management skills and human resources management.
Some of the case studies of our implementation as Lean, TQM, TPM, Six Sigma consultants in sites across India, Sri Lanka, Dubai, Saudi Arabia.
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
Robert Langell has over 25 years of experience leading operations and driving continuous improvement initiatives in manufacturing companies. He is currently the Executive Vice President of Operations at Schleifring North America, where he established a new manufacturing facility and successfully transferred product lines. Prior to this role, he held various leadership positions focused on lean implementation, new product development, and global business expansion.
Success (China) Trading Limited was established in 2005 and deals in over 150 products for the garment industry, sourcing from its own factories in China and Hong Kong as well as external contractor factories. The company aims to be the best globally in its business by serving customers with high quality products at competitive prices. It uses various operations tools like Just-in-Time, an outsourcing decision matrix, Theory of Constraints, and Lean/5S methodology to efficiently manufacture and deliver orders of items like buttons, labels, and zippers.
A real world case study of the results achieved with the implementation of lean manufacturing. Eliminate waste (muda) using lean manufacturing tools. By Jerry Helms, PMP, Non Stop Portals
This document discusses a lean approach to driving business improvement through continuous improvement. It outlines various training and engagement options to help organizations implement continuous improvement programs, including: basic white belt training to introduce lean and six sigma concepts; a 5-day green belt course to teach basic toolsets; mentoring and support for project completion; project execution assistance; and full program management. The goal is to help companies drive waste from their processes, reduce variation, and engage employees to become advocates for improving their organization.
This project aimed to improve on-time delivery of 5G HOD (home and office delivery) cases in Dammam, Saudi Arabia by reducing non-delivered cases by 20% by March 2015. The team implemented 17 actions such as establishing new coding and routing systems, communication plans, and training. These led to an 80% reduction in non-delivered cases and a 51% reduction in consumer complaints. The project enhanced problem-solving skills and engaged over 400 employees across functions. It was replicated in other regions and received an award for highest complaint reduction.
Jagdish Singh has over 35 years of experience in engineering and manufacturing management. He holds a B.Eng in Mechanical Engineering from Redbrick University and C.Eng. M.I.Mech.E. qualifications. Singh has worked in roles of increasing responsibility at various manufacturing companies, where he improved productivity, quality, and safety. Most recently, he was Mould Shop Leader at Proto Labs, where he helped the business grow over 30% annually through developing staff and implementing operational improvements.
This document provides an overview of a Product and Process Development Kaizen event held from April 21-23, 2008 in Denver, Colorado. It discusses improving processes using three steps of kaizen: defining existing controls, assessing them for effectiveness and efficiency, and making incremental improvements by eliminating waste. Seven types of waste are identified: transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The document also outlines conducting a kaizen event, modeling processes, and common sins of process improvement like failing to involve the right people or establish clear accountability.
The document is a presentation on lean manufacturing principles from the website ReadySetPresent.com. It covers topics such as the Toyota Production System house model, the five S system, the two main focuses of lean being continuous improvement and respect for people, the seven types of waste, kanban pull systems, stopping problems to get quality right the first time, becoming a learning organization through reflection and improvement, and Japanese lean terms. The presentation provides over 300 slides on lean foundations and principles.
This document provides an introduction to Lean principles, methodology, tools and terminology. It discusses what Lean is, its history and key principles. Lean is a way to pursue value and eliminate waste from daily processes. This results in lower costs, reduced cycle times, fewer defects, improved customer satisfaction and employee morale. The document outlines various Lean concepts and tools, including the eight wastes, 5S, visual management, Kaizen (continuous improvement), standard work and mistake-proofing. It emphasizes identifying value, mapping value streams, establishing flow and pull, and seeking perfection through eliminating waste.
This presentation is a collection of Quality Management philosophies and famous quotations by quality gurus such as W. Edwards Deming, Joseph M. Juran, Philip B. Crosby, Kaoru Ishikawa, etc.
The desired philosophies and quotations can easily be incorporated into your own classroom and training materials to enhance the overall presentation.
CONTENTS
1. W. Edwards Deming
2. Deming's Famous Quotations
3. Joseph M. Juran
4. Juran's Famous Quotations
5. Philip B. Crosby
6. Crosby's Famous Quotations
7. Kaoru Ishikawa
8. Ishikawa's Famous Quotations
9. Other Famous Quotations
To download this complete presentation, visit: http://www.oeconsulting.com.sg
Joint presentation to SME members on the benefits of Lean, a overview of Lean terminology, and how sequencing operations in a balanced flow reduces Lead Time.
Training Within Industry (TWI) - Improve shopfloor productivity and safety with the 4-step systematic approach to Job Instruction (JI), Job Methods (JM) and Job Relations (JR).
For more information, please visit: http://www.oeconsulting.com.sg
The document summarizes a project to utilize the Deming cycle of continuous improvement at a roof access business in Auckland. It describes the company, identifies problems related to inventory, fabrication delays, and installation time delays. Potential solutions explored through interviews and applying lean tools include implementing a project management software to track inventory and projects, using GPS trackers on installation vehicles, and developing a CSR marketing plan. Testing showed the solutions helped minimize delays and inventory. Long-term recommendations include expanding into residential markets, improving sales techniques, targeted marketing, and ongoing innovation.
The document discusses implementing Lean management principles in a manufacturing facility to increase profitability. It proposes providing training to all employee levels on Lean concepts and having them apply what they learn by working on real process improvement projects. The presentation then details some key components of a successful Lean implementation, including training managers and supervisors, establishing stable processes, using tools like 5S and root cause analysis to reduce waste and promote continuous improvement.
Toyota Production System or Lean Manufacturing has become an imperative to sustain the current hyper competitive scenario . This presentation looks at the basic tenets of Lean Manufacturing as a philosophy as well as a practicing regime.
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
Karolina Lach is a highly motivated team leader with over 7 years of experience in medical device manufacturing. She has led teams of up to 50 people across multiple shifts and successfully transferred production lines between facilities. Some of her achievements include reducing tag time by 10% and increasing quarterly yield by 5%. She holds a Bachelor's degree in Economics and certificates in management skills and human resources management.
Some of the case studies of our implementation as Lean, TQM, TPM, Six Sigma consultants in sites across India, Sri Lanka, Dubai, Saudi Arabia.
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
Robert Langell has over 25 years of experience leading operations and driving continuous improvement initiatives in manufacturing companies. He is currently the Executive Vice President of Operations at Schleifring North America, where he established a new manufacturing facility and successfully transferred product lines. Prior to this role, he held various leadership positions focused on lean implementation, new product development, and global business expansion.
BUSINESS PROCESS RE-ENGINEERING Power Point PresentationChaturvediAnay
Business Process Re-engineering (BPR) is a management strategy that aims to improve organizational performance by redesigning and optimizing core business processes. It takes a systematic and radical approach to change that is focused on transforming processes to achieve improvements in quality, efficiency, and customer satisfaction. BPR involves comprehensively analyzing existing processes, identifying inefficiencies, and developing new improved processes aligned with strategic objectives. The goal is to eliminate unnecessary steps, reduce cycle times, and maximize customer value. Potential benefits include reduced costs, increased productivity and quality, and faster times. However, implementing BPR can also be complex and challenging.
Simon Grigg-Williams has over 20 years of experience in quality, manufacturing, and leadership roles across various industries. He is NEBOSH qualified with a B Eng in Computer Aided Engineering and OND in Mechanical/Manufacturing Engineering. His most recent role was as a Quality QRE and Junior Quality Engineer at Toyoda Gosei in automotive manufacturing where he ensured documentation was up to date, led problem solving teams, and liaised with customers on quality submissions. Prior to this he held roles as a Shift Manager at Amazon Fulfilment Centre, Furnace Floor Operator at Aleris Recycling, and Shift Leader at Novelis UK in aluminum production.
fkiQuality is a consultancy that applies Lean and Six Sigma methods to improve clients' operational excellence through consulting, training, and coaching. They help clients solve common operational problems like long lead times, poor flexibility, defects, excessive costs, and risks. Their consultants have experience improving processes across various industries like manufacturing, healthcare, supply chain, financial services, retail, and facilities management. They provide training programs and certifications in Lean Six Sigma.
Peter Sirman from PA Consulting chaired the 2015 PEX conference. Here are four burning questions we hear from our clients and our point of view on how to fix them.
This document provides an overview of a business process reengineering (BPR) project for Blackrock Hamper Company. The key points are:
1) Blackrock Hamper Company is experiencing inefficiencies due to legacy systems and manual processes that have evolved over time as the business has grown rapidly.
2) The project aims to radically redesign key processes like order taking and order fulfillment to support future growth through personalized hampers selected online.
3) The methodology involves preparing for change, transforming processes, and consolidating gains. Order taking and fulfillment processes will be analyzed and redesigned with new technology to streamline workflows and reduce manual tasks.
4) The order taking process currently takes up
This document provides an overview of a business process reengineering (BPR) project for Blackrock Hamper Company. The project aims to address inefficiencies from legacy systems and manual processes that have hindered the company's growth. Key aspects of the BPR project include redesigning the order taking and order fulfillment processes, implementing a new order management system, reallocating staff to more value-added roles, and realizing an estimated 48 minute reduction in order processing time to generate cost savings. Risks and an implementation plan are also outlined. The methodology follows a three-stage process of preparation, transformation, and consolidation to properly manage the organizational change.
The document summarizes the implementation of a continuous improvement program at the Campbelltown production facility of Carlton & United Breweries in Australia. The initial focus was on improving efficiencies in the packaging line. Through operator training, visual management systems, daily accountability processes, and standardization efforts, line efficiencies increased over 10% and wastage levels decreased by 40% within one year. Future plans include expanding the program to other areas of the facility and further optimizing the supply chain.
This document discusses the benefits that interim managers can provide to companies, especially in helping to reduce costs and improve efficiency within the supply chain. It provides several case studies where interims helped identify significant cost savings through claims against suppliers or implementing new procedures. The document argues that while the direct costs of an interim may be less than a permanent hire, they can quickly address issues and deliver meaningful results and cost savings through their experience and objectivity.
Chief Innovation has extensive experience leading projects across multiple industries. Their engagements include redesigning processes for product development, engineering changes, sourcing, supply chain management, new business development, quality control, and more. They have worked with companies in sectors like industrial products, retail, automotive, consumer goods, and government agencies.
The Chelsea Apps Factory (CAF) helps businesses mobilize their operations through three main services: the Innovation Lab, Proving Ground, and Mobilising Business. The CAF identifies business goals, prioritizes solutions, and delivers a series of production-ready mobile products and services through continuous improvement. They have helped organizations like Ladbrokes, Waitrose, KPMG, and the Telegraph grow their mobile businesses. The CAF uses an agile development approach involving iterative development through two-week sprints to reduce risks and quickly deliver value. They take candidate app ideas through prioritization, analysis, and delivery using continuous feedback to further improve products.
This document provides an introduction to various current manufacturing trends including agile manufacturing, lean, Six Sigma, value engineering, just-in-time manufacturing, total quality management, enterprise resource planning, and supply chain and logistics management. It then focuses on defining and explaining agile manufacturing through its principles, conceptual model, methodology for achievement, and differences from traditional manufacturing through a case study on Samsung's television manufacturing.
Steven Larner is an experienced Operations Manager with over 30 years of experience in manufacturing roles. He has a proven track record of improving quality, reducing costs, increasing productivity and yields through implementing Lean manufacturing techniques and building high performing teams. Some of his key achievements include reducing quality issues by over 80%, cutting unit costs by over 20%, and improving productivity by over 15%. He is skilled in change management, employee relations, and health and safety.
Business model canvas_steve_blank_cleantech_open_academy_2012CleantechOpen
The document provides an overview of how Steve Blank's perspective on startups has evolved over time. It discusses how startups were previously viewed as smaller versions of large companies that focus on execution, whereas it is now understood that startups must search for a repeatable and scalable business model through customer development. The document outlines Blank's concepts of a business model, customer development process, and how founders should organize their startup as a customer development team rather than traditional functional organizations. It provides an example of how these concepts were applied through an NSF Innovation Corps program to test solutions in the field.
Scott Moore relevant accomplishments bioScott Moore
Scott Moore has over 20 years of experience in industrial engineering, continuous improvement, and project management. He has led projects that have generated millions in savings through loss elimination and culture change. Some of his accomplishments include leading three plants to win the prestigious JIPM TPM Award for Excellence, developing loss tracking systems that identified over $20 million in savings, and successfully executing over $20 million in capital projects on time and on budget.
This document provides a summary of John Kidd's career history and qualifications. He has over 30 years of experience in operations management, most recently as Operations Excellence Lead for Wm. Grant & Sons Irish Manufacturing, where he implemented process improvements to reduce costs. Prior to that, he held production leadership roles at several other companies, developing strategies to meet quality and output targets. John Kidd has a Master's degree in Lean Operations and a proven track record of engaging teams to drive business results through operational excellence.
Michael Pitcher is a highly accomplished senior operations executive with extensive experience improving productivity, efficiency, and profitability through strategic planning and process improvement. He has consulted with manufacturing, healthcare, and other organizations, developing innovative solutions that increase revenues and cut costs. As an operations consultant, he has delivered significant results such as doubling company revenues, reducing labor costs by $30M, and boosting productivity by up to 300%.
Andy Dobson was brought in to manage the introduction of a night shift at a pharmaceutical manufacturer's plant in Essex. He implemented a seamless production line that delivered over £1 million of product every week. Due to the consistent production, the manufacturer was able to launch a new anti-cancer drug more quickly. Andy also increased yields by 4% and ensured FDA-compliant production through controlled batch processes. The successful night shift allowed for increased production of other drugs and helped bring a revolutionary cancer treatment to market faster.
As part of the Lean Toolbox, the most useful starting point is (often) 5S.
Of course modern versions talk of "6S". - personally I don't as Safety goes without saying!
Tata Steel faced significant challenges during the 2008 recession when orders dropped 40% overnight. This led them to cut maintenance costs, which resulted in unreliable equipment, excessive downtime, and high costs from premature failures. In 2010, Tata Steel launched a project called CAM-F to better manage assets and reduce costs. Andy Dobson was brought in to support the Steel and Slab department. He helped update maintenance records and plans, ensured regular reviews and adherence to plans. This improved equipment efficiency and performance while reducing maintenance costs by over £300k and using fewer external resources. Following the success in the Port Talbot operation, similar improvements were implemented across Tata Steel's global operations.
1. The document describes implementing the 5S methodology (Sort, Set In Order, Shine, Standardize, Sustain) to organize numbers from 1 to 49 to make it easier for a team to strike them out in sequence within a time limit.
2. In the first round, numbers 50-90 were removed. In subsequent rounds, the numbers were organized from left to right and bottom to top, then in a standard order.
3. The final round pointed out that without standardization and sustaining the system, it is difficult to notice when items are missing and complete the task.
The document introduces the concept of waste in operations through categorizing 7 common types of waste: transport, inventory, motion, waiting, overproduction, overprocessing, and defects. It aims to raise awareness of where and how waste occurs, provoke discussion on identifying waste in one's own workplace, and encourage evaluating whether the workspace is fit for purpose or impacting others.
Lean operations aim to remove all non-value adding activities to deliver a faster, more dependable, higher quality and lower cost operation that is more responsive to customers. Just-in-time means producing goods exactly when needed to avoid inventory waste. The lean philosophy focuses on eliminating waste, involving everyone, and continuous improvement. Key lean techniques include visual management, small batch production, pull scheduling, total productive maintenance, and design for manufacturability. Lean and MRP planning approaches can be combined if their advantages are understood and preserved.
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.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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.
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.
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.
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.
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
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
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
1. Lean4Business Case Studyand
Specialist Expertise in Manufacturing Process Improvement
Andy Dobson, PaCkRaT Ltd.t/a Lean 4 Business
Registered in England, company no. 4676181
Tel: 0845 108 3949 Mob: 07850 776994 E: andy@lean4business.co.uk
Putting the Spark into High Voltage Manufacturing
With a series of Production Managers coming and going from the business, Andy Dobson
was the only constant over an 18 month period; ensuring a niche electronics manufacturer
not only increased their on-time delivery, but grew by over 55% to become a leading player
in the high voltage sector.
Background
This company had been acquired by an
entrepreneurial investor as part of an
MBO/MBI involving the existing management
team.
The intention was to modernise what had
been a cottage industry and grow/acquire
before exiting.
Their Issue
Having dismissed the previous Production
Manager, Applied Kilovolts needed to stabilise
Operations, improve On Time Delivery (OTD)
and recover staff morale.
Andy Dobson was contracted to resolve these
issues in the interim while Applied Kilovolts
recruited a new full time Production Manager.
Once they found their new Production
Manager, Andy had to return following a
period of poor performance, with failing
deliveries and increasing stock-holding. The
company was in danger of becoming insolvent
and running out of money.
Andy recovered the output by short interval
control. He focussed on day-to-day outputs,
reviewed and reset forward purchasing plans,
got the company back to profitability and
increased output to a record £340k/month by
the end of this period.
Andy then took 3 months to attend Cranfield
University, learning about Lean Thinking and
how to apply it.
When he returned to the business Andy set
about implementing Lean techniques to the
existing process; moving operations towards
make-to-order; using visual management and
developing mass custom models.
Andy worked with external customers and
suppliers to streamline Supply Chain and
reduce costs as well as working capital.
Lean4Business’ Solution
Andy turned around the business following
periods of poor performance and the
departure of previous post holders (twice!). He
drove output through focusing on
bottleneck(s) and process Failure Mode
Analysis(FMA).
Andy reviewed and re-configured the
Enterprise Requirements Planning (ERP)
system from 1st principles: He rewrote Bill of
Materials (BOMs), timings, structures,
phantoms, backflushes etc. and went on to
train staff in the day to day maintenance of
the system, re-organising roles, recruiting
staff, auditing and consolidating sub-
contractors.
Andy instigated visual management to track
products through the factory; he worked with
sub-contractors to streamline order flow and
deliver product in time with main production.
He adopted a customer facing position with its
largest clients, resolving supply issues and
working directly with the biggest client to
ensure deliveries to schedule. He also
coached key stakeholders in basic Lean
techniques; Visual Management, 7-Wastes,
Right-First-Time, Flow and TOC.
On a Health & Safety note, Andy also
implemented a lead-free soldering/process
and moved the business towards RoHS
compliance.
Ultimately with all of the improvements and
attention to detail that Andy brought to
Applied Kilovolts, the business moved from
turnover of £2.9M-£4.5M/pa during the 18
months Andy was there, positioning the
business to lead the high voltage market and
in doing so keep 40+ people fully employed.
Testimonial
"We used to struggle to get £240k/month out
the door, we've just done £375k and we are
asking when we will do £400k!"
- M.D. Applied Kilovolts.