Recap about manufacturing: • Role, priorities & control of Manufacturing • Measure, monitor and improve OTIF (On Time In Full) • Measure, control and improve Cost • Managing Quality • Dealing with People • Improvements & Lean • Leadership

1. Manufacturing
• manufacturing intro
• on time in full
• cost
• quality
• people
• lean improvements
• leadership
by Marc Huguet Reyes

2. Manufacturing Manager Role
• What is the role of a Manufacturing Manager?
– Responsible for the organization and optimization of
the production tools.
– Monitor the volume of production of different
products under the guidelines set by the Operations
Director / Plant Manager.
– Ensure the functioning of the different production
machines and equipment in terms of cost, quality
and delivery.
– Propose actions to improve production issues.
– Check the correct maintenance of the production
cells.

3. Manufacturing Priorities
• Which are the key priorities of a Manufacturing
Manager?
– OTIF (On time and In full deliveries) measures if the
Supply Chain was able to deliver: the expected
product (reference and quality), in the quantity
ordered by the customer, at the place agreed by the
customer, at the time expected by the customer (in
most of the cases, with a tolerance defined with the
customer)
– Quality in its 4 views: quality planning, quality
control, quality assurance and quality improvement.
– Environmental Health & Safety: both prevention of
incidents or accidents in abnormal operating
conditions & reduction of adverse effects in normal
condition.

4. Manufacturing Control
• How to keep priorities under control? By mid term
planning and by day to day tracking.
• How is a typical workday of a Manufacturing Manager?
Daily Production Meeting (DPM) is the key point for
– Assess rate and schedule performance from the
previous day.
– Confirm the schedule for the current day.
– Set the schedule for the next day or two.
– Discuss, report, and resolve production and customer
issues.
– Maintain valid production dates on all production
schedules (or work orders) and customer orders for
use by materials and customer service.

5. How you did OTIF?
• How did I measure OTIF?
– OTIF measures if the Supply Chain was able to
deliver: the expected product (reference and
quality), in the quantity ordered by the customer, at
the place agreed by the customer, at the time
expected by the customer (in most of the cases, with
a tolerance defined with the customer)
– OTIF ( % ) = number of deliveries OTIF ÷ total
number of deliveries * 100
– It can be calculated according to the number of
orders or the number of the order lines.

6. How you did OTIF?
• How did I monitored OTIF?
– Requirements for the OTIF measurement are :
• have a delivery date (even hour for some
organizations) on the customer order,
• measure the date or the hour of delivery and
archive it in the system,
• maintain record of the reasons why an order was
not OTIF.
– If the orders are split at the customer request, then
each delivery line is considered.
– Plot graphically in public and DPM review.

7. How you did OTIF?
• How did I improved OTIF?
– Machine and equipment readiness & process.
– Anyhow, most important is people:
• Motivation & recognition.
• Influencing & transformation.
• Planning and trouble solving.
• Managing & developing.
• Handling conflict as source of learning.
• Delegating & empowerment.
• Manage by values & developing a culture.

8. How you did Cost?
• How I measured and controlled product cost?
– Get as much accurate as possible Standard Cost.
– Bill of Materials completed (also supplies like hot
melt glue) and with correct dosages including scrap
levels.
– Correct total standard cost of each materials.
– Operational cost for each process.
– Amortization of the machines & tools.
– Fix cost of the company structure.
– Then, compare real cost vs. standard for monitoring.
– SAP or an appropriate ERP system is a good tool.

9. How you did Cost?
• How I improved product cost?
– @ Motocono: incorporate alternative components.
– @ Autoliv: standardize plastic raw materials.
– @ HP: 50 initiatives on product re-design.
– @ DBK: by selecting best plant & process by
feasibility analysis & assessment.
– @ Zobele Shenzhen: by re-engineering processes for
SC Johnson & Reckitt Benckiser.
– @ Zobele Shenzhen: by design packaging to meet
cost.
– @ Zobele Bulgaria: by implanting new
thermoforming lines with SMED concept.

10. How you did Quality?
• How I managed quality?
– Supply Quality Agreement with customers.
– Control Plan Definition & Implementation.
• How I managed quality complaints?
– The model used was always 8D from auto industry.
– Key methods to use are at first Emergency Response
Action and Containment action (Verified for
Effectiveness).
– Afterwards Root Cause Analysis and definitive action.
– Also important is Contagious Prevention and Lesson
Learn.

11. Handling People
• How you handle your managers and operators to
achieve compliance with the production plan?
– Key point is involvement & team playing by
• Motivation & recognition.
• Influencing & transformation.
• Planning and trouble solving.
• Managing & developing.
• Handling conflict as source of learning.
• Delegating & empowerment.
• Manage by values & developing a culture.

12. Lean & Process Improvements
• I applied 5S getting people involved.
• I applied GMP for EHS and product safety.
• I applied Kanban for space and materials optimization.
• I applied SMED for machine fast change tools.
• I applied TPM for production people first action.
• I automatized big filling and packaging lines.
• I integrated processes in one.
• I re-engineered equipment to process more pieces per
second.
• I re-organized 5 productions lines in 3, getting 30%
more output with 20% less man-hours.

13. Leadership
• Leadership examples of my previous positions
– Procter & Gamble European Launch Readiness.
– Increase output of Aluminum foundry.
– Turn-around attitude on post-ERO staff.
• How did you managed a team of collaborators where
two of them are committed to certain results but almost
never met?
– Aluminum foundry staff conflict resolved.
– Unattended local engineering team recovered.

14. Leadership
• How I react to mediocre / poor results?
Sharing some cases:
– Case: from frozen to pro-activity in the re-engineering
of processes in China.
– Case: Warehouse shut down eternally postponed…
Get it done!
– Commercial action in Shanghai area: in work place
coaching to get first Chinese owned company
business closed.

15. Thanks !!!
For your conscientious listening
Thanks also to
- Wikipedia
- Different internet open sources
- Source of this PowerPoint template

16. Manufacturing
Marc Huguet Reyes
TEL (+34) 659084901
markhuguet@hotmail.com
http://about.me/markhuguet
http://es.linkedin.com/in/mhuguet