Roel Berkhout - Philips Industry ConsultingThemadagen
The document discusses lean operations excellence. It describes how lean aims to maintain the best way of working through standardization while continuously improving via problem solving and kaizen. Standard work establishes standards to stabilize processes, while kaizen seeks to develop better methods. Problem solving is used to address performance issues and bring processes back in line with standards. The document provides examples of standard work documentation and discusses using visual management like kamishibai cards to facilitate standard work.
The document describes Phil Williford's Lean Enterprise Operational Excellence Framework. It replaces traditional business "silos" with value streams focused on eliminating waste and creating customer value. Support functions align with value streams. The framework includes visual management, DMAIC problem solving, continuous improvement, standard costing, and operational analytics to measure performance against standards. ERP provides transactional and database support while visual systems manage daily operations. The framework has proven successful across industries and geographies.
The document discusses key concepts for companies to understand when planning for growth. It emphasizes the importance of:
1) Developing a clear market plan and agreeing on how to measure growth.
2) Establishing benchmarks that are critical to the success of the growth strategy and long-term survival of the company.
3) Linking any growth strategy to the company's core business and value proposition to customers.
The document provides advice on understanding capacity and utilization, developing a business model for growth, monitoring the business environment, and emphasizing measurement and adjustment of the growth plan based on results. The overall message is that effective growth requires insight, clear goals and metrics, and responsiveness to changes.
The document summarizes a webinar presented by Jan van Veen of Noventum on gaining customer insight. The webinar covered the need for customer insight to address business challenges, common challenges in gaining insight, successful approaches like interviews and customer panels, and next steps like a public customer experience assessment. The webinar provided an overview of how understanding customer needs across the product lifecycle and value chain can help businesses better serve customers.
This document provides an overview, areas of expertise, current projects, and case studies of Bushidō Consulting, a business development consulting firm with offices in Italy, Czech Republic, and Germany. Bushidō Consulting specializes in helping clients expand internationally and provides services including market research, business planning, marketing strategies, and sales network development. Recent projects outlined include automotive and industrial machinery sales expansion and improving after-sales networks. Case studies demonstrate success improving international sales processes and increasing dealer network sales and service offerings. Contact information is provided for the three Bushidō Consulting offices.
This document provides information about Solutions & Decisions, a management consulting firm focused on supply chain performance optimization. The company aims to improve customers' operations through practical solutions that simplify supply chains and enhance supply chain capabilities. Solutions & Decisions' methodology involves diagnosing problems, searching for short-term savings, and providing a customized approach based on improving processes, teams, and tools. The company works closely with customers to provide recommendations and ensure results.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
Roel Berkhout - Philips Industry ConsultingThemadagen
The document discusses lean operations excellence. It describes how lean aims to maintain the best way of working through standardization while continuously improving via problem solving and kaizen. Standard work establishes standards to stabilize processes, while kaizen seeks to develop better methods. Problem solving is used to address performance issues and bring processes back in line with standards. The document provides examples of standard work documentation and discusses using visual management like kamishibai cards to facilitate standard work.
The document describes Phil Williford's Lean Enterprise Operational Excellence Framework. It replaces traditional business "silos" with value streams focused on eliminating waste and creating customer value. Support functions align with value streams. The framework includes visual management, DMAIC problem solving, continuous improvement, standard costing, and operational analytics to measure performance against standards. ERP provides transactional and database support while visual systems manage daily operations. The framework has proven successful across industries and geographies.
The document discusses key concepts for companies to understand when planning for growth. It emphasizes the importance of:
1) Developing a clear market plan and agreeing on how to measure growth.
2) Establishing benchmarks that are critical to the success of the growth strategy and long-term survival of the company.
3) Linking any growth strategy to the company's core business and value proposition to customers.
The document provides advice on understanding capacity and utilization, developing a business model for growth, monitoring the business environment, and emphasizing measurement and adjustment of the growth plan based on results. The overall message is that effective growth requires insight, clear goals and metrics, and responsiveness to changes.
The document summarizes a webinar presented by Jan van Veen of Noventum on gaining customer insight. The webinar covered the need for customer insight to address business challenges, common challenges in gaining insight, successful approaches like interviews and customer panels, and next steps like a public customer experience assessment. The webinar provided an overview of how understanding customer needs across the product lifecycle and value chain can help businesses better serve customers.
This document provides an overview, areas of expertise, current projects, and case studies of Bushidō Consulting, a business development consulting firm with offices in Italy, Czech Republic, and Germany. Bushidō Consulting specializes in helping clients expand internationally and provides services including market research, business planning, marketing strategies, and sales network development. Recent projects outlined include automotive and industrial machinery sales expansion and improving after-sales networks. Case studies demonstrate success improving international sales processes and increasing dealer network sales and service offerings. Contact information is provided for the three Bushidō Consulting offices.
This document provides information about Solutions & Decisions, a management consulting firm focused on supply chain performance optimization. The company aims to improve customers' operations through practical solutions that simplify supply chains and enhance supply chain capabilities. Solutions & Decisions' methodology involves diagnosing problems, searching for short-term savings, and providing a customized approach based on improving processes, teams, and tools. The company works closely with customers to provide recommendations and ensure results.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
Customer satisfaction & business excellence sdm college-4th june 2012Chandramouli Natarajan
The document discusses manufacturing excellence and its link to business excellence. It argues that achieving quality, delivery, and cost (QDC) goals through practices like Just-in-Time, cell manufacturing, and continuous improvement (kaizen) can establish operational excellence and satisfy customers. This operational excellence then provides competitive advantage and leads to business excellence by meeting long-term strategic goals. The document emphasizes that world-class manufacturing principles can be applied universally across industries to sustain excellence through employee involvement across functions.
The document provides an overview of a business model dashboard and planning process for farm project development. It outlines a Rapid Farm Assessment process that uses a 1-page report to determine project viability. The dashboard helps structure business model planning across categories like partnerships, activities, resources, value propositions, customers and pricing. Farmers are guided to map out their end-to-end processes, key partnerships, value chain activities and resources, product-customer fits, and cost structures. The goal is to analyze competitors, determine a viable price model, and scale the business from prototypes to volume production.
The document discusses how procurement must adapt to a changing business landscape driven by digitalization and new economic models. It outlines four key areas procurement must address: managing a more complex ecosystem involving a broader range of players; securing continuity to prevent disruptions; driving sustainability to meet economic, social, and environmental needs; and building the chief procurement officer of the future with new skills. The document provides examples and considerations for how procurement can rise to these challenges and play a more strategic role in organizations.
4C Associates has the insight, technology and experience to drive rapid profit improvement.
We offer specialist consulting, technology and managed services to transform your costs. We apply industry and functional expertise to deliver exceptional benefits.
This webinar presented by Noventum focuses on gaining customer insight. The webinar will discuss the need for customer insight, challenges in gaining insight, successful approaches, and next steps. It is presented on March 15th, 2012. Noventum is an international consulting firm specialized in strategic service management focused on sustainable profitable growth through customer value. The webinar will help companies better understand customers to improve strategic management, operations, sales, and service delivery.
The document outlines the key topics in Chapter 2 of the Operations Management textbook. It includes an outline of the chapter sections on global company profiles, developing missions and strategies, achieving competitive advantage, operations strategy options, and strategic operations management decisions. It also lists learning objectives and provides examples of global strategies and suppliers for Boeing. The document provides an overview of the concepts and content covered in the chapter.
Visure Solutions Requirements Engineering_The word in a nutshell - Ulf SandbergVisure Solutions
Visure Solutions is a company that provides requirements management solutions to help clients address challenges from increasing complexity, changing regulations and technologies, and competitive pressures. The document discusses how requirements management can provide visibility, control, quality and other capabilities needed to achieve business objectives. It provides examples of how requirements are used in system engineering, product management and other areas to help manage projects and processes.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Customer Process Management allows companies to tackle major marketing challenges and increase competitiveness. It involves understanding the customer voice, reducing waste, building advantages, aligning channels, and defining roles. Customer Process Management projects focus on marketing and surrounding organizations to create a customer-centric structure with clear roles, responsibilities, and processes. Processes are key to translating objectives into results. Customer experience is the current competitive battleground.
The document describes the Supply Chain Operations Reference (SCOR) model, which contains three levels of process detail for planning, sourcing, making, delivering, and returning goods and services. It provides a standardized structure and notation for describing supply chain processes and their relationships. The model was developed by the Supply Chain Council to provide a framework for communication between supply chain partners and to improve supply chain management.
Croissance Consulting provides consulting services to help IT companies improve their business skills and better demonstrate their solutions to customers. Their services include workshops to enhance marketing, sales, presales, delivery and other business areas. They also offer "Demo2win" workshops to help companies improve their solution demonstration skills and gain a competitive advantage over rivals. The goal is to help IT companies improve performance, increase revenue and profitability.
The Supply-Chain Operations Reference-model (SCOR) is a process reference model that has been developed and endorsed by the Supply-Chain Council (non-profit consortium) as the cross-industry standard diagnostic tool for supply-chain management.
This model enables companies to address, improve and communicate supply-chain management practices, spanning from the supplier's supplier to the customer's customer.
As the appointed authority in Asia on the Supply Chain Operations Reference model (SCOR®), we are recognized as a leading SCOR® expert by the Supply Chain Council.
iCognitive has developed a unique SCOR® Model Methodology to improve and optimize the Supply Chain with constant innovations through PLAN, SOURCE, MAKE, DELIVER, RETURN and ENABLE.
Integrated Customer Innovation document discusses how companies can involve customers in product design and development through co-creation. It outlines three key shifts: from institutional to customer control, from inside-out to outside-in product design, and the need for companies to adapt. Capgemini recommends a three step approach for companies to integrate customers: 1) Enable customers to co-create, 2) Check the feasibility of customer ideas, and 3) Check the profitability of customer ideas. The benefits of co-creation include tapping into customer creativity and problem solving, while challenges include finding engaged customers and preventing legal risks.
Keynote (EN): Beyond Budgeting in Practice, at Quality & Excellence Conferenc...Gebhard Borck
The document discusses the need for a new management model beyond traditional budgeting and command-and-control hierarchies. It notes that the world has become more dynamic, complex, and customer-focused, requiring organizations to be more adaptive, decentralized, and responsive. It then outlines principles of the Beyond Budgeting model, which focuses on customer responsibility, devolved leadership, relative targets, transparency, and dynamic processes rather than annual planning and control. Examples are given of companies like Handelsbanken that have successfully implemented aspects of this new model.
This document discusses building a high performance organization through tools, best practices, and mentoring. It provides an overview of key elements like vision, strategy, engagement, implementation, delivery, and measurement. Specific tools are mentioned for tasks like customer lifetime value
TCL is a global software testing company that aims to deliver world-class, innovative, structured, and professional testing solutions. It has expertise across various domains and services, including enterprise systems, web applications, telecom, healthcare, and embedded systems. TCL seeks to become a global center of testing excellence through rigorous training, a culture of continuous improvement, and flexible engagement models.
The document discusses extending existing IBM Rational solutions with Rational Rhapsody. It describes how Rhapsody can enhance requirements definition and management, analysis and design, quality management, and configuration management. Rhapsody brings the benefits of model-driven development by enabling requirements to be modeled visually, designs to be tested at an early stage, and traceability between requirements, design and code.
Six Sigma is a business management strategy originally developed by Motorola to identify and remove defects and errors in processes by using statistical methods. It aims to deliver breakthrough performance improvements in key metrics. Six Sigma projects follow DMAIC or DMADV methodologies and are implemented by Champions, Master Black Belts, Black Belts and Green Belts. Companies like Motorola and GE have realized billions in savings through Six Sigma by reducing costs and improving quality.
Six Sigma is a business management strategy originally developed by Motorola to identify and remove defects and errors in processes by using statistical methods. It aims to achieve breakthrough performance improvements for metrics like customer satisfaction, costs, and quality. Six Sigma projects follow DMAIC or DMADV methodologies to either improve existing processes or design new ones. Key roles include Champions, Master Black Belts, Black Belts and Green Belts. Companies like Motorola and GE have realized billions in savings from implementing Six Sigma.
This document discusses capacity utilization, which refers to the extent to which a company or nation uses its installed productive capacity. It defines three types of capacity - potential, immediate, and effective. Potential capacity is the maximum that can be planned for, immediate capacity is the short-term maximum, and effective capacity is what is actually achievable. The capacity utilization rate compares actual output to potential output as a percentage. Proper determination of production capacity considers factors like market demand, available capital, technology, and future growth opportunities.
Capacity planning is the process of determining a company's production capacity needed to meet changing demands. It involves determining the type, amount, and timing of capacity required. Key decisions include selecting the appropriate level and flexibility of facilities while maintaining balance. The process includes estimating future needs, evaluating existing capacity, identifying alternatives, analyzing costs, assessing qualitative factors, selecting an alternative, and monitoring results. Efficiency and utilization are measured by comparing actual output to effective and design capacities. Economies and diseconomies of scale affect costs based on output levels. Cost-volume analysis examines the relationships between costs, revenues, and profits at different volumes.
Customer satisfaction & business excellence sdm college-4th june 2012Chandramouli Natarajan
The document discusses manufacturing excellence and its link to business excellence. It argues that achieving quality, delivery, and cost (QDC) goals through practices like Just-in-Time, cell manufacturing, and continuous improvement (kaizen) can establish operational excellence and satisfy customers. This operational excellence then provides competitive advantage and leads to business excellence by meeting long-term strategic goals. The document emphasizes that world-class manufacturing principles can be applied universally across industries to sustain excellence through employee involvement across functions.
The document provides an overview of a business model dashboard and planning process for farm project development. It outlines a Rapid Farm Assessment process that uses a 1-page report to determine project viability. The dashboard helps structure business model planning across categories like partnerships, activities, resources, value propositions, customers and pricing. Farmers are guided to map out their end-to-end processes, key partnerships, value chain activities and resources, product-customer fits, and cost structures. The goal is to analyze competitors, determine a viable price model, and scale the business from prototypes to volume production.
The document discusses how procurement must adapt to a changing business landscape driven by digitalization and new economic models. It outlines four key areas procurement must address: managing a more complex ecosystem involving a broader range of players; securing continuity to prevent disruptions; driving sustainability to meet economic, social, and environmental needs; and building the chief procurement officer of the future with new skills. The document provides examples and considerations for how procurement can rise to these challenges and play a more strategic role in organizations.
4C Associates has the insight, technology and experience to drive rapid profit improvement.
We offer specialist consulting, technology and managed services to transform your costs. We apply industry and functional expertise to deliver exceptional benefits.
This webinar presented by Noventum focuses on gaining customer insight. The webinar will discuss the need for customer insight, challenges in gaining insight, successful approaches, and next steps. It is presented on March 15th, 2012. Noventum is an international consulting firm specialized in strategic service management focused on sustainable profitable growth through customer value. The webinar will help companies better understand customers to improve strategic management, operations, sales, and service delivery.
The document outlines the key topics in Chapter 2 of the Operations Management textbook. It includes an outline of the chapter sections on global company profiles, developing missions and strategies, achieving competitive advantage, operations strategy options, and strategic operations management decisions. It also lists learning objectives and provides examples of global strategies and suppliers for Boeing. The document provides an overview of the concepts and content covered in the chapter.
Visure Solutions Requirements Engineering_The word in a nutshell - Ulf SandbergVisure Solutions
Visure Solutions is a company that provides requirements management solutions to help clients address challenges from increasing complexity, changing regulations and technologies, and competitive pressures. The document discusses how requirements management can provide visibility, control, quality and other capabilities needed to achieve business objectives. It provides examples of how requirements are used in system engineering, product management and other areas to help manage projects and processes.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Customer Process Management allows companies to tackle major marketing challenges and increase competitiveness. It involves understanding the customer voice, reducing waste, building advantages, aligning channels, and defining roles. Customer Process Management projects focus on marketing and surrounding organizations to create a customer-centric structure with clear roles, responsibilities, and processes. Processes are key to translating objectives into results. Customer experience is the current competitive battleground.
The document describes the Supply Chain Operations Reference (SCOR) model, which contains three levels of process detail for planning, sourcing, making, delivering, and returning goods and services. It provides a standardized structure and notation for describing supply chain processes and their relationships. The model was developed by the Supply Chain Council to provide a framework for communication between supply chain partners and to improve supply chain management.
Croissance Consulting provides consulting services to help IT companies improve their business skills and better demonstrate their solutions to customers. Their services include workshops to enhance marketing, sales, presales, delivery and other business areas. They also offer "Demo2win" workshops to help companies improve their solution demonstration skills and gain a competitive advantage over rivals. The goal is to help IT companies improve performance, increase revenue and profitability.
The Supply-Chain Operations Reference-model (SCOR) is a process reference model that has been developed and endorsed by the Supply-Chain Council (non-profit consortium) as the cross-industry standard diagnostic tool for supply-chain management.
This model enables companies to address, improve and communicate supply-chain management practices, spanning from the supplier's supplier to the customer's customer.
As the appointed authority in Asia on the Supply Chain Operations Reference model (SCOR®), we are recognized as a leading SCOR® expert by the Supply Chain Council.
iCognitive has developed a unique SCOR® Model Methodology to improve and optimize the Supply Chain with constant innovations through PLAN, SOURCE, MAKE, DELIVER, RETURN and ENABLE.
Integrated Customer Innovation document discusses how companies can involve customers in product design and development through co-creation. It outlines three key shifts: from institutional to customer control, from inside-out to outside-in product design, and the need for companies to adapt. Capgemini recommends a three step approach for companies to integrate customers: 1) Enable customers to co-create, 2) Check the feasibility of customer ideas, and 3) Check the profitability of customer ideas. The benefits of co-creation include tapping into customer creativity and problem solving, while challenges include finding engaged customers and preventing legal risks.
Keynote (EN): Beyond Budgeting in Practice, at Quality & Excellence Conferenc...Gebhard Borck
The document discusses the need for a new management model beyond traditional budgeting and command-and-control hierarchies. It notes that the world has become more dynamic, complex, and customer-focused, requiring organizations to be more adaptive, decentralized, and responsive. It then outlines principles of the Beyond Budgeting model, which focuses on customer responsibility, devolved leadership, relative targets, transparency, and dynamic processes rather than annual planning and control. Examples are given of companies like Handelsbanken that have successfully implemented aspects of this new model.
This document discusses building a high performance organization through tools, best practices, and mentoring. It provides an overview of key elements like vision, strategy, engagement, implementation, delivery, and measurement. Specific tools are mentioned for tasks like customer lifetime value
TCL is a global software testing company that aims to deliver world-class, innovative, structured, and professional testing solutions. It has expertise across various domains and services, including enterprise systems, web applications, telecom, healthcare, and embedded systems. TCL seeks to become a global center of testing excellence through rigorous training, a culture of continuous improvement, and flexible engagement models.
The document discusses extending existing IBM Rational solutions with Rational Rhapsody. It describes how Rhapsody can enhance requirements definition and management, analysis and design, quality management, and configuration management. Rhapsody brings the benefits of model-driven development by enabling requirements to be modeled visually, designs to be tested at an early stage, and traceability between requirements, design and code.
Six Sigma is a business management strategy originally developed by Motorola to identify and remove defects and errors in processes by using statistical methods. It aims to deliver breakthrough performance improvements in key metrics. Six Sigma projects follow DMAIC or DMADV methodologies and are implemented by Champions, Master Black Belts, Black Belts and Green Belts. Companies like Motorola and GE have realized billions in savings through Six Sigma by reducing costs and improving quality.
Six Sigma is a business management strategy originally developed by Motorola to identify and remove defects and errors in processes by using statistical methods. It aims to achieve breakthrough performance improvements for metrics like customer satisfaction, costs, and quality. Six Sigma projects follow DMAIC or DMADV methodologies to either improve existing processes or design new ones. Key roles include Champions, Master Black Belts, Black Belts and Green Belts. Companies like Motorola and GE have realized billions in savings from implementing Six Sigma.
This document discusses capacity utilization, which refers to the extent to which a company or nation uses its installed productive capacity. It defines three types of capacity - potential, immediate, and effective. Potential capacity is the maximum that can be planned for, immediate capacity is the short-term maximum, and effective capacity is what is actually achievable. The capacity utilization rate compares actual output to potential output as a percentage. Proper determination of production capacity considers factors like market demand, available capital, technology, and future growth opportunities.
Capacity planning is the process of determining a company's production capacity needed to meet changing demands. It involves determining the type, amount, and timing of capacity required. Key decisions include selecting the appropriate level and flexibility of facilities while maintaining balance. The process includes estimating future needs, evaluating existing capacity, identifying alternatives, analyzing costs, assessing qualitative factors, selecting an alternative, and monitoring results. Efficiency and utilization are measured by comparing actual output to effective and design capacities. Economies and diseconomies of scale affect costs based on output levels. Cost-volume analysis examines the relationships between costs, revenues, and profits at different volumes.
The document discusses capacity planning, which involves determining the production capacity needed by an organization to meet changing demand. It covers determining current and future capacity needs, identifying options to modify capacity, and addressing imbalances between demand and capacity. Short-term adjustments and long-term responses are discussed. Models like present value analysis, aggregate planning, and decision trees can be useful for capacity planning. Economies of scale and concepts like efficiency and utilization are also summarized.
McDonald's capacity planning process involves determining production needs to meet changing demand. Key aspects include estimating total requirements based on factors like product variety and quality, estimating labor and machine needs, and comparing capacity availability to requirements. McDonald's Sonipat location has a capacity strategy of leading demand by keeping a 2-3 day inventory of buns, patties and 15 day inventory of drinks. The document also presents a hypothetical problem comparing expanding the existing location versus opening a new one, with expanding found to have a higher expected monetary value.
Capacity management involves determining the capacity needed to meet production plans, providing that capacity, and monitoring and controlling capacity. It includes capacity planning, requirements planning, and control. Capacity planning calculates capacity needs, identifies ways to make capacity available, and balances capacity and load. Capacity requirements planning determines detailed resource needs at work centers to achieve production goals.
Lecture notes for An Introduction to Operations Management (taught by Prof. Christian Terwiesch / University of Pennsylvania / online course at www.coursera.org).
The document discusses capacity planning for products and services. It explains key concepts like capacity, effective capacity, and utilization. It also outlines factors to consider when developing capacity alternatives and approaches for evaluating alternatives, including cost-volume analysis, break-even analysis, financial analysis, and waiting-line analysis. The goal of capacity planning is to determine the appropriate level and timing of capacity to meet future demand in a cost-effective manner.
This document discusses concepts related to capacity and productive efficiency in business operations. It defines capacity as the maximum output a business can produce with available resources. Capacity utilization measures actual output as a percentage of maximum capacity. The document discusses ways for businesses to increase or decrease capacity and the risks of operating at very high utilization rates. It also covers topics like productivity, lean production techniques, economies of scale, and factors that can reduce efficiency such as diseconomies of scale. The goal is to help businesses understand how to optimize their operations management.
This document provides an overview of operational objectives and factors that influence them. It defines operational objectives as targets related to production or service provision, such as output levels or unit costs. It lists common operational objectives like quality, cost, volume, innovation, and efficiency. The document also discusses internal factors like resources and brand image, and external factors like competitors, customers, suppliers, and economic changes that influence how businesses set their operational objectives.
The document analyzes options to address capacity issues at Shouldice Hospital, which specializes in hernia repair surgery. It currently operates at 72.23% average weekly capacity. Option 1 is to maintain the current operation. Option 2 is to hire surgeons for Saturday, extending surgeries from Monday to Saturday. Option 3 is to add a second floor to the hospital. A decision tree analysis finds that facilitating surgeries on Saturdays (Option 2) has the highest expected value over five years and a sooner break-even point, making it less risky. The team recommends Option 2.
Tools for capacity planning, measurement of capacity, capacity planning processRohan Monis
Southwest Airlines is known for its efficient capacity planning process. They carefully forecast demand and calculate the optimal fleet size to meet demand. They use simulation models to determine the ideal capacity cushion to account for variability in demand. If simulations show demand will exceed capacity, Southwest will lease additional planes on a short-term basis to avoid turning customers away. This flexible approach has allowed Southwest to consistently meet demand while maximizing efficiency.
Big Data: Improving capacity utilization of transport companiesData Science Society
Asparuh Koev is a successful serial entrepreneur. Currently, he is a CEO of Transmetrics, a solution for cargo transport companies that uses Big Data and predictive analytics. Asparuh holds a Bachelor’s Degree in Computer Science from the American University in Bulgaria and an MBA degree from the Vlerick Business School in Belgium.
“Big Data: Improving capacity utilization of transport companies” will explore the practical benefits, IT tools and challenges of implementing a big data solution in a traditional industry (cargo transport), using as a showcase a predictive analytics project done for Speedy.
The document discusses capacity planning and facility location. It defines capacity planning as establishing a facility's maximum output rate and describes the key steps in capacity planning as identifying requirements, developing alternatives, and evaluating alternatives using tools like decision trees. Facility location aims to identify the best geographic location based on factors like proximity to suppliers, customers, and labor.
Strategic capacity planning for products and servicesgerlyn bonus
This document discusses strategic capacity planning for products and services. It defines key capacity planning terms like design capacity, effective capacity, and actual output. It discusses factors that determine effective capacity such as facilities, products, processes, human factors, and external factors. The document outlines the capacity planning process, including estimating future capacity needs, evaluating existing capacity, identifying alternatives, and implementing solutions. It also discusses challenges in planning service capacity and tools for analysis like cost-volume analysis and financial analysis.
1. Lead time - The time from when a customer places an order to when it is delivered. Reducing lead time is important in make-to-order.
2. Work in progress (WIP) - The amount of unfinished orders at each stage of production. Lower WIP allows for more flexibility.
3. On-time delivery - The percentage of orders delivered by the promised date. Higher on-time rates increase customer satisfaction.
4. Process bottlenecks - Any steps that slow the overall flow of orders through production. Eliminating bottlenecks can speed up lead times.
5.
The document discusses different classifications of resources based on origin, exhaustibility, ownership, and status of development. It describes biotic and abiotic resources, renewable and non-renewable resources, individual, community, national, and international resources, as well as potential, developed, stock, and reserve resources. It also discusses different types of soils in India like alluvial, black, red, yellow, laterite, arid, and forest soils.
Presentación marta y jorge process strategyJorge Fuentes
This document discusses different process strategies used in operations management. It describes process focus strategy as organizing facilities around specific processes to enable low-volume, high-variety production using general purpose equipment. Key aspects of process focus strategy include high product flexibility but also high costs and difficulties with production planning. The document contrasts process focus with repetitive focus, product focus, and mass customization strategies.
Process strategy involves deciding the most profitable way to produce a designed good or service. There are four process strategy directions an operations manager can take: process focus, repetitive focus, product focus, and mass customization. Process focus allows for flexibility through movement between processes for low-volume, high-variety production. Repetitive focus is a traditional assembly line that is less flexible but more structured. Product focus is high-volume, low-variety production that requires consistency. Mass customization enables rapid, low-cost production customized to individual customers, making it the most complex option. The operations manager must choose the strategy best suited to their customers and production processes.
According to Indian contract law, a person must be of the age of majority, of sound mind, and not otherwise legally disqualified to have the capacity to enter into a valid and enforceable contract. A minor, defined as a person under 18 years of age, lacks such capacity and any agreements entered into by a minor are void ab initio. However, a minor can be held liable to pay for necessities provided to them, such as food, clothing, shelter, and services related to education or healthcare. A person of unsound mind, including idiots, lunatics, or those intoxicated, also lacks the capacity to contract if unable to understand the nature and effect of the agreement.
Capacity planning is central to long-term organizational success and involves both long and short-term plans. There are different types of capacity including production, design, effective, and maximum capacities. Effective capacity is most impacted by factors related to facilities, products, processes, human resources, operations, and external forces. When determining capacity needs, organizations must consider economies and diseconomies of scale and develop alternatives such as building flexibility, differentiating product maturity, taking a holistic view, and smoothing requirements over time.
Business Healthcheck Service By John Capper & CoJohn Capper & Co
This presentation describes our Business Health Check service. Think of it as preventative medicine for your business. What you get out of it is a measured easy to understand report on the state of your business and your action plan to respond to the findings of the Health Check
Unlocking Your Organization\'s Warranty Management PotentialImranMasood
The document discusses unlocking an organization's warranty management potential. It describes a warranty management capability maturity model developed by IDC Manufacturing Insights with five stages from ad-hoc to optimized. The model evaluates how organizations manage warranty processes, governance, measurement, and technology use. The document outlines focus areas and value creation opportunities at different maturity levels, including improving claims processing efficiency and establishing reverse logistics systems at lower levels and implementing analytics and quality improvement at higher levels.
ROCG is an international consulting firm that helps growing private companies increase performance and profitability. They work with clients using proprietary tools to identify strategic and operational issues. Their ideal client wants help freeing up time to work on, rather than in, their business. ROCG provides clarification, improves processes, researches industry trends, discovers unique positioning, develops customer advocates, builds better teams, defines branding, delivers analysis through customized systems, and provides financial stewardship. Their goal is to craft practical solutions through a collaborative process to help clients achieve success.
Maruti Suzuki has grown significantly over the past 25 years from a time when the Indian auto industry was stagnant. It established joint ventures to develop the component industry in India and introduced new management practices. Today it is a major contributor to Suzuki's global business and is working to become a research and development hub outside of Japan. Maruti focuses on developing its suppliers through programs like Maruti Production System to continuously improve operations across the supply chain.
Company profile trustpartners april 2013TrustPartners
TrustPartners is an Italian management consulting firm with expertise in highly regulated industries. It provides business planning, performance management, and organizational consulting. The firm has deep experience in pharmaceuticals, energy, gaming/gambling, tobacco, and public administration. It offers strategic support, process optimization, and change management assistance to improve clients' performance. TrustPartners works with companies across Italy from its headquarters in Rome and branch in Milan.
The document discusses how JMBI, LLC provides management consulting services to help companies address business issues and achieve their goals. It summarizes JMBI's capabilities in developing business strategies, marketing expertise, project management skills, and experience in industries like consumer goods. The document also outlines JMBI's approach of focusing on return on investment, providing end-to-end solutions, and using a teaming approach with clients.
1. The document discusses measuring field force motivation and satisfaction through an industry survey conducted over 6 years with over 12,000 responses.
2. Key findings show that relationships with managers and company culture became more important motivating factors, while bonuses and personal development declined in importance from 2002 to 2007.
3. Satisfaction levels with top motivating factors increased 14% on average for all responders from 2002 to 2006, but declined 17% for highest sales performers.
Sandra Knight Programme Management Limited provides program, project, and product management services with over 20 years of experience in the travel and transport industry. They partner with Collabera, an IT services company, to deliver innovative solutions for their clients. Sandra Knight specializes in areas like ecommerce, digital transformation, and agile methodologies. They help clients develop sourcing strategies, manage programs and projects, and implement best practices.
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The document discusses how to market software-as-a-service products, noting that 24% of new business software purchases will be service-enabled. It outlines the differences between marketing products versus services, and how to impact important metrics for as-a-service products like conversion rate, customer acquisition cost, average recurring revenue, and churn rate through strategies like increasing trial conversion, reducing sales touches, and focusing on adoption and ongoing value.
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Maximizing Capacity Utilization 27 Jul12
1. Pathways to Growth for Indian SMEs
CII – Valcon Session, Ludhiana
27th July, 2012
An Introduction to Valcon
Management Consultants
N. Krishnan
CEO, Valcon India
2. Valcon overview
Valcon globally Valcon India
A leading operations and implementations Specializing in implementation consulting
consultancy 22 highly experienced consultants – and
About 180 consultants placed in Denmark, growing
Sweden, Norway, India, China and Czech Based out of Chennai, Bangalore and Delhi
Republic
Practice areas
We serve global customers – typically from
Nordic based headquarters Supply management (manufacturing &
operations excellence, procurement & supply
chain)
Demand management (sales excellence,
growth, entry strategy, etc.)
Strategic and market analysis (operations
due diligence, growth and sales potential,
market entry strategy)
Customer References from: Caterpillar,
Biocon, Hero Group, Uniparts, Murugappa
group, Castrol, FLSmidth, Novozymes,
Novonordisk, Saint Gobain, CAMS, etc.
2
3. Valcon is a team of highly experienced consultants, drawn from the best
companies in India
Our team
Our consulting team is based out of Chennai,
Bangalore and Delhi
Valcon is a group of ‘expert consultants’ -
minimum experience of our consultants is 6
years - having worked as either a consultant or
a line manager
All our consultants have hands-on experience
of working in functional roles prior to consulting
We are on “the shop floor” in close collaboration
with the client organisation when solutions are
implemented
Our consultants are drawn from some of the
leading companies of different industries
Ford, Toyota, Maruti -Suzuki, Caterpillar, Saint
Gobain, Escorts Hospital, Motorola, Bajaj, PwC,
ECS, Wipro, McKinsey, ZS Associates, Volvo,
ISRO, Dalmia group, Asian Paints, Castrol, Ashok
Leyland, Coca Cola, Schlumberger
3
4. Our approach to consulting and focus on results deliver strong benefits for
our clients
• Our focus is on execution – how to
change
• We are hands-on
• We ask questions & challenge
thinking
• We focus on important issues
• We go for practical solutions Client
Valcon Intervention Benefits
Industry
• We are on “the shop floor” - with the
Auto Capacity release • 20% output increase
clients – to implement the solutions Ancillary assessment potential identified
Renewable New Product • Development time reduction
• We act and create quick results Energy Development to less than 6 months
Procurement • INR 65 cr savings over 12
EPC
transformation months
• Technically superior product
Product evaluation
Pharma selected
for in-licensing
• Risk eliminated
Driving speed
Railways • 16% energy cost reduction
optimization
• Increased up-time by 20%-
30%
Auto Operational
• In-process rejections
Ancillary Excellence
reduced from 2.4% to 0.06%
of net sales
4
5. Our offerings address key themes and challenges in our clients’ business
operations...
Deployment and execution of corporate strategy
Business
Technology and Operational due diligence
Strategy
Execution Improving products and processes based on market knowledge
Transparency in profitability for customers, products and markets
Marketing and After sales
Procurement Production Logistics
sales service
Cost savings Operations Inventory New customer Spare part
Performance Excellence optimisation acquisition management
measurement Cost reduction Inbound and Sales and price Customer
Risk Quality outbound models relationship
management improvement logistics Channel design management
optimization and management
Supplier Throughput and
development capacity Sales Operations Optimising price
enhancement planning and profit
Sales processes,
tools and
competence
5
6. Pathways to Growth for Indian SMEs
CII – Valcon Session, Ludhiana
27th July, 2012
Maximizing Capacity
Utilization
Anirban Mazumdar
Associate Director, Valcon India
7. Do you face these situations?
Demand is stable but often we are not able to complete orders
Overtime & Extra Shift running are often used to ‘manage demand’
My Operators & Machines are idle some of the days but have to
work extra time on other days
There is so much Inventory but still we are not able to meet
requirements
& Do you think that adding machine/ plant is the only solution ?
7
8. Contents
Are You Utilizing Your Capacity Well?
How Can You Improve Capacity Utilization?
Case : Unearthing Hidden Capacity at Ancillary Unit
8
9. Focusing only on ‘servicing orders’ gradually leads to
inappropriate capacity utilization
Supplier
Supplier
Manufacturer
Supplier
Plant was designed to service a certain
demand at optimum utilization
• maximize output when demand is
high
• finish plan early when demand dips
9
10. Focusing only on ‘servicing orders’ gradually leads to
inappropriate capacity utilization
DEMAND
Supplier
Supplier
Manufacturer Distribution Customer
Supplier DELIVERY
Plant was designed to service a certain Even with change in demand pattern &
demand at optimum utilization fluctuations, working pattern doesn’t
• maximize output when demand is change.
high Focus shifts to ‘meeting daily & month
plans’ & We stop asking –
• finish plan early when demand dips
“Could we have produced more” or “Did we
take too much time to complete the plan”
10
11. Are we utilizing our Capacity well?
ࢉ࢚࢛ࢇ ࡻ࢛࢚࢛࢚
Efficiency (%) ൌ
ࡱࢌࢌࢋࢉ࢚࢜ࢋ ࢇࢇࢉ࢚࢟
ࢉ࢚࢛ࢇ ࡻ࢛࢚࢛࢚
Utilization (%) ൌ
ࡰࢋ࢙ࢍ ࢇࢇࢉ࢚࢟
• Management Policies
• Allowances
• Accepted Scrap
• Maintenance Time, etc.
• Operational Losses
• Process,
Manpower, Asset
Performance
DESIGN EFFECTIVE ACTUAL
CAPACITY CAPACITY OUTPUT
11
12. Are we utilizing our Capacity well?
ࢉ࢚࢛ࢇ ࡻ࢛࢚࢛࢚
Efficiency (%) ൌ
ࡱࢌࢌࢋࢉ࢚࢜ࢋ ࢇࢇࢉ࢚࢟
ࢉ࢚࢛ࢇ ࡻ࢛࢚࢛࢚
Utilization (%) ൌ
ࡰࢋ࢙ࢍ ࢇࢇࢉ࢚࢟
• Management Policies
• Allowances
• Accepted Scrap
• Maintenance Time, etc.
• Operational Losses
• Process,
Mostly Medium & Manpower, Asset
Small Firms Performance
Mostly Large Sized
Firms
Medium & Small firms appear to be lagging
in capacity utilization and need to take
measures to improve DESIGN EFFECTIVE ACTUAL
CAPACITY CAPACITY OUTPUT
Source : 77th Business Outlook Survey, CII
12
13. So, How do we ‘lose Capacity’?
1 Policies & Standards
2 Bottleneck under-Utilization
3 Process under-Utilization
4 Capacity Imbalance
5 Capacity in-flexibility (Process, Operators & Plant)
13
14. Designed Policies & Standards often lead to capacity under-
utilization which goes unnoticed
Purchase & Spares Policy
Inventory & Stores norms
Manpower Policy
Reward & Recognition Policy
Accepted ‘standards’ of process
loss, set up time, etc.
‘Unwritten rules’ of production,
…
14
15. Designed Policies & Standards often lead to capacity under-
utilization which goes unnoticed
Availability & Quality of Spares is Purchase & Spares Policy
impacted by Purchase policies
No machines are run during lunch Inventory & Stores norms
time
Manpower Policy
Checks on the machine can be done
only by the maintainers
Reward & Recognition Policy
“Set up can’t be done in night shift”
Accepted ‘standards’ of process
loss, set up time, etc.
“Production shouldn’t do any quality
checks”
‘Unwritten rules’ of production,
… …
15
16. Identification & utilization of bottleneck resource is one of the
biggest challenges to capacity release
Plant capacity can’t be more than
the bottleneck’s capacity
Estimated Capacity (pcs)
77624
35928 38880
30580
22162 20736
CNC Tempering Sand Pre-setting Inspection Painting
Machining Blasting
16
17. Identification & utilization of bottleneck resource is one of the
biggest challenges to capacity release
Plant capacity can’t be more than
Inability to identify the bottleneck the bottleneck’s capacity
Inadequate maintenance of
bottleneck – high downtimes
Changing product mix leading to Estimated Capacity (pcs)
shifting bottlenecks
77624
Management’s focus on the ‘costliest
machine’ than the bottleneck
35928 38880
30580
Bottleneck machine treated in the 22162 20736
same way as any other machine
Manual or non-production activities CNC Tempering Sand Pre-setting Inspection Painting
Machining Blasting
becoming bottlenecks
…
17
18. Contents
Are You Utilizing Your Capacity Well?
How Can You Improve Capacity Utilization?
Case : Unearthing Hidden Capacity at Ancillary Unit
18
19. Capacity “release” needs to be undertaken systematically & in a
phased manner
Achieving Effective Capacity
• Operational Improvements
• Shop floor initiatives & systems
implementation
• High involvement of local team
members
• Localized improvements aligned to
bigger objectives
• Challenging work practices
Achieving Design Capacity
• Management policies, designs,
processes and standards changes
• Initiatives & decisions driven by senior
management DESIGN EFFECTIVE ACTUAL
• Cross functional initiatives – broad CAPACITY CAPACITY OUTPUT
based objectives
• Challenging mindset
19
20. Causes for losing Effective Capacity could lie across many
areas in operations
No Plan
Situation
Not No Material
Produced
No
Manpower
Output Loss
Asset
Downtime
Produced at
Produced but Lower Rate
lower output Rejected/
Reworked
Flow
Produced but Interruption
couldn’t move out Wrong
Production
20
21. Multiple initiatives may be required to improve Capacity
Utilization – the right ones need to be identified & prioritized
No Plan
Poor Planning
Situation
Material Quality/
Delivery Failures
No Material
Poor Skill Levels
Inadequate
Maintenance No
Manpower
Low Manpower
Utilization Output Loss
Asset
Cycle Time Downtime
Variations
Productivity
Produced at
Variations
Lower Rate
Low Equipment
Capability Rejected/
Reworked
Inadequate Layout
Flow
Interruption
Flow Imbalance
Wrong
Production
Line Imbalance
21
22. Multiple initiatives may be required to improve Capacity
Utilization – the right ones need to be identified & prioritized
No Plan
SUPPLIER Poor Planning
Situation
DEVELOPMENT Material Quality/
Delivery Failures
PLANNING Poor Skill Levels
No Material
IMPROVEMENT
Inadequate
Maintenance No
PLANNED Manpower
Low Manpower
MAINTENANCE Utilization Output Loss
Asset
Cycle Time
SKILL Variations
Downtime
DEVELOPMENT
Productivity
Produced at
Variations
QUALITY Lower Rate
Low Equipment
IMPROVEMENT Capability Rejected/
Reworked
FLOW Inadequate Layout
Flow
IMPROVEMENT Interruption
Flow Imbalance
PRODUCTIVITY Wrong
Production
IMPROVEMENT Line Imbalance
22
23. Supplier Performance improvement focuses on working
closely with them to improve reliability
SUPPLIER • Equipment Capability
• Process Stability
DEVELOPMENT
• Quality Systems
Supplier • Quality Audits
PLANNING Quality
IMPROVEMENT
PLANNED
MAINTENANCE
• Capacity Assessment
Supplier Supplier • Planning & Scheduling
SKILL Systems
Performance
DEVELOPMENT Delivery • Flexibility
QUALITY
IMPROVEMENT
FLOW
Procure to
• Supporting Processes
IMPROVEMENT Pay Adequacy
Processes • Skill of People
PRODUCTIVITY • Simplicity of Processes
IMPROVEMENT
23
24. An ‘Integrated Planning’ model, customized for the company
helps in ensuring uninterrupted production to plan
SUPPLIER Rough Cut Capacity Planning
DEVELOPMENT Raw Material Planning
Domestic
Orders
PLANNING Sales Order Book
for M1 RM ordering for Long
IMPROVEMENT Export Lead Items for M2, M3
Orders
PLANNED
MAINTENANCE RCCP for
RCCP for M1 (W1 - W4)
M2/M3 RM Ordering for M1
(Low LT, Non ROP)
SKILL Iterations
DEVELOPMENT Every Week Next Week Fixed
Plan
RM Check for M1
QUALITY (Available + Ordered)
IMPROVEMENT Production Scheduling
Twice
Every Week Prioritizing & Sequencing
Confirmed RM
FLOW Availability
IMPROVEMENT In Store/ GIT (expected to
Modific
3/4 Days Fixed Schedule
ations
reach in 2 days time)
PRODUCTIVITY Execution & Schedule
IMPROVEMENT Adherence
24
25. A Planned Maintenance program implements maintenance
systems after equipment classification
SUPPLIER
Most Critical Critical Non-critical
DEVELOPMENT
Equipment Equipment Equipment
Reliability
PLANNING Proactive
Centric Run to Fail Improvement maintenance (proactive)
IMPROVEMENT
Maintenance
Maintenance
PLANNED
MAINTENANCE
Predictive maintenance
SKILL
DEVELOPMENT
Preventive maintenance
QUALITY
IMPROVEMENT
Routine maintenance
FLOW
IMPROVEMENT
Breakdown or Corrective maintenance
PRODUCTIVITY
IMPROVEMENT
25
26. Flow Improvement would look at extended value stream and
eliminate interruptions
CORRECTION
Industrial Segment WAITING
SUPPLIER • Many iterations in
DEVELOPMENT customer requirement
• Waiting periods for
complete customer reqmt.
PLANNING
IMPROVEMENT CORRECTION
WAITING • Mold Rework
• High Inventory
PLANNED • Waiting for complete mold information • Deco Rework
MAINTENANCE • High Inventory between
intermediate processes
WAITING • Waiting for material
INVENTORY
SKILL OVERPRODUCTION CORRECTION
from plant
DEVELOPMENT • Over planning to
address poor yields
QUALITY
IMPROVEMENT Job
Worker
• QA/ PDI rework
• High material
CONVEYANCE
FLOW movement within w/h
• Multiple handling losses • High Inventory
IMPROVEMENT WAITING
INVENTORY CORRECTION
CORRECTION CONVEYANCE
PRODUCTIVITY • Many iterations in resorting INVENTORY
• High rework on resorting
IMPROVEMENT • High inventory
26
27. Contents
Are You Utilizing Your Capacity Well?
How Can You Improve Capacity Utilization?
Case : Unearthing Hidden Capacity at Ancillary Unit
27
28. Situation : The ancillary unit was ‘losing sales’ every month
though analysis indicated sufficient ‘effective capacity’
The Effective Capacity was identified to be 25500 pcs per day
based on bottleneck capacity
Effective Capacity (pcs/day)
77624
35928 38880
30580
25500 25920
CNC Tempering Sand Pre-setting Inspection Painting
Machining Blasting
28
29. Situation : The ancillary unit was ‘losing sales’ every month
though analysis indicated sufficient ‘effective capacity’
The Effective Capacity was identified to be 25500 pcs per day There was a steady demand of 20000 pcs per day from the OEM
based on bottleneck capacity every month
Effective Capacity (pcs/day) Effective Capacity & Demand (pcs/day)
77624 77624
35928 38880 38880
35928
30580 30580
25500 25920 25500 25920
20000
CNC Tempering Sand Pre-setting Inspection Painting CNC Tempering Sand Pre-setting Inspection Painting
Machining Blasting Machining Blasting
29
30. Situation : The ancillary unit was ‘losing sales’ every month
though analysis indicated sufficient ‘effective capacity’
The Effective Capacity was identified to be 25500 pcs per day There was a steady demand of 20000 pcs per day from the OEM
based on bottleneck capacity every month
Effective Capacity (pcs/day) Effective Capacity & Demand (pcs/day)
77624 77624
35928 38880 38880
35928
30580 30580
25500 25920 25500 25920
20000
CNC Tempering Sand Pre-setting Inspection Painting CNC Tempering Sand Pre-setting Inspection Painting
Machining Blasting Machining Blasting
The average daily output was however consistently below the
effective capacity of the bottleneck
Effective Capacity & Avg. Output (pcs/day)
77624
35928 38880
30580
25500 25920
16942 18051 16834
30
31. Situation : The ancillary unit was ‘losing sales’ every month
though analysis indicated sufficient ‘effective capacity’
The Effective Capacity was identified to be 25500 pcs per day There was a steady demand of 20000 pcs per day from the OEM
based on bottleneck capacity every month
Effective Capacity (pcs/day) Effective Capacity & Demand (pcs/day)
77624 77624
35928 38880 38880
35928
30580 30580
25500 25920 25500 25920
20000
CNC Tempering Sand Pre-setting Inspection Painting CNC Tempering Sand Pre-setting Inspection Painting
Machining Blasting Machining Blasting
X
Analysis of the bottleneck output indicated that they were The average daily output was however consistently below the
utilized only to the extent of ~72% effective capacity of the bottleneck
Utilization of Bottleneck 77624 Effective Capacity & Avg. Output (pcs/day)
77624
35928 38880
72% 30580 75% 35928 38880
25500 25920 30580
25500 25920
18360 19440 16942 18051 16834
CNC Tempering Sand Pre-setting Inspection Painting
Machining Blasting
31
32. Analysis : Ineffective Maintenance systems and Inadequate
focus on bottleneck were leading to high capacity losses
3 hours (14% time) was being lost in Sand Blasting
repetitive breakdowns everyday ?
Breakdown Maintenance being practised;
checklists do not include ‘critical checks’
Incomplete loading of Sand Blasting unit
25500
Delays by operators between sand blasting cycles
All Planning & Scheduling being done for CNC
machine – NOT the bottleneck 17275
Management focused on maximizing output of
CNC machine – the costliest investment
For a simple process, a zig-zag layout used
leading to multiple handling and stage inventories
Potential for reducing the sand blasting cycle time
by 11% identified
Many Quality Circles working but none focused on
improving sand blasting output
32
33. A roadmap was designed for ~25% increase in actual output &
subsequently moving towards Design Capacity
• Reduce & re-establish Sand Blasting
cycle time
• Simplify layout into a flow
• Design Planning model around sand
? • Design & Implement a Planned
blasting utilization
Maintenance system
• Plant goals’ alignment to utilization
• Simple automations to reduce
maximization
Operator delays
• Align team objectives to improve
• Reduce Minor Stoppages by
bottleneck output
Autonomous Maintenance
25500 • Visual systems to improve loading
of bottleneck
• Reduce loading & unloading time by
use of fixtures
17275
DESIGN EFFECTIVE ACTUAL
CAPACITY CAPACITY OUTPUT
33