Acme Consultancy provides management consulting and training services to help organizations improve their bottom lines and gain a competitive advantage. It offers expertise in over 150 topics related to operations management, quality management, lean manufacturing, and other business areas. The goal is to help clients streamline operations, enhance productivity, implement world-class practices, and eliminate inefficiencies. Services are customized to each client's specific needs and include relevant case studies and management games. The founder has over 25 years of experience in senior manufacturing roles in diverse industries.
The history of mankind has been the history of improvement. Darwin's concept of the survival of the fittest certainly applies to the business community. In the construction industry, the failure rate is about 25% and although there are many reasons for this, one of the prominent ones is that companies do not organize for sustainability and do not continue to do the things necessary to face ever changing challenges which give them the fuel for sustainability. Total Quality Management is a process for continual improvement. Construction contractors should evaluate what TQM has to offer and from that evaluation customize concepts that are appropriate to its culture and needs. This webinar provides the guidance to construction contractors' evaluation of the principles of TQM which can and perhaps should be implemented in a given company.
. I have pursued a versatile career path and so there is potential to transfer my skills across different sectors and industries. I have obtained an interesting diverse working experience in various business environments over my career.
Operational excellence through lean & six sigmaHarsh Upadhyay
Operational excellence focuses on continuous improvement through lean, six sigma and lean six sigma approaches. It aims to optimize processes by focusing on customer needs and empowering employees. Caterpillar deployed lean six sigma across 27 business units to regain industry leadership. PASCO trained employees in lean six sigma to drive a culture change and focus on high potential markets and product innovation. ScottishPower used lean six sigma to improve customer service and sales operations to increase its market share.
This document provides an overview of Six Sigma, including its history, methodology, and applications. It discusses that Six Sigma was developed by Motorola in the 1980s to reduce defects through statistical analysis. The key methodologies are DMAIC, which is used for improving existing processes, and DMADV, used for developing new designs and products. It also outlines the different roles in Six Sigma projects such as Champions, Green Belts, Black Belts and Master Black Belts. Examples are given of industries that have implemented Six Sigma, showing its broad applicability.
Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
The Frisby Group has long been committed to working with small and medium sized construction companies, assisting them in reducing turn over rates and thereby improving survival rates of them. This webinar was prepared for small (including minority ) contractors attending a SAME convention in St. Louis several years ago. It is very timely in that the Federal Government construction projects will probably diminish over the next several years but the emphasis on small business set asides will increase, as will the Government's O&M budget, especially relating to its goal of Net 0 buildings.
Deming's 14 Points for Management provides a framework for businesses to improve quality and effectiveness. It focuses on having a constant purpose of improving products and services to meet customer needs. Businesses should adopt new philosophies to stay competitive, build quality from the start, and form long-term supplier relationships based on trust rather than price alone. Systems and training should be continuously improved. Fear and barriers between departments should be broken down. Instead of slogans and quotas, leadership and quality should be emphasized. The responsibility of supervisors should be to help people improve. All employees should work towards transformation.
The document discusses operational excellence and continuous improvement. It defines operational excellence as developing a culture of continuous improvement through applying principles and tools to sustainably improve key performance metrics. The vision is for operational excellence to become the way the organization does business. The mission is to enable value delivery through operational excellence principles and innovative process improvements. Strategic objectives include educating employees on concepts, supporting objectives, identifying opportunities, and developing measures to validate results.
The history of mankind has been the history of improvement. Darwin's concept of the survival of the fittest certainly applies to the business community. In the construction industry, the failure rate is about 25% and although there are many reasons for this, one of the prominent ones is that companies do not organize for sustainability and do not continue to do the things necessary to face ever changing challenges which give them the fuel for sustainability. Total Quality Management is a process for continual improvement. Construction contractors should evaluate what TQM has to offer and from that evaluation customize concepts that are appropriate to its culture and needs. This webinar provides the guidance to construction contractors' evaluation of the principles of TQM which can and perhaps should be implemented in a given company.
. I have pursued a versatile career path and so there is potential to transfer my skills across different sectors and industries. I have obtained an interesting diverse working experience in various business environments over my career.
Operational excellence through lean & six sigmaHarsh Upadhyay
Operational excellence focuses on continuous improvement through lean, six sigma and lean six sigma approaches. It aims to optimize processes by focusing on customer needs and empowering employees. Caterpillar deployed lean six sigma across 27 business units to regain industry leadership. PASCO trained employees in lean six sigma to drive a culture change and focus on high potential markets and product innovation. ScottishPower used lean six sigma to improve customer service and sales operations to increase its market share.
This document provides an overview of Six Sigma, including its history, methodology, and applications. It discusses that Six Sigma was developed by Motorola in the 1980s to reduce defects through statistical analysis. The key methodologies are DMAIC, which is used for improving existing processes, and DMADV, used for developing new designs and products. It also outlines the different roles in Six Sigma projects such as Champions, Green Belts, Black Belts and Master Black Belts. Examples are given of industries that have implemented Six Sigma, showing its broad applicability.
Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
The Frisby Group has long been committed to working with small and medium sized construction companies, assisting them in reducing turn over rates and thereby improving survival rates of them. This webinar was prepared for small (including minority ) contractors attending a SAME convention in St. Louis several years ago. It is very timely in that the Federal Government construction projects will probably diminish over the next several years but the emphasis on small business set asides will increase, as will the Government's O&M budget, especially relating to its goal of Net 0 buildings.
Deming's 14 Points for Management provides a framework for businesses to improve quality and effectiveness. It focuses on having a constant purpose of improving products and services to meet customer needs. Businesses should adopt new philosophies to stay competitive, build quality from the start, and form long-term supplier relationships based on trust rather than price alone. Systems and training should be continuously improved. Fear and barriers between departments should be broken down. Instead of slogans and quotas, leadership and quality should be emphasized. The responsibility of supervisors should be to help people improve. All employees should work towards transformation.
The document discusses operational excellence and continuous improvement. It defines operational excellence as developing a culture of continuous improvement through applying principles and tools to sustainably improve key performance metrics. The vision is for operational excellence to become the way the organization does business. The mission is to enable value delivery through operational excellence principles and innovative process improvements. Strategic objectives include educating employees on concepts, supporting objectives, identifying opportunities, and developing measures to validate results.
The document discusses various quality management philosophies and approaches. It provides an overview of Dr. W. Edwards Deming's 14 points on management and his system of profound knowledge. It also summarizes Joseph Juran's 10 steps for quality improvement and quality trilogy process. Philip Crosby's quality management philosophy and his 14 steps to quality are outlined. The strengths and weaknesses of Crosby's approach are discussed. Key aspects of Total Quality Management such as Deming's PDCA cycle and the TQM triangle are presented.
This Presentation is about Quality Management. It briefs about quality gurus, quality principles, quality methods and how these methods and principles can be useful in organization.In The Business World, Six Sigma is important because it scores much higher over other quality improvement techniques such as TQM. Six Sigma concepts and methodologies stress the use of statistical tools and techniques for improving quality and reducing defects. This Document briefs about Six Sigma. Six Sigma Roadmap, Quality Improvement, Continuous improvement philosophy, Tools used for continuous improvement.
Dr. W. Edwards Deming was a statistician who taught statistical process control methods to Japanese businesses after World War 2, helping transform Japan's economy. He developed the Deming Cycle (Plan-Do-Check-Act cycle) for continuous process improvement. Deming proposed 14 principles for management to transform business effectiveness, focusing on constancy of purpose, continuous process improvement, cooperation between departments, removing barriers to worker pride, and top management commitment to long-term quality and productivity goals.
There are eight key elements to ensuring success with Total Quality Management (TQM) in an organization: ethics, integrity, trust, training, teamwork, leadership, communication, and recognition. These elements can be grouped into the foundation (ethics, integrity, trust), building blocks (training, teamwork, leadership), binding mortar (communication), and roof (recognition). TQM is built on a foundation of ethics, integrity, and trust which fosters openness and allows everyone to be involved. Leadership, communication, and recognition are also vital to ensuring the success of TQM through vision, understanding, and rewarding contributions.
Motorola launched Six Sigma in the 1980s to reduce defects through statistical analysis of processes. General Electric widely adopted it in the 1990s. Six Sigma aims to reduce variation and defects through training employees in statistical process analysis and improvement methods. Key aspects include defining quality goals, measuring current performance, analyzing causes of defects, improving processes, and controlling performance going forward. The DMAIC method guides project teams through these steps.
This document provides an overview of Dr. W. Edwards Deming's quality management philosophy and its application to an IT department. It discusses Deming's biography and work helping Japanese businesses after World War II. It outlines Deming's system of profound knowledge and his famous 14 principles for management, which focus on continuous improvement, eliminating fear in the workplace, and management's commitment to quality. The document also covers Deming's views on the "seven deadly diseases" that can hamper organizations and how his philosophy can be implemented within an IT department to achieve quality.
Total quality management aims to continuously improve an organization's ability to deliver high-quality products and services to customers. It draws upon tools from quality control and emphasizes organization-wide efforts. Key aspects of TQM include customer satisfaction, reducing defects, and continuous process improvement. Pioneers like Deming, Juran, Crosby, and Ishikawa developed philosophies and tools to implement TQM, such as quality circles, statistical process control, and the PDCA cycle.
Counts Business Consulting provides independent consulting services to family businesses, including onsite consulting, owners' groups, employee training materials, and seminars. They are accredited and provide a free newsletter and industry articles on their website. Their services help businesses manage inventory, standardized work processes, measure performance, and continuously improve operations.
Using staffing strategically can help companies meet various business objectives like controlling costs, improving quality and throughput, and building morale. Visionary companies are revolutionizing organizational structures by leveraging their staffing functions. Some proven techniques include maintaining a flexible core staff sized to base production levels and using temporary employees in high turnover areas to reduce hiring and termination expenses. Staffing firms can also provide cost-effective benefits options to payrolled or temporary personnel to further reduce a company's benefits costs.
Total Quality Management (TQM) and Six Sigma aim to improve customer satisfaction, profitability, and competitiveness through sweeping organizational culture changes. TQM manages all aspects of an organization to exceed customer expectations on product/service quality, while Six Sigma aims for near-perfect quality with 3.4 or fewer defects per million opportunities. Both rely on statistical analysis and employee empowerment to continuously improve processes and meet customer needs.
The document outlines 14 principles for transforming an organization, including having a constant purpose, driving out fear, breaking down barriers between staff, adapting a new philosophy, ending awarding business solely based on price, ceasing dependence on mass inspection, constantly improving production and services, instituting training, adopting and instituting leadership, and taking action to accomplish the transformation.
Total Quality Management (TQM) is a management approach that empowers employees to deliver high-quality services at low cost. The term originated in the 1980s when the US Navy used it to improve operational effectiveness. TQM's core principles are management commitment, employee empowerment, customer focus, and continuous improvement. Companies that implement TQM aim to do things right the first time every time through continuous process improvement and by satisfying customer needs.
The document provides an overview of Six Sigma, including its objectives, key concepts, and methodology. It discusses how Six Sigma aims to reduce variation and solve problems scientifically using DMAIC (Define, Measure, Analyze, Improve, Control). It also summarizes how Motorola pioneered the use of Six Sigma in 1987 to dramatically improve quality from 4 sigma to 6 sigma over 5 years, helping them win the Malcolm Baldrige National Quality Award.
The document discusses ways for managers to help upgrade employees' skills through continuous training and improvement. It emphasizes using a PDCA cycle of planning training, executing it, reviewing results, and improving the process. Managers should simplify training and conduct it on the shop floor while working. Exposing problems, rather than hiding them, helps focus on improvement. Suggestion programs can improve involvement but require proper preparation, feedback, and incentives. Leaders guide improvement by thinking small, supporting ideas, sharing success, and communicating at the shop floor level. Control points help management understand processes and establish clear checkpoints for overcoming weaknesses.
This document discusses the contributions of W. Edwards Deming to Total Quality Management. It notes that Deming was a key figure who helped implement quality management programs in Japan after World War II. Deming developed several important concepts for quality management, including his 14 Points, 7 Deadly Diseases, the Deming Cycle (Plan-Do-Check-Act), and his System of Profound Knowledge. The document outlines each of Deming's 14 Points for quality management and describes his System of Profound Knowledge, which includes an appreciation for systems, understanding of variation, the theory of knowledge, and psychology.
Here are the key points from the group discussions:
1. Operations managers in manufacturing (automotive), services (call centre), healthcare (hospital)
2. The 8 M's are: Money, Manpower, Materials, Methods, Management, Machines, Messages, Markets. They provide the inputs, transformation process and outputs in an organization.
3. Companies that provide goods include Samsung, Toyota. Companies that provide services include Uber, Netflix. Combination companies include Apple (goods: phones, services: app store).
Business process reengineering involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It aims to make processes more efficient, effective, and flexible. BPR requires analyzing existing processes, creating a new vision, redesigning processes, and implementing changes. It should have strong management support and commitment, show quick results, and involve employees in the change process to minimize risk and ensure success.
This document discusses operational excellence through business process management and continuous improvement. It introduces the continuous improvement model and methodology of defining, measuring, analyzing, improving, and controlling processes. Key concepts are discussed like customer focus, fact-based decision making, and involving employees. Specific examples are provided around production processes, identifying opportunities, and engaging people in improvement initiatives. The role of people and change management are emphasized as critical success factors.
Vijaynagarrajan VS is an accomplished manufacturing and operations leader with over 20 years of experience in production planning, sourcing, and quality management. He is currently the Operations Manager at Al Naseeb Machine Spare Parts Mfg L.L.C in Ajman, UAE, where he manages a team of 65 employees and drives cost reduction, productivity improvement, and new product development. Previously, he held production management roles at various manufacturing companies in India, where he improved efficiency, reduced costs, and ensured compliance with quality standards. Vijaynagarrajan has expertise in process improvement, purchasing, project management, and people development.
The document discusses various quality management philosophies and approaches. It provides an overview of Dr. W. Edwards Deming's 14 points on management and his system of profound knowledge. It also summarizes Joseph Juran's 10 steps for quality improvement and quality trilogy process. Philip Crosby's quality management philosophy and his 14 steps to quality are outlined. The strengths and weaknesses of Crosby's approach are discussed. Key aspects of Total Quality Management such as Deming's PDCA cycle and the TQM triangle are presented.
This Presentation is about Quality Management. It briefs about quality gurus, quality principles, quality methods and how these methods and principles can be useful in organization.In The Business World, Six Sigma is important because it scores much higher over other quality improvement techniques such as TQM. Six Sigma concepts and methodologies stress the use of statistical tools and techniques for improving quality and reducing defects. This Document briefs about Six Sigma. Six Sigma Roadmap, Quality Improvement, Continuous improvement philosophy, Tools used for continuous improvement.
Dr. W. Edwards Deming was a statistician who taught statistical process control methods to Japanese businesses after World War 2, helping transform Japan's economy. He developed the Deming Cycle (Plan-Do-Check-Act cycle) for continuous process improvement. Deming proposed 14 principles for management to transform business effectiveness, focusing on constancy of purpose, continuous process improvement, cooperation between departments, removing barriers to worker pride, and top management commitment to long-term quality and productivity goals.
There are eight key elements to ensuring success with Total Quality Management (TQM) in an organization: ethics, integrity, trust, training, teamwork, leadership, communication, and recognition. These elements can be grouped into the foundation (ethics, integrity, trust), building blocks (training, teamwork, leadership), binding mortar (communication), and roof (recognition). TQM is built on a foundation of ethics, integrity, and trust which fosters openness and allows everyone to be involved. Leadership, communication, and recognition are also vital to ensuring the success of TQM through vision, understanding, and rewarding contributions.
Motorola launched Six Sigma in the 1980s to reduce defects through statistical analysis of processes. General Electric widely adopted it in the 1990s. Six Sigma aims to reduce variation and defects through training employees in statistical process analysis and improvement methods. Key aspects include defining quality goals, measuring current performance, analyzing causes of defects, improving processes, and controlling performance going forward. The DMAIC method guides project teams through these steps.
This document provides an overview of Dr. W. Edwards Deming's quality management philosophy and its application to an IT department. It discusses Deming's biography and work helping Japanese businesses after World War II. It outlines Deming's system of profound knowledge and his famous 14 principles for management, which focus on continuous improvement, eliminating fear in the workplace, and management's commitment to quality. The document also covers Deming's views on the "seven deadly diseases" that can hamper organizations and how his philosophy can be implemented within an IT department to achieve quality.
Total quality management aims to continuously improve an organization's ability to deliver high-quality products and services to customers. It draws upon tools from quality control and emphasizes organization-wide efforts. Key aspects of TQM include customer satisfaction, reducing defects, and continuous process improvement. Pioneers like Deming, Juran, Crosby, and Ishikawa developed philosophies and tools to implement TQM, such as quality circles, statistical process control, and the PDCA cycle.
Counts Business Consulting provides independent consulting services to family businesses, including onsite consulting, owners' groups, employee training materials, and seminars. They are accredited and provide a free newsletter and industry articles on their website. Their services help businesses manage inventory, standardized work processes, measure performance, and continuously improve operations.
Using staffing strategically can help companies meet various business objectives like controlling costs, improving quality and throughput, and building morale. Visionary companies are revolutionizing organizational structures by leveraging their staffing functions. Some proven techniques include maintaining a flexible core staff sized to base production levels and using temporary employees in high turnover areas to reduce hiring and termination expenses. Staffing firms can also provide cost-effective benefits options to payrolled or temporary personnel to further reduce a company's benefits costs.
Total Quality Management (TQM) and Six Sigma aim to improve customer satisfaction, profitability, and competitiveness through sweeping organizational culture changes. TQM manages all aspects of an organization to exceed customer expectations on product/service quality, while Six Sigma aims for near-perfect quality with 3.4 or fewer defects per million opportunities. Both rely on statistical analysis and employee empowerment to continuously improve processes and meet customer needs.
The document outlines 14 principles for transforming an organization, including having a constant purpose, driving out fear, breaking down barriers between staff, adapting a new philosophy, ending awarding business solely based on price, ceasing dependence on mass inspection, constantly improving production and services, instituting training, adopting and instituting leadership, and taking action to accomplish the transformation.
Total Quality Management (TQM) is a management approach that empowers employees to deliver high-quality services at low cost. The term originated in the 1980s when the US Navy used it to improve operational effectiveness. TQM's core principles are management commitment, employee empowerment, customer focus, and continuous improvement. Companies that implement TQM aim to do things right the first time every time through continuous process improvement and by satisfying customer needs.
The document provides an overview of Six Sigma, including its objectives, key concepts, and methodology. It discusses how Six Sigma aims to reduce variation and solve problems scientifically using DMAIC (Define, Measure, Analyze, Improve, Control). It also summarizes how Motorola pioneered the use of Six Sigma in 1987 to dramatically improve quality from 4 sigma to 6 sigma over 5 years, helping them win the Malcolm Baldrige National Quality Award.
The document discusses ways for managers to help upgrade employees' skills through continuous training and improvement. It emphasizes using a PDCA cycle of planning training, executing it, reviewing results, and improving the process. Managers should simplify training and conduct it on the shop floor while working. Exposing problems, rather than hiding them, helps focus on improvement. Suggestion programs can improve involvement but require proper preparation, feedback, and incentives. Leaders guide improvement by thinking small, supporting ideas, sharing success, and communicating at the shop floor level. Control points help management understand processes and establish clear checkpoints for overcoming weaknesses.
This document discusses the contributions of W. Edwards Deming to Total Quality Management. It notes that Deming was a key figure who helped implement quality management programs in Japan after World War II. Deming developed several important concepts for quality management, including his 14 Points, 7 Deadly Diseases, the Deming Cycle (Plan-Do-Check-Act), and his System of Profound Knowledge. The document outlines each of Deming's 14 Points for quality management and describes his System of Profound Knowledge, which includes an appreciation for systems, understanding of variation, the theory of knowledge, and psychology.
Here are the key points from the group discussions:
1. Operations managers in manufacturing (automotive), services (call centre), healthcare (hospital)
2. The 8 M's are: Money, Manpower, Materials, Methods, Management, Machines, Messages, Markets. They provide the inputs, transformation process and outputs in an organization.
3. Companies that provide goods include Samsung, Toyota. Companies that provide services include Uber, Netflix. Combination companies include Apple (goods: phones, services: app store).
Business process reengineering involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It aims to make processes more efficient, effective, and flexible. BPR requires analyzing existing processes, creating a new vision, redesigning processes, and implementing changes. It should have strong management support and commitment, show quick results, and involve employees in the change process to minimize risk and ensure success.
This document discusses operational excellence through business process management and continuous improvement. It introduces the continuous improvement model and methodology of defining, measuring, analyzing, improving, and controlling processes. Key concepts are discussed like customer focus, fact-based decision making, and involving employees. Specific examples are provided around production processes, identifying opportunities, and engaging people in improvement initiatives. The role of people and change management are emphasized as critical success factors.
Vijaynagarrajan VS is an accomplished manufacturing and operations leader with over 20 years of experience in production planning, sourcing, and quality management. He is currently the Operations Manager at Al Naseeb Machine Spare Parts Mfg L.L.C in Ajman, UAE, where he manages a team of 65 employees and drives cost reduction, productivity improvement, and new product development. Previously, he held production management roles at various manufacturing companies in India, where he improved efficiency, reduced costs, and ensured compliance with quality standards. Vijaynagarrajan has expertise in process improvement, purchasing, project management, and people development.
Anshuman Shrivastava has over 12 years of experience in supply chain management, business development, sales and marketing. He is currently the Unit Head Commercial at Vedanta Group, where he previously held roles such as Commercial Controller of Procurement, Regional Manager of Marketing, and Head of Logistics and Strategic Planning. In his roles, he has successfully led various initiatives to improve financial performance, increase market share, reduce costs, and drive transformation.
S.Gunasekaran has over 21 years of experience in automotive manufacturing industries, including 7 years as head of operations, and is seeking a senior leadership role. He has a background in executing greenfield projects and improving productivity through lean manufacturing. The document provides details of his career history, roles and responsibilities, skills, qualifications, and achievements in various plant management and operations positions.
Arpan Das is seeking opportunities in quality engineering for quality promotion and new product development. He has over 2 years of experience in quality improvement and new product development at Motherson Sumi Systems Ltd. where he executes new model activities related to design and development. His responsibilities include drawing studies, project planning, sample development, coordination of PPAP documentation, and preparation of work distribution charts. He is proficient in quality tools like APQP, PPAP, Six Sigma, SPC, FMEA and has a technical education with a B.Tech in Mechanical Engineering.
The document discusses Omnex's approach to integrating Lean, Six Sigma and ISO quality standards for continual process improvement. It provides an overview of Lean/Six Sigma principles and tools like value stream mapping to identify and achieve improvements. The approach develops a culture of continual improvement through a managed process of defining measures, identifying gaps, planning projects and monitoring progress.
Vinay P R is a Lean Six Sigma Green Belt with over 10 years of experience in implementing Lean methodologies like 5S, value stream mapping, TPM and Six Sigma projects. He has led quality improvement projects that reduced rejection rates and improved operational efficiency. His career objective is to utilize his knowledge and skills in resource management to help organizations grow. He provides his contact information and lists his educational qualifications and certifications.
This document provides an overview of a 3-day "Business Analytics" workshop for practitioners. The workshop aims to impart an understanding of data-oriented thinking, equip participants with statistical tools to identify, analyze and interpret data for improved performance, and foster a data-centric culture. The workshop will cover topics like identifying opportunities from data, basic statistics, analytical tools, statistical tests, regression, forecasting techniques and more. It will include practical exercises and cases. The target audience are individuals and teams from across organizations and industry domains. The workshop will be led by an experienced principal coach with expertise in areas like Lean Six Sigma, customer service, and analytics.
The document discusses various tools and concepts related to total quality management (TQM), including cause-and-effect diagrams, Pareto charts, process charts, benchmarking, just-in-time production, and Deming's fourteen points for quality management. It also examines the importance of quality in reducing costs and improving customer satisfaction, productivity, and profits. Key aspects of achieving TQM are organizational practices, quality principles, employee fulfillment, and customer satisfaction.
James Criscillis is a Lean Sigma deployment leader with over 20 years of experience implementing continuous improvement strategies to optimize performance. He has a proven track record of transforming traditional manufacturing to Lean through eliminating waste and reducing costs. Criscillis has extensive experience in techniques such as 5S, visual workplace, Kaizen, value stream mapping, and total productive maintenance. He is skilled in analyzing business processes, developing roadmaps for improvement, and coaching teams to achieve goals.
James Criscillis is a Lean Sigma deployment leader with over 20 years of experience implementing continuous improvement strategies to optimize performance. He has a proven track record of transforming traditional manufacturing to Lean through eliminating waste and reducing costs. Criscillis has extensive experience in techniques such as 5S, visual workplace, Kaizen, value stream mapping, and total productive maintenance. He is skilled in analyzing business processes, developing roadmaps for improvement, and coaching teams to implement changes.
K. Manikandan is seeking a senior level position in automotive production or new product development. He has over 11 years of experience in manufacturing, including setting and programming CNC machines. His responsibilities have included improving productivity, quality, cost, delivery, safety and morale. He is skilled in lean manufacturing techniques and has reduced scrap rates and machine downtime through continuous improvement efforts.
This document provides an overview of an engineering manager's experience and qualifications. It outlines his career history working for several aerospace companies from 1979 to 2016 in roles such as design engineer, project engineer, section head, and manager of test labs, design engineering, and project engineering. It also includes two responses describing his management style of keeping informed about projects to address issues, and his approach to coping with change by recognizing its opportunities and benefits and communicating these positively.
The Management Committees Design for Civil Formwork System Projection Research and Design, Supply Chain Management, Manufacturing, Quality Control, Safety Awareness, Human Resource Management. The Framework is pretty much useful as it is help to the company to realized the important of corporation growth is unlimited
Kepner Tregoe is an international consulting firm founded in 1958 that provides services in problem solving, decision making, risk management, and project management. They focus on configuring their proprietary processes into models that deliver tangible results, especially for manufacturing clients. Their Hi Performance Manufacturing approach aims to achieve manufacturing perfection through a focus on safety, quality, reliability, on-time delivery, and cost reduction. Kepner Tregoe recommends using data-driven analysis to identify improvement projects and a systematic implementation process using full-time resources and disciplined project management to ensure sustainability of results.
Sukhchan Alliance LLC provides process improvement services using CMMI and SCAMPI frameworks. It helps organizations assess their current processes, identify gaps, and implement improvements. The company founder and principal scientist have extensive experience in process engineering, appraisals, and managing improvements. Sukhchan Alliance conducts appraisals, provides training and mentoring, and helps clients achieve their process improvement goals.
James Criscillis is a Lean deployment leader with over 20 years of experience in continuous improvement. He has a track record of transforming traditional manufacturing to Lean through implementing tools like 5S, value stream mapping, Kaizen events and TPM. His accomplishments include reducing setup times, improving throughput, eliminating waste and stockouts. Currently he is analyzing assembly issues at Ford and previously led Lean initiatives at Honeywell and ILSCOR, training associates and creating implementation plans.
This document provides an overview of Kaizen and Six Sigma approaches to continuous improvement. Kaizen focuses on ongoing, incremental improvements involving everyone through methods like quality circles and suggestion systems. It aims for process-oriented and people-oriented approaches. Six Sigma uses statistical methods and a DMAIC framework to significantly improve processes and reduce defects. Both aim to meet customer needs, but Six Sigma focuses more on breaking through to achieve major improvements.
1. ACME
Acme Consultancy in Management Education
acme007mnw@gmail.com
ACME
Mr. Mahesh Whaval (MBA-OpsMgmt, Mech.Engg.) ~ Management Consultant
Call Mob: +91 9730509990 ONLY Whatsapp: +91 9960929485
Email: acme007mnw@gmail.com
******************************************************************
GOAL of Acme Consultancy in Management Education :
Facilitate Organizations To take lead in race towards “Organization of the Future”
To show how to run your business the right way to fatten your bottom line
To sharpen organization’s competitive edge
Impart Knowledge Enrichment
Enforce Fast-Track Individual & Organizational Escalation
Aid in World Class Manufacturing Concepts implementation with structured
approach for desired & assured accomplishments
To streamline and simplify organizational operations to make your employees
more productive and your business easier to manage
To build products & projects, offer services, customer want and deliver them
Right on Time in Full with Quality (QOTIF) to give you leg up on your competitors
To manufacture products, To provide services to eliminate TWO major problems
that plague manufacturers everywhere; Critical Shortages of some items and
Excess Inventories of others by efficiently managing a varied product line and
overcome the single biggest obstacle for effective management
Introducing the latest developments in Manufacturing Management and
Technology by demonstrating how to put these concepts to work and so, “What
you can do Today to pave the way for the organization of Tomorrow.”
To show how to come to grips with the most nagging problems of Industrial
Management and how to get every department to work in concert to benefit the
total business. YOUR bottomline results will be nothing less than the total
enterprise excellence.
2. ACME
Acme Consultancy in Management Education
acme007mnw@gmail.com
ACME
3 ‘M’s
4 MT
5 ‘S’ / 6 ‘S’
6 Sigma
6 W 2 H ( 6 W’s & 2 H’s)
7 QC Tools
8 D ( 8 Disciplines)
ABC Analysis
ANOVA
APQP
Art of Japanese Management
Automotive Systems
Balance ScoreCard
Bench Marking
BreakThrough Management
BreakThrough Strategy
Business Excellence Awards
Business Partnerships
Business Process Improvement
BPR (Business Process Re-Engineering)
CAPA (Corrective And Preventive Actions)
Change Management
Communications Skills
Competency Mapping
Competitive Advantage
Competitive Manufacturing
Concept Feasibility and Front Loading
Concurrent Engineering
Conflict Management
Continual / Continuous Improvements
Control Plans
Cost of Accident
Cost of Poor Quality
Cost Reduction
Daily Work Management
Decision Making
Design for Cost
Design for Standardization
Design of Experiments
3. ACME
Acme Consultancy in Management Education
acme007mnw@gmail.com
ACME
DFMA-Design for Manufacturing and Assembly
DFMEA
Die Cost Estimation
DOE-Taguchi Method
Downsizing
Eliminate Variation / Consistency of Purpose
EMS, QMS, OHSAS - ISO 9000, 14000, 18000, TS 16949
Ergonomics
ERP
Evolutionary Operations
Fifth Discipline of Learning Organization
FMEA
For Labors – Awareness of Manufacturing as Whole
FTA ( Fault Tree Analysis)
Goal Setting
Heijunka
Hierarchy of Needs
Holistic Management
Industrial Relations
Interviewing & Retention
Inventory Management
Jidoka
JIT (Just In Time)
Kaizen
Kanban
Knowledge Management
Labor Management
LCA – Low Cost Automation
Leadership Skills
Lean Manufacturing
Loss Function Analysis
Low Cost Process Improvements
Management by Motivation
Management by Objectives
Manufacturing Process
MOST – Maynard Operations Sequence Technique
MSA ( Measurement System Analysis)
Negotiation Skills
New Project Proposal
4. ACME
Acme Consultancy in Management Education
acme007mnw@gmail.com
ACME
Observation Skills
One-Minute Management
Operations Management
OutSourcing
QFD (Quality Function Deployment)
Performance Appraisal Management
Personality Development
PERT, CPM
PFMEA
Poka Yoke
PPAP (Production Part Approval Process)
Principle Centered Leadership
Process Capability
Productivity Enhancement
Profit Improvement
Project Budget Preparation
Project Management
Prototype Methods and Processes
Quality Function Deployment
Reliability Engineering
Reliability Centered Maintenance
Rewarding and Recognizing
Right Sizing
Risk Analysis
Risk Assessment and Predictive Maintenance
Safety (over 100 topics from Mech, Elect, Chem,etc)
SCM (Supply Chain Management)
Self Motivation
Shanin’s Red X
Sheet Metal Forming
SIPOC (Suppliers, Inputs, ProcessFlow, Outputs, Customers)
SMED (Single digit Minute Exchange of Dies)
SPC (Statistical Process Control)
Strategic Error Proofing
Strength of Materials
Stress Management
Supervisory Development
SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)
Team Work Team Building
5. ACME
Acme Consultancy in Management Education
acme007mnw@gmail.com
ACME
Theory ‘X’ Theory ‘Y’
Theory of Constraints
Theory Z
Time Management
Time Study / Time and Motion Study
TNA ~ Training Needs Analysis
Total Productivity Management
TPM (Total Productive Maintenance)
TQM (Total Quality Management)
Training Assessment
TRIZ (‘The theory of creative problem solving’ or ‘inventive problem solving’)
TRIZ 40 – Design Principles
Value Engineering
Value Stream Mapping
Voice of Customer
Why Why Analysis
World Class Manufacturing
Zapp
Zero Based Costing
These & associated more business areas can be consulted explicitly tailor-made as per
organizational requirements to improve their bottom lines. All necessary trainings will
be inclusive of relevant management games and CASE studies from over 1000 nos for
each session as applicable & appropriate.
Emphasis provided on Learning & Practicing in real life wherein Uniquely &
un-exceptionally post-session feedback and guidance available to participants if they
require any guidance on-job while practicing learned concepts.
CAREER AT A GLANCE :
A Manufacturing Operations Mechanical Engineer, with 28 years of Profound working
experience of Senior Level Management position in organizations being a catalyst for
accelerated growth with combined skills of manufacturing, managing big-medium sized
units, Buying and Outsourcing, knowledge of Operations Management worked in
diverse fields like Steel Making & Processing, Plastics, FMCG, Storage Systems, Material
Handling, Tooling, Heavy Machinery, Heavy Fabrication, Tin Metal, Locks, Furniture, etc.
6. ACME
Acme Consultancy in Management Education
acme007mnw@gmail.com
ACME
Worked with and As …
Initial stage of my career I was working with Jindal Strips Ltd. now known as Jindal Steel,
Then For 15 years in Godrej & Boyce Mfg. Co. Ltd. in various products & on elevated
positions, Then General Manager (Manufacturing) with M/s Armes Maini Storage
Systems Pvt Ltd, Then Operations Manager with M/s. Friendship Container Mfg. Ltd.,
Kenya, Then Works Manager with M/s Hydro S & S Ind. Ltd.
I was entrusted to continuously drive Improved Business Performance to
Optimize the Returns on Assets by :
Developing creative initiatives and solutions to reduce unit costs and/or manning
levels, improve productivity, health, safety and environment. Supporting the
periodic budgeting and forecasting process; Investigating, determining necessary
corrective action to remedy variances from budgeting performance. Determining
and communicating business cases for capital expenditure and major
maintenance proposals.
Developing and implementing internal benchmarking exercises to support inter-
company comparisons. Actively participating in company-wide performance
initiatives, other aspects of business Excellence and continuous improvement
initiatives.
Acting as a mentor in the area’s senior management team and training. Having
visionary leadership skills for strategic management, people management, team
working, team building, performance & reward management, collaborative and
good at conflict resolution.
High degree of Integrity & credibility, Target/s & result/s oriented, self starter &
highly motivated, High energy level-Go-getter, Open-ness to learn & adapt,
flexible yet assertive, Non-complacent and apt for change management, strongly
systems & procedures oriented, Innovative, Creative and experimentation-
oriented, Value focused, Eye for detail.