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RESULTS TO EXPECT |
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As we examine the productivity of a project an organization is seeking to improve we learn that quality and the ability to accomplish work in keeping with the goal of making money is usually suffering. Participants will learn to:
These situations provide an excellent opportunity for organizations people to lead a continuous improvement program. Actions that move companies closer to the goal of making money, optimizing the return on investment and maintaining a positive cash flow contribute to productivity. By the same token any action that does not move toward this end needs to be considered waste.
Ø Focus and define improvement efforts
Ø Learn a model – identify, quantify and eliminate waste through continuous improvement
Ø Use imagineering to solve problems and uncover opportunities for breakthrough results
Ø Identify reengineering opportunities and the steps to take and get results
Ø Create a customer-focused, customer-driven organization so the organization can grow and prosper
Ø Find areas of core competence so that you see where you can create optimized systems giving you further competitive advantage
Ø Select the right measurements – both process and results measurements
Ø Foster an atmosphere of success
Ø How to use reports to quantify waste and decide what to work on
Ø How to find waste in material, capital, time and lost gross margin
Ø How to select the right results and process measurements
Ø How to identify the key elements of a comprehensive measurement system
Ø Improve your work flow by actually achieving measured improvement that exceeds customer expectations
Participants will apply these principles to the actual work in your facility. They will be moved to action in a new way. Over the last several decades that I have been involved in change management I have seen leaders who think that they must motivate the people. They work on the motivation, focusing primarily on human relations first. While I would not overlook any aspect of human relations as we start working the new way, I believe strongly that the way to help people is to move them into action. When the action leads to achievement, motivation will follow. Seeing the results of action is the best motivator.
Working side by side with the team that actually produces those particular orders the target jobs will be tracked through to completion. A systematic study will be made on these jobs to determine the work process. This activity will help us:
Ø Determine how much time is spent on value added work
Ø Help improve the value added work
Ø Minimize necessary but non-value added work
Ø Reduce time spent on problems, troubles, complexities, and waste
Ø Eliminate rework and other unnecessary work
Ø Identify opportunities for increasing quality and productivity
A similar analysis of the workflow will be administered by each individual in the process to determine the percent of time spent performing work in each of five categories. These include value added work, necessary work (non-value added), unnecessary work (rework), unnecessary work (all other), and not working. To accomplish this work sampling kits with random work timers will need to be acquired which is considered a disbursement expense for the purpose of this proposal..
Management wants to understand how people work so that it can be in a better position to improve the process. Most of the time people work in an ineffective process which management has developed or “unwittingly” allowed develop over time.
The process utilizes the concepts of probability and random sampling as its basis. Using this data, one draws inferences about the distribution of time or events over the course of the day, week, or work cycle and places the results into specific categories of tasks and activities.
Generally on un-measured systems and processes most companies report process improvements of up to 40% with a break down coming from about 25% of the time attributable to time not working, 30% in unnecessary work (rework), and 10% unnecessary work (other).
Our improvement methodology would be as follows:
1. Search for opportunities; decide what to work on.
2. Clearly define the project. Select the improvement team.
3. Study the current process/situation.
4. Analyze causes; plan the improvement.
5. Carry out the improvement plan.
6. Study the effect of the changes.
7. Standardize the improved process.
8. Assess progress and plan for the future.
FIGURE 1 - The bell curve on the left is current reality. You are producing a range of work today from marginal to perfect. The goal is to produce improvement that allows a higher quality level in the future.
