Production speed is always the answer

• Grow your earnings by training the operator to be successful.

• Do your continuous improvement projects maximize your earnings?

• Fix the process before automating and you will maximize your earnings.

• Maximize Earnings by Picking the Right Project and Goal

• How to create a culture for continuous improvement.

• Single-piece flow, standard work combination

• Case Study - Facing the reality of more new business

• Case Study - Making It easier for the operator to win

 

Manufacturing goals, expectations, and incentives

• Does your Manufacturing team have clearly defined goals and
  a plan in place to achieve those goals?

• Dollars /hour produced for different manufacturing industries.

• The manufacturing leader’s goals

• The manufacturing floor or cell leaders’ goals, expectations, and incentives.

• The operator’s goals, expectations, and incentives.

• Case Study - The gap between improvement and perfection

• Case Study - When fixation gives way to innovation

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Training manufacturing leadership

• Managing Daily Improvement, Training supervisors to teach operators to achieve the output and zero downtime and defects, and create a culture of improvement.

• Leadership emerges from problem-solving, types of problem-solving, cutting defect/downtime in half in less than 4 weeks.

• Shop floor rapid improvement, visual training, ergonomics, Set-up reduction,

• Case Study - Getting people and machines to play like an orchestra

• Case Study - Changeovers: Speed and quality can be allies

 

Common Failures – P/L decline

• Poor quality is one way to lose customers, eg.ram hinge

• The goals are not defined for manufacturing. Leadership is focused on firefighting. Hope is not a strategy. No improvement process,

• The leaders are not trained in how to achieve the goals. No time-studies defining correct number of operators. Quad graphics, Milwaukee Electric tool

• Case Study - Winning back a big customer’s trust

• Case Study - Putting false hope in superstar machines

• Case Study - ‘New’ and ‘bigger’ mean nothing unless...

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Common mistakes – P/L remains stagnant

• What am I looking for when I walk through a plant? What do I see? What are the operators doing?

• Rapid Plant Assessment form

• Automation is not always the answer, manual, semi-automatic, automatic volumes.

• Do you expect the machine builders to define your process? What should the speed of the new machine be?

• Combining like machines for one operator to run with no single-piece flow or standard combination work.    

• Case Study - Doing the obvious is often wrong

• Case Study - Changeovers: Speed and Quality can be allies