<
 

Reinventing Manufacturing 


PART III. 

 

8. Define product/process relationships, avoid functional "silos"

Try to disregard the existing organization structure when developing the ideal process. Look at the objectives that need to be accomplished, the processes that are needed to support it, and finally, at the resources (including organi­zation) needed to accomplish them.

9. Set a hierarchy of customer, product, process, function, activity

Figure 1 depicts some important relationships.

Focus

Relationships

Needed

Customer —

*- Customer

Leadership

Waste

Product

Education

Elimination

Bt

Belief

 

 

Process

Strategy

Time Compression

Activity

Focus

 

 

t

Simplicity

Culture

Resource

Leverage

Objectives

10. Compress time

Faster is almost always better, if it's done right. More speed means more cycles, which means more output per unit time, faster turnaround, which usually improves service and re­duces costs. Simply trying to speed up the existing process, however, might actually increase costs, and cause quality problems. This is why "old school" people usually tell you that it will cost more, hurt other priorities, or reduce quality if your request to do something faster is granted.

11. Eliminate bottlenecks

Find the slowest activity in a process. Speed it up. This speeds up the entire process and is usually the cheapest way to do it.

12. Reduce number of steps, complexity, levels, people

The more moving parts that anything—a machine, system, process has, the more it costs, the more that can go wrong, and the longer it takes. Reduce number of steps, opera­tions, people, parts, and improve performance.

13. Reduce defects

Most processes take much longer and cost more due to defects and exception handling. Defects are the worst form of waste. They usually force more expensive exception activities to correct them, slow down cycle times, rob capacity, and force increased capital investment (for inven­tory, space, equipment, working capital). It has been said that defects cause 5 to 10 times their apparent costs.

14. Increase flexibility

Being adaptable to change enables introduction of new products, services, processes, schedules. Try to envision the parameters of possible change when designing the process. Increase flexibility by using adaptable people, training them, and designing processes to accommodate future change.

Philosophies

15. Empower people, but with strong leadership, clear mission and beliefs

Empower doesn't mean to abdicate management leader­ship, but to provide to employees the direction, skills, authority, and tools they need to accept as much delegated responsibility as possible. However, even in this era of oncoming "self directed work teams", there is still a very great need for leadership. A lot of it needs to come from management, as well as other team members. One cannot overemphasize the value of enthusiastic, strong, informed leadership to energize a reengineering effort. People tend to respond quite positively to this.

To be Continued


STAY CONNECTED

To stay current on bullet-proofed manufacturing solutions, subscribe to our free ezine, "The Business Basics and Best Practices Bulletin." Simply fill in the below form and click on the subscribe button. 

We'll also send you our free Special Report, "Five Change Initiatives for Personal and Company Success."

  Your Name:

  Your E-Mail:

 

                              

Your personal information will never 
be disclosed to any third party.


Manufacturing leaders have a responsibility to educate and train their team members. Help for developing a self-directed, World Class Manufacturing training program for your people is just a click away:


http://bbasicsllc.com/training-modules.htm

You are welcomed to print and share this bulletin with your manufacturing teams, peers, suppliers and upper management ... better yet, have them signup for their own copy at:

http://bbasicsllc.com/subscribe.htm

With the escalating spam-wars, it's also a good idea to WHITELIST our bulletin mailing domain via your filtering software or control panel: 

bizbasics@getresponse.com



This will help guarantee that your bulletin is never deleted unexpectedly.


Manufacturing Knowledge you’ll not find at offsite 
seminars nor in the books at Amazon.com


Lean Manufacturing - Balanced Scorecard 
ISO 9000:2000 - Strategic Planning - Supply Chain 
Management - MRP Vs Lean Exercises - Kaizen Blitz 
Lean Six Sigma - Value Stream Mapping

All at one Website: Good Manufacturing Practices

 


World Class Manufacturing Menu

 Assembly Line Simulations

Lean Manufacturing Training Articles

Best Manufacturing Practices Archives

Manufacturing Best Practice Bulletin Archives

Linear Operations Survey

Lean Manufacturing Consulting

Lean Manufacturing Consultant

Kaizen Management

World Class Manufacturing Certificate Program 

Resources Links


Lean Manufacturing Training for anyone ... anywhere ... anytime
Business Basics, LLC
6003 Dassia Way, Oceanside, CA 92056
West Coast: 760-945-5596

Lean Six Sigma Training   Thinking Out of the Box   
Balanced Scorecards  Strategic Tactical Planning  
Supply Chain Inventory Management
  Total Quality Management Principles
Lean Manufacturing Implementation  Lean Manufacturing Principles

Email: Click here  Privacy Policy