Standard Business Roadmap

Implementation Manual

                                                                                                                                                                 

                                                                                                                                                                                                                                                                     
  • STABILITY

 

The primary purpose of the ‘Stability’ phase is to lay a solid foundation from which to build. At the conclusion of this phase you should have a certainty that the ‘Ship has been steadied’, Fire fighting is a thing of the past and ‘Forward’ is the only way to go.

Depending upon the outcome of the Diagnostic Phase some actions may be required immediately to prevent disaster. This is where the Stability phase and the Strategy phase often overlap.

 

There is no ‘Right’ or ‘Wrong’ order to carry out the following actions, it will be solely dependant on what you uncover in the Diagnostic Phase.

For example, if a major cause of your companies problems was down to poor deliveries due to lack of visibility of shop floor productivity levels, meaning you never know when your product is coming off the line. You immediately put in place measures or KPI’s (Key Performance Indicators) to address this and give you that visibility.

 

This can be done very quickly while other things are being worked on – Put your customer protection in place IMMEDIATELY, this will give you some time to work on the long term countermeasure. 

 

Scrutinise your business ‘Terms of Payment’

 

This applies both to suppliers and from customers. A simple pictorial model demonstrates the ideal state you are aiming for in the Powerpoint presentation ‘Terms of Payment’.

 

Tighten up the Discipline

 

Do you have a robust Disciplinary procedure in place? If not, get one and ensure it is adhered to.

 

Do you have a robust Sickness and Absence Policy in place? If not get one and ensure it is adhered to.

You need three things in place to give you a solid foundation from which to build:

  • Get the people there.
  • Get the people there at the time they should be there
  • Get the people doing what they should be doing, when they should be doing it.

 

Introduce performance measures (See Performance Management System Training pack) Also KPI’s, Visual Management Training packs and supporting Excel documents

 

Performance measures should be introduced before making any physical change, see figure 12.  Performance measurement is a visual method to highlight

abnormalities that restrict the targeted production from matching output.

 

 

Performance Monitor

 

 

Time

 

 

07:00 – 08:00

 

Planned Output

 

 

25

 

 

Actual Output

 

 

25

 

No. of
Defects

 

0

 

Comments

 

 

OK

 

08:00 – 09:00

 

25/50

 

25/50

 

0

 

OK

 

 

09:00 – 10:00

 

25/75

 

14/64

 

0

 

Tool changeover

25 minutes (lost)

 

 

10:00 – 11:00

 

 

25/100

 

16/80

 

 

0

 

 

Tool breakage

20 minutes (lost)

 

 

11:00 –12:00

 

25/125

 

35/115

 

10

 

Problem with

drill

 

 

13:00 – 14:00

 

25/150

 

35/150

 

5

 

Additional

Operator to boost

Output

 

 

14:00 – 15:00

 

25/175

 

25/175

 

4

 

OK

 

 

15:00 – 16:00

 

25/200

 

25/200

 

0

 

OK

 

 

                        Figure 12 – Example of a performance measure

 

The most effective performance measures are highly visual and are regularly updated. The performance measure provides advanced warning of shortfalls in production, allowing production management the opportunity to take remedial action.

 

Introduce an Issue resolution system (See Training Pack)

 

An Issue resolution system can be used to identify and eliminate the root cause of an issue.  Resolving problems quickly is a necessity in a lean manufacturing system because the introduction of lean principles boils out much “fat”.  Therefore, failure to resolve problems quickly could have an impact on production, which ultimately affects the customer.

 

An Issue resolution system is highly visual and normally located next to the process being improved.  Everyone can see the current status of problems at a glance and can track them as they are brought to a logical conclusion.  The solution must be sustained across all shifts for a sufficient period.  In addition, appropriate audits need to be put in place to ensure effective use of the Issue resolution system.

 

Introduce takt time production (See ‘Takt Time’, ‘Work Packages’ & ‘Line Balance’ Training packs)

 

The next stage in gaining stability is to improve the flow of material through the introduction of takt time production.  Takt time synchronises the pace of production to the pace of customer sales in the marketplace.

 

At this point, the team must verify what each process can – and does – produce according to takt.  If this is not feasible, then either the cycle time will need to be reduced or additional working time is necessary for the particular process.  In addition to the machines, all production operators need a total manual cycle time shorter than the takt time of the process.  Otherwise, the customer demand will not be satisfied  during the shift, and remedial action will be required to achieve specified targets. 

 

Depending upon the size of the task in your particular situation, this step may be done immediately, or if a more detailed work study is required, completed during the ‘Action’ phase

 

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