We know we've got the advanced data.
We've done the analysis on that data. We're now going to go and have a look at the business area. We're going to go into the area and observe it. So first thing I'm doing is, most importantly, when you go into any area. Keep your eyes and your ears open.
Yeah, and observe. Learn to see, you walk into an area, what the activity levels like.
Does it feel busy. What are the noise levels like ? Are they what you would expect in a productive busy working environment, or the noise levels linked to people talking about what we did last night, which again could give you some indication as to where some of the issues may lie, or people walking about.
And that may be part of the process or the walking about process, or they just walking about. Just observe that and these are the things you can pick up in the first 30 seconds to two minutes of walking, any environment, any operation that will, again, it won't give you any answers, but what it will do is give you some insight on where to look. Next, the other things.
Where are the managers, visible in the operation.
Are they actually available to suffer the need or the hidden away in an office somewhere. So just make a mental note of that as well.
When you look at the performance metrics for the operations got it balanced across quality, cost, and delivery are the more skewed towards one of those things quite key, more important. Can you see them anyway. Are they visible in the operation.
What was the general state of the plates, clean is it. Does it look organize. Does it look like a slick organized operation, or does it look untidy, and unkempt again good indicators of where to start digging a little bit later, and we're actively observing the process.
Visual Management. First of all, is it present.
Secondly, is it up to date. Does it mean into anyone or even simply wallpaper. Has it been around for months, years, or is it quiet and meaningful.
Next was the work, and how much of it is really bad boys can see it. And so that's actually an initial view when you want them to operate. Just, just that very first initial observation can tell you quite a while, and certainly point you into what you should be looking next. So when we look at the next video, we will go through several steps around the process, and they will include understanding the value of the process in that area. So what value does that process or that part of the process provide to our customers, capacity and demand planning. Is it in place in the operation, how well is it operating how well is it working. Is it done at all.
I've seen some instances that just isn't taking into consideration because people don't understand that don't understand how to do it. And it can be absolutely critical to really making your operation work for you.
How is work managed.
What standardization is in place, if any, you know what levels of standardization is that standardization and how does that work flow through the organization through the operation of the people manage. So, all these different things, we'll cover in the next few videos, and also when you get in there you'll get the opportunity to really get under the skin of it and talk to frontline managers, and the staff.
See you next time.