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Lean Manufacturing Six Sigma Forum

Bienvenido(a). Welcome. Bienvenu(e) al foro Lean SIx Sigma de Quantum TC Consulting

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Lean Six Sigma


9 key to Productivity Improvement

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Mensajes : 133
Puntos : 394
Fecha de inscripción : 30/12/2010

9 key to Productivity Improvement Empty 9 key to Productivity Improvement

Mensaje  Admin Lun Dic 13, 2021 4:04 pm

Key 1-
A learning organization is key to success. Progress cannot be obtained without organizational culture. Culture is the result of continuous education at all company levels. Your HR must study the company skills needs and set an effective short, medium and long term training plan. Do not foresee training certifications as a benefit for the employee but an investment into the company's growth. Then the organization must have s knowledge management system in place to especially capture the tacit skills.

Key 2-
Businesses are governed by standards. Standards can be from simple internal method for a process to complex integrated international standards. It does not matter where you start. The point is to start now. And as Napoleon Hill once said: "the starting point of all achievements is desire". But standards must include performance indicators to measure how well the process is doing against standard. A measurement plan must be put in place, and measurement systems must be validated for limited variation into the real data.

Key 3-
If you don't know where you're going, you won't get there. Any improvement effort must have a set of clearly and timely defined objectives. Objectives is the primary source of motivation. However objectives are not all that is needed. What are the critical process parameters that must be acted upon to propel the entire company to the final objective? What are the critical 6M inputs that must be controlled to sustain the objectives once reached?

Key 4-
Processes speak on a daily basis, and may hourly or even more often, depending on the rate of data being generated out of it. But do you or your organization have stood next to the process for a profound observation? Before you do, have you learned to see? Do you or your organization analyzed daily the data recollected? Before you do, do you have the right tools and skills for it? A process has a mind of its own. You design it, just as a baby was born you put it to work, jus as the baby start learning to walk and walks but do you leave the child to grow on his own term or do you assess him whenever necessary? It's a natural instinct that must also be applied to processes. Analytics are key to competitiveness.

Key 5-
This is a Management Responsibility to provide the necessary resources in terms of finances, time and labor to enable the change toward a future state. A very common issue is budget. Once a budget is made, it is mountain-climbing for management to accept improvement projects outside of the planned expenses and investments for the fiscal year. The bigger issue is that some changes just cannot wait until next year. So the key is to set tolerances and have a flexible amount designated for improvements projects. With time the organization will understand its needs better and shall become better at planning resources. The fact remains that the company cannot expect any change without one or more of the three process resources.

Key 6-
Companies should not implant fear of mistakes and errors. This is actually good for knowledge management if properly captured and documented. However, if we can simulate the changes into some technological application, we can definitely save time and be more precise as to implementation, with a lot more confidence into the results. There are many process computer simulation out on the market. Using technology for the purpose is not a sign of fear, but rather a sign of efficiency and timely-result focused mindset. As simulation "toys" are in general expensive for small industries, another way is a planned pilot to gather samples and make a comparative descriptive analysis with the normal process data for evaluation of the effectivity of the proposed changes. Risks are limited and may be even nulled.

Key 7-
The following words from Einstein resume it all: "The definition of insanity is doing the same thing over and over again and expecting different outcomes." No more comments.

Key 8-
A common mistake is to make a good and effective change in a process, but leave aside the supported environment for long-term sustaining of the results. And often do we see past efforts go down hill and sometimes completely disappear. There is a flow of information toward the changed process that must be streamline, precise and accurate. This information flow must be adapted the new reality of the changed process, otherwise sustaining will be weak and eventually falls. There are tools, lean tools, for information stream flow.

Key 9-
Organizations must give priority to people before money, structure, systems, and other institutional machinery. All of those can only work effectively through the people. They should make decisions in ways that respect dignity, uniqueness, and intrinsic worth of every person in the company including their families, every member of the Board, and all volunteers. Organizations should celebrate the richness of diversity in human personality, culture and contribution, however, making sure that personalities and cultures are aligned to the organizational culture itself. They should promote a practice of participative management, open-door policy, enabling style in working relationships. People should be encouraged as professionals, and motivated toward productive changes and knowledge development. They must be recognized when participated successfully in productivity improvement. Companies must regard all people as created and loved by God.


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