Systematization: The Teeth in the Gears of Continuous Improvement

Manuficient - People & Gears

Systematization is standardizing a sequence of events through automation or verifiable reaction protocols designed to produce consistent outcomes. It’s also where the rubber hits the road for the Percent Perfect Methodology® (PPM), which is designed to achieve rapid and sustained results in operating efficiency and manufacturing profitability. We see systematization everywhere we look, especially in manufacturing. For example, every factory has a system for tracking and managing when and how much an employee should get paid based on the hours they worked each payment cycle. If an employee wants to take a day off or works an extra shift, there are usually well defined protocols in place to make sure that employee is compensated accordingly. The reason just about every company has gotten this particular process down to such a science is because failing to fairly compensate employees could land them in some serious hot water. In this case, the motivation is fear of a lawsuit or disenfranchising workers; it’s also just outright unprofessional when people aren’t getting paid on time and in full.

Manuficient Methodology1.1 SystematizeSystematize is the fourth and final phase of the PPM. In Phase 1, we defined perfection for your manufacturing operation. Phase 2 assessed where exactly you are in your journey to Operational Perfection (OP). In Phase 3, we prioritized 3 – 5 critical initiatives needed to make substantial progress toward your potential. In Phase 4, Systematize, we look closely at how to fully integrate the 3 – 5 critical initiatives identified in Phase 3 into your operating model, or the way you do business, to close the gap between your current state and OP. This produces rapid results and ensures that improvements are sustained.

There are a several key elements required for an initiative to be systematized:

  1. An event or trigger to indicate that waste has occurred.
  2. A method or technique for making the waste or inefficiency visible and/or highly detectable.
  3. A reaction protocol – This could be an automatic or manual series of steps to be taken to remediate and eliminate the opportunity of re-occurrence of waste.
  4. A method or technique to track, quantify, and report waste events and their impact on operating cost and service levels. There also needs to be a way to evaluate the quality of response from element 3.
  5. A method or technique for allocating the appropriate resources to minimize or eliminate chronic process waste – This is to continuously improve processes where the greatest ongoing opportunities exist.

An overwhelming majority of Continuous Improvement initiatives fail to sustain because the organization gradually (and sometimes instantly) rejects the changes needed to make progress. For example, I’ve seen organizations do kaizen events to reduce changeover times (called SMED events) but fail to systematize the initiative to see and effectively respond when there is a deviation from the new procedure – and thus waste is allowed to creep back into the process. In other words, the organization rejects the initiative. If this backsliding were to happen with the payroll system and people were not being paid on time and in full, the reaction would be swift and possibly quite extreme. For this SMED event to sustain, there should have been techniques installed to ensure that the new process was being executed as specified and detailed reaction protocols to address any deviation from standard. One tool for achieving this would be something like a changeover clock that alarms or sends an alert if the allotted timeframe is exceeded, indicating that waste is occurring. Then the alarm or alert triggers waste elimination protocols. Generally speaking, lights and sounds are great tools for highlighting that waste is occurring. These are called andon systems.

Tools of Systematization

Automated Response tools:

  1. Poka Yoke – If waste could be eliminated automatically then it should. The tool for this is called poka yoke, or error-proofing. This is a technique for preventing or limiting any activity that produces waste. It is also the most effective tool to Systematize improvement. Examples are guides that ensure perfect assembly on the first attempt or an outlet designed to prevent the wrong device from being plugged in.
  2. Autonomation – The close cousin of poka yoke is autonomation, which automatically detects and rejects bad parts or waste in order to minimize the impact to production. An example would include an opening on the production line that removes parts that do not fit through it. In this case, the defective unit would be swept aside as not to interrupt production.Non-automated Response tools
  3. 5S – Finally, 5S which stands for Sort, Set in order, Shine, Standardize, and Sustain can be used as a tool for making waste highly visible. 5S is a technique to organize a workstation to increase efficiency and make so that wasteful activity becomes visualized. For example, if cleaning tools are to be staged near the production line, an area should be designated for those cleaning tools. If the tools are not in use or in their designated space, waste is likely occurring because the line operator will end up needing to wait or walk to another workstation to get the supplies they need.
  4. Performance Reports – The purpose of performance reports is to highlight the amount of and other details about the waste that has occurred. The more real-time and actionable these reports are, the more waste can be eliminated from the process. This is ranked last on the list of Response tools because it’s the least reactive method of eliminating waste. The interval between reports indicates the window that inefficiency is allowed to fester before it can be identified and addressed. For example, up to a week may go by before you become aware of an issue if you’re using a weekly report. The rule of thumb for Performance Report effectiveness is visibility. The objective is to make waste very obvious and public, which has to do with how the report is formatted. It also has to do with how the report is presented. For example, huge boards or screens that highlight opportunities positioned in the main entrance where everyone can easily see are going to be a lot more effective than a report that gets saved on a hard drive and left there. The fOS at is a great tool for reporting performance since it automates the data synthesis and disseminates performance reports along with success stories to appropriate personnel within the operations chain of command.

There are many other great tools to systemize improvement but these are the Big 4. For any of these tools to work, they need to be coupled with reaction or escalation protocols. There are two types of escalation protocols:

  1. Immanent Issue Escalation – This is the sequence of steps to be taken when waste occurs that threatens the ability to meet the immediate objectives, such as attaining schedule for the day. An example of an Imminent Escalation protocol might be:
    T=0 mins – Begin 5 Why / Troubleshooting Analysis
    T=5 mins – Notify production lead or mechanic to continue 5 Why / Troubleshooting Analysis
    T=10 mins – Notify production and maintenance supervisor to continue troubleshooting and deploy additional resources if needed; also to coordinate production to minimize waste in other areas
    T=15 mins – Notify Operations Manager to support coordination of other production activities to minimize impact of waste; also to deploy additional methods of analysis or technical resources
    T=20 mins – Notify Plant Manager to engage necessary resources including but not limited to reaching out to other facilities for ideas and supportThis protocol would be executed until the issue is resolved. For example, if the issue is resolved after 10 minutes, the Operations and Plant Manager would never be engaged. However, the issue would still be presented in Performance Reports and followed up on to ensure absolute resolution.
  2. Chronic Issue Escalation – This process is used for issues that impact performance but not to the extent of threatening schedule attainment. For example, a date coder system that kicks out one unit out of hundreds every 20 minutes would probably be a chronic issue. A Chronic Escalation protocol might be structured as follows:
    Day 0 – 1 = Line operators are given an opportunity to resolve the issue through Root Cause Analysis (RCA) or other CI tools.
    Day 2 – 7 = A mechanic or other administrative personnel is assigned to the issue to continue the RCA process and deploy additional resources
    Day 8 – 30 = A Staff member or Manager is assigned the issue to drive it to resolution by deploying tools and resources as needed
    >Day 30 – The Plant Manager takes the necessary measures to completely resolve the issue including but not limited to engaging outside resources

The Plant Manager is the last point of accountability for ensuring that the escalation protocols are being used and are working as expected. He or she should apply downward pressure to resolve issues before they reach the Plant Manager level. Again, this only applies to issues that do not use Automated Response tools; and thus is why the Automated Response tools are superior. At each phase in escalation, a specific person and due date needs to be assigned. There also needs to be a set of rewards / consequences for resolving or allowing issues to escalate. This set of rewards and consequences will vary by organization and company culture. Lastly, before items can be removed from the escalation process, there needs to be a method to ensure that the issue has been resolved effectively.

MIC_Lean - Systematic

In the Systematize phase of the Percent Perfect Methodology®, the 3 – 5 initiatives identified in the Prioritize phase are “systematized” into your operations model. Automated waste identification / prevention and correction tools are deployed to reduce or eliminate inefficiency. Escalation protocols are also implemented to make sure that systemic process failures are effectively managed and eventually eliminated for key initiatives. This also includes training internal resources to see the waste and to develop proficiency in the tools that are best fit to eliminate it. The fOS gives you a good indication of where you are in your journey to Operational Perfection by team, product, production line and other factors. A Plant Manager should also be mindful of how many issues are being escalated to their level because this indicates how competent the management team is. A highly competent team would resolve more issues at lower levels and prevent escalation. Frequent escalations indicate that additional training is needed to increase operational discipline.

A manufacturing efficiency expert such as those at Manuficient can help to systematize improvement initiatives and ensure sustainment of improvement efforts.

fOS Lead Capture2PPM Lead Capture2

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Assessing Your True Opportunity for Improvement – And Closing the Gap

Manuficient - Skills Gap

An inherent requirement of Continuous Improvement is to set a goal that cannot be feasibly achieved – then pursue it with reckless abandon. Okay maybe not completely reckless but it’s important to at least take it seriously. The phrase “shoot for the moon and even if you miss, you’ll land among the stars” by Norman Vincent Paele applies here in full effect. Approaching your Lean initiative with this attitude sets the stage for creating a culture of perpetual improvement. In the last post, we covered how to define perfection for a manufacturing operation. This provides the North Star that we shoot for when we decide that we’re going to do Continuous Improvement. Perfection, in this regard, is essentially to operate in a state of zero efficiency losses. This post dives into how to measure losses and determine exactly what type of waste is occurring in your manufacturing process.

Manuficient Methodology1.1 AssessThe second phase in the Percent Perfect Methodology® (PPM) is to Assess your efficiency losses against perfection and categorize them accordingly. The reason this is done is to categorize your losses in terms of availability, throughput, and yield, as is how Overall Equipment Effectiveness (OEE) is typically determined. This is also done to gain a deep understanding of which and how much of the 8 Lean Wastes are occurring. The PPM is a methodology designed to determine and systematize the few critical operational disciplines needed make dramatic progress toward perfection.

Understanding your efficiency losses by category is critical for a few good reasons:

  1. Areas for greatest efficiency losses highlight gaps in competency in the workforce and management that will need to be strengthened
  2. Opportunities to make dramatic improvements in equipment and plant layout become apparent as well as the cost savings opportunity associated
  3. Quantifying efficiency losses by category enables the ability to prioritize which management disciplines to incorporate into your operating model, which is spelled out in more detail in the third and fourth phase of the PPM

The challenge to this approach is that sometimes learning how efficient you’re not can be a bit difficult to swallow. Especially if you have a culture of using vanity metrics, or metrics that are designed to make the team look good as opposed to exposing real opportunities for improvement. I was approached by one supervisor as we were executing this part of the engagement who, in a state of desperation, asked that we not show their OEE number. Instead, let’s use a number that doesn’t count losses like start-ups, changeovers, waiting on product, shutdowns and others because he believed he didn’t have any direct control over those factors. As I listened to him speak, it became clear that he wanted to show efficiencies at or above 100% so he and his team could feel good about their performance everyday. It seems that he was under the misconception that this would help make his team “more” engaged. Perhaps he was right that they would be more engaged, but what exactly was he trying to engage them in? It certainly wasn’t Lean or Continuous Improvement. My comment to this Supervisor was to “look at Lean like a journey that starts now. The last Supervisor left off at 53% to perfection; your mission is to take this team and this plant to 83%. That’s what you should engage your team to do”; and thus the buy-in process began for him. FYI…this Supervisor went on to lead his team to 78% after a few short months (and his team continued to improve after he was promoted).

Having a consistent and reliable way to measure performance on an ongoing basis has the same effect of pro athletes having the statisticians on ESPN to track and report their performance numbers. By establishing a fair and objective way to measure progress, you level the playing field so that people can clearly see if they are getting better or not; and by how much. This also enables you to conduct a side-by-side comparision to see who’s getting better, who’s consistently doing well, and who needs help. You can also easily determine the true impact of process changes by assessing progress against your new definition of perfection. This is the part that makes manufacturing more like a sport than day-to-day drudgery. In comes the sport of: Continuous Improvement, where the winners are those getting better and executing at a high level. This includes setting personal records, breaking production records, raising the bar (outperforming the standard), and much more. From there, you can establish your own system of rewards and recognition including but not limited to: most consistent, most improved, top performers, broken records, and so on. You could even do your own version of the Heisman or MVP awards. How fun would that be?

MIC_Continuous Improvement Culture

Finally, this step helps to uncover opportunities to benchmark the things that are going well and share them across the board to help underperforming teams, products, and production lines to achieve breakthroughs in performance. For instance, this analysis will reveal why underperformers are incurring greater costs than top performers, then help to close the gap.

Fortunately, by using the Factory Operating System (fOS), Phase 2 (Assess) of the Percent Perfect Methodology® is completed automatically. As production runs are entered into the system, the calculation to categorize losses by downtime, rate loss, and yield loss is done automatically. It takes less than a minute to enter a production run and the system which allows you to group results by line, shift, team, individual, product, and several other options. This helps you to quickly see where efficiency losses are occurring and areas where process waste is being held to a minimal. It also shares success stories such as personal records, record breaking week, raising the bar (outperforming the standard), and others with people across your manufacturing network to drive a culture around getting better everyday. Additionally, the fOS is free for anyone in your organization to jump on and start using to measure themselves against and strive toward perfection.

Once you’ve identified your North Star, which can also be viewed as Operational Perfection (OP) and provides the “compass” for your Continuous Improvement initiative, it’s important to determine exactly where you are in the journey. The goal is to reach 100%, which is theoretically impossible but will keep you and your team striving to get better everyday. In fact, World-Class execution is widely considered to be 85% OEE. This means keeping total process waste to within 15% including start-ups, changeovers, shutdowns, unplanned downtime, rate losses, and yield losses. Remember to celebrate progress at every step of the way. As milestones are reached and records are broken, a culture will emerge that abandoning the status quo and getting better is the way to go; and there will be no doubt in anyone’s mind about what Continuous Improvement is all about.

A manufacturing efficiency expert such as those at Manuficient can help implement a low-burden system of measuring efficiency such as the fOS to initiate your journey to Operational Excellence.

fOS Lead Capture2PPM Lead Capture2

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Copyright © Calvin L Williams blog at [2016]. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Calvin L Williams with appropriate and specific direction to the original content.


When Its Smarter to Hire Consultants in Manufacturing

Manuficient - Man Thinking

Its time to change, either because you need to, or you just want to. You need to reduce operating costs to free up working capital to invest in marketing. Your leading competitor just went out of business and you need to increase throughput levels to meet a rapidly expanding customer base. You’re starting up a new product line and need to know the optimal manufacturing model. Your raw material costs are inflating and you need to get costs back in control to increase your profit margin. You need to know what something “should-cost” to make or buy…the list of possibilities are endless. In business, there are always problems that need to be solved. These problems come in all degrees of scale and complexity. Some of them can be handled by your internal team and some not so much. There are mainly three situations when its smarter to hire consultants to help you get something done:

1) You don’t have time to do it yourself. Your internal team is stretched thin with their current responsibilities. Business systems like to operate in a steady and predictable environment. Unfortunately, the world outside of the 4-walls (and sometimes inside) of a manufacturing facility is very unpredictable. When problems arise, management level work demands surge. As a manufacturing leader, you need to determine how you’re going to deal with the surge in demand. You can tax your current team, which works to an extent but can disrupt your business system, especially if you’re already running with a lean organization. You can just ignore the problems and hope they go away. Or you can bring in consultants to help capture the opportunities at hand.  You can expect a consultant to work at least 1.5x the speed of your employees, and be happy to do it. Aside from a few meetings and data requests, you can also expect the consultant to work fairly autonomously to get a full understanding of the problem, potential solutions, and sometimes not-so-obvious opportunities abound. Additionally, hiring consultants for some services alleviates you from the management burden of hiring and maintaining an employee.

2) You don’t have the expertise in-house. Its just not realistic to expect to have 100% of the expertise needed to effectively run a manufacturing operation. Some knowledge or skill sets will only be needed less than 3% of the time; and sometimes just once ever. Other times, your internal team may have a good grasp on the subject but not to the extent needed to produce the quality of results you need at that time. For instance, if you want to implement a world-class continuous improvement process, chances are that your internal team has not seen very many world-class operations (if any) in practice. Consultants are in the unique position to have served many clients and often have an array of best-in-class techniques and methods for you to incorporate.

3) You need an objective perspective. Within any organization, there exists varying degrees of internal politics. Underneath the surface, everyone is competing for a larger share of the company’s spoils. This comes in the form of bonuses, pay raises, stock, promotions, or just having more say over what gets served at the company picnic. Because of this, everyone operating within the confines of the organization has a personal agenda. As such, all employees look at the situation from their own perspective, which is influenced by alliances, past hurts, and personal ambition. All of these things cloud your employees’ judgement and blind them to opportunities that would otherwise be very obvious. A consultant who has seen many manufacturing operations and who is not embedded in to the internal politics can help develop unbiased solutions and see opportunities that everyone else is conditioned not to see.

Combining the objective perspective with a high degree of expertise and a high workload capacity, a consultant can often provide you with very high quality solutions in a much shorter time-frame placing minimal strain on the existing business system. Some consultants such as Manuficient can even carry the load of seeing those solutions through to full implementation as well.

Visit my Excelville Profile for tools and resources for driving manufacturing efficiency.



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© Calvin L Williams blog at [2015]. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Calvin L Williams with appropriate and specific direction to the original content.

How Training Enriches the Soil for a Culture of Operational Excellence

Training - Freeway Exit Sign

In business, we make guarantees. We guarantee excellent quality, world-class service, and competitive prices. We need to make guarantees because are customers need to know that we will deliver, and they deserve that peace of mind. This allows our customers to place their focus on other important things.

The ability to deliver to those guarantees is a matter of integrity. However, businesses are made up of a system of imperfect people, machines, and processes. How can a business make guarantees to their customers on one end, and on the other end be riddled with so much imperfection? The answer is in the the design of the business system. If you were to read a company’s mission statement, and it says, for example, that they will make products of unparalleled quality, then you should be able to audit their business system to determine if it is truly capable of delivering to that standard. Although the goal of any business system should be to eliminate the opportunity of failure of delivering what is guaranteed to the customer, the execution of the business system is often heavily reliant on people. That’s right – imperfect people.

This is where training enters the stage. Training is defined (by Google of coarse) as: “the action of teaching a person or animal a particular skill or type of behavior.” In this case, the desired behavior would be to effectively execute the business system or designated process within the system. Training helps imperfect people to become more perfect; at least at a specific thing. An effective training program ensures that people have the capability to execute the business system according to what the business has guaranteed the customer.

There are four primary categories to an effective training program:

  1. Standard Operating Procedure Development and Management
    1. Entails documenting critical system and procedural knowledge and making sure that they remain current and complete
    2. Ensures that all Standard Procedures are readily accessible to relevant personnel
  2. Training Execution & Records
    1. Ensures that trainees know and understand what is needed for effective system execution
    2. Tracks who has been trained on what content
    3. Helps to ensure that gaps in training are closed in a timely manner
  3. Validation of Learning
    1. Provides immediate verification that sufficient learning has been achieved
    2. Validates that learning has been retained and has been put into operational practice
  4. Change Management
    1. Ensures cross-functional buy-in to pending process changes
    2. Supports the sustainment of good practices and desired behaviors

Business systems (especially in manufacturing) are constantly evolving creatures. In a culture of continuous improvement and operational excellence, the manufacturing process, procedures, and knowledge requirements change almost daily. A training program that is capable of delivering the right knowledge to the right people at the right time; than ensures that the capability is acquired and is put into action; is essential to drive out operating costs and sustaining strong performance. Often times businesses start their continuous improvement initiatives without having a solid foundation such as an excellent training program in place. They quickly learn how frustrating it can be to make brilliant process changes only to have them undermined by poor training and people development. Implementing an effective training system is an initiative within itself; but it is essential to optimizing the performance of your most powerful asset; your people.

How robust is your training program? How is it impacting your ability to sustain or improve business performance? Reach out to us to assess what can be done to improvement the integrity of your training systems.

Visit the Manuficient website for more ideas on how to drive Operational Excellence.

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© Calvin L Williams blog at [2015]. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Calvin L Williams with appropriate and specific direction to the original content.

fOS Part II – Whats Planning Got to Do With It? The Manufacturer’s Paradox

fOS Graphic - Planning

fOS Part II: Planning & Procurement Analysis

I’ll begin this post by sharing my top 5 quotes about planning:

5. “If you don’t know where you’re going, you’ll end up someplace else” – Yogi Berra

4. “Someone is sitting in the shade today because someone else planted a tree a long time ago” – Warren Buffet

3. “The time to repair the roof is when the sun is shining” – John F. Kennedy

2. “By failing to prepare, you are preparing to fail” – Benjamin Franklin

1. “Give me six hours to chop down a tree, and I’ll spend the first hour sharpening the axe” – Abraham Lincoln

In my experience working with manufacturers, planning is often the most overlooked, yet is an immensely crucial aspect to execution. Planning is not just what happens before the factory starts making stuff, its happening constantly throughout the life of the process. When I started working for Nestle Prepared Foods in the Jonesboro, Arkansas factory where we made Lean Cuisine and Stouffers frozen dinners, the management team sent a group of us on a 4-day team-building trip facilitated by an organization called Team Trek in the Ozarks of North Central Arkansas. It was a fantastic experience for myself as a young Industrial Performance Engineer and the five others who attended with me. As with most other team building exercises, we were tasked with overcoming some challenges that none of us could have done alone and forced us into an environment that required us to work together to succeed. There were about 6 or 7 challenges over the four days in which we progressed from complete chaos and disorganization in the initial challenges to a well-oiled unit by the end of the four days. The one key thing that made the difference between chaos and near-perfect harmony was planning.  Since every challenge was done under time pressure, which is often the same as in business, we initially just jumped in and tried to solve the problem as individuals. By the end, we took our time to develop a solid and well facilitated plan, then executed that plan. The challenges became more challenging and we became more organized, with planning and facilitation becoming the predominant skill-set for increasing effectiveness. The same rule applies in business…especially in manufacturing.

There are four key elements of an effective planning process for a manufacturing organization:

1: Establishing Goals – Determine what key objectives must be met for World-Class Execution

Manuficient Consulting - Goal Setting

You don’t become a business leader without being goal-oriented. Yet, I frequently find that the goals of the manufacturing organization are mis-aligned with or fall terribly short of the goals and expectations of customers and other stakeholders. In the case of the fOS Methothology, the performance goal for a manufacturing facility is 85% OEE. This goal should permeate throughout the organization to the point where every employee can tell any visitor what the goal is, the current performance to goal, and the gameplan for closing the gap in their respective area.  There should also be supporting targets set for each production area that roll-up to the overall goal of World-Class execution.

2: Procurement and Securing Required Resources – Predict resource requirements and perform sourcing analysis to maximize reliability while minimizing cost. Procure or schedule all required resources as needed for production.

Secure Resource Snapshot

In order to make stuff, you need stuff. To take that a step further, you need the right stuff at the right time, right quantity, right quality,  right price, etc, etc,…because that’s exactly what your customers expect from you. Unreliable suppliers make you an unreliable manufacturer. Likewise, expensive suppliers make you an expensive manufacturer. Thus the goal of an effective sourcing / procurement system is to maximize reliability while minimizing cost. This includes procurement of raw materials, supplies, and services (including labor, management, and contracted services). In order for you to perform at World-Class levels, your suppliers need to be marching to the same drum beat. There are two ways to achieve this…you can either work with your suppliers to improve their performance or re-source with suppliers who can get it done. This is a tedious process of vetting, qualifying, and negotiating, but can produce dramatic results for you and your customers if executed well.

3: Allocate Resources & Responsibilities – Assign mutually exclusive and completely exhaustive functions to all human and capital assetsAllocate Resources Snapshot

In the manufacturing environment, life happens every day…often several times a day. A leader who expects everything to go exactly as planned is sure to be disappointed. Not having a Single-Point of Accountability assigned for every aspect of the business can quickly become a very frustrating environment, especially for frequently occurring issues. An SPA is the person who is ultimately accountable for the performance of an asset, process, or entire system. While its not difficult to assign an SPA for any gaps in the management system, there should also be a process for granting that SPA the authority to make the decisions or access resources needed to be successful in their accountability. Careful steps should be taken to ensure that all bases are covered and that the authority is fairly distributed. As you can imagine, this can be a delicate process and can create a politically charged environment if not handled with an experienced hand.

4: Establish Controls – Conduct risk analysis to determine likely failure points and implement protocols to monitor and effectively respond to process deviations

Process Controls Snapshot

Last but definitely not least, process controls need to be established to prevent failures, monitor key processes, and respond effectively in the event of a failure. Through risk assessments, you can identify potential problem areas and take preventative action or establish process controls to enhance process reliability. Process Controls and reaction protocols are discussed in depth during the Part IV: Health-check phase so I won’t go into great detail in this section. The fundamental concept is that a robust health-check system can quickly alert you when a process is either out of compliance or out of control…at which time there needs to be systematic responses built into your fOS that your plant personnel (who should be well-trained), is expected to execute according to pre-established failure protocols.  These protocols should be designed to not only resolve the issue at the remedial level, but take action to prevent future occurrence of this process failure.

Manuficient Consulting can help reduce your manufacturing costs by conducting a thorough, data-driven analysis of your planning and procurement practices and working collaboratively to develop an executable roadmap to improvement.

Visit the Manuficient Consulting website for more details on this subject.

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© Calvin L Williams blog at [2015]. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Calvin L Williams with appropriate and specific direction to the original content.