[webinar] Embracing Digital Transformation in Maintenance & Plant Operations | March 13 at 10AM EST – Register Now
Lean Manufacturing is an established framework for organisations aiming to streamline processes, reduce waste, and enhance performance. However, one of the greatest challenges in Lean is ensuring that while we meticulously focus on the details, we do not lose sight of the larger strategic objectives that define operational excellence.
Two key tools in lean manufacturing are Process Confirmation and Layered Process Audits (LPA). Both play crucial roles in maintaining quality, improving reliability, ensuring adherence to procedures, and driving continuous improvement within a Lean framework.
The Seven Cs are a way to help with the effectiveness of your procedures. The business unit of Operations is highly technical but most of all, it is human-centric, and as humans, we are prone to error and to bias. Using the Seven C’s can address the human variable in your procedure’s outcome, ultimately between success or failure.Â
Relocating or expanding a manufacturing facility is a complex, capital-intensive endeavour that can either enhance operational efficiency or lock-in costly inefficiencies. By embedding operational excellence principles, particularly those drawn from Lean methodologies into factory moves you will unlock strategic opportunities to improve productivity, reduce waste, and build a sustainable culture of continuous improvement. Â
In the evolving landscape of global maintenance, the traditional approach often stumbled over the hurdles of time zone disparities and restricted working hours. These limitations not only impeded the pace of work but also posed significant challenges in managing and resolving maintenance issues swiftly. Enter Follow-the-Sun (FTS) maintenance, a strategy that revolutionizes this scenario by establishing a seamless, non-stop 24-hour operational cycle. This model leverages the power of global team collaboration, transforming time zone differences from a challenge into a strategic advantage.
How can control systems trick operators? Operators are required to run their plants from control panels. They view the control panel dials, lights, and readouts. From those they interpret the plant and equipment operating condition. It is critical that every indicator on the panel be a true reflection of the equipment’s state out in the plant.
Part III in this series explores principles 10-14 of Deming’s 14 Principles for quality and CI leadership. Each principle is relevant today and transformative in preparing for and upgrading current continuous improvement leadership.
Leadership of Continuous Improvement (CI) must be a constantly evolving field to meet the cumulative challenges of Leadership 4.0, the retirement of the last of the baby boomer generation, the rise of hybrid working, the difficulties of recruitment into manufacturing, industries where facilities still rely on breakdown maintenance, increasingly competitive market sectors, reducing margins, etc. Though new leadership models are constantly coming in and out of fashion, when it comes to leadership of continuous improvement it is important to look behind the latest book or trend, deeply reflect on the true roots of CI Leadership and ask yourself “Am I prepared for the challenges of CI leadership in 2024 and beyond?”Â
In today’s fast-paced business world, ensuring smooth and efficient operations and maintenance (O&M) is crucial for sustained success. At WorkTrek CMMS, we understand the importance of O&M and are here to provide you with a comprehensive guide on how to optimize your operations and maintenance processes for peak performance.
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