- Details
- Category: DAK Academy Support
Releasing New Value from Operations
This fourth support programme develops the capability to sustain operational effectiveness whilst introducing improved products and services to set the customer agenda and deliver growth.
That can achieve step out gains where there is close collaboration between commercial, operations and technology functions.
This close collaboration supports horizontal learning, primes the innovation pump and speeds up the conversion of value proposition ideas into higher added value products and services.
As part of the delivery of new product and service offerings the improvement process releases new value from operations such as:
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- Increased Precision, higher material yield and lower levels of quality defects,
- Improved flow of value and reduced customer lead times,
- High productivity, flexibility and responsiveness to shifts in demand.
This part of the improvement journey involves Leadership transitions towards
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- Zero targets
- No touch production
- Flawless operation from project day one.
TPM Centre of Excellence Part 4
This support plan extends the scope of TPM Centre of Excellence capabilities to cover New Product Introduction which often involves the delivery of capital investment projects. That includes the application of Early Equipment Management (EEM) tools to:
- Surface latent project problems early in the project timeline so that they can be dealt with when they are easier to resolve.
- Highlight opportunities to enhance project value and achieve higher levels of return on investment.
- Coordinate the glide path to flawless operation from day one and beyond.
Support Plan Structure
1: TAKE STOCK AND ENCOURAGING NEW THINKING.
- Readiness Review: Assess strengths, weaknesses, improvement potential and develop recommended next steps
- Plan the plan: Develop forward workplace learning projects
2: RAISE PERFORMANCE AND RELEASE POTENTIAL
- Training Workshop: Project Management Routemap: Early Equipment Management Planning organisation and control.
- Core team activities:
- Get the Right Design: Operations Review, Module definition, Specification development.
- Get the Design Right: Vendor Evaluation, Detailed Design and Project Glide Path design.
3: BUILD CAPABILITY AND ENGAGEMENT
- Mid project review, policy development and forward planning
- Managing Project Delivery: Factory Readiness Plans for Installation, commissioning and Operational ramp up.
- Managing Operational change: Developing capability for new assets and systems.
4: DELIVER THE FULL POTENTIAL
- Capture lessons learned as Policy Standards and roll out to other areas.
Contact us for more information or to arrange a call to discuss how we can support your programme to achieve Step Out performance levels.
Take Control
The Step Out support plans below provide cross functional teams with working sessions and coaching to guide the team to:
- Develop a common understanding of the issues to be addressed.
- Utilise the full knowledge and experience of the team to agree next steps.
- Develop a deeper understanding of causal factors and collate lessons learned.
- Test and refine potential solutions.
- Implement and standardise new ways of working.
- Lock in the gains.
Sample Support Programme
The format and content of working sessions are customised to meet specific step out goals and industry requirements. Below is an example of a sample support programme with links to stand alone courses to provide further details.
A. Diagnostic Session:
Delivering gains from advanced technology
Format: half day on line
This half day on line session is designed to raise awareness of the evolving best practice road map and identify where advanced technology can deliver step out gains. That includes
- The building blocks of success.
- How to avoid the common implementation pitfalls that result in pilot purgatory.
- How to deliver gains from this disruptive technology.
B. Mobilisation Training Workshops:
Manufacturing Project Management,
Format: 3 day in house training
Successful delivery of Manufacturing Projects depends as much on engaging stakeholders with new thinking and knowledge capture as it does on classic project management tools.
This course covers how to do that to produce winning specifications and the realistic and achievable plans to deliver them.
Learn how to avoid common manufacturing project pitfalls, deliver better value and achieve higher return on investment. Be able to develop a robust project management skill set.
C. Implementation Support:
Format: Coaching Plans for Key Stakeholder Roles
EEM extends the traditional project focus of delivering a new asset or engineering platform to that of delivering Operational Excellence. The difference is the humanisation of projects to incorporate not just what will be done but how it is done. This is characterised by increased collaboration between commercial, operations and technical personnel at all project steps.
Get Better
Business Leader Development Modules
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Who |
Task |
Learning Plan Content |
|
Business Sponsor |
Evaluate new ideas and refine through practical application. Develop productive alliance relationships to create new value whilst protecting IP. |
Improvement Master Plan development, People Centric Leadership. |
|
CI Manager |
Policy Deployment, Performance Management and Audit/Coaching. |
Loss tree analysis and improvement glide path modelling. Process and workflow enhancement to remove process pain points and generate new value from operational flexibility and resilience. |
Departmental Leader Development Modules
|
Who |
Task |
Learning Plan Content |
|
Departmental Head |
Analyse the customer total cost of ownership and sponsor cross company actions to develop customer value adding features. |
Implementation roles and implementation route map and coaching to establish better working practices. |
|
Team Leaders |
Coach front line teams to develop self management capabilities and collective control of routine activities. |
High performance teamwork steps, understanding behaviours. |
|
Planners |
Integrate the improvement activities as part of the routine work plan. |
Setting team goals, evaluating progress against planned outcomes. |
|
Support specialists |
Collaborate with commercial and technical personnel to deliver better than new performance and capital projects that achieve flawless operation from day 1. |
See below: |
|
C1 |
Investigate processing/ mechanism theories. |
Process/Chemistry foundations to assess phenomena in physical terms. |
|
C2 |
Advanced analysis tools. |
Increase precision of analysis and/or measurement. Incorporates P-M analysis and 6 sigma tools and techniques. |
|
C3 |
Experiment to confirm phenomena, resolve causes of latent defects. |
Identify feature/process/ parameter/control point causal links and optimisation tactics. |
Front Line Team Development Modules
|
Who |
Task |
Learning Plan Content |
|
Front Line Team Members |
Support flawless introduction and evolution of new product/equipment. |
See below: |
|
C4 |
Foundations for optimal conditions. |
Defining necessary, desirable conditions. Incorporates applied Quality Maintenance and 6 Sigma application tools. |
|
C5 |
Minor quality defects. |
How to address latent problems such as speed losses and process/product variability. |
|
C6 |
Improving problem detection. |
Advanced visual management steps, Improved inspection and rapid feedback. |
