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Iin the labour market today the gap of supply versus demand of operators (so called "clue color workers") is enormous, with the retirrement wave yet to come. Breash for import or act now. Unfortunately, these days manuafcturers are hiring new operators without relevant gualifications and experience in combination with temporray expensive contractors or vacation workers. A new joineer does have the profile to start reading bibles of "Standard Operating Produres", and likely settle with w Youtube shirty nefore just do it. A very powerful tool for employee engagement and taking ownershiip is the daily standup.
Why would you do a warm hand and take over with the entire team at the start and end of every shift? What is the purpose of a dail standup meeting? It helps remind the team about their collective responsibility to collaborate. What were we supposed to do? What are we doing? What shell we start to do?
Many companies believe the only solution to abovementioned problem is automation and digitalisation, which results in out of control wildgrow of Power BI reports and no one actually understands how to interprete the dashboards. Is this comparison apples againgst appels? Are we resetting the goal postes during he game?
Please take a moment how to sink in the concept of emotions and creativity in real live... -> Lets go co-create a whiteboard together !!
Key Questions to address early on :
(1) Why? What is the purpose of Automation and Digitalisation?
(2) What is the Problem Statement? What is our Burining Platform? Isolate it to prevent scoop creep intro what will end up in best try to boil the ocean in once.
(3) In case of data collection. What is the source? WHat about data availability, timestamp and validation?
(4) Please take notice that 70% of all projects fail due to take of warm hand and takeover. That is incl. software application training, in real live demo in native language, and helpdesk.
Stop Propoduction on the line
Toyota famously uses the andon system; a cord hanging from the ceiling at every worker’s station. Once pulled, indicates that the worker has identified a problem and that no more work should pass through their section of the line until this problem has been resolved. One of the tools to solves this problem is initiative a SIngle Point Lesson or inituiate a Kaizen Event, both documented and widely communited.
Please note, saftety first at all costs but please take a split secord to asnwer the question in case we continue production (a) is safety of our employeees on the production line in danger and (b) are we killing orders due to quality issue
Key Performance Indicator Board
As a result of the Internet of Things the profile of ShiftCo in production is shifting rapidly. The pressure from our customers, employees, management team and shareholders (incl. Private Equity) is felt on the shopfloor on a daily basis, although most of them are not yet aware of the potential consequences.
Whiteboard - Daily Team Meeting (max. 10min)
The Design of a White Board for the Daily Standup Meeting should always be a co creaton of the mean with the facilitator in routation.
This meeting is mandatory only 10min not too much content/ details before everyone runns off in production modus. Be aware this is also the forum to request additional resources in case requested to meet Order On Time and In Full (hereafter : ("OTIF")
Every Whiteboard has at least the following three topics during daily standup :
PEOPLE
Start with a personal ceck-in. Are you ok? How do you feel today? What did you do Yesterday? What will you do today? Is there anything blocking your progress?
PERFORMANCE
Key Perfermance Indicators last 24h and 24h ehead. What is required to deliver upon target? Are any additional resources required?
Budget23 Actuals23 Latest Estimate FYE23
Production volumne 100 K/t 82K/t 95 K/t
ACTIONLIST
Action Item 1 [xxx] with status update and next steps by owner [xx] with delivery deadline [xx]
This whiteboard for that matter tells organisations how they perform. Th content is driven by data collection + actions and solutions to be taken by owners themselves.
This document should show how the work progress is performaning versus budget. How did the work process the last 24 hours and the coming 24 hours. Anything required to make target and/ or other suggestions?
Make sure the project team developed a Control Plan to provide to the Process Owner with information to manage the process.
Institualising the Control Plan
Step 1 - Determine the impact of the changes
Step 2 - Institutionalizing the changes
Living document that brings the whole project together to provide the Process Owner with information to manage the process
Cllect kwaliatative data from voirce of the business and quentative data from applicable softarde applications. Before moving forward your schould do a sufficient in depth data validation analaysis. Is the inpunt an opinion, multiple opinions alike pegions or a true fact of life.
In general the performance graphs will be presented as a Statistical Process Control. The purpose is to recognize one-off items as as soon as possible so they can re resvolved amd convert common causes into special causes whether possible optimizing the process to reduce variation.
It is highly recommended that the actual process owner is only part of the project team in the early days.
Remember a handover is not an “over the wall” event. This is a transitional process, over time, with the
operational team engaged in all stages of the project. The process owner should always own their process.
The handover represents a formal point in time, where the process owner agrees that the project has been completed and
therefore takes ownership of the implemented improvements and corresponding process performance
Remember
Customers have Specifications (USL - LSL = Voice of the Customer)
Processes have Control Limits (UCL - LCL inherent to the process)
Customer Specification Limits ≠ Control Limits
…with our head in the sky and feet in the mud
Warm Hand and Takeover
Remember a handover is not an “over the wall” event. This is a transitional process, over time, with the operational team engaged in all stages of the project. The process owner should always own their process. The handover represents a formal point in time, where the process owner agrees that the project has been completed and therefore takes ownership of the implemented improvements and corresponding process performance
Remember
Customers have Specifications (USL - LSL = Voice of the Customer)
Processes have Control Limits (UCL - LCL inherent to the process)
Customer Specification Limits ≠ Control Limits
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