What's New
Lean Maintenance
In an effort to improve
plant reliability, assure
capacity and reduce manufacturing
costs, more and more maintenance
experts are evaluating
the applicability of Lean
Manufacturing practices
to maintenance operations.
To properly implement
Lean methodologies, it
is important to identify
customer needs, establish
measures, analyze value
versus waste, reduce waste
and monitor performance.
This presentation outlines
Lean principles, tools
and techniques and provides
real life examples of
Lean techniques applied
to maintenance operations.
As a follow up
to your request regarding
evaluations of your
presentation, the presentation
was rated 8.3
out of 10,
on average. It was included
on a few of the evaluation
forms as being one which
the attendees "found
quite interesting."
Here are specific comments
on your presentation
from attendees:
- Good presentation,
very knowledgeable
- Great job
- Very good
Marc Cassini -
Senior Editorial Developer,
Corporate Learning -
Federated Press Inc.
Download
complete presentation
(PDF, 1.29MB)
• • •
Supervisory Effectiveness: Bridging the Gap Between Expected and Delivered Results
In times of economic downturn and uncertainty, the skills of your front-line management are particularly critical. How they manage the business processes (the workforce, production planning and execution, costs, yield, throughput, maintenance and safety) can mean the difference between shutting down, moving intro care and maintenance, or profitability. This presentation centers on two critical processes that ensure that front-line managers bridge the gap between Expected and Delivered results throughout all business cycles.
Download the presentation (PDF, 508KB)
• • •
Rapid Operations Assessments
By Karl Kelton and Brent Chertow
It’s easy to say that shareholder value is important. It’s not so easy to make it influence the decisions that are made every day: where to spend time and resources, how best to get things done, and ultimately, how to win in the marketplace.
The complexity of business has increased dramatically over the past decade. More products. Higher service expectations. Faster cycle times. Tighter financial management. And Globalization. We all appreciate that improving the performance of a company’s operations can significantly boost revenue, profitability and cash flow. We also know that it can improve customer loyalty by ensuring that customers get the products they need when they need them at a cost that’s reasonable. But the links between increasing shareholder value and driving those increases through “Operations Excellence” are not always obvious. For the investor, financial institution, or company itself, the question often becomes ”where do we start?” KCB answers this and several complementary questions in this article titled “Rapid Operations Assessment”
Download the article (PDF, 56KB)
• • •
KCB was recently engaged by an international base metal mining company to achieve a 20% improvement in the productivity of a major metal processing plant. This project involved significant job redesign and training at the operator level in order to increase skill levels and flexibility to facilitate job combinations, activity reassignment and more efficient working methods. This engagement also entailed a reevaluation of the supervisory role and behavioural model to support the changes and to optimise ongoing results. The project was staffed with a blend of KCB and dedicated client resources as a way to build both ownership and new capabilities within the client organization.
|
