Springfield rife used
in the American civil war. It was the first piece of machinery made with
standard interchangeable parts.
In any 5S programme I have come across there never has
been enough before photographs.
The 7 Habits are:
1 Be Proactive
2 Begin with the End in Mind
3 Put First Things First.
4 Think Win Win
5 Seek First to Understand then make yourself
Understood.
6 Synergize
7 Sharpen the Saw ( Refine your skills)
The Works Manager does the job of the Production
Manager, the Production Manager does the job of the supervisor, the supervisor
does the job of the operator and the poor operator is not allowed to think.
non-financial metrics could be more important than
financial metrics.
My goal was to get the team thinking for themselves
rather than me telling them how to think.
The 5 Ss require you to keep the factory clean, well
organised, tidy. A place for everything and everything in its place.
the plant would have to operate for less time and the
operators would lose overtime. I took the decision along with the works manager
not to cut overtime. We used the free time for:
Training
in 5 Ss Training problem solving tools, Training in Kanban systems Kaizen
Activities 5 S activities; cleaning, writing procedures, organising the
workplace Team Working
The major regret of this period was that not enough
photographs were taken of the before condition, particularly with the floor
area covered with packing material.
The works manager and I discussed the possibility of
the maintenance manager and the production manager swapping jobs.
Due to the lack of analytical talent in Favorita at
that time, I brought in two young engineers, who would be seen as
non-threatening, to help with analysis and presentations.
If I had chosen other engineers who were keen to make
a point for themselves, there would have been conflict and no buy in form
Favorita.
Unless their ideas were crystal clear and backed with
good numbers and engineering I would feign a lack of understanding. Then they
would have to explain to me using standard problem solving tools
(Fishbone/4M/Isikawa diagrams, 5 Whys, Pareto Charts/ waterfall diagrams etc).
The worst thing that can be done is for someone to sit
down in an office and write all these procedures in isolation. The procedures
had to be written by the people who used them.
About this time I read Jack Welch and the GE way. He
had excellent criteria for whether “to keep someone” or “let them go” which I
have paraphrased:
- If they are team players and they deliver results, keep them, invest in them, give them stock options.
- If they are not team players but deliver results then let them go. 21 st century managers must be able to “swallow their egos, blur their identities and work for the good of the company”. Turf wars are fought at the expense of some other area the company rather than at the expense of the competition.
- If they are team players but miss some commitments, they will get another chance probably in another area.
- If they are not team players and they are not performing well, then this is a no brainer.
No matter how well you calculate, a Supply Chain with
high variability, you will either have high stock outs or high inventory or
both.
The concept of this change was for the Flow Managers
to be responsible for the smooth of materials to and out of the factories.
The Flow Manager had to be a “hands on” operational
person.
A new position of Supply Chain Development Manager,
with no operational responsibilities, was created to focus on improving the
processes.
Although the Flow Managers were supposed to be hands
on, action oriented, expediters, they were continually working on improving
their processes.
Tangible Results:
Note: this is a prioritized
make to stock type production TOC distribution solution is better than this
suggestion
leaders get the
followers to believe in them and great leaders get the followers to believe in
themselves”.
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