Showing posts with label Continuous Improvement. Show all posts
Showing posts with label Continuous Improvement. Show all posts
Wednesday, December 9, 2009
Lean Success Video
In a struggle for survival, a company found Lean Principles, abandoned ERP/MRP and adverted bankruptcy. This is a true success story with a Lean System using wirless Kanban that was implemented by Robert Krause, Lean Consultant. Inventory was established using Point Of Use Inventory (POUI) and material was only reordered using a pull system and obtaining incredible inventory turns over 15 times.
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Benefits of Continuous Improvement
(a) Better performance, which produces increased profits
(b) Improvements in customer satisfaction
(c) Increases in staff morale.
(d) Improvement on a continual, step-by-step basis is more prudent than changing things all at once.
(e) Better communication within organization.
(f) Improvements in relations with suppliers
(g) Better use of resources
(h) More efficient planning.
Case Study (1)
“Volex is committed to a program of Continuous Improvement across all its operations. All improvement projects have a specific customer focus and are based on measured progress against firm targets or industry benchmarks. We also encourage the active involvement of our employees. Many sites operate Kaizen schemes with cross-functional project teams applying working-level improvement actions on many topics including environmental, health and safety programs.
At Volex, Continuous Improvement is considered a crucial process to achieve competitive advantage for our customers and ourselves. We accord high management priority to key product and service-level improvement projects. Programs that integrate the results using international models of performance improvement are then used to set senior management performance targets for the subsequent years.
The process of improvement links closely with personal development. Volex is strongly committed to the training and development of his employees worldwide. Through our knowledge, skills and experience, we help ensure the success of our customers’ projects around the world everyday.”
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Case Study (2)
Chrysler ‘s Five Star Dealer Incentive Program is designed for improving or creating processes to quickly find what creates customer dissatisfaction and find ways to fix these issues.
The first step for dealers is to contact their customers to get feedback on their sales or service experience. The use of this feedback is mandatory, as getting information and not using it is seen to lower trust, increase frustration and cost money.
Dealers are required to put in place processes that not only resolve customer problems but also allow them to learn from the customers. This is the hallmark of continuous improvement: collecting information at every opportunity and putting it to use.
Dealers are also required to provide training for staff who deal with customers, as efforts to make change are seen to be constrained unless all staff understand not only that they can have an effect, but that they are expected to have an effect.
(source: BPP :Learning Media)
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(b) Improvements in customer satisfaction
(c) Increases in staff morale.
(d) Improvement on a continual, step-by-step basis is more prudent than changing things all at once.
(e) Better communication within organization.
(f) Improvements in relations with suppliers
(g) Better use of resources
(h) More efficient planning.
Case Study (1)
“Volex is committed to a program of Continuous Improvement across all its operations. All improvement projects have a specific customer focus and are based on measured progress against firm targets or industry benchmarks. We also encourage the active involvement of our employees. Many sites operate Kaizen schemes with cross-functional project teams applying working-level improvement actions on many topics including environmental, health and safety programs.
At Volex, Continuous Improvement is considered a crucial process to achieve competitive advantage for our customers and ourselves. We accord high management priority to key product and service-level improvement projects. Programs that integrate the results using international models of performance improvement are then used to set senior management performance targets for the subsequent years.
The process of improvement links closely with personal development. Volex is strongly committed to the training and development of his employees worldwide. Through our knowledge, skills and experience, we help ensure the success of our customers’ projects around the world everyday.”
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Case Study (2)
Chrysler ‘s Five Star Dealer Incentive Program is designed for improving or creating processes to quickly find what creates customer dissatisfaction and find ways to fix these issues.
The first step for dealers is to contact their customers to get feedback on their sales or service experience. The use of this feedback is mandatory, as getting information and not using it is seen to lower trust, increase frustration and cost money.
Dealers are required to put in place processes that not only resolve customer problems but also allow them to learn from the customers. This is the hallmark of continuous improvement: collecting information at every opportunity and putting it to use.
Dealers are also required to provide training for staff who deal with customers, as efforts to make change are seen to be constrained unless all staff understand not only that they can have an effect, but that they are expected to have an effect.
(source: BPP :Learning Media)
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Tuesday, December 8, 2009
Essential Factors for Continuous Improvement
(a) Total commitment from senior management.
(b) Opportunity for all employees to contribute to the process. The most successful continuous improvement programs are the one that have the highest staff involvement.
(c) Good, objective information about the organization’s environment so that its outcomes and its processes can be evaluated.
(d) Employees’ awareness of their role in the achievement of the organization’s strategy.
(e) Management of the performance and contribution of employees.
(f) Good communications throughout the organization.
(g) Implementation of recognized quality management systems and standards.
(h) Measurement and evaluation of progress against key performance indicators and benchmarks. By simply displaying productivity and quality data everyday or week raise production and quality because staff can tell when they are doing things right, and so find themselves in a personal continuous improvement cycle.
It is claimed that if these areas are regularly reviewed, change can be managed effectively and continuous improvement becomes a natural part of the organizational processes. It should create steady growth and development by keeping the organization focused on its aims, priorities and performance.
(source : BPP Learning Media)
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(b) Opportunity for all employees to contribute to the process. The most successful continuous improvement programs are the one that have the highest staff involvement.
(c) Good, objective information about the organization’s environment so that its outcomes and its processes can be evaluated.
(d) Employees’ awareness of their role in the achievement of the organization’s strategy.
(e) Management of the performance and contribution of employees.
(f) Good communications throughout the organization.
(g) Implementation of recognized quality management systems and standards.
(h) Measurement and evaluation of progress against key performance indicators and benchmarks. By simply displaying productivity and quality data everyday or week raise production and quality because staff can tell when they are doing things right, and so find themselves in a personal continuous improvement cycle.
It is claimed that if these areas are regularly reviewed, change can be managed effectively and continuous improvement becomes a natural part of the organizational processes. It should create steady growth and development by keeping the organization focused on its aims, priorities and performance.
(source : BPP Learning Media)
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Continuous Improvement (Kaizen)
Continuous Improvement (where being popularized and it is known as Kaizen in Japan) is an ongoing process that involves a continuous search to reduce costs, eliminate waste and improve the quality and performance of activities that increase customer value or satisfaction.
The implementation of continuous improvement does not necessarily call for significant investment, but it does require a great deal of commitment and continuous effort.
Continuous improvement is often associated with incremental changes in the day-to-day process of work suggested by employees themselves.
Quantum leaps in performance can occur when cumulative improvements synergies, the sum of a number of small improvements causing a profound net effect greater than the sum of all the sum improvements.
Continuous improvement processes never stop and sustained success is more likely in organizations which regularly review their business methods and processes in the drive for improvement.
(source: BPP Learning Media)
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The implementation of continuous improvement does not necessarily call for significant investment, but it does require a great deal of commitment and continuous effort.
Continuous improvement is often associated with incremental changes in the day-to-day process of work suggested by employees themselves.
Quantum leaps in performance can occur when cumulative improvements synergies, the sum of a number of small improvements causing a profound net effect greater than the sum of all the sum improvements.
Continuous improvement processes never stop and sustained success is more likely in organizations which regularly review their business methods and processes in the drive for improvement.
(source: BPP Learning Media)
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