tool for reducing waste and synchronizing processesmicro process reliability enhancement.ppt

7/30/2019 TOOL FOR REDUCING WASTE AND SYNCHRONIZING PROCESSESMICRO PROCESS RELIABILITY ENHANCEMENT.ppt

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MICRO PROCESS RELIABILITY

ENHANCEMENT Operational excellence is one of the key modes of

competitive advantage.

The role of operational excellence in today's businessenvironment.

Alternative approaches to operational excellence . A new method called Micro Process Reliability

Enhancement is proposed.

Micro Process Reliability Enhancement is defined.

The methodology of Micro Process Reliability

Enhancement is outlined. Benefits of Micro Process Reliability Enhancement are

examined

Potential areas of application are explored.


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ROUTES TO COMPETITIVE

ADVANTAGE

!

OPERATIONAL

EXCELLENCE

STAKEHOLDER

VALUE

ENHANCEMENT

NEW PRODUCT

DEVELOPMENT

ORGANIZATIONAL

CAPABILITY


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Porters Five Field Model


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LOW-COST AND

DIFFERENTIATION According to Porter, there are two basic types of competitive

advantage a firm can possess low-cost and differentiation bothderiving from the industry structure.

These two advantages, combined with the scope of activities a firmselects to achieve them, led Porter to develop three genericstrategies:

Cost leadership

Differentiation,

Focus (cost and differentiation in a narrow segment).

Each one is a fundamentally different route to competitiveadvantage and a firm must be clear in choosing one or the other if it

is to achieve sustainability. It is always necessary for a firm to offer a moving target to its

competitors by investing in order to continually improve its position".


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Operational excellence is one of

the key modes of competitive

advantage


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Alternative approaches to

operational excellence


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The role of operational

excellence in today's business

environment


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OPERATIONAL EXCELLENCE

OVERALL BUSINESS ARCHITECTURE

KNOWLEDGEINFORMATION

TECHNOLOGY

HUMAN

PERFORMANCETECHNOLOGY

OPERATIONS & DECISIONS

GREATER SPEEDHIGHEST

QUALITY

MIN. HUMAN

INTERVENTION

MINIMIZE TOTAL

TRANSACTION

COSTS

MAXIMIZE

CREATED VALUE


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Micro Process Reliability

Enhancement is defined


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MPRE DEFINITION 1

It is a simple tool for synchronizing complex operations.

The railways use this concept to ensure that trains startright time.

Large number of activities are involved in starting a

passenger train. Setting a time for start of train ensures that all inputs are

available before scheduled start of train.

The same concept has been internalized by designatingvarious intermediate stages as equivalent to start of a

train. It is expected that various inputs would become available

before the scheduled start of the events.


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MPRE DEFINITION 2

Feed back loop ensures that corrective action signalbecomes available immediately to service provider.

Defined process parameters and the upper and lowercontrol limits keep the process in statistical control.

Error detection mechanisms facilitate corrective action. Failure proofing ensures that upstream processes

provides error free inputs to down stream processes.

Time windows or schedules for activities act as

intermediate goals across the value chain. Precise definition of deliverables ensure that efforts are

aligned .


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The methodology of Micro

Process Reliability Enhancement

is outlined.


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The methodology of Micro Process

Reliability Enhancement is outlined. ABC analysis of processes.

Core processes.

Input output analysis.

Process mapping. Value stream mapping.

Define output in physical terms.

Define parameters of output.

Define the quantitative parameters.

The parameters must reflect the concerns of thedownstream or client process.


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PROCESS MAPPING.


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Enhancing Process Reliability at

Design Level

High Level Design


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High Level Process Design

Outline of the principal operations implementedby the system

Assessment of reliability required (SafetyCritical, Mission Critical).

De-coupled functions are developed in detailusing a Top-Down Design procedure

Inter process communication andsynchronization mechanisms are set up

Fault tolerance schemes are introduced. High Level Simulation is carried out.

Formal Verification of Process Capability


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Creating Operational Excellence

5 objectives are kept in mind while designing processes

1. Designing for Economic and Strategic Value

2. Designing for Multiple Domains

3. Designing for Flawless Execution

4. Designing for Adaptability

5. Designing for Sustainability


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Designing for ValueThe design of the process must reflect the following characteristics:

1. Clear alignment and congruency with organizational strategic andoperational objectives

2. Distinct cause-and-effect relationship between expected, needed,and produced outcomes

3. Optimization of competencies, resources and organizationalcapabilities, especially IT, human resources and knowledge

4. Creation of synergies of purpose and leveraging resources

5. Appropriate integration of technology

6. Outcome-driven


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Designing for Multiple Domains

Designs must be functional and adaptable to a fluid environment

Created processes must be:

Adaptable

Scalable

Transportable

enterprise-wide as well as to other potential users

Three tenets underlie the concept of design for multiple domains:

1. Design/operation of the process can be singular, modular,vertically integrated or externally extended

2. Design/operation of the process should allow for the efficientswitchingbetween these multiple forms of process andorganizational designs in a cost-effective manner

3. Design/operation of the process should consider the uniqueaspects and requirements of customers, manufacturingcapabilities and collaborative suppliers


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Process Design: The Selection

Process & CriteriaThree factors affect assessment and selection:

1. Flexibility

2. Cost

3. Longevity

Additional considerations include:

Number of available partners

Quality requirements Complexity

Total transaction costs

Cycle times

Switching costs among various alternatives


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Operational Level Design 1

PARTITIONING OF PROCESS.

PHYSICAL INTERFACES ARE SUITABLE POINTS FOR PROCESSBOUNDARY .

PHYSICAL TRANSFORMATIONS ARE SUITABLE POINTS FORPROCESS BOUNDARY.

IDENTIFICATION OF CORE PROCESSES AND NON VITALPROCESSES.

SEQUENCING PROCESSES LOGICALLY

DEFINE THE DELIVERABLES PRECISELY

DEFINE THE TIME OF DELIVERY OF SERVICE.

DEFINE THE PLACE OF DELIVERY OF SERVICE.

DEFINE THE CRITICAL PARAMETER [TEMPERATUREWEIGHT/PRESSURE/QUANTITY/SEQUENCE/INTEGRITY/ADEQUACY/ACCURACY/DIMENSIONS/VOLTAGE/CURRENT/DENSITYOSCILLATIONS/COLOUR/PAINT THICKNESS/GLOSS/VISCOSITYDELIVERY OF SERVICE/PRODUCTS.


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Define measures of parameters.

The measures must be simple and reflective.

Define permissible variations.

The path of deviation signal and responsibility ofcorrective action.

Corrective actions to be laid down.

The failure mode of corrective action to be

analyzed. Review of corrective actions and upgrading of

systems.


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Devise data /information collection norms.

Process improvements to be launched

where large number of deviations are

taking place.

Prioritizing of of process improvements.

Objective is to keep control system simple.


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BENEFITS

REDUCTION IN MONITORING.

REDUCES MANAGEMENT LOAD.

REDUCTION IN VARIATION .

DEFINES INTERMEDIATE TARGETS IN

VERY PRECISE TERMS.

SELF ORIGANIZING.


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APPLICATIONS

SCHEDULED DELIVERY OF MATERIAL FROM STORES TOSHOP FLOOR.

REMOVAL OF WASTE FROM SHOP FLOOR ON PROGRAMMEDBASIS.

TIME BASED TARGETS DEVISED FOR CONTRIBUTINGACTIVITIES.

PLACES FOR KEEPING OF WIP , TOOLS , MATERIALHANDLING EQUIPMENT, PALLETS DEFINED ANDDEMARCATED.

STARTING AND MONITORING TIME OF ANCILLARY FACILITIES

PROGRAMMED SUPPLY OF GOODS TO SHELF.

PROGRAMMED COORDINATION OF ACTIVITIES FORDELIVERY OF SERVICES.


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POTENTIAL

RETAIL STORES. SERVICE DELIVERY BY PUBLIC SYSTEMS.

CALL CENTRES.

LOGISTICS

EVENT MANAGEMENT.

INVENTORY.

SUPPLY CHAIN RELIABILITY.

MATERIAL HANDLING. SERVICE DELIVERY.

FAST FOOD RESTAURANTS.

tool for reducing waste and synchronizing processesmicro process reliability enhancement.ppt

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