Improving the overall plant effectiveness and percent schedule attainment.
Maintaining and enhancing customer service levels as the business is growing.
Increasing throughput to absorb more volume.
Training and on-the-floor performance coaching of the Supervisors and Managers related to their roles and responsibilities focused towards a more proactive management style.
Ensuring that product quality standards achieve their customer’s quality expectation of zero defects per 10,000 PPM.
Bringing a better work/life balance to all employees.
Manufacturing Machine Shop Assessment Findings
Managers and Supervisors rarely effectively engaged the workforce.
There was a lack of expectation setting and appropriate follow-up by the Supervisors on the level of work activity by their employees.
Supervisors were walking around the area with little or no interaction with their employees (missed opportunities to supervise).
Employees often had to look for their Supervisors when they had questions or problems with work, tooling, equipment or materials.
Supervisors did not provide back-up assignments for their employees to improve overall levels of productivity.
Supervisors believed that their people knew what to do and did not require a great deal of follow-up or communication.
to reduce set up time by 40%.
to better organize the tooling and reduce overall tooling costs.
to implement a production schedule and achieve an 85% schedule attainment target.
to reduce the cycle time of the front-end processes by 50%.
These teams facilitated the implementation of:
a methodology to ensure effective and timely information flow to the productive employees in their work environment.
a new programming flow process to better manage the timing of the programs.
a reduction of the number of quality issues caused by human errors.
an in-process inspection methodology to ensure proper quality of work.
a standardized shift transition template between operators so that jobs can run continuously without error.
a feedback mechanism for all quality issues to ensure employees are accountable and issues are actioned to prevent them from happening again.
PVA also implemented Management Operating Systems (MOS) that focused on:
effectively scheduling the utilization of resources to production requirements.
a timely follow-up methodology and reporting of the work attainment.
the identification and actioning of daily variances to plan.
weekly gap analysis meetings to determine the issues with jobs not hitting the quoted hours to ensure that the work being done was profitable and met customer quality criteria.
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Some significant results obtained by our Client included:
Increased levels of proactive supervisory behaviors to 40% by focusing on regular tours and communication with all personnel by the Supervisors.
Improvements in throughput of more than 20% across the plant’s operations.
Improvements in measurement metrics and Key Performance Indicators (KPI’s) at each operational level to maintain reductions in overtime, and improved scrap and rework costs while maintaining quality standards and the on-time-delivery indicators.
Increase in Supervisory Activities
Machine Shop Supervisory Activities
Increase in Savings by Type
Machine Shop Savings by Type
Increase in Total Savings
Machine Shop Total Savings
Long Term Work Continuation
A Client Coordinator was trained and certified during the PVA engagement.
A quarterly audit program of the new Management Operating System was developed and implemented with the Coordinator.
PVA conducted audits over 18 months to ensure compliance to the continued utilization of the Management Operating Systems.
These Audits resulted in recommendations and action plans to further identify additional opportunities for improving operations.