Operational Excellence Assessment

Transcription

1 Operational Ecellence Assessment y company ope@leanofis.com

2 Operational Ecellence Assessment One of the most priority agenda items of companies is that necessity of having efficient process in order to maintain their own eistence at the same time while meeting the changing customer epectations without any problem in our constantly changing world. In order to be efficient, properties of lean and agile supply chain management strategies, what strategies must be used in which situations, which areas have deficiencies in the current situation and how those deficiencies effect to the system should be very well understood. First agenda item of almost all companies is keeping stock level minimum but do not say no to customers, minimizing the inventory levels but never run short of materials in production, being fast in operational meaning but using the resources in optimum level and while doing all of these, reducing carbon emission levels by considering environmental factors. All of these factors that are both necessary and seen as restricted each other increase the importance of supply chain management and reveal the necessity of managing more effectively. This report has been developed in order to indicate possibilities for improvement in the process by analyzing current situation of your company within the contet of Lean and Agile Production criterias. Main and subfactors that affect the Lean and Agile criteria are eamined with totally 140 questions obtained as a result of detailed literature search and sector eperiences. Assesment Factors / Sub_Factors 1. General Evaluation 0,539 Grade_6 Medium () NA... Not Aplicable VL L M H VH Definition Ver Low () Ver Low () Low () Low () Medium () Medium () High () High () Ver High () Very High () Grade_0 Grade_1 Grade_2 Grade_3 Grade_4 Grade_5 Grade_6 Grade_7 Grade_8 Grade_9 Grade_10 Description Your Level OM Inde 1,000 0,800 0,600 0,400 0,200 OpE_I Target Puan 0,539 0,850 Medium () Grade_6 0,539

3 2. Factor base Evaluation Factor Work Place Organization JIT Production Operational Availability Prodcut Development Supply Chain Management Management & Organization Score 0,47 M 0,47 M 0,55 M 0,52 M 0,63 H 0,54 M Target Management & OrganizaIon Supply Chain Management Prodcut Development OperaIonal Availability JIT ProducIon Work Place OrganizaIon 0,200 0,400 0,600 0,800 1, Sub_Factor base Evaluation Financial Management Standard Work 1,000 5S OrganizaIonal Development HR Competency 0,800 0,600 Visual Management Flow Lidership 0,400 Pull Strategy 0,200 Heijunka IT SMED LogisIcs and WH TQM Strategic Sourcing TPM Demand Planning New Product IntroducIon ConInious Improvement Market SensiIvty Kriter Standard Work 5S Visual Management Flow Pull Heijunka SMED TQM TPM Continious Improvement Market Sensitivty Puan Kriter Puan 0,52 M New Product Introduction 0,52 M 0,44 M Demand Planning 0,60 M 0,40 L Strategic Sourcing 0,66 H 0,24 VL Logistics and WH 0,68 H 0,74 H IT 0,59 M 0,50 M Strategy 0,50 M 0,38 L Lidership 0,56 M 0,55 M Organizational Development 0,55 M 0,56 M HR Competency 0,52 M 0,52 M Financial Management 0,48 M 0,53 M WCMA Inde 0,54 M

4 3.1 Work Place Organization Visual Management 5S Standard Work 0,100 0,200 0,300 0,400 0,500 0,600 0,700 0,800 0,900 1, presence of standard operation procedures in field 2. content activity of standard operation procedures (Content, Timing, Sequencing, Outcome) 3. transacting business according to standards and problem solving competence / culture 4. etending standards to other areas (mould changes, planned maintenance, etc) 5. awareness and consciousness level about 5S subject 6. presence of 3E rule within the system (Easy to find, take and put it back) 7. repeating first 3S as a standard, improvement to 4 and 5S 8. level of organization workspace totally 9. designing work stations ergonomically and appropriate to material flow 10. embracing the 5S by the management, the level of acceptance as business culture 11. visual factory and communication activity 12. level of visual management principles /culture (management by seeing) NA VL VL L L M M H H VH VH 3.2 JIT Production SMED Heijunka Pull Flow 0,100 0,200 0,300 0,400 0,500 0,600 0,700 0,800 0,900 1,000 NA VL VL L L M M H H VH VH 13. knowledge level of lean management basics 14. suitability of layout to flow 15. presence of business analysis, line balancing, method studies 16. awareness of task differences between operator and outfitter, presence of U cell structure 17. takt time concept and fleible production management 18. application level of pulling system in production processes 19. standard stock management over supermarkets (Quantity Management) 20. loyalty level of pulling system standards / principles 21. work load balancing on production lines 22. the level of application heijunka strategies with small lot quantities and frequent product return 23. perceiving product return time as loss and monitoring as a target 24. knowing and application of SMED techniques 25. advanced level technology and fleibility level of production lines

5 3.3 Operational Availability ConInious Improvement TPM TQM 0,100 0,200 0,300 0,400 0,500 0,600 0,700 0,800 0,900 1,000 NA VL VL L L M M H H VH VH 26. being all process workflows in writing (process/quality handbook) 27. total quality fact concept and perceiving the quality as first priority 28. "quality produce in process" approach (having responsibility of quality belongs to production) 29. quality assurance and process control trainings (from quality department to production employ 30. stopping culture in abnormal situations 31. presence of error preventing mechanisms (poka&yoke) 32. adopting zero error policy by management 33. sharing visually of quality problems with teams 34. quality consciousness and responsibility of production teams 35. ability of responding to problems with systematical approaches 36. presence of TPM culture and application level 37. measuring equipment loss analysis realtimely 38. importance to workers health and safety issues 39. daily user maintenance (automous maintenance) activity 40. red label application and quick response 41. monitoring of critical machine performance indicators (MTBF, MTTR) 42. single point lessons 43. kobetsu kaizen 44. management of maintenance process over CMMS 45. presence of advanced level process control consciousness 46. TPM knowledge and consciousness level 47. level of knowing what is the muda and seven loss 48. value stream maps 49. competence level of problemsolving with value stream maps 50. kaizen culture 51. recognition and usage of problemsolving techniques 52. advanced level problemsolving competence of midlevel and seniors 53. functionality of suggestion system 54. etending acquired eperiences

6 3.4 Product Development New Product IntroducIon Market SensiIvty 0,100 0,200 0,300 0,400 0,500 0,600 0,700 0,800 0,900 1,000 NA VL VL L L M M H H VH VH 55. customerbased product development 56. marketing strategies that create demand 57. modular product and postponement strategy 58. product and process optimization, knowledge level of marketing departments about lean / agile 59. committee, consensus approach during new product specifying process 60. effective and quality information sharing after new product decision 61. simultaneous engineering applications 62. active benefit/cost analysis 63. competence of commissioning correctly in all manners after mass production (risk managemen 64. presence of advanced level technology and fleible product development process 65. effective project management during new product development process 66. document management / (Engineering Change Management) 67. involving supplier into the new product development process

7 3.5 Supply Chain Management IT LogisIcs and WH Strategic Sourcing Demand Planning 0,100 0,200 0,300 0,400 0,500 0,600 0,700 0,800 0,900 1, competence of integrated demand estimation / planning 69. analytical approach during demand estimation process 70. real time data gathering and using level from the market with advanced level software 71. sharing production planning information with critical suppliers 72. product lifecycle curve monitoring (PLM: Product Lifecycle Management) 73. effective coordination between departments (salesproductionsupply) 74. resistant supply chain structure 75. defining service level in product base and competence of applying different strategy 76. competence of doing effective production planning / tabulation 77. performance of following plan 78. analytical approach in determining stock levels 79. focusing to speciality 80. effective supplier searching/finding process 81. analytical approach during selecting supplier process 82. strategical supplier relationships and contract administration 83. strategy of reducing supplier amount 84. supplier location proimity 85. process and knowledge level of supplier 86. performance monitoring / assessment process 87. supplier development process 88. suppliercontrolled inventory management 89. effective communications, information sharing with suppliers 90. pulling system with suppliers 91. alternative supplier 92. supplier fleibility 93. involving supplier into the improvement activities 94. warehouse design in accordance with product characteristic 95. warehouse location and suitability for use 96. biddability of warehouse processes 97. warehouse equipment and warehouse risk management 98. availability of advanced warehouse software 99. warehouse FIFO/FEFO application 100. warehouse inventory accuracy 101. sustainability approach (reducing carbon emission) 102. combined transport modes and optimization of logistics network 103.reverse logistic process 104.performance management of logistic process 105.Enterprise resource planning software (ERP) 106. accuracy/actuality of ERP main data 107. carrying out of actual life over ERP 108.virtual integration between suppliers and customers through information technologies NA VL VL L L M M H H VH VH

8 3.6 Management & Organization Financial Management HR Competency OrganizaIonal Development Lidership Strategy 0,100 0,200 0,300 0,400 0,500 0,600 0,700 0,800 0,900 1,000 NA VL VL L L M M H H VH VH 109. being identified of strategical targets/goals/objectives 110.presence of effective strategical plan for strategical goals 111.attending of midlevel and seniors to strategical planning process 112. analytical approach during strategical planning decisionmaking process 113. breaking down the objectives throughout organization and management with objectives 114. departmentbased objective/action plans 115. review the objectives regularly 116.management support 117. investing in a human being 118. delegation 119. effective leadership 120.coaching / mentorship 121. value chainbased organization (Value Stream Mapping) 122.being strategical partner to midlevel and senior managers by human resources (being strategic 123. support activity of human resources 124.embracing the targets and consciousness raising activities 125.reorganization ability 126.academy 127.rotation and very qualified, motivated labour force 128.fulfilling the position fast 129. people value, value to people 130. effective orientation process 131. permanent stuff analysis 132. sense of belonging, factory citizenship 133. standard cost concept and its application 134. budgeting approach 135.activitybased costing and product familybased profit/loss analysis 136.financial control 137. customer risk assessment 138.active cash proceed 139.balance of active payment 140. cash flow rate