Equipment Management is as important as managing the manpower. Ensuring that equipment is up and ready for use and delivering at rated capacity and quality. This is one of the important factors for increasing productivity. This includes various pillars of Total Productive Maintenance (TPM) like Autonomous Maintenance (AM), Planned Maintenance (PM) with measures like Overall Equipment Effectiveness (OEE), Mean Time Between Failure (MTBF) and Mean Time To Repair (MTTR).
Flow management includes improving flow via tools like Value Stream Mapping (VSM), line design or cellular layout, inventory management, Kanban, Quick Change Over or SMED, supply chain management, etc. The objective is to improve the flow of material and information to enhance the efficiencies. Tools like Value stream mapping includes current and future state maps, Line design includes line balancing and design, Cellular layout includes workstation design. Inventory management includes KANBAN, milk runs, supplier management etc.
Operational Excellence Foundation
Operational Excellence Foundation includes physical workplace improvement, awareness about waste elimination and understanding the basic stability of man, method, materials, and machines. Physical workplace improvement is all about Six S (Five S + Safety). Awareness about waste elimination includes the understanding of muda, mura and muri. The objective of OE foundations is to help the organization work on inefficiencies, stress, and variations.
Lean Six Sigma
Lean Six Sigma aims at maximizing customer value by waste reduction or elimination and by reducing the number of defects by solving problems effectively. Lean Six Sigma helps to increase the speed and effectiveness of processes thus leading to an increase in profits. Lean Six Sigma includes Total Quality Management (TQM), 7 QC Tools, Low Cost Automation, Poka Yoke, Six Sigma Achievement (DMAIC) etc.
Business Process Reengineering
Business Process Reengineering refers to restructuring or revamping the core business processes to achieve improvements in productivity. It involves business process mapping, putting standards and procedures in place and streamline the business flow.
All the above can be achieved, but what is important and difficult is making OE a part of organization’s culture. As the organizations start reaping gains with OE practices, it needs to understand that it is not a one-time process, it needs to be a continuous activity. It is easy to improve but difficult to sustain. 90% of the organizations which start structured improvement initiative complain that they do implement OE tools but sustenance has always been an issue. Faber Infinite helps the client with a tool that – Daily work Management (DWM) to solve this issue of sustenance. DWM has its roots and origin in the Japanese style of Management. It is an approach focused on retaining and improving the performance of a company on Productivity, Quality, Cost, Delivery, Safety and Morale.
Lean and Green
Lean and Green aims to promote organizations to move to an advanced level of sustainability, by implementation of measures which not only reduces cost but also helps to reduce the environmental pollution and load on the environment. It includes green value stream mapping. It also includes energy audit that will help to better utilize and optimize the use of resources.