HC Devpt in Operational Excellence

ADVANCED MANUFACTURING CONSULTANCY SDN. BHD.
HUMAN CAPITAL DEVELOPMENT IN OPERATIONAL EXCELLENCE
Ramesh Victor, Director & Principal Consultant Advanced Manufacturing Consultancy Sdn. Bhd. (650118D)
ADVANCED MANUFACTURING CONSULTANCY SDN. BHD. (650118D)

LEAN MANUFACTURING & THEORY OF CONSTRAINTS REDUCE INVENTORY BY 50% REDUCE MACHINE SETUP TIME BY 45% REDUCE SCRAPS BY 20% READ A PLANT AND KNOW HOW MUCH WASTE YOU HAVE IN A DAY LEARN THE PROVEN TOOLS WHICH WILL GIVE YOU THE ABOVE MENTIONED RESULTS AND MUCH MORE Lean Manufacturing is a method of improving operations which has become popular after its massive success by Toyota in Japan and the USA. Today many of the tools of Lean and Theory of constraints are a basic necessity to any effective manufacturing organization AMC delivers a comprehensive and hands-on knowledge transfer of Lean Tools targeted at all levels of employees in an organization. The Tools are either taught at a full Lean Master Certification program or as piece meal manner as per clients requirement The competencies offered: 1. LEAN THINKING AND OVERVIEW OF LEAN (1Day) An overview on the concepts of Lean and the various tools in Lean Manufacturing. Delivered through an Hands-On class room simulation using Lego 2. CHANGE MANAGEMENT (1 Day) Principles and Tools of Leading Change initiative in organizations and changing the mindset to Lean Thinking 3. VALUE STREAM MAPPING (1 to 2 Days) A value stream map is a snapshot of the entire process with valuable information to identify opportunities for improvement It maps what adds value and what is waste in the whole system 4. LEAN DIAGNOSTICS (1 Day) Understanding how to assess a plant, identify opportunities and decide on the specific tools to be applied Methods of assessing a plant is also covered methods of identifying losses at bottlenecks within a very short period of time 5. 5S /WORKPLACE ORGANIZATION (1 Day) A systematic approach to maintaining orderliness, cleanliness and safety in the workplace Teaches methods of implementing 5S and methods of auditing and sustaining 5S Delivered through actual hands-on shop-floor activity
Advanced Manufacturing Consultancy Sdn. Bhd., M-3-19 Plaza Damas, Sri Hartamas, 50480 Kuala Lumpur Fax: 03-620 1648 Website: www.amckaizen.com
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6. VISUAL FACTORY SYSTEMS (1 Day) A mechanism that is intentionally designed to share information vital to the task at hand, at a glance, so that what is supposed to happen, does happen Methods of assessing visual needs and implementing effective visual systems Andons. The Toyota principle of using visual to build quality products 7. STANDARDIZED WORK (1 Day) Documentation and application of the best practices How to streamline work-processes to produce predictable output always Ensuring Compliances at workplace Delivered through class room simulation and shop-floor activity 8. QUICK CHANGEOVER/SET UP TIME REDUCTION ( 1 Day) A methodological approach to reducing machine set up time and any planned downtime (E.g. Preventive maintenance, product change, machine cleaning etc) Work Element Time study methods Delivered through hands-on car tyre changing exercise and actual shop-floor activity 9. ERROR PROOFING/POKAYOKE ( 1 Day) Identifying Red Flag conditions or causes to errors Root cause analysis: Fish Bone, 5 Why and others Methods of Pokayoke: Human & Mechanical 10. TOTAL PRODUCTIVE MAINTENANCE (2 Days) A structured approach to maintaining equipment to enable stable processes Restoring and improving machine performance Implementing Autonomous maintenance 11. OVERALL EQUIPMENT EFFECTIVENESS (OEE) ( 1 Day) How to measure Overall Equipment Effectiveness Data Collections & Formulas Using OEE in productivity 12. MATERIAL MANAGEMENT (KANBANS, PULL SYATEM & FLOW) ( 2 Days) Concepts of Pull Systems, different types of Kanban and its applications Calculating Kanban sizes Implementing pull sytems 13. CELLULAR MANUFACTURING & LAYOUT OPTIMIZATION (1 Day) The grouping of equipment and operations in a factory for the greatest degree of efficiency Takt Time Small Cell concepts
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14. BOTTLENECK MANAGEMENT AND THEORY OF CONSTRAINTS (2 Days) The principles of bottleneck management and the application of the Drum Buffer Rope concept to optimize bottlenecks The 5 Steps TOC approach to identifying, managing and eliminating bottlenecks Delivered through Hands-on simulation, video and shop-floor activities 15. LEAN PERFORMANCE MEASUREMENTS (1 Day) The right set of metrics to monitor Lean Deployment and drive the business towards increased throughput, reduced inventory and reduced operating expenses Concerns on monitoring progress and how to handle it in a Lean Environment Includes measures such as: Manufacturing Cycle Time, velocity ratio, Overall Equipment Effectiveness, First Time Through Yield, Dock To Dock Time, Inventory Turns, shop-floor metrics and much more
STRATEGIC MANAGEMENT TOOLS ON OPERATIONAL EXCELLENCE MAKE THE IMPROVEMENT INITIATIVE SUSTAINABLE CREATE A NEW CULTURE DEVELOP A WORLD CLASS OPERATIONS LEARN THE HIDDEN OR UN-CONNECTED STRATEGIES AND TOOLS THAT MAKES IMPROVEMENT INTIATIVES GO BEYOND THE CURRENT PLATFORM
it is a challenge for 70% of companies to sustain and create a culture of the improvement initiatives they have embarked on. The skills and strategies that has been put together here helps any manufacturing organization to: 1. Sustain Operational Excellence improvement and continue improving 2. Have the soft-skill-set to support operational excellence initiatives such as Lean, Six Sigma, TPM and others 3. Ability to look into The Human Factor: the most important but least covered in traditional Lean, Six Sigma Kaizen and other programs AMC delivers these competencies either as a complete 14 Days program (delivered in 5 Waves: 3-4 topics each wave) or as individual training modules as per clients requirements. The Beyond-Lean Competencies: 1. Strategic Planning for Managers/Executives towards Operational Excellence (1 Day) Strategic Planning Process using Hoshin is a systematic planning methodology for: 1) defining the long-range key objectives of the organization or company; and 2) ensuring the implementation of 'business fundamentals' required to successfully run the business on a daily basis. Hoshin planning, therefore, is a two-prong planning approach that covers the organization's strategy to achieve breakthrough results through its long-term objectives and ensure continual improvement through its shortterm business fundamentals.
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The Hoshin methodology provides: i. Breakthrough objective focus ii. Development of plans that adequately support the objective. iii. Review of progress of these plans. iv. Changes to plans as required. v. Continuous improvement of key business processes. vi. A vehicle for organizational learning
2. Plant Diagnostics for Improvement (2 Days) Methods of understanding the operations and supporting processes of a manufacturing set up. It covers tools such as: i. Value Stream Mapping ii. Plant Assessments iii. Assessing readiness of work-force towards organizational change iv. Operational Diagnostics and Bottleneck identification This is a needed set of tool in order to perform an effective strategic planning. It's equally important though, to understand the manufacturing system holistically, to establish the scope of improvements appropriately. This avoids any temptation to say, optimise a sub-system at the risk of not optimising the entire manufacturing system. 3. A3 Problem Solving Process & Reporting (1Day) Toyota Motor Corporation is famed for its ability to relentlessly improve operational performance. Central to this ability is the training of engineers, supervisors and managers in a structured problem-solving approach that uses a tool called the A3 Problem-Solving Report. Uses methodological steps to: i. Identify Problem or Need ii. Understand Current Situation iii. Root Cause Analysis iv. Countermeasures (needs knowledge of and use of appropriate Lean/Six Sigma/TPM Tools) v. Developing target State and implementing plan 4. Effective Management Measures/Metrics (1Day) The correct measurements that show operational improvement as a whole Correct methods of reviewing the measurements Include measurements such as: MCT, OEE, Velocity Ratio, FTT, OTD, DTD Includes measurement methods such as Balanced Scorecard 5. Lean & Throughput Accounting (2 Days) Introduction into Lean and throughput accounting principles Advantages of Lean and Throughput accounting over cost accounting in planning , spending and measuring savings of operational improvements Methods of Lean & Throughput accounting 6. Quick Response Manufacturing (QRM) for Lead Time Improvement (1 Day) Quick Response Manufacturing (QRM) is a companywide strategy to cut lead times in all phases of manufacturing and office operations. It can bring products to market more quickly and secure business prospects by helping compete in a rapidly changing manufacturing arena. It will increase profitability by reducing nonvalue added time, cutting inventory and increasing return on investment.
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While pure Lean focuses improvement based on elimination of waste, QRM is a methodology of operational improvement through and for Lead Time advantage 7. Sustaining Lean and other initiatives: Building a Culture (2 Days) Structures, Methods, initiatives and monitoring needed to make Lean/TPM and other key methodologies as a culture Standard practices for all level of employees in creating a culture The Toyota approach to Holistic development Management Roles in developing cultures Supervisory level roles in developing cultures 8. Lean Supply Chain & Lean Logistics (1 Day) Implementing and extending Lean concepts to the Supply Chain Identifying and Eliminating waste in areas such as: procurement, warehousing, transportation etc. Supplier Lean initiatives
9. The Lean Office (1 Day) Lean waste in administrative areas Mapping the administrative value stream Implementing process improvement, waste elimination, lead time reduction and much more at administrative areas using Lean concepts and tools 10. Managing Human Capital: Towards an empowered and more productive work-force (1 Day) For Managers: i. Understanding the Human factor in operational improvement ii. Sponsorship and support iii. Assertive but non-threatening communication iv. Empowering supervisors/managers v. monitoring employee performance and improving supervisors/managers productivity For Supervisors i. Understanding Operators/technicians ii. Collaborative improvement and empowerment iii. Effective communication to operators iv. monitoring operators performance and improving productivity 11. Managing Operational Crisis (1 Day) Identifying crisis Diagnostics during crisis Communication during crisis Crisis teams Measuring metrics and methods during crisis Human Capital issues and empowerment during crisis Problem solving during crisis
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SCIENTIFIC CYCLE TIME MANAGEMENT
Need for Speed Why we need Speed? Business & Other motivators to Speed Barriers & enablers to Speed Cycle Time Management Simulated Exercise to show impact of cycle time management using Lego Cycle Time and its impact on Time to Market & Time to Delivery Right Measurements that drive Waste Reduction and reducing Cycle time: MCT Velocity Ratio(X-Factor) Inventory Turns OEE Littles Law & WIP management Impact of Setup Time on Cycle time & WIP Improving Cycle Time using Factory Physics methodology
OTHER TOOLS OFFERED: Running Effective Meetings: Making meetings shorter, more productive and well facilitated EQ Leadership Managing Difficult People Idea Generation and Improvement Plans Boot-camps for managers and decision makers Managing Organizational Change Sales & Marketing Process Improvement
When we have a new tool, we first use it for what we are already doing, just doing it a bit better. But gradually, the new tool changes the way we do things. It changes our social practices.
Prof Helen Haste (Harvard Graduate School of Education)
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Clients serviced by Industry type
Automotive Industry NSK, Malaysia Automotive Lighting, Penang ZF Steering PSC Casting Broadway Shanghai Minebea (NMB)
Hard Disc Drive Industry Seagate Technologies Innovex Belton Beyonics Compart Seksun, Suzhou MMI, Wuxi & Malaysia Optimal Komag, Pen, JB, Sarawak Magnecomp, China & Thailand
Semiconductor Industry Agere Ambit Nanotech Carsem Semiconductor MEMC
Plastics & Injection Moulding Industry Poly Plus, Perai Rhombus, Perai H & P, Perai
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Electronics Industry General Electric, JB Finisar Ipoh Smart Modular, Perai Knowles Fabrinet Philips (Alliance with Gemba USA)
Pharmaceutical & Healthcare Supplies Industry Hovid Pharmaceuticals, Ipoh HCM-Hygenic Corporation
Equipment Manufacturers Eng Teknologi, Penang Trane (Aircon) Crest Ultrasonic, Perai Crest Ultrasonic, Perai
Service Industries (Hotel, Hospitals etc) Rosa Pasadena (Hotel) Perak Community Specialist Hospital
Other Industries Broadway Shanghai (Foam packaging) Snap On (Power Tools & Equipment) Altum, JB (Metal) Balda (Mold Tool Room) Magnecomp Tooling (Mould Tool Room) Mapa-Hutchinson Group (Rubber Gloves) Camfil Farr, Batu Gajah (Industrial & Building Filters) Ryco Hydraulics, Kulim (Rubber Hose)
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About The Principal Consultant of Advanced Manufacturing Consultancy Sdn. Bhd.
J.R. Victor J. Ramesh Victor has more than 15 years of hands-on exposure in manufacturing industries and has been implementing Lean, Toyota Production System, and Theory of Constraints to Fortune 500 as well as small factories for the past 10 years. He is a certified Lean Master from the Seagate Lean Academy, graduated in San Francisco, USA. Victor is also certified in Six Sigma and is a renown international consultant and speaker. He was aptly referred to as the Constraint Buster and one of the only 7 out of 45,000 employees who have the skill-set to go into factories and turn it around within weeks, by Seagate corporate executives while he was leading the Seagate Supplier Lean Initiative for whole of Asia. He left Seagates Corporate Lean Team to co-found Advanced Manufacturing Consultancy (AMC) in 2001. He is the Principal Consultant of the company and travels around the world in the journey of helping clients increase profitability through operational excellence. Together with his partner Soundrarajan, he was instrumental in creating one of the first Value Stream Maps in Asia to diagnose and turn around the entire supply chain of Seagate Technologies to achieve cycle time and cost benefits using Lean, Six Sigma & Theory of Constraints methodologies. He has provided hands-on consulting and relevant training to clients in Malaysia, China, Japan, Singapore, Thailand, Taiwan, Indonesia and India and the USA. His credentials include helping clients improve productivity up to 30% with no capital added, Reducing manufacturing cycle time by 40%, creating extra revenue opportunity for large businesses by busting their constraints within 6-8 weeks and helping clients save millions of Dollars. He has also handled various types of industries such as electronics, automotive, metal, process industry, plastic, machining, service and administrative, hospitals and much more. He is senior member of the Society of Manufacturing Engineers, USA. His dynamic facilitation style and hands-on approach to consulting is what is needed to get things done to affect any operations bottom line productivity and cost figures. AMC contact details: E-mail: jrvictor@amckaizen.com
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HC Devpt in Operational Excellence

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ADVANCED MANUFACTURING CONSULTANCY SDN. BHD.

HUMAN CAPITAL DEVELOPMENT IN OPERATIONAL EXCELLENCE

ADVANCED MANUFACTURING CONSULTANCY SDN. BHD. (650118D)

ADVANCED MANUFACTURING CONSULTANCY SDN. BHD. (650118D)

ADVANCED MANUFACTURING CONSULTANCY SDN. BHD. (650118D)

ADVANCED MANUFACTURING CONSULTANCY SDN. BHD. (650118D)

ADVANCED MANUFACTURING CONSULTANCY SDN. BHD. (650118D)

ADVANCED MANUFACTURING CONSULTANCY SDN. BHD. (650118D)

ADVANCED MANUFACTURING CONSULTANCY SDN. BHD. (650118D)

Clients serviced by Industry type

Semiconductor Industry Agere Ambit Nanotech Carsem Semiconductor MEMC

ADVANCED MANUFACTURING CONSULTANCY SDN. BHD. (650118D)

ADVANCED MANUFACTURING CONSULTANCY SDN. BHD. (650118D)

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