Increasing production efficiency

1. Increasing production efficiency
Category: Lean System Increasing production efficiency
Szirmay Rouch
Today, most of the companies faced with the question of efficiency: the competitive market difficult
(? Impossible) makes the price increase, but many components prices (energy, wages, contributions,
taxes ...) has little effect on the company, the incoming side of the cost increase can not influence.
What could be the way out?
The following describes the process I use, which aims to:

2. Exploring the 'in-port' options
the realization of opportunities
and to make development sustainable overall progress of the methods we use:
circa increase machine efficiency from 65% to 90%
increasing labor efficiency is 180%
reducing operational inventory levels by 40%
reduce costs by 24% (over three years)
Our method builds multiple methodologies, perhaps the best known of the so-called LEAN
philosophy and TPM methodology, which are successfully used these days many companies,
production, service and administrative sectors as well. The method is based on three pillars:
Identification and elimination of losses
Continuous development
Involving people
It runs through the three pillars of the proposed process.
The number of so-called professional literature LEAN tools described (sorkiegyensúlyozás, SMED,
5S ...) but I think the most important knowledge of the funds, the instruments are used, what is
needed in a given situation.
The proposed process
1. Definition of Purpose
As with any development, it can begin by defining your goals. This approach in two areas:
a) Vision (strategy): We ensure the firm's long-term success?
This is the factor that provides a competitive advantage. More than one answer possible and all this
should be further developed to serve:
Cost level: the company will be successful if you can minimize the cost, he would be the cheapest
producer
customer satisfaction: the company will be successful if the customer will always get exactly what
they ask for when they ask
lead time: the company will be successful if it is able to respond immediately to customer demand
and changes in

3. Of course, there is no undertaking with a removable factor, the secret of the various (often against
each other) criteria for establishing the balance of lies. At the same time essential to the definition, as
this process must be optimized.
b) In the present situation: What is it that causes the most problems for MA?
What are the problems that are hampering your daily work? Where to "put out fires" the most often?
Where is most of the losses? It is important for both the examination under consideration, as they are
not well optimized, if there is no strategy, but the breathless momentum of development when the
body does not perceive that there are fewer problems faced.
Definition of the objectives is the first step in driving engagement. This step is not saved, the lack
backfire later.
2. Identification and quantification of Opportunities
The purpose of a business enterprise intervention is always an increase in efficiency, and therefore
essential to have a picture of what this program brings. The company prepared the access points (at
the same time realistic enough Challenging) and their financial impact in relation to the proposal on
the basis of existing databases (reports, results so far, cost statements, ...) and observations
(interviews, site visits). The most common targets:
- Increasing machine efficiency
- Increasing the efficiency of the machine decline in unit labor costs
- Reduced lead times
- Decrease in inventories
- The improvement of quality indicators
- The improvement of transport indicators
- Reduction in unit production costs
This indicator system serves two purposes:
a) continue to grow in leadership commitment (tangible makes the direction)
b) provide an opportunity to measure the progress (which of course will not be linear, in fact in most
cases, troughs are expected!)preparing a detailed implementation roadmap at this stage.
3. Testing

4. After learning about the program, all company said in the next sentence: "It's all logical, there may be
many places to work, but we're so different!" (And of course, every company is truly unique.)
The testing phase is precisely this, to show the possibility of the site changes. Then select a smaller
area (operating division, product type, shift, ...) carried out development using a tool. On the one
hand, we solve problems (always positive) and, secondly, on the spot prove the possibility of change.
The test mode there are no general rules, but some guidelines should be followed:
The main course of the business to be. Results achieved a tertiary importance of small factory unit
can not serve as evidence.
the test operation is the main standard for the entire process. Developments in the simplest process
has not shown that the more complex areas can be changed.
a test run come to an end within a reasonable period of time. If the test run is too complex area, too
much time elapses before real results occur. In this case, the body loses its momentum and faith
before the implementation begins.
This development phase will take 6-8 weeks.
4. Introduction
In this phase, the previously set plan (per machine, plant parts, each product ...) increase the
effectiveness of different methods. The first methods are commonly used:
sorkiegyensúlyozás: For many businesses because of the familiarity of certain technologies and
machines too, others underload. The goal is to make the assessment and balanced
downtime analysis and action planning
targeted technical / technological improvements (kaizen)
reducing changeover times (SMED)
simplification and standardization (and workflow tool)
5S and visual controls
Of course, there are many solutions for business, but the most common of these tools are made
using the first improvements.
However, the development should have two objectives:

5. Solving a) problems
b) to solve problems at the same time, through the training of local staff on the method and
approach
For example. If a machine is reduced changeover time LEAN methodology, the development team is
an employee who learns of this tool at a level that he could be the next leader in the development of
machines (or more complicated cases, after 2-3 joint development cycle ). This not only improved the
effectiveness, but also problem-solving capacity of the organization. This ensures that over time the
culture and methodology of continuous improvement in the body remains without an external
expert.
Usually 2-3 different places begins with the introduction of different methods, and when the
development reaches a certain level, the professionals with experience in the area "carried over" to
other fields of knowledge.
In addition to the technical changes of its members become familiar with the basics of the method, a
device, and expectations through training. Based on many years of experience in the best of "on-the-
job" training to consider: a short theoretical foundations and practical applications. So familiar are
able to locate these participants right away and does not become boring.
An important factor in the change management: we want to introduce a new approach, so pay
attention to the carrying capacity of the organization as well.
This section (depending on the size and complexity of the organization) will take 6-9 months.
5. Measurement of Results returned
The aim of the interference with businesses to achieve a result, it is essential then to see what the
organization has achieved. How it is compared to the set target system? What is which:
- Achieved more than I had hoped (this will be!)
- What it is, which are close to the target
- What it is, which fell short of expectations
If an area has a backlog, it is essential to evaluate, what was the root cause? Not a "responsible
search" intent, but the intent of learning. If this is achieved, it will gradually become the norm in the
body that issues honestly, the improvement with the intention of talking. So more and more
problems come to light, making it possible to maintain them.
6. The second development cycle

6. Based on the success of the first cycle, the majority of organizations realize that there are additional
reserves, yet are least developed (in fact, it is common because of the changed attitude to develop
more ingredients are found, such as when the program starts!). LEAN toolbox is too loose to be in one
year could produce all of the body's Getting Started Guide, so it is appropriate to continue the work.
The reason why this is called a second term, is that this time members of the organization had
amassed enough experience to require less external support than at the beginning of the program. If
this attention is permanent, the organization reached after a few years, the approach to stabilize and
some leaders are constantly evolving in addition to attention. Then it becomes a learning
organization!
„who did not try the impossible, never will achieve the possible”