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Learning Across Lines: Keys to Process Improvement

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by

Brittani Goldsby

on 9 May 2013

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Transcript of Learning Across Lines: Keys to Process Improvement

Problem Statement Proposed solution Options Implementation Plan TEAM REIGN Andre da Silva - Brittani Goldsby - John Amentola -Shariful Islam - Shaina Santos - Zuleima Miranda 1. Better educate the working staff in order to decrease issues while increasing efficiency

2. Standardize the flow of information & intelligence

3. Combine the "know-why" with the "know-how" BEKAERT Current
Situation Problem Statement Current Situation Root Cause Cost Justification Key Performance Indicators "The intergrated production line, known as Model Line at Aalter, has proven to be successful, however the other plants were not as productive." Root Cause Analysis Process Personnel Place Communication Lack training and knowledge Lack of Scientific approach No authority to choose projects Lack of communication R&D not in house Inability to transfer knowledge across multidimensional departments Fire Fighting - Solved immediate problems
- No root cause analysis
- No impact on quality improvement Artisan Skills - Solved problems
- No understanding of why
- Solutions not transferred easily Unvalidated Theories - Highly scientific solutions
- Did not test solutions adequately
- No proven results Operationally Validated Theories 1. Cross-training for employees


2. Management training


3. Bring R&D in-house Daily Smart Starts
20 minute daily morning review and discussion of department issues and special topics

Move R &D into the production facilities

Dedicate Manager from MLA to coach and train location managers
Each role will centralize information and knowledge the Senior
Business Administration
Dual Concentration: Marketing & Management Zuleima Miranda TEAM REIGN Andre da Silva Shaina Y. Santos John Amentola Senior
Business Administration
Concentration: Marketing & Management Brittani G. Goldsby Senior
Business Administration
Concentation: Management Shariful "Omar" Islam Senior
Business Administration
Concentration: Management Senior
Business Administration
Concentration: Management Senior
Business Administration
Concentration: Marketing & Management Team Emotional Intelligence Self-Management Relationship Management 73 72 77 77 MLA consistently produced plant-wide improvements in quality and productivity.
Independent Authority was limited in Plant C and absent in Plant B
Managers lacked production process knowledge Learning Across Lines
The Secret to More Efficient Factories May 9, 2013 Background World's largest independent producer of steel wire
International company with more than 27,000 employees worldwide
Model Line at Aalter successfully implemented operationally validated theories
R&D was moved from a centralized laboratory to the Aalter factory Purpose: Background &
Problem Statement ..........................................................Shaina Santos

Current Situation .............................................................John Amentola

Root Cause ............................................................................ Omar Islam

Options &
Proposed Solutions .......................................................Brittani Goldsby

Implementation Plan &
Cost Justification............................................................. Andre da Silva

Key Performance Indicators
Dependencies ...............................................................Zuleima Miranda

Concluding Statement .....................................................Andre da Silva

Experience ...........................................................................Team Reign Approx. 35 minutes Thomas-Kilmann Conflict Mode Instrument COMPETING COLLABORATING COMPROMISING AVOIDING ACCOMMODATING Process ASSERTIVE UNASSERTIVE UNCOOPERATIVE COOPERATIVE FORMING STORMING NORMING PERFORMING Team Reign MBTI ISFJ Hallmark: COMMITMENT INTRODUCTION ORDER of EVENTS Duration: To present viable options for the Bekaert factories that have not successfully implemented processes that have been adopted by Model Line at Aalter. Daily Smart Starts R & D Mgmt Training 1/2 hr a day for each location = $26000 Annual Cost = $78,000 Relocate R&D to each facility = $25,000 Annual Cost = $75,000 MLA Manager promotion = $15,000
Location Managers Bonus = $5,000 Annual Cost = $30,000 Productivity increase = 7% Productivity increase = 12% Productivity increase = 6% Parts Savings = $125,000
Decrease OT = $87,750 Rent Savings = $75,000 Time Savings = $47,250 Total Cost = $250,000 Total Savings = $335,000 YR1 ROI = 34% YR2 ROI = 112% Managing the Solutions Ensure EE input
Quarterly Management Meetings
Each week EE will dedicate 1/2 day to Cross-Training
On site R&D readily accessible to production line Dependencies Problem Arises Process Improvement
Team Cross-Functional
Solution Manager Logs
the Problem & Solution Management reviews all cases at quarterly meeting
Full transcript