OPERATIONAL EXCELLENCE IN MANUFACTURING
Operational Excellence in Manufacturing is a holistic approach to achieve the desired Vision Mission Objective and Goals of an organization by a series of tools and techniques that align the organization’s culture, enable employees, and sustain all implemented initiatives. The manufacturing excellence programs are also used in different formats in part or whole with names like Operational Excellence, World Class Manufacturing (WCM), Business Turn Around, Total Productive Maintenance (TPM), Total Quality Management (TQM), and many more.
Tetrahedron helps your organization to improve productivity, improve performance, gain competitive advantages. Manufacturing Excellence Principles provides a step-by-step implementation methodology. For the success of all the prerequisites, it supports the development.
Operational excellence drives performance levels that really change the company’s competitive position in the marketplace. It helps the organization to challenge itself and achieve its optimum potential. With Operational Excellence, Tetrahedron helps companies to focus on their efforts at establishing winning Best Practices and a core competitive advantage. It leads to implement lean manufacturing techniques. For many organizations, operational excellence is the set of Toyota Production System (TPS) “tools” that help eliminate waste, lower production time and costs.
OBJECTIVE OF MANUFACTURING EXCELLENCE
Profitability Improvement & Cost Reduction
Business Sustenance
Employee Engagement & Enablement
CHALLENGES OF MANUFACTURING COMPANIES
Manufacturing Companies have been witnessing challenges threatening their own survival with respect to :
- Increasing Man-Power Cost
- Increasing Input Material Cost
- Frequently Changing Customer Requirement
- Cut Throat Supply Chain
- Legal & Statutory Compliances
Though these challenges are external factors and can’t be controlled by any company, the one and only way to remain sustainable / survive is by a structured Manufacturing Excellence Approach.
DIFFERENCE BETWEEN PROCESS IMPROVEMENT & MANUFACTURING EXCELLENCE
| Manufacturing Excellence | Process Improvement |
| Focuses on Gain and Sustain | Focuses on Gain only |
| Strengthening of Organization | Strengthening a Process |
| Includes the whole organization | Includes a person / small team |
| Top-Down Approach | Bottom-Up Approach |
| Scope Extends to Customers and Suppliers | Scope mostly Limited to a Dept / Section |
| Aligned with Organization Vision Mission and Long Term Strategies | Aligned with Processes’ Cost, Quality, Safety, and Productivity |
| Unique and Cant be copied/replicated for other organization | Can be replicated/copied to another process |
Works Like an immune booster for organizations’ to face present and future challenges | Works like medicine to relieve pain quickly |
Most of the time organizations’ confuse between these two terms and are under the false impression of Driving Manufacturing Excellence while implementing Process Improvement Kaizens. So What shall the organization go for a Kaizen / Improvement Program or Drive a Manufacturing Excellence Program?
The answer is simple→ à both of these are required.
DIFFERENCE BETWEEN PROCESS IMPROVEMENT & MANUFACTURING EXCELLENCE
| Manufacturing Excellence | Process Improvement |
| Focuses on Gain and Sustain | Focuses on Gain only |
| Strengthening of Organization | Strengthening a Process |
| Includes the whole organization | Includes a person / small team |
| Top-Down Approach | Bottom-Up Approach |
| Scope Extends to Customers and Suppliers | Scope mostly Limited to a Dept / Section |
| Aligned with Organization Vision Mission and Long Term Strategies | Aligned with Processes’ Cost, Quality, Safety, and Productivity |
| Unique and Cant be copied/replicated for other organization | Can be replicated/copied to another process |
Works Like an immune booster for organizations’ to face present and future challenges | Works like medicine to relieve from pain quickly |
MANUFACTURING EXCELLENCE IMPLEMENTATION PROCESS
OBJECTIVE :
Employee Engagement: To improve workplace conditions that drive engagement and enhance employee sense of well-being.
EXAMPLES :
- Basic 5S Awareness
- 1S, 2S Implementation
- Workplace Visual Management (Visual Factory)
- Kaizen Strategy Implementation
- Suggestion Scheme
- Innovative Leaders
OBJECTIVE :
Zero Breakdown: Maintenance is all about working for the ultimate goal with a winning maintenance strategy.
EXAMPLES :
- My Machine Campaign
- CLIT
- Machine Utilization Monitoring
- Machine Losses Reduction
- Breakdown Analysis
- Preventive Maintenance
- 3S ,4S & 5S for Machine & Office area
OBJECTIVE :
Zero Waste: To eliminate waste across entire waste value chains to the fullest extent possible through reuse and recycling. Zero Waste is more than just a problem of disposal but a need to reduce harm encompassing the entire life cycle of a product.
EXAMPLES :
- Time & Motion Study
- Lean Layouting
- ZCA (Zero Cost Automation) & LCA (Low-Cost Automation)
- Material Handling Optimization
- OEE/ OLE
OBJECTIVE :
Zero Accident: The risk of falling, risks related to electricity or handling of machinery, road hazards, and more. Every day, the awareness of each and every employee is essential to avoid accidents in the workplace and to prevent occupational illnesses.
EXAMPLES :
- OH & S Management System Implementation
- Safety KPIs
- Workplace & Safety
- HIRA
- Safety Signage Standardization
OBJECTIVE :
Zero Fatigue: Fatigue is a workplace hazard and can be associated with the safety and health of the worker. It affects the health and safety of the employee.
EXAMPLES :
- Scope Defining
- Workplace Ergonomics Analysis different Technical Score (REBA, RULA, WAS, HARM, NIOSH, JSI, KIM, EAWS, RAMP)
- OFI(Opportunities of Improvements) Points Sharing
- Support in Workplace Design Modification
- Final Audit
OBJECTIVE :
Zero Effect: To make the production process, product, environment friendly and good enough for social well being and sustainability of the environment.
EXAMPLES :
- Environment Policy
- Effect Impact Analysis & Life Cycle Assessment
- Energy Cost Optimisation
- Waste Management & Control
OBJECTIVE :
Zero Defect: Developing a product that has no defects but ensuring the quality standards and reducing the defects to a level of zero in the projects
EXAMPLES :
- Quality Management System Awareness
- Quality Performance (Quality KPI Development & Tracking )
- Non-Conformities Identification & CAPA Implementation
- Workplace Audit
- 7 QC Tools & 7 Management Tools
- Problem Solving & Poka Yoke
- Root Cause Analysis
OBJECTIVE :
Zero Loss: Zero Loss” is an aim/attempt to overcome such losses or minimize their effect up to great extent in order to reduce the manufacturing cost
EXAMPLES :
- Advance Lean Practices Implementation
- Manpower Rationalization
- Design & Process FMEA
- APQP
- Line Balancing
OBJECTIVE :
Zero Delivery / Failure: To accomplish the task within the lead time without failure in inventory time, WIP storage, logistics cost, and mapping of the steps a company takes to complete a certain process.
EXAMPLES :
- Value Stream Mapping
- Value Supply Chain Management
- Inventory Analysis & Management
- Process Mapping (BPM/BPR)
OBJECTIVE :
- 100% Sustenance
EXAMPLES :
- Employee Training & Re-Training
- DOJO Set-up
- Training Content
Case Studies
Material Handling and Process Automation
(India’s Largest Precious Metal Exporters)
Challenges :
- Extremely labor-intensive operations resulting in high costs
- High pilferage of precious raw materials
- Quarterly INR 40 Lacs of raw material unaccountable or pilfered
Approaches :
Tetrahedron helped the company to turn around the operations of the company in an industry which resistant to change. Following results have been achieved:-
Results :
- 15% reduction in Manpower; 20% reduction still ongoing
- Developed In-House Machines with the company’s engineers to Automate Workflow.
Manufacturing Excellence in Flock Manufacturing
(India’s Leading Velvet Cloth Manufacturing)
Challenges :
- Low Productivity Leading to Lower VAPE
- High WIP and Inventory due to improper Planning
- Manual Loading leading to high labor and time
Approaches :
Tetrahedron implemented S&OP to improve the Production planning reduce WIP reduction due to reduce order production mismatch, Designing of low-cost automation for material handling.
Results :
- VAPE improved by 17%
- WIP reduction by 23%
- Truck Loading Time Reduced by 28%
- Contract Worker Cost Reduction by 42% (18 to 10)
Benefits of Manufacturing Excellence
To adhere to Manufacturing Excellence in your organization
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