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Join
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client network:
AlliedSignal
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Based
on our experience in plant operations
worldwide, we've identified 20 Best
Manufacturing Practices that are
attributed to world-class performance in
manufacturing.
Many
companies can rate "excellent" in a few of
the practices, but to be globally
competitive, plants must be proficient in
applying all or most of them to their own
operations. That is, world-class plants
must have capability in both Process
Excellence and People
Effectiveness.
Below
are the 20 Best Manufacturing Practices.
We have developed a Scorecard to help you
evaluate your current operating practices,
as well as a Survey to help you assess
actual performance, using KPIs.
- To
benchmark your current
practices, against others in
your industry, please click
here.
- To
benchmark your current performance
using KPIs, please click
here.
- To
learn about how Granite Bay can help
you successfully apply these practices,
please contact
us.
The
20 Best Manufacturing
Practices
1.
Lead Time Reduction
Focus
There
is a plant-wide objective to measure and
reduce internal lead times. Value stream
analyses provide a road map;
non-value-adding steps in the
manufacturing and administrative processes
are gradually eliminated; a "pull"
strategy is used where warranted; product
flow is increasing; and the facility is
producing to order rather than to
stock.
2.
Manufacturing cells (Focused
Factories)
The
facility is structured into product- or
customer-focused work areas where
possible, housing all operations to
manufacture a family of products. The
focus is on speed, quality and team-level
accountability rather than internal
efficiencies and machine standards. Office
operations are similarly structured to
streamline
flow.
3.
Associate
Engagement
Employees
and their leaders routinely work in
partnership and meet to discuss
objectives, solve problems and suggest and
implement improvements. Plant
communication is excellent,morale and job
satisfafaction are high and the shop floor
goes "above and beyond" to achieve
world-class performance.
4.
Strategic Inventory
Reduction
Raw
material, finished goods and
work-in-process inventories are reduced as
a result of strategic improvements in work
flow, waste elimination and supply chain
collaboration, rather than by arbitrary
mandate, inventory shifting or accounting
gimmicks.
5.
Cross-Functional
Teamwork
There
is a high level of teamwork and
coordination between organizational units
and strong internal customer-supplier
relationships. The result is quick action
on pressing organizational issues.
Traditional interdepartmental and
intershift rivalries have been replaced by
cooperation and collaboration. Support
functions act as subject matter experts in
"Centers of Excellence" to ensure
successful adoption of best
practices.
6.
Equipment/Process
Reliability
An
effective system is in place to maximize
equipment availability and efficiency.
Corrective, preventive, predictive and
autonomous maintenance practices are in
place. Maintenance and Operations work in
partnership to achieve world-class levels
of Overall Equipment Effectiveness (OEE),
with operators performing a vital tasks in
maintaining equipment
reliability.
7.
Quick
Changeover
Quick
changeover/SMED methods are employed to
increase equipment availability and
respond quickly and economically to
changing schedules and customer needs. The
goal is not to eliminate changeovers, but
to increase their
efficiency.
8.
High-Performance
Leadership
All
levels of plant leadership provide
effective coaching, training &
mentoring to subordinates, ensuring peak
performance, strong teamwork and a
skilled, engaged work force. Senior
management is committed to developing
highly effective leaders. Internal
communications are excellent, as rated by
the shop
floor.
9.
Continuous
Improvement
Employees
are engaged in CI projects and activities
on a regular basis. All teams meet to set
goals, solve operating problems and
implement corrective action. Improvement
efforts tie directly to the plant's
operating
objectives.
10.
In-Process
Quality
Product
quality is built-in at the operating
level. Employees have the ability and the
authority to make product quality
decisions in process and quality
management tools (SPC, error-proofing,
etc.) are in place and
effective.
11.
Optimal Shift
Schedule
For
companies that operate multiple shifts, an
effective 24-hour management system
provides the necessary support around the
clock. Shift schedules are in place that
meet both operational and employee needs.
The shift schedule allows for adequate
training, coverage, skills availability
and overtime minimization.
12.
Standard Operating
Procedures
The
plant is ISO (or QS) certified. Operating
procedures and quality standards are
consistent across work areas and shifts
and a formalized process is used to ensure
sustainability.
13.
Goal
Deployment
Key
performance indicators and shop floor
goals are in place for each area,
developed at the operating level and tied
directly to plant goals. The process is a
dynamic one that energizes and engages the
entire organization, and there is a clear
"line of sight" between individual/team
effort and plant
performance.
14.
Visual Management
Systems
Plant
and team scoreboards and other visual
means of controlling and improving
operations are used throughout the plant.
Operational status information is
available quickly and accurately to anyone
who needs it.
15.
Plant Safety, Loss Prevention
& Organization
Effective
training & awareness, thorough
incident investigations and a 5S/6S
organization program ensure an orderly,
efficient and safe workplace. The process
is a routine part of everyone's work
function and no longer viewed as an
"add-on".
16.
Incentives, Rewards &
Recognition
There
is an effective incentive and recognition
system that promotes continuous
improvement and rewards outstanding
individual, team and plant performance.
The process effectively engages the entire
organization, promotes the kind of
behaviors and activities that encourage
continuous improvement and is not viewed
as an
entitlement.
17.
Problem-Solving
Capability
Employees
at all levels are effective
problem-solvers and are able to utilize
Root Causes Analysis and Corrective Action
to solve many operational challenges. Such
efforts support the continuous improvement
process and have become a roujtine part of
everyone's job
function.
18.
Cross-training
& Multi-skilling
Multi-skilling
in each area provides the needed
flexibility to operate efficiently and
improve productivity, quality, cost and
delivery.optimize operating performance.
Training of all personnel, including the
plant leadership team, is a key
priority.
19.
Supplier
Partnerships
The
organization has collaborative, rather
than adversarial, relationships key
certified suppliers to continuously
improve material cost, quality
& delivery, benefitting all
parties. The emphasis is no longer on unit
pricing, but total procurement cost, which
includes pricing, logiostics, quality and
carrying
costs.
20.
World-Class Performance
Measures
A
world-class operation must have the right
performance measures in place - those that
reflect customer needs rather than
internal accounting standards. Performance
metrics measure performance against
world-class standards, are generated and
controlled by shop floor personnel and are
successful in rallying the entire
organization toward higher performace
levels.
For
a Benchmarking Analysis of your current
practices,
please
click
here.
For
a Benchmarking Analysis of your current
performance using KPIs, please
click
here.
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