Hey, there
is a lot of wisdom to that saying, “Money talks,
….”. If what was believed to be a $30K
opportunity, is found to be a $300K opportunity,
endorsement form the top down and commitment to
understanding will more likely follow. Just as the
leaders who sell a program to the facility must be
able to prove the true value, the mechanism must be in
place to report the true results. TDC bridges the gap
between data collection, software/hardware and an
improvement program such as Lean manufacturing. I have
outlined below some clear concise steps that will lead
you to a world class status.
- Use a process flow
chart and identify your bottlenecks
- Adopt information
standards in your existing and future systems
- Predetermine the
"True" cost of downtime for each profit
center category
- Use OEE to benchmark
and identify areas of opportunity
These guide lines are
self sustaining. Most have identified their
bottlenecks. Just make sure you haven’t overlooked
one hanging on a wall, in a back room, or outside the
building. I have talked about identifying the True
Cost, so the appropriate priorities are set. Next,
I’ll comment a little on adopting standards and
using OEE.
Standards
Actually a combination
of two methods are used to bridge the gap between data
collection and management technique. Strict usage of
TDC metrics and data sharing standards like MIMOSA.
Implementation of programs like TPM, requires the
proper structure, measures, information and
commitment. Only using vague, generalized tools like
OEE to base day to day financial decisions on, can
cost thousands to millions. Build your facility on
rock; build it on standards.
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