“Operational Excellence is when the efforts throughout the organization are in a state of alignment for achieving its strategies and where the corporate culture is committed to the continuous and deliberate improvement of company performance AND the circumstances of those who work there – to pursue ‘Operational Excellence by Design‘ and not by coincidence.”
-Joseph F Paris Jr; Chairman, XONITEK® Group of Companies
Continuous Improvement Assessments:
The Rally-Point of the Journey
By Joseph Paris; Chairman, XONITEK Group of Companies
So, you are thinking about embarking upon a Continuous Improvement (CI) Journey at your company. Or, more than likely, you are going to be RE-embarking upon a CI Journey at your company.
But where do you start? At the beginning, of course…
“A journey of a thousand miles begins with a single step.” – Lao Tzu
But is it enough to take that first, single step? Is it as important, if not more important, to know where you are going? How are you going to get there? What provisions and skills might you need on the journey? Do you think that Edmund Hillary woke-up one morning, decided he was going to be the first to scale Mount Everest, and by the end of the afternoon he was on top of the world?
No Sir. As with Hillary and Everest, your CI Journey needs preparation – and lots of it.
The first step in preparing for your CI journey is to define your destination (your strategy). Where are you going? This needs to be defined up-front so that you can measure progress against the plan.
I write a lot of articles in which I address the issues and concerns of warehouses, distribution centers and manufacturing. In case you haven’t noticed – domestic manufacturers are facing a world of hurt these days. And I have heard every reason imaginable as to why domestic manufacturing is in such a state. Much of what I have heard I am afraid to say is whining, complaining and a lot of excuses. To hear US manufacturers tell it, all their woes stem from three bogeymen: foreigner companies, unions and the government.
In fact, US manufacturers have some huge advantages in the marketplace, but they won’t or can’t seem to exploit them.
Creating FLOW is crucial to becoming LEAN; but how do you do this? This article describes an approach that at first seems ridiculous and stupid but more and more companies are finding it actually works.
What is lean? The majority of people when asked this question reply “waste elimination”. This is true. However, Taiichi Ohno’s original definition of lean was “the complete and thorough elimination of waste to reduce the timeline from receipt of customer order to delivery“. To achieve this more complete definition necessitates the creation of product flow achieved through the implementation of leveled production.
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(FREE) Live Webinar: October 2nd, 2013A panel of experts discusses how the profit velocity metric can be used to optimize customer, product and asset mix and increase cash contribution in high mix, asset-intensive manufacturing companies.