Achieving Operational Excellence in Manufacturing

Wisconsin School of Business

How long?

  • 3 days
  • in person

Wisconsin School of Business

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Who should attend

This program will help plant managers, operations managers, industrial and manufacturing engineers, continuous improvement professionals, value-stream leaders, and Lean Six Sigma Green and Black Belts improve continuous improvement results.

About the course

In the manufacturing industry, to obtain shorter lead times with high levels of quality and on-time delivery while increasing inventory turns and workplace morale requires a strategy that improves processes within and among sales, marketing, engineering, supply chain management, and production operations. It takes a system-wide view.

Achieving Operational Excellence in Manufacturing teaches Flow, a continuous improvement model that integrates elements of Lean, Six Sigma, Operations Excellence, Quick-Response Manufacturing, and Theory of Constraints to improve a company’s ability to realize meaningful results across the entire value stream from its continuous improvement efforts. A system-wide approach toward process improvement is reached.

How You Will Benefit

  • Learn a continuous improvement model to engage team members in elevating value-stream performance
  • Understand the interdependence among visual workplace, batch size, change over, facility layout, planning and scheduling, and equipment maintenance
  • Gain knowledge of lean tools that promote product quality
  • Learn an approach to technology selection for closing gaps in quality and productivity
  • Identify the key elements of a performance feedback, reward, and recognition process that promotes team member engagement and continuous improvement

Curriculum

Day 1

Leadership Tools to Communicate Continuous Improvement to Your Organization * Learn the Four Elements of the Lean Enterprise Management System * Understand the Five Principles of Lean * Learn Flow—an interdependent model for achieving operational excellence

Project Selection * Select a part, product, customer family, or value stream * Create a project charter and A3 documents * Begin value stream mapping

Flow—Information and Asset Management * Understand the role of 5S and Visual Workplace * Understand lot size and its impact on lead time and inventory * Optimize workplace layout * Learn the significance of setup reduction * Begin leveling and synchronizing work * Develop equipment maintenance plans to achieve reliability

Day 2 Flow—Process Predictability

  • Lean tools that promote process predictability
  • Visual workplace
  • Five whys
  • Standard work
  • Mistake proofing

Flow—Technology Selection and Integration * Understand technology’s impact on improving performance * Evaluate high-tech vs. low-tech philosophy * Use Theory of Constraints (TOC) to manage bottlenecks

Flow—Performance Measurement and Feedback System * Develop KPIs that support flow and system improvement * Evaluate management intervals and the role that leadership has on success * Review cost accounting considerations that support flow

Day 3 Flow—Total Participation * Learn to overcome the “program of the month” * Define cross-sectional roles * Understand valuing and managing personalities * Learn to realize and sustain improvements * Evaluate approaches to project selection and management * Understand Lean daily management

Achieving Operational Excellence in Manufacturing at Wisconsin School of Business

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