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Operations Excellence
   Fundamentals



          1
DETAILED PROCESS FLOW FOR OPERATIONS EXCELLENCE

                                                                                                                  Follow-Up/Report
                   Forecast                            Plan            Assign
               MARKET                                                                            ACTION LOG
                                                                                                                      MONTHLY MASTER
               ANALYSIS
Executive                                             MASTER
                                   COMPANY                                                                            SCHEDULE REVIEW
                                                     SCHEDULE
                                    GOALS                                                                                 MEETING
                 SALES                                                                                                                          SAVINGS
               FORECAST                                                                                                                       EVALUATION

                                                                                                                                            VARIANCE
                                                                       EXPECTATIONS
                                                                                                                                           SUMMARIES

                                                                                                 ACTION LOG                             MANAGEMENT
                                                                                                                                          REPORT
                                                                                                                      WEEKLY
                                                                                                                    MANAGEMENT
                                                                                          Make an Impact              MEETING
                                                                                      Continuous Improvement
                                                                                              Process
            TWO WAY COMMUNICATION




Manager                                                                                                                                WEEKLY
                                                                                                                                      OPERATING
                                                                                                     ACTION LOG                        REPORT

                                                                                                                                           VARIANCE
                                                    DEPARTMENTAL
                                                                                                                                          SUMMARIES
             DEPARTMENTAL                             MONTHLY/
                                                                                          Make an Impact
                 GOALS                                 WEEKLY                                                          WEEKLY
                                                                                       Continuous Improvement
                                                        PLAN                                                         DEPARTMENT
                                                                                              Process                  MEETING


                                                                      EXPECTATIONS



            TWO WAY COMMUNICATION


                                                                                                                           VARIANCE
                                                                                                                            REPORT
                                                                                                                                          DAILY
                                                                          DAILY
                                                         WORK
                 AREA                                                                                                                   OPERATING
                                                                       ASSIGNMENT
                                                         PLAN
                 GOALS                                                                                                                   REPORT
                                                                           PLAN
                                                                                                    ACTION LOG
                                                                          WORK
Supervisor                                                            INSTRUCTIONS
                          MANLOAD / NORMS                     V   L                                                      DAILY
                          CREWING GUIDE/CONVERSION CHART      O   O                         Make an Impact              REVIEW
                                                                        SCHEDULE
                          RATED MACHINE SPEED / CREWING       L   S                      Continuous Improvement         MEETING
                                                                        CONTROL
                          CHANGE-OVER PROCEDURES / TIME
                                                              U   S                             Process
                          PREVENTATIVE MAINTENANCE SCHEDULE
                                                              M   E
                          FLEXIBILITY CHART
                                                              E   S
                          EMPLOYEE TRAINING PLAN
                                                                              UPDATE LOSSES WITH LATEST IMPROVEMENTS
OPERATIONS EXCELLENCE OBJECTIVES

•   To coordinate & align the corporate strategy (mission, vision and
    values) of the organization with operations execution across all
    Departments and/or Regions of the enterprise

•   To ensure the right thing reaches the right place at the right time
    with the correct number of trained people available to handle the
    planned level of work

•   To provide a vehicle for Management to communicate and
    cooperate across Departments (no Business Area can work
    effectively in isolation)

•   To ensure that each person involved with the System must know
    and use the System
                                    3
IF ONE OF THE LINKS IS REMOVED FROM THE CHAIN,
             THE CHAIN IS BROKEN !




                     4
OPEX Highlights


• Reporting & the Management
  Cycle
• What is Reporting
                                 TODAY’S
                                 LESSONS
• Using Reports
• Examples of OPEX Reports
• Guidelines for Reports


                           5
The Principles of the Management Cycle
 • The Primary Responsibility of Management is the
 Pro-active Control of Work
 • Management Control is achieved through the
 Effective use of the Management Cycle
                                              Natural Division
                      Forecast / Plan




                                        Assign / Execute
           Report



                      Follow-up
Natural Division
                           6
The Principles of the Management Cycle
Forecast /   Specific Events & Timeframe
             needed to meet scheduled
Plan
             forecasts.

             Assignments necessary to
Assign /
             achieve plans on schedule.
Execute

             Assure continual effective and efficient
Follow-up
             utilization of resources

             Measure compliance of assignments on a
Report
             scheduled basis according to Standard
             Operating Procedures while providing value-
             added activities to the process.
                           7
Reporting and the Management Cycle

• Reporting is an element of the Operations
Management Cycle, when the Cycle is broken
Management cannot and does not effectively
occur


                               Plan and
   Forecast                    Schedule



                               Assign and
   Follow-up                    Execute

                     8
Reporting and the Management Cycle

Follow an Executed Plan and Follow-up is
essential to understand the results!
              •   Was the Forecast good?
              •   Was the Plan effective?
              •   How was the Scheduling?
              •   Did we Execute effectively?
              •   Was Follow-up timely?

              WE “FOLLOWED-UP” AND USED
              ACCURATELY REPORTING
                        9
Reporting and the Management Cycle


      Report completion
    “Does not end the Task!”


       •   Reports require evaluation
       •   Identify what went well
       •   Identify what can be improved
       •   FOLLOW-UP and FOLLOW-UP



                  10
What is Reporting ?

• Presenting actual results

• Showing variances to plan

• Identifying opportunities

• Development of resolutions

• Supporting operating systems

• Creating historic data


                           11
Reporting Used as a Thermometer

• Reporting determines focus

• Assists management follow-up

• Provides summaries of facts

• Base point for analysis

• Reporting modifies behaviors

• Enhances forecasting & planning

• Paints honest picture of situations
                            12
Using Your Reports

• Reports are Communications
• Reports request assistance
• Review with source authors
• Know report limitations
• Understand report’s calculations
• Understand meaning of the numbers
• FOLLOW-UP     FOLLOW-UP      FOLLOW-UP


                       13
Examples of OPEX Reports

• Daily ~ Weekly Operating Report
    This is used to track individual Business Unit performance
    against a Base & Goal, on a Daily Weekly basis. It is used
    by the Operations Leader.

• Management Report
    This is used to track Total business performance (all areas).
    It reports ALL Key Performance Indicators. It is used by the
    Business Unit Leaders and Upper Management.

• OPEX Visual Dashboard Display
    This is used to graphically display key information at the Point of
    Execution, including Area specific Key Performance Indicator
    Metrics and Action Items identifying appropriate Corrective Action
    where needed.
                                 14
Guidelines for Preparing Reports

• Ensure compliance to gathering process

• Deliver complete & correct data

  -   Review and edit data
  -   Does the data make sense
  -   Check the math
  -   Is it understandable
  -   Did we FOLLOW-UP!!!

• Deliver data on-time
                         15
The Three C’s



    COMPLETE CONCISE CORRECT
•   Have all the numbers been entered?
•   Did we re-check all calculations?
•   Did we correct suspect information?
•   Did we check with sources of reference?



                     16
Key Performance Indicator Trend Analysis
Productivity     Utilization

                               Identify what change in the process has taken place and proceduralize.
                               Was it a result of better record keeping?
                               Was it a result of better supervisory follow up?
Productivity      Efficiency
                               Need to understand what is happening to indirect activities:
                               Was the decrease in value added indirect activities resulting in short term gains at the
                               expense of long term sustaining gains?
                               Was the decrease in non-value added indirect activities?
                 Efficiency
                 100%          Are the standards correct? Base change only on direct observations.
                               Has there been a change in the process to caused an improvement?
                               Are there short cuts taking place that could result in quality issues?
                  Efficiency
                     100%      Have problems been identified and quantified?.
                               What are the action plans that have been identified and what is their status?
                               Are there training that need to be addressed?
Attainment      Overtime
                               If attainment is over 100%, why is there and increase in overtime?
  100%                         Are we over capacity due to future capacity constraints, past due back logs, or because
                               we are ignoring the schedule?
                               Is the floor in danger of stock outs?
                 Attainment
                               Are we in danger of missing customer requirement dates?
                     100%
                               Does the floor need to work overtime to make up the low attainment?
                               Have customers been notified if their orders are going to be late?
                               Does the floor have a utilization or efficiency problem?



                                                   17
DASHBOARD
    OPERATIONS EXCELLENCE (OPEX)

         KPI                           Action Item
      Dashboard                        Dashboard
• Attainment                      • Variance Log Summary
• Utilization                     • Variance Trend Graphs
• Efficiency                      • Action Items Log
• Productivity                    • Detailed Action Plans
• Yield                           • Results
• Scrap
• Forecast Accuracy



Roles & Responsibilities           Roles & Responsibilities

 Updated Daily / Weekly by             Updated as needed
    Shift Supervisors



                             18

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OPEX Basic Training

  • 1. Operations Excellence Fundamentals 1
  • 2. DETAILED PROCESS FLOW FOR OPERATIONS EXCELLENCE Follow-Up/Report Forecast Plan Assign MARKET ACTION LOG MONTHLY MASTER ANALYSIS Executive MASTER COMPANY SCHEDULE REVIEW SCHEDULE GOALS MEETING SALES SAVINGS FORECAST EVALUATION VARIANCE EXPECTATIONS SUMMARIES ACTION LOG MANAGEMENT REPORT WEEKLY MANAGEMENT Make an Impact MEETING Continuous Improvement Process TWO WAY COMMUNICATION Manager WEEKLY OPERATING ACTION LOG REPORT VARIANCE DEPARTMENTAL SUMMARIES DEPARTMENTAL MONTHLY/ Make an Impact GOALS WEEKLY WEEKLY Continuous Improvement PLAN DEPARTMENT Process MEETING EXPECTATIONS TWO WAY COMMUNICATION VARIANCE REPORT DAILY DAILY WORK AREA OPERATING ASSIGNMENT PLAN GOALS REPORT PLAN ACTION LOG WORK Supervisor INSTRUCTIONS MANLOAD / NORMS V L DAILY CREWING GUIDE/CONVERSION CHART O O Make an Impact REVIEW SCHEDULE RATED MACHINE SPEED / CREWING L S Continuous Improvement MEETING CONTROL CHANGE-OVER PROCEDURES / TIME U S Process PREVENTATIVE MAINTENANCE SCHEDULE M E FLEXIBILITY CHART E S EMPLOYEE TRAINING PLAN UPDATE LOSSES WITH LATEST IMPROVEMENTS
  • 3. OPERATIONS EXCELLENCE OBJECTIVES • To coordinate & align the corporate strategy (mission, vision and values) of the organization with operations execution across all Departments and/or Regions of the enterprise • To ensure the right thing reaches the right place at the right time with the correct number of trained people available to handle the planned level of work • To provide a vehicle for Management to communicate and cooperate across Departments (no Business Area can work effectively in isolation) • To ensure that each person involved with the System must know and use the System 3
  • 4. IF ONE OF THE LINKS IS REMOVED FROM THE CHAIN, THE CHAIN IS BROKEN ! 4
  • 5. OPEX Highlights • Reporting & the Management Cycle • What is Reporting TODAY’S LESSONS • Using Reports • Examples of OPEX Reports • Guidelines for Reports 5
  • 6. The Principles of the Management Cycle • The Primary Responsibility of Management is the Pro-active Control of Work • Management Control is achieved through the Effective use of the Management Cycle Natural Division Forecast / Plan Assign / Execute Report Follow-up Natural Division 6
  • 7. The Principles of the Management Cycle Forecast / Specific Events & Timeframe needed to meet scheduled Plan forecasts. Assignments necessary to Assign / achieve plans on schedule. Execute Assure continual effective and efficient Follow-up utilization of resources Measure compliance of assignments on a Report scheduled basis according to Standard Operating Procedures while providing value- added activities to the process. 7
  • 8. Reporting and the Management Cycle • Reporting is an element of the Operations Management Cycle, when the Cycle is broken Management cannot and does not effectively occur Plan and Forecast Schedule Assign and Follow-up Execute 8
  • 9. Reporting and the Management Cycle Follow an Executed Plan and Follow-up is essential to understand the results! • Was the Forecast good? • Was the Plan effective? • How was the Scheduling? • Did we Execute effectively? • Was Follow-up timely? WE “FOLLOWED-UP” AND USED ACCURATELY REPORTING 9
  • 10. Reporting and the Management Cycle Report completion “Does not end the Task!” • Reports require evaluation • Identify what went well • Identify what can be improved • FOLLOW-UP and FOLLOW-UP 10
  • 11. What is Reporting ? • Presenting actual results • Showing variances to plan • Identifying opportunities • Development of resolutions • Supporting operating systems • Creating historic data 11
  • 12. Reporting Used as a Thermometer • Reporting determines focus • Assists management follow-up • Provides summaries of facts • Base point for analysis • Reporting modifies behaviors • Enhances forecasting & planning • Paints honest picture of situations 12
  • 13. Using Your Reports • Reports are Communications • Reports request assistance • Review with source authors • Know report limitations • Understand report’s calculations • Understand meaning of the numbers • FOLLOW-UP FOLLOW-UP FOLLOW-UP 13
  • 14. Examples of OPEX Reports • Daily ~ Weekly Operating Report This is used to track individual Business Unit performance against a Base & Goal, on a Daily Weekly basis. It is used by the Operations Leader. • Management Report This is used to track Total business performance (all areas). It reports ALL Key Performance Indicators. It is used by the Business Unit Leaders and Upper Management. • OPEX Visual Dashboard Display This is used to graphically display key information at the Point of Execution, including Area specific Key Performance Indicator Metrics and Action Items identifying appropriate Corrective Action where needed. 14
  • 15. Guidelines for Preparing Reports • Ensure compliance to gathering process • Deliver complete & correct data - Review and edit data - Does the data make sense - Check the math - Is it understandable - Did we FOLLOW-UP!!! • Deliver data on-time 15
  • 16. The Three C’s COMPLETE CONCISE CORRECT • Have all the numbers been entered? • Did we re-check all calculations? • Did we correct suspect information? • Did we check with sources of reference? 16
  • 17. Key Performance Indicator Trend Analysis Productivity Utilization Identify what change in the process has taken place and proceduralize. Was it a result of better record keeping? Was it a result of better supervisory follow up? Productivity Efficiency Need to understand what is happening to indirect activities: Was the decrease in value added indirect activities resulting in short term gains at the expense of long term sustaining gains? Was the decrease in non-value added indirect activities? Efficiency 100% Are the standards correct? Base change only on direct observations. Has there been a change in the process to caused an improvement? Are there short cuts taking place that could result in quality issues? Efficiency 100% Have problems been identified and quantified?. What are the action plans that have been identified and what is their status? Are there training that need to be addressed? Attainment Overtime If attainment is over 100%, why is there and increase in overtime? 100% Are we over capacity due to future capacity constraints, past due back logs, or because we are ignoring the schedule? Is the floor in danger of stock outs? Attainment Are we in danger of missing customer requirement dates? 100% Does the floor need to work overtime to make up the low attainment? Have customers been notified if their orders are going to be late? Does the floor have a utilization or efficiency problem? 17
  • 18. DASHBOARD OPERATIONS EXCELLENCE (OPEX) KPI Action Item Dashboard Dashboard • Attainment • Variance Log Summary • Utilization • Variance Trend Graphs • Efficiency • Action Items Log • Productivity • Detailed Action Plans • Yield • Results • Scrap • Forecast Accuracy Roles & Responsibilities Roles & Responsibilities Updated Daily / Weekly by Updated as needed Shift Supervisors 18