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Parsec Automation Corp 2012. All rights reserved. Parsec Automation Corp., Parsec logo, and Parsec product names are trademarks of Parsec Automation Corp. References to other companies and their products use trademarks owned by the respective companies and are for reference purposes only.
TABLE OF CONTENTS
HABIT 1: DONT FALL INTO THE HIGH EFFICIENCIES TRAP ................................................................................... 1 HABIT 2: ASSEMBLE CROSS-FUNCTIONAL IMPROVEMENT TEAMS ......................................................................... 1 HABIT 3: DEFINE FOCUSED AND ACHIEVABLE GOALS ............................................................................................. 1 HABIT 4: USE AUTOMATED KPI-BASED METRICS .................................................................................................... 2 HABIT 5: SELECTIVELY INVOLVE OPERATORS IN THE DATA COLLECTION ................................................................ 2 HABIT 6: ROOT CAUSE ANALYSIS OF THE PRODUCTION LOSSES ............................................................................. 3 HABIT 7: RECOMMEND AND IMPLEMENT CHANGES THAT DELIVER SUSTAINABLE PRODUCTION IMPROVEMENT 3 HABIT 8: CONSIDER INCENTIVE PROGRAMS TO INCREASE MOTIVATION ............................................................... 4 HABIT 9: BENCHMARK WITH OTHERS IN YOUR INDUSTRY ..................................................................................... 4 ABOUT PARSEC ...................................................................................................................................................... 5 TERMS AND CONDITIONS OF USE .......................................................................................................................... 6
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OEE, so they institute a 10 percentage-point improvement goal for the year. It must be understood that improving OEE from 30, to 40 percent is the equivalent of asking production to increase output by one-third in a year. Depending on the industry, state of current assets, resources, and infrastructure, this may not be reasonable in that time frame. A better way is to set specific goals for each of the OEE Components (Availability, Performance, and Quality) based on the starting point. For example, the above manufacturer may consider improving Availability by 5 points from 50 percent, Performance by 3 from 66 percent, and Quality by 0.5 from 97 percent. Achieving these goals would improve OEE by 5 percent and provide the ability to either increase the output, or reduce production time, by over 15.5 percent. While challenging, its an achievable goal that would result in a significant return on investment.
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recording/acknowledging/categorizing events and performing root-cause analysis) during production. Continuous improvement teams MUST have the ability to non-intrusively ask their operators for the vital information that will help to improve or eliminate production losses. This is what is meant by selective involvement. Typical process automation alarm systems are often ignored, but a system that requires minimal, yet effective involvement will be more readily accepted and used. When you use a real-time performance management system that selectively involves the operator, it shows that you are serious about your continuous improvement program, and that you value the positive role operators may play in its success. Many manufacturers have realized significant percentage-point improvements for this very reason.
Habit 7: Recommend and Implement Changes That Deliver Sustainable Production Improvement
You must use cross-functional teams to analyze the root causes of production losses, prioritize the issues to be addressed, and establish a consensus before implementing changes in order to improve your chances of success. But how do you do this? Some companies have weekly meetings for their cross-functional improvement teams. During the week, they enter the issues and suggestions into a database, which are then reviewed during the weekly meeting. Consensus is achieved before changes are implemented. Others have developed Intranet sites where they record the issues that they would like the Continuous Improvement Team to address. These methods are very effective because they keep the teams focused on those priority issues that will yield the most valuable results. Once changes are made, it is important to continually measure the performance to confirm that the changes resulted in a sustainable improvement. Remember, continuous improvement effort is just that: CONTINUOUS!
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By applying these Nine Habits of Highly Effective Continuous Improvement Teams, you will lay a solid foundation for success. Put together a cross-functional team, use accurate, real-time performance information to support these teams, monitor, implement, and control your corrective solutions, and you will take your continuous improvement program to new heightsguaranteed!
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ABOUT PARSEC
Parsec Automation Corp. (Parsec) is the developer of TrakSYS, the leading real-time operations and performance management software. Manufacturing companies worldwide rely on Parsec for flexible and configurable tools to execute manufacturing operations across the value stream more effectively. Without production disruption, TrakSYS helps manufacturers to significantly improve asset utilization and efficiency, increase capacity with no new capital equipment, reduce production costs, decrease lead time, and improve profitability. With measureable ROI, TrakSYS delivers the bottom-line results that manufacturing companies are looking for. For more information about Parsec, please visit the corporate Web site at www.parsec-corp.com.
2012 Parsec Automation Corp. All rights reserved. TrakSYS, LOGICTrak, MODELTrak, INTELLITrak, GLOBALTrak, EVENTTrak, ALERTTrak, SENSORTrak, LEANTrak, PRODUCTTrak, WEBTrak, HISTORITrak, AUDITTrak, IMPROVETrak, SPCTrak, BATCHTrak, and any other Parsec products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of Parsec Automation Corp. All other products and service names mentioned are the trademarks of their respective companies. Data contained in this document serve informational purposes only. Nine Habits of Highly Effective Continuous Improvement Teams
All print and electronic rights are the property of Parsec Automation Corp. 2012
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