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© 2015 Chartwell Consulting Limited. All Rights Reserved.
London Berlin Zurich
CHARTWELLCONSULTING
Many of the Chartwell improvement projects will include an element of
planning effectiveness.
Frequent plan changes and unnecessary process set ups can be
avoided through the careful use of production planning.
Whether your business manufactures to customer orders or to stock,
these simple rules will help determine improvements in your planning
approach in order to efficiently deliver what your customers require.
1. SCHEDULE FULL USE OF THE BOTTLENECK PROCESS
If you have a multi-stage process, understand the location of the
bottleneck and its capacity. Plan the schedule for this process: the
bottleneck alone will determine your factory throughput, be comfortable
with non-bottleneck processes not being fully utilised.
2. LIST ALL JOBS IN ORDER OF PRODUCTION PRIORITY
Build up the priority of work orders based on specific business planning
rules, for many businesses that will include customer delivery dates or
minimum stock levels. Understand how to optimise this sequence to
gain efficiency and reduce cost.
3. FIX A PERIOD WHERE NO CHANGES ARE ALLOWED
It's tempting to believe that frequent plan changes mean you are more
nimble and better to deliver customer needs, often the truth is last
minute changes are driven by a response to an earlier failure. Create
a window of certainty when everyone knows the plan will not change.
A week is a good starting point for many businesses.
Each department with visibility of the plan can then locally optimise their
processes, resources and costs.
If your business genuinely requires capacity for expedited orders then
ensure the plan keeps some time free for these emerging orders, though
use caution, many businesses think they need an expedited order
capacity but in truth they don't.
4. SCHEDULE SHARED WITH ALL FEED AREAS
Determine the one plan and share with all areas, include sales,
production, finance and procurement. Do meet regularly to review the
plan beyond the fixed window, this is the opportunity to reshuffle, add
line hours and improve the sequence. A single weekly meeting is
sufficient for all parties to optimise and agree the plan prior to fixing the
next week.
5. TRACK PROGRESS OF FEED AREAS.
The non-bottleneck processes will have to complete their work in
sufficient time to keep the bottleneck running. Simple self-planning
processes like kanban are ideally suited here. Do monitor and share
progress so emerging problems can be anticipated. Avoid unnecessary
extra schedules - one plan plus kanban is sufficient for a car assembly
plant, so do you really need to generate 5 production schedules in a
small job shop?
6. LOG REASONS FOR FAILURE TO ACHIEVE PLAN.
Finally, now you have a functioning production plan, you'll want to
ensure it incrementally improves, just like your production improvement.
Track your ‘Performance to Plan’ metric and review reasons for failing
to meet the plan, prioritise the largest problems first, be that sales
forecast data, machine changeover time or problem suppliers. Solve
problems and design weakness out of the business process.
Six simple rules which mean the difference between calm, efficient,
good customer service and chaos.
NEWSLETTER OCTOBER 2015
BERLIN OFFICE
NEWS
WEBSITE TRAINING
THESCIENCEOF PLANNING
© 2015 Chartwell Consulting Limited. All Rights Reserved.
London Berlin Zurich
CHARTWELLCONSULTING
OUR NEW WEBSITEPlease have a look at our new website. The designer interviewed our
clients, network and recruits to find out what you want from our website.
It turns out, rather than reading about what we think, you're more
interested to hear what our existing clients have to say about us. So we
listened, and we acted, the new website is full of case studies, client
comments and real examples, far less of our views about ourselves.
There's a relief.
www.chartwell-consulting.com
NEWSLETTER OCTOBER 2015
WHY CHARTWELL?Most people's experience of Chartwell will have been as a member of
an improvement team delivering a 20% to 50% increase in performance,
or perhaps receiving an opportunity assessment showing previously
unseen business potential. Our clients understand what we do and how
we do it, we also think it’s important to understand why we do it?
In all our endeavours, we firmly believe there is always morepotential and we believe in challenging the status quo.
The need for genuine improvement is greater than ever, despite years
of industry investment with continuous improvement and lean, we know
there remains a great well of untapped potential in most organisations.
The potential for improvement is vast and for those organisations who
capitalise on this, the competitive advantage can be game changing.
We recognise that productivity growth is the fundamental driving force
for our clients, for industry and for the wider economy. For decades we
have studied the underlying reasons which determine an organisations
rate of productivity growth and we are recognised as industry leaders
in this field.
We have a determination to get others to improve organisations, we
have a successful method that delivers fast results and we want to pass
this on to as many people as we can. The more people really improving
the better and stronger we as a society become as productivity grows
across a wide front.
Our team is carefully selected based on their technical skills and their
ability to influence change in others. Our approach to challenging the
status quo is derived from 200 projects over decades of experience and
study.
Our clients trust us to uncover substantial hidden potential in their
organisations and to show their people how to deliver a sustained, step
change in the financial performance of their organisations.
Not all improvement approaches are the same, what makes Chartwell
different is partially due to scale, we expect larger results, we expect
faster improvements and deeper changes in organisations, but the
Chartwell difference is more than just larger, faster, deeper.
The difference is also about confidence, we are led by people with
decades of hands on delivery expertise, clients trust us to deliver
tangible results and we provide an underlying guarantee that puts our
fees at risk.
Together we can achieve much more.
LONDON
Richmond Bridge House419 Richmond Road
TwickenhamTW1 2 EX
+44 (0) 208 296 1854
BERLIN
Unter den Linden 1010117 Berlin
Germany+49 (0) 30 60984 90211
ZURICH
Sihleggstrasse 23CH-8832 Wollerau
Switzerland+41 (0) 43 888 0710
© 2015 Chartwell Consulting Limited. All Rights Reserved.
London Berlin Zurich
CHARTWELLCONSULTING
MEDICA PACKAGINGwww.medicapackaging.com/
Medica Packaging is a specialist manufacturer of cartons, leaflets and
labels for the healthcare and pharmaceutical markets. It can trace its
history back to 1922 and was at one time part of the Wellcome
Foundation.
Medica Packaging separated from the Benson Group in October 2014
and is now an independent specialist packaging provider managed by
the investment firm, Sullivan Street Partners.
Sullivan Street called on Chartwell when faced with an urgent need to
increase capacity to meet anticipated growth in sales in an accelerated
timeframe. Medica has a very capable workforce with a strong quality
focus, previous attempts to create a culture of continuous improvement
had plateaued.
Chartwell's objective was to develop lasting structures, systems and
training to drive ongoing improvement, while simultaneously ensuring
the program delivered real results. The 'Growth Through Excellence'
team focused on fulfilling the growing customer demand and high
service expectations, in two months they delivered a 35% increasein capacity.
You can read more about the Medica project on the Chartwell website,
including interviews with client team members,
"It's incredible to see people make amazing changes which even
they didn't think they could achieve"
John Bath CEO Medica Packaging
NEWSLETTER OCTOBER 2015
NEW STARTERSSeptember is always an exciting time in the Chartwell diary, we have
the first group of this year’s graduates join the team. Rebecca, Joe, Rob
and Chris have all joined us from Cambridge University, they have
qualified with degrees in Science and Engineering. After a summer of
travel and rest they can now look forward to an intense and demanding
training period, both in the classroom and on client’s sites.
REAL PROBLEM SOLVING COURSEThe other special event in September is our 'Real Problem Solving'
Training at the HCF CATCH facility in North East Lincolnshire. The
course was very successful with advanced technical problem solving for
four of our new Associate Consultants and seven industry participants
from: BASF, Bombardier, Aesica and Taylor Bins.
Due to the popularity of this course we expect to run the session again
in March 2016, so get in touch if you would like to book a place.
PROFIT
CLIENT
RESULTS
PERFORMANCEPRODUCTIVITY
If you are in terested in jo in ing the next
course p lease get in touch:
results.now@chartwell-consult ing.com
“The course was one of the best I have ever at tended,
the professional ism of the environment and team was
second to none.
Thank you”
Emma Stephenson Asset Manager, BASF
© 2015 Chartwell Consulting Limited. All Rights Reserved.
London Berlin Zurich
CHARTWELLCONSULTING
BERLIN OFFICE NOW OPENThe new German practise has officially opened for business. The office
is based in Berlin and headed up by Dr Steffen Kusterer and Ewald van
Ravenswaay. If you would like to know more about how Chartwell can
help your German operations, please get in touch.
Dr Steffen Kusterer [email protected]
NEWSLETTER OCTOBER 2015
TRAININGANDY
+44 (0)7773 816701
TRAININGJAKE
+44 (0)7501 818 642
TRAININGADRIAN
+44 (0)7702 444 744
TRAININGEWALD
+41 (0)79 920 4030
We Help Leaders to Raise thePerformance of their Organisation
Typically a 20% to 50% increase in
productivity, performance and profit
in weeks not years
Create a lasting legacy of ongoing improvement
Results underpinned by our performance guarantee
In the last 12 months our projects delivered an annual return on fees in the range: 4 to 18