Client facing a very strong market demand for all products from a particular plant: as they are strategic for the aerospace, nuclear & medical industries – “No plane flies without a product from this plant”.
There was an urgent need to accelerate the production ramp-up & reengineer the plant’s Target Operating Model in order to increase and to respond to the market’s expectations and customers’ requirements.
- Numerous and unclear productivity objectives were in place. It created confusion across the plant, not allowing managers to set up & challenge performance at the point of value creation.
- Need for improvement, data automation & intelligence in fundamental industrial operational excellence tools, performance metrics & routines.
- Suboptimal organization & utilization of the installed capacity, resulting in an inability to meet exploding market demand.
- Management & operators were overloaded with administrative & reporting tasks – high percentage of non-value activities, resulting in products with quality issues, & rework extended cycle time.
- Operational integrated planning process needed to be improved in order to reduce number of meetings, clear roles & responsibilities among areas & decision-making regards priorities resources.
- There was a need to level-up management skills, as the organization was catching-up, rather than pushing performance.
- The overall unsatisfactory performance culture created demotivation, low moral and tension among areas.
33% increase in throughput by helping accelerate aerospace’s ramp up after Covid
THROUGHPUT & PRODUCTIVITY
Definition of a single & common objective throughout the operational planning & scheduling process across areas.
Design & implementation of a weekly scheduling process incorporating supply volumes, outstanding amount, machine performance and available resources. This allowed the organization to make the right optimization choices, to identify priorities, set up and agree on weekly production targets.
Implementation of a performance management system with at his core a daily commitment from each operator toward their respective daily minimum target, closely monitored by each supervisor and where root causes are systematically reported, analyzed, and acted upon.
Through Industry 4.0 new leading KPIs were implemented alongside all other applications such as intelligence data automation & systems connection, advanced dashboards & reporting tools using existing clients’ Azure cloud architecture.
Development of a new Target Operating Model [TOM] as the reference for Operational Excellence maturity evaluation & performance sustainability.
TRAINING & COACHING OF SUPERVISORS
Training & coaching of the entire management team on Active Management principles with a measured average improvement of +50%.
Individual skills level were identified and followed by a 13-week field Coaching of all front-line supervisors. This program significantly improved their respective management skills and set up a continuous performance mindset & performance culture.
QUALITY « RIGHT THE FIRST TIME » & NON VALUE TASKS
Integration of all non-quality KPIs & action plans into daily & weekly performance meetings. This ensured that, at the operator level, all non quality root causes were identified, corrected, and monitored.
Identification & reduction of non-value-added tasks. It significantly decreased the time during which the attention of the operator was not focused on their primary task “produce without defects”.