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Project Manager based in Manchester UK

7 deadly wastes……. #lean #6sigma #pmot #in

Posted on November 27, 2010 by admin

7muda

Toyota’s Taichi Ohno identified seven main sources of waste to be minimized in a Lean production system:-

Transportation

– the unnecessary movement of parts or materials. In our modern system of globalization where components are manufactured in many different parts of the world and transported to be assembled in a geographically remote location the opportunities for unnecessary transportation are endless. To minimize transportation waste we need to carefully analyze the origin of constituent parts and to identify opportunities for re-sourcing more local to final assembly.

Inventory – unnecessary inventory may as well be bags of cash. The operation needs to be streamlined to create a continuous flow minimizing inventory.

Motion – Any motion which is not adding value is Muda (waste) – for example if an operator has to repeatedly bend down to pick up a component this is unnecessary waste. The workstation should be designed to minimize unnecessary motion.

Waiting – time wasted whilst waiting for components, instructions, tools, indeed anything which is needed to maintain continuous flow is waste. If your organization is a service provider bear this in mind when designing systems to interface with customers. We all know the frustration of time wasted in a phone queue.

Overproduction – any production over and above the exact quantity the customer ordered is waste. The manufactured quantity should be pulled by the customer order.

Over-processing – the over embellishment or addition of none functional packaging is waste to be avoided and eliminated. What does the customer really want ?

Defects – all are waste and should be eliminated by the judicious use of 6 – sigma tools and Kaizen.

There are many other kinds of waste, which ones have you observed in your organization ?

chris@projectsguru.co.uk

www.projectsguru.co.uk

10 tips to ensure project delivery….#pmot #in

Posted on November 20, 2010 by admin

On target delivery

As Project Managers our business is project delivery. However some external suppliers are more reliable than others so here are 10 tips to ensure success:-

1) At the first sign of trouble arrange to have a face to face meeting with your supplier. It doesn’t matter if they are on the other side of the world, clear a space in the diary, book the flights and get in front of them. It will be worth every penny.

2) Raise your concerns in an open, honest none aggressive manner. By all means express your irritation but don’t blow your top – you will make yourself look foolish and unprofessional.

3) Identify the key stakeholders within your own organization who share an interest in the project.

4) Identify the key stakeholders in the supplier organization who share an interest in delivering the project.

5) Break the task down into manageable chunks and identify responsibility for each sub-task.

6) Insist the supplier provide a daily report of activity to be delivered at a specific time. This report should include a simple graphical representation (such as a bullseye chart) to indicate days ahead or days behind schedule. It should also stipulate actions required and responsibility. This report should be circulated to all key stakeholders. Accept no excuses for late or none delivery of this key report.

7) Following the face-to-face have a daily conference call. Do this whether there are any issues or not. 2 minutes passing the time of day reminds the supplier they are uppermost in your mind.

8) Identify Carrots and Sticks. What penalty clauses can you invoke ? What are the opportunities of new business ? Identifying them gives you additional leverage.

9) Make it easy for them – have they got a spec, is it up to date, is it comprehensive enough, do they understand exactly what is required ?

10) Don’t assume everything is the fault of the supplier, have you communicated clearly and concisely what your expectations are ? Have you paid each milestone on time ? Is the SOW & Contract clear ?

Some suppliers are always easier to deal with than others but employing the above tips should help. Have you got any more you could share ?

chris@projectsguru.co.uk

www.projectsguru.co.uk

#Lean is #Green #in #pmot………………………

Posted on November 9, 2010 by admin

One of the key benefits of adopting a LEAN strategy is the positive environmental impact it brings.

LEAN is Green

LEAN is all about minimizing waste and inventory and increasing flow in the workplace. LEAN is equally applicable in a manufacturing environment or in an Office.

If a LEAN strategy is adopted consistently then costs will be reduced by eliminating unneccessary waste and reducing inventory, this will have a direct impact on energy use and overall Carbon Footprint.

Value Stream Mapping allows process waste to be identified and Kaizen busts offer the opportunity for significant improvements in efficiency and further reduction in Carbon footprint.

Adopting a LEAN & Green process roadmap is a great way of ensuring that the strategy is uppermost in corporate minds and ensured of delivery.

chris@projectsguru.co.uk

www.projectsguru.co.uk

Insource or Outsource ? #pmot #in

Posted on November 5, 2010 by admin

Far East manufacture should not be the default option

Over the last 14 years Manufacturing in the U.K has shrunk from a respectable 28% of GDP to today’s all time low of 10%.

So maybe it is time to rethink our outsourcing strategy ?

Over the years we have become very complacent in the U.K about manufacturing, and in many respects have given up the ghost. We have blithely subcontracted all of our manufacturing operations with no long term view of the consequesnces. We have given away millions of jobs for a short term monetary gain and are now reaping the rewards of an economy built on sand.

Outsourcing to the Far East should NOT be the default option. We need to look at the alternatives and take the following into consideration:-

1) Compare Apples with Apples – just because the Direct labour Cost may be cheaper in the Far East what about the support costs. It is inevitable that a subcontracted operation will need more indirect suppport, sometimes more than you could possibly imagine, and this cost needs to be accounted for somewhere.

2) Is the Quality of the product really going to be the same ?- how will you ensure this ?

3) Cost of shipping – with rising fuel costs have you taken this into consideration ? you need to understand the cost per unit shipped.

4) Environmental Policy – How does the transport and distribution of products across the world fit in with your Environmental Policy – if you want customers to “buy in” to your Environmental Policy it needs to be credible and any offshore manufacture and transport should be accounted for in your overall Carbon Footprint.

5) Time of shipping – can you afford to delay initial deliveries while they are on the Sea for 5 weeks or do you want to pay extra for air freight to ensure fast delivery ?

6) Have you considered the cost of Import Duties ?

Consider the success of some of our best industries in the U.K – auto manufacture, Aerospace, telecommunications, mobile phones etc etc

Outsourcing should remain a key component of our manufacturing strategy but should note be the default option. We need to challenge the assumption that manufacturing will be subcontracted by asking the right questions.

chris@projectsguru.co.uk

www.projectsguru.co.uk

pmot# Dealing with awkward buggers………

Posted on October 28, 2010 by admin

awkward First of all please let me apologize for the use of the word “buggers” which some of you may find offensive but I just couldn’t think of another term (apart from an even more offensive B term) to describe those people who are just plain damn awkward.

You know the ones I’m talking about, they just won’t “play the game” or “go with the flow”, they have to disagree with everyone and cause a row about the slightest thing, in fact they “create a bloody mountain out of a mole hill” the awkward buggers.

And you know what, a lot of these people are Engineers. They are so damn clever they just won’t go along with what I want them to do without causing an almighty row about it.

They won’t sign the project through to the next stage because they’re not happy with some bloody thing.

They won’t put that product into volume production because they think we could improve some damn thing no-one even cares about.

And they want to keep improving the product performance even though it already meets the bloody customer spec !

So how should we deal with them ?

I’ve had a few ideas over the years, involving rat poison, sawing through brake pipes and accidents on the stairs.

But you know what I’m going to do now ?

L-I-S-T-E-N

that’s right listen.

Because I’ve come to realize some of those buggers are awkward for a good reason, and I want to know what it is

chris@projectsguru.co.uk

www.projectsguru.co.uk

Six Sigma & not a widget in sight………

Posted on October 25, 2010 by admin

call-centre-worker When we think of Six Sigma we often picture “widgets” and manufacturing processes. This is because of the history of Six Sigma snd it’s origins with Motorola and electronics manufacturing.

Nowadays Six Sigma is just as likely to be applied in Service Industry Oganizations.

One example is the Insurance Industry. In this highly competitive business customer focus and satisfaction are key. So how would Six Sigma be applied in this situation ?

In Six Sigma we need to measure a key parameter which is important to the end Customer, so in this example we could pick the number of days between reporting a claim and receiving financial settlement.

We would then look at all the factors in the claims process which influence the end result. By removing sources of defects and delays within the process we could then streamline it so that the customer receives consistent and timely service. Once the process was in control we could introduce SPC on our key parameter to maintain Statistical Control.

….and not a widget in sight !

chris@projectsguru.co.uk

www.projectsguru.co.uk

LEAN doesn’t work….

Posted on October 19, 2010 by admin

LEAN workers need training

…unless the workers on the “front line” are given the autonomy and authority to make key decisions about product quality and the structure of their work. They also need the authority to be able to stop the line should a quality issue occur.

LEAN only works when the workers are enmeshed in the decision making process and their responsibilities rewarded with more secure contracts and conditions.

Some organizations try to introduce LEAN on a piecemeal basis but this will only lead to disappointment. In order to implement a LEAN strategy successfully workers need extensive training in order to exercise their autonomy effectively. This means a real commitment from Management to Training and personal development.

An effective LEAN strategy depends on a complimentary commitment from workers and management.

chris@projectsguru.co.uk

www.projectsguru.co.uk

The Jaguar roars…..

Posted on October 17, 2010 by admin

Jaguar XF - a great example of new product development success

This weekend jaguar Land Rover announced that it had reversed its threat to close one of its U.K plants and, even better, said that it would create thousands of new jobs including 1500 at it’s plant at Halewood on Merseyside.

Barely 2 years after fears that Jaguar Land Rover might fold Q2 profits of £233 million have boosted confidence in the future of the luxury car market.

A large part of this success is due to innovative new product development and in particular the success of the new XF range.

According to data from the European Automobile Manufacturers’ Association (ACEA), the number of Jaguar’s being registered in Western Europe in April rose 70.3 per cent year-on-year – way above any other volume manufacturer.

Jaguar have addressed one of the main concerns amongst luxury car consumers – the trade off between performance and fuel consumption. The XF does a staggering 0 – 60 m.p.h in 5.3 seconds and still manages a meagre 47 m.p.g.

Jaguar have demonstrated how investment in innovation and new product development can bring success even in the most difficult of economic climates.

chris@projectsguru.co.uk

www.projectsguru.co.uk

Stop trade with China Now ?

Posted on October 8, 2010 by admin

Today’s news that the Chinese dissident Liu Xiaobo has been awarded the prestigious Nobel Peace Price for his peaceful resistance to Chinese oppresion and work for Human rights has raised the heat on the debate – “Should we stop trade with China now ?”

Most people are aware that the vast majority of Western companies outsource manufacturing operations to China for cost reasons and perhaps it is time we began to seriously question this strategy. Have a look at any company’s website and you will find a description of the company’s environmental policy but you will be hard pressed to find any information about the company’s attitude towards democracy or human rights. If we are so concerned about Global Warming and it’s impact on the planet perhaps we should also be paying more attention to which regimes we do business with.

Of course the opposite argument is that by doing business with China we are helping to raise living standards which will inevitably lead to greater pressure for democracy and human rights.

However it would be nice to know that the debate had at least taken place and to see some kind of clear policy on company websites regarding human rights policy.

What do you think ?

Join the debate on Twitter now @projectsguru

chris@projectsguru.co.uk

www.projectsguru.co.uk

Ed – tell us what you will do for manufacturing ?

Posted on September 26, 2010 by admin

Now that Ed Miliband has being elected Leader of the Labour Party perhaps we should expect some real policies to revive the U.K manufacturing industry. Ed has mentioned “broadening the industrial base” but there is precious little on the official Labour Party website to illustrate what this means.

The last Labour Government presided over the biggest decline in manufacturing industry EVER ! from 28% GDP in 1996 to a pathetic 10% in 2010.

“So what ?” you may ask.

Well, manufacturing is important for the following reasons:-

1) Jobs tend to be higher paid than those in administrative rolls.

2) Every job in manufacturing creates 10 others in the Supply Chain.

3) Products manufactured in the U.K generate important foreign income and reduce the trade deficit.

4) Making things generates a sense of self worth and pride.

5) Manufacturing provides valuable Tax revenue.

If we seriously want to reduce the current account deficit and claw our way out of recession we need some real policies to revive the manufacturing sector based on new product development and innovation.

So Ed – tell us what you will do for manufacturing ?

chris@projectsguru.co.uk

Amberhill Associates Ltd ©️Chris Robinson

Great projects, on cost, on time, every time. call 0775 172 2603

Author Archives: admin

About admin

7 deadly wastes……. #lean #6sigma #pmot #in

10 tips to ensure project delivery….#pmot #in

#Lean is #Green #in #pmot………………………

pmot# Dealing with awkward buggers………

Six Sigma & not a widget in sight………

LEAN doesn’t work….

The Jaguar roars…..