A Merry Christmas to all……….. #pmot #in

projectsguru-santaPrior to volume launch of a product it’s always a good idea to review the project paperwork.

Check the risk log to ensure all have been mitigated against.

Check the project plan, no outstanding tasks to be completed.

Check Design and Process FMEA’s to make sure all concerns have been addressed.

Review Project costs, making sure they are they on track.

Then call the Chinese Elfish subcontractors and thank them for their efforts. The adoption of Lean manufacturing techniques certainly helped  to reduce costs and improve efficiencies and the product quality is certainly a damn site better, with SPC now in place on key processes we should expect ppm level failures on all toy manufacturing lines next year.

OK, the Reindeers are now fed and watered, breath visible in the cold still air, hooves pawing the frozen ground in anticipation, antlers glistening  and clanking together.

The sledge is loaded, harnesses in place. Presents and parcels of every shape bulging  out like walnuts in a sack.

The air is still and crisp, the stars twinkle in the deep, deep blackness of night. A faint tinkling of bells.

A last puff on the pipe, the long beard as white as the virgin snow against the deep red of the cape.

A crack of a whip and the sleigh begins to move across the hard ground, faster, faster increasing pace as the icy breath of the wind rustles through fur and fleece.

At last the hissing of the sleighs runners fades as it lifts into the air, the white landscape recedes and the sky gets even blacker, the stars shine like crazy diamonds.

“Now, Dasher!  Now, Dancer!  Now, Prancer,  and Vixen!  “On, Comet!  On, Cupid!  On, Donder and Blitzen!”

A faint cry echos across the frozen landscape…….

“A Merry Christmas to all and to all a Good Night !”

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1o ways to invigorate teamworking #pmot #in

teamworkMost people involved in New Product Development agree that best results are obtained when people work effectively in teams so here are 10 guaranteed ways to improve teamworking:-

1) Locate the team together in the same room. – If people sit together they work together. It is essential that the primary form of communication is face to face. There should be some allowance for privacy but any cubicle walls should be below head level.

2) Locate the Project Manager in the same room – As the Project Manager there may be a tendency to remain distant or aloof from the team. This is counterproductive and wrong. The Project Manager should be located in the same room as the team. If She has her own office the door should be left open to allow ready access. If She sits with the team there should be a private office available for personal discussion.

3) Hold regular team meetings – although there may be some resistance to this (too much work etc) it is essential that the team meet at least once a week to discuss project status.

4) Issue meeting minutes – It helps communication if everyone knows exactly what is expected of them following the team meeting. The minutes also act as a good crib for next weeks meeting.

5) Promote a democratic culture – environments where people feel free to speak their minds openly and honestly lead to faster problem solving and decision making.

6) Promote team activities – 5 a side football or similar activities are great if everyone is  fit and active but be careful to choose something EVERYONE can take part in otherwise you will alienate some team members and defeat the purpose. I have always found bowling to be a great choice which just about everyone can do.

7) Eliminate the Blame Culture – resist every opportunity to blame others and take responsibility for your own decisions. Blame Cultures are endemic in some organizations and will take time to be eradicated but the changes in performance will be immeasurable.

8) Listen twice as much as you talk – we all know the old saying about empty vessels making the most noise and no where is this more true than in Project Management.  Try really listening to people and see their reaction.

9) Put the Structure in place – whether its based on PRINCE2, Project Management Institutes PMBOK or some alternative combination, Teams are more effective when they no what the rules are.

10) Keep a sense of humour – as the Project Manager nothing upsets or disorients the Team more than a panicky Manager. Keep a sense of perspective, enjoy the fun bits and lead by example.

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10 tips for faster leaner new product development #in #pmot #lean

new-product-development

Bringing New Products to Market faster & more efficiently is even more critical as product life-cycles shrink so here are 10 tips for faster, leaner New Product Development:-

1) Nail the spec early – the sooner the product spec is finalised the smoother & faster the development will be. Less time & effort will be wasted debating the minutiae if the spec is closed early.

2) 5s the area – Apply the Lean principles of 5s (see earlier post) to remove unnecessary distraction and promote “clear thoughts”

3) Promote re-use in Design – to reduce design effort and make best use of proven and qualified technology.

4) Parallel Planning & Design – Design is normally the longest phase in New Product Development so why wait until the end of Planning to start Design. Start Design in parallel and adapt the plan when more is known about the length of the design phase.

5) Arrange Regular Reviews – during the Design phase and break the task into smaller “chunks”. Design is one of those tasks which has a tendency to expand to fill the time allowed for it.

6) Structure the Innovation process – ensure that Innovation board reviews are scheduled well in advance and board members have suitably qualified deputies so that stage gate reviews suffer no delays due to the absence of key personnel. The Innovation process should become Institutionalized.

7) Dedicated multifunctional Teams – are more effective than matrix teams  If resource allows.

8) Design for Manufacture – manufacturing & production engineers need to be involved in the product development process to ensure a smooth transition from development to manufacture.

9) Minimize interruptions & noise – in the product development area.

10) Promote a democratic involving Management style – to increase free discussion and mutual respect.

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5 #Lean principles….#in #pmot #6sigma

value-stream In their iconic book “Lean Thinking” Womack & Jones identified 5 Lean principles of fundamental importance.

1) Specify Value from the End Customers perspective. What does the End Customer actually want from the product or service. The only way to ascertain this is through the Voice Of Customer. We will expand on this in later posts.

2) Identify the Value Stream. This is the sequence of processes from raw material to the end customer which comprises Value Adding and Non Value Adding steps.

3) Make value Flow. The process should be continuous, avoiding batch production and queues, or at least minimizing them. Aim never to delay a value adding step with a non value adding step. If NVA steps are unavoidable they should be done in parallel with VA steps.

4) Operate via Pull not Push. The system should be driven by the customers demand avoiding unnecessary over production.

5) Strive for Perfection. Minimize defects and aim for Total Customer Satisfaction.

Adopting these 5 Lean principles leads to a Kaizen journey of Continuous Improvement.

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

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 ?

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

On target delivery

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 ?

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#Lean is #Green #in #pmot………………………

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

LEAN is Green

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.

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Insource or Outsource ? #pmot #in

Far East manufacture should not be the default option

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.

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pmot# Dealing with awkward buggers………

awkwardFirst 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

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Six Sigma & not a widget in sight………

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 !

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