Always Making Progress

Always Making Progress

by Ian Madden
Released April 2022
Publisher(s): Productivity Press
ISBN: 9781000570175

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Book description

This book guides process-industry professionals from the implementation of the basic foundations of Continuous Improvement (CI) through to an organization where CI is a “way of life” and a defining feature of the culture of the organization.

The readers of this book are seeking solutions to such pressing issues as:

• Eliminating accidents and near misses.

• Reducing customer complaints.

• Improving customer delivery performance.

• Elimination of accidents and near misses.

• Reducing customer complaints.

• Improving customer delivery performance.

• Introducing new products.

• Improving staff productivity.

• Removing costs to meet the budget.

• Dealing with absence and poor morale.

• Improving staff retention.

This book provides them with guidance on how to address issues in these areas in a way that enables improvements to be realized quickly but not at the expense of a long-term goal of a sustainable Continuous Improvement culture.

In addition, this book presents the implementation of CI as a cyclical journey with no endpoint. The stages are ordered in a sequence that enables the reader to get started in their area of the company and build up the elements without the need for an overall organizational strategy at the beginning.

Continuous Improvement is a vast subject with many takes on principles, approaches, and tools. This book is about how all the fundamentals of these areas fit together and, as such, covers only some of them. However, within the bibliography, I have signposted the books that have guided me during my career and which go into the principles, approaches, and tools further.

Table of contents

  1. Cover
  2. Half-Title
  3. Title
  4. Copyright
  5. Dedication
  6. Contents
  7. List of Figures
  8. List of Tables
  9. Foreword
  10. Acknowledgements
  11. Author Biography: Who Is Ian Madden?
  12. 1 Introduction
  13. 2 How This Manual Is Structured
    1. 2.1 Always Making Progress
    2. 2.2 How Do All the Pieces Fit Together?
      1. 2.2.1 Inputs: Organisational Objectives and Priorities
      2. 2.2.2 Outcomes: Results, Workplace Transformation and Capability and Culture Development
      3. 2.2.3 Continuous Improvement Coaching
    3. 2.3 Leadership
    4. 2.4 Respect for People
    5. 2.5 The Continuous Improvement Journey
  14. 3 Business Analysis
    1. 3.1 Why Are Business Analyses Undertaken?
    2. 3.2 What Is a Business Analysis?
    3. 3.3 When Is a Business Analysis Undertaken?
      1. 3.3.1 Safety
      2. 3.3.2 Quality
      3. 3.3.3 Delivery
      4. 3.3.4 Cost
      5. 3.3.5 Morale
      6. 3.3.6 Organisation/Site
    4. 3.4 Where Is a Business Analysis Undertaken?
    5. 3.5 Who Undertakes a Business Analysis?
      1. 3.5.1 Roles
    6. 3.6 How Are Business Analyses Undertaken?
      1. 3.6.1 Scoping Review
      2. 3.6.2 Prepare Proposal
      3. 3.6.3 Final Pre-analysis Activities
      4. 3.6.4 Developing the Analysis Plan
      5. 3.6.5 Historical Performance Data Review
      6. 3.6.6 Activity Studies
    7. 3.7 Organisation Review
      1. 3.7.1 Strengths, Weakness, Opportunities, and Threats (SWOT)
      2. 3.7.2 Suppliers, Inputs, Process, Outputs, Customers (SIPOC)
      3. 3.7.3 People
      4. 3.7.4 Facilities
      5. 3.7.5 Lean Benchmark
    8. 3.8 Final Proposal Report
      1. 3.8.1 Recommendations and Conclusions
      2. 3.8.2 Cost–Benefit Model
    9. 3.9 Project Handover
  15. 4 Operational Management Facilitation
    1. 4.1 Why Is Operational Management Facilitation Undertaken?
    2. 4.2 What Is Operational Management Facilitation?
    3. 4.3 When Is Operational Management Facilitation Undertaken?
    4. 4.4 Who Undertakes Operational Management Facilitation?
    5. 4.5 How to Undertake Operational Management Facilitation?
      1. 4.5.1 Determine the KPI Structure
      2. 4.5.2 Identify the Review Structure
    6. 4.6 Common Review Meetings and Rituals
      1. 4.6.1 Create Terms of Reference
      2. 4.6.2 Build Visual Management
      3. 4.6.3 Train and Coach Teams
      4. 4.6.4 Ensure Sustainability
    7. 4.7 ‘Go See Walks Rota’
    8. 4.8 Sustainability Audit
  16. 5 Fundamental Continuous Improvement Tools
    1. 5.1 Data Capture Systems
      1. 5.1.1 Data Collection Plan
    2. 5.2 The Continuous Improvement Plan
    3. 5.3 Brainstorming
    4. 5.4 Data and Facts: Identifying Top Losses and Opportunities
      1. 5.4.1 Operational Gap
      2. 5.4.2 Strategic Gap
    5. 5.5 Detailed Process Mapping
    6. 5.6 Line of Sight and 3C Thinking
      1. 5.7 5 Whys and Fishbone Diagram
    7. 5.8 7+1 Wastes Review
    8. 5.9 Voice of the Customer
    9. 5.10 Prioritisation Using Impact and Effort Analysis
    10. 5.11 Problem-Solving Levels
    11. 5.12 Basic Problem Solving
      1. 5.12.1 Basic Problem-Solving Tracker Structure
    12. 5.13 Standard Routines
      1. 5.13.1 Standards Creation
      2. 5.13.2 Train the New Standard
      3. 5.13.3 Coach and Assess the Standard
    13. 5.14 5S
      1. 5.14.1 The Objective
  17. 6 Strategy Deployment
    1. 6.1 Why Is Strategy Deployment Undertaken?
    2. 6.2 What Is Strategy Deployment?
    3. 6.3 When Is Strategy Deployment Undertaken?
    4. 6.4 Who Undertakes Strategy Deployment?
    5. 6.5 How to Undertake Strategy Deployment
      1. 6.5.1 Gather the Information
      2. 6.5.2 Identify Business Priorities
      3. 6.5.3 Identify Objectives
      4. 6.5.4 Consult and Enhance
      5. 6.5.5 Identify Prioritise and Assign
      6. 6.5.6 Review and Manage
  18. 7 Improvement Activities and Projects
    1. 7.1 Value Stream Mapping
      1. 7.1.1 Introduction
      2. 7.1.2 Lead Time Reduction
      3. 7.1.3 Waste Identification
      4. 7.1.4 Value Stream Mapping Team
      5. 7.1.5 Which Value Stream Should Be Worked upon?
      6. 7.1.6 Value Stream Data
      7. 7.1.7 Calculating WIP Time
      8. 7.1.8 Current State Map
    2. 7.2 CI Project Management
      1. 7.2.1 Project Management Steps
    3. 7.3 DMAIC
      1. 7.3.1 Project Governance
      2. 7.3.2 Toll Gate Review Checklist
      3. 7.3.3 Toll Gate Stages
      4. 7.3.4 A ‘Sledgehammer to Crack a Nut?’
    4. 7.4 Kaizen Event
    5. 7.5 A3 Thinking
    6. 7.6 Set-Up Time Reduction
      1. 7.6.1 Phase 1
      2. 7.6.2 Phase 2
      3. 7.6.3 Phase 3
      4. 7.6.4 Phase 4
    7. 7.7 Levelling the Schedule
    8. 7.8 Failure Mode and Effects Analysis
      1. 7.8.1 Steps
      2. 7.8.2 Example
    9. 7.9 Line Balancing
      1. 7.9.1 Automated Processes
      2. 7.9.2 Labour-Intensive Processes
    10. 7.10 Total Productive Maintenance
      1. 7.10.1 Autonomous Maintenance
      2. 7.10.2 Planned Maintenance
      3. 7.10.3 Example of Criticality Analysis
  19. 8 Skills and Culture Development
    1. 8.1 Managing Behaviour
      1. 8.1.1 Tips for Success
      2. 8.1.2 Skills
      3. 8.1.3 Attitudes
      4. 8.1.4 Roles
      5. 8.1.5 Technology
      6. 8.1.6 Systems
      7. 8.1.7 Structure
      8. 8.1.8 Objectives and Values
      9. 8.1.9 Leaders!
    2. 8.2 How to Check If the Organisation Is Ready?
    3. 8.3 What If Continuous Improvement Has Failed a Few Times?
    4. 8.4 How Do I Know I’m Keeping to the Right Direction?
    5. 8.5 How Do I Hook in All the Departments?
    6. 8.6 Creating the Right Environment.
    7. 8.7 Barriers
    8. 8.8 The Application of Psychology
    9. 8.9 Use of Consultants
    10. 8.10 How to Sell Lean to the Food Industry
      1. 8.10.1 Where Do You Start?
      2. 8.10.2 Lean – Isn’t that Just for Car Manufacture?
      3. 8.10.3 Go and See
  20. Bibliography
  21. Index

Product information

  • Title: Always Making Progress
  • Author(s): Ian Madden
  • Release date: April 2022
  • Publisher(s): Productivity Press
  • ISBN: 9781000570175