book

Always Making Progress

by Ian Madden

April 2022

Intermediate to advanced

260 pages

4h 59m

English

Productivity Press

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2.1 Always Making Progress2.2 How Do All the Pieces Fit Together?2.2.1 Inputs: Organisational Objectives and Priorities2.2.2 Outcomes: Results, Workplace Transformation and Capability and Culture Development2.2.3 Continuous Improvement Coaching2.3 Leadership2.4 Respect for People2.5 The Continuous Improvement Journey
3.1 Why Are Business Analyses Undertaken?3.2 What Is a Business Analysis?3.3 When Is a Business Analysis Undertaken?3.3.1 Safety3.3.2 Quality3.3.3 Delivery3.3.4 Cost3.3.5 Morale3.3.6 Organisation/Site3.4 Where Is a Business Analysis Undertaken?3.5 Who Undertakes a Business Analysis?3.5.1 Roles3.6 How Are Business Analyses Undertaken?3.6.1 Scoping Review3.6.2 Prepare Proposal3.6.3 Final Pre-analysis Activities3.6.4 Developing the Analysis Plan3.6.5 Historical Performance Data Review3.6.6 Activity Studies3.7 Organisation Review3.7.1 Strengths, Weakness, Opportunities, and Threats (SWOT)3.7.2 Suppliers, Inputs, Process, Outputs, Customers (SIPOC)3.7.3 People3.7.4 Facilities3.7.5 Lean Benchmark3.8 Final Proposal Report3.8.1 Recommendations and Conclusions3.8.2 Cost–Benefit Model3.9 Project Handover
4.1 Why Is Operational Management Facilitation Undertaken?4.2 What Is Operational Management Facilitation?4.3 When Is Operational Management Facilitation Undertaken?4.4 Who Undertakes Operational Management Facilitation?4.5 How to Undertake Operational Management Facilitation?4.5.1 Determine the KPI Structure4.5.2 Identify the Review Structure4.6 Common Review Meetings and Rituals4.6.1 Create Terms of Reference4.6.2 Build Visual Management4.6.3 Train and Coach Teams4.6.4 Ensure Sustainability4.7 ‘Go See Walks Rota’4.8 Sustainability Audit
5.1 Data Capture Systems5.1.1 Data Collection Plan5.2 The Continuous Improvement Plan5.3 Brainstorming5.4 Data and Facts: Identifying Top Losses and Opportunities5.4.1 Operational Gap5.4.2 Strategic Gap5.5 Detailed Process Mapping5.6 Line of Sight and 3C Thinking5.7 5 Whys and Fishbone Diagram5.8 7+1 Wastes Review5.9 Voice of the Customer5.10 Prioritisation Using Impact and Effort Analysis5.11 Problem-Solving Levels5.12 Basic Problem Solving5.12.1 Basic Problem-Solving Tracker Structure5.13 Standard Routines5.13.1 Standards Creation5.13.2 Train the New Standard5.13.3 Coach and Assess the Standard5.14 5S5.14.1 The Objective
6.1 Why Is Strategy Deployment Undertaken?6.2 What Is Strategy Deployment?6.3 When Is Strategy Deployment Undertaken?6.4 Who Undertakes Strategy Deployment?6.5 How to Undertake Strategy Deployment6.5.1 Gather the Information6.5.2 Identify Business Priorities6.5.3 Identify Objectives6.5.4 Consult and Enhance6.5.5 Identify Prioritise and Assign6.5.6 Review and Manage
7.1 Value Stream Mapping7.1.1 Introduction7.1.2 Lead Time Reduction7.1.3 Waste Identification7.1.4 Value Stream Mapping Team7.1.5 Which Value Stream Should Be Worked upon?7.1.6 Value Stream Data7.1.7 Calculating WIP Time7.1.8 Current State Map7.2 CI Project Management7.2.1 Project Management Steps7.3 DMAIC7.3.1 Project Governance7.3.2 Toll Gate Review Checklist7.3.3 Toll Gate Stages7.3.4 A ‘Sledgehammer to Crack a Nut?’7.4 Kaizen Event7.5 A3 Thinking7.6 Set-Up Time Reduction7.6.1 Phase 17.6.2 Phase 27.6.3 Phase 37.6.4 Phase 47.7 Levelling the Schedule7.8 Failure Mode and Effects Analysis7.8.1 Steps7.8.2 Example7.9 Line Balancing7.9.1 Automated Processes7.9.2 Labour-Intensive Processes7.10 Total Productive Maintenance7.10.1 Autonomous Maintenance7.10.2 Planned Maintenance7.10.3 Example of Criticality Analysis
8.1 Managing Behaviour8.1.1 Tips for Success8.1.2 Skills8.1.3 Attitudes8.1.4 Roles8.1.5 Technology8.1.6 Systems8.1.7 Structure8.1.8 Objectives and Values8.1.9 Leaders!8.2 How to Check If the Organisation Is Ready?8.3 What If Continuous Improvement Has Failed a Few Times?8.4 How Do I Know I’m Keeping to the Right Direction?8.5 How Do I Hook in All the Departments?8.6 Creating the Right Environment.8.7 Barriers8.8 The Application of Psychology8.9 Use of Consultants8.10 How to Sell Lean to the Food Industry8.10.1 Where Do You Start?8.10.2 Lean – Isn’t that Just for Car Manufacture?8.10.3 Go and See

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Acknowledgements

The process of writing this book has highlighted how fortunate I have been to work for and with an extraordinary list of people. I am also grateful for the guidance and support my friends and colleagues gave me during the writing process. I would like to thank, in no particular order:

Richard Moseley: For supporting and encouraging my ideas on process design specification and feedforward control.
Steve Palmer: Helped me understand the need to be practical and pragmatic and to focus on what is really needed.
Nick Meakin: Gave me the real story on what it took to be an effective operations manager.
Terry Wilson: An extraordinary thinker who introduced me to the power of workforce empowerment.
Peter Bowen: For guiding me ...