An OPERATIONS

STRATEGY
 My Philosophy
• The individual elements of
Operations cannot function in People Process
Isolation
• A Culture of Sharing, Learning and
Teamwork
Machine
• Recognition of Strengths and
Weaknesses builds Capacity and
Capability
“Quality means doing it right when no one is looking”

“It is not the Employer who pays the wages. Employers only
handle the money. It is the customer who pays the wages.”
Henry Ford, 1843 - 1947
 CREATE ALIGNMENT
Operations Resources Business Strategy

• Equipment • Compliance (Food

• Raw Material Safety)
• Facilities • Reduction in Waste
• People (Increase in Yield)
• Policies • Increase and
• Procedures Consistency in OTIF
• Reduction in Lead
Times
The Strategy addresses…

 What are the Objectives?

 How does this contribute to the Business Strategy?
 How will I manage my Resources in pursuit of the Objectives?
 Operations Performance Objectives

1. Quality – To Specification and without error

2. Dependability – Deliver to promises
3. Flexibility – (a) Ability to change volume
(b) Change Manufacturing time
(c) Change mix of different products
(d) Ability to innovate and introduce new products
4. Speed / Throughput – Ability to do things quick in response to demand
5. Cost – Lowest Cost
 My Approach

Cumulative Capability
rather than “Trade-offs”

COST
FLEXIBILIT
Y
DEPENDABILI
TY
QUALIT
Y
 Align the People
to
Create Engagement

HR and IR
• Structure
• Role Profiles / Job Descriptions
• Management / Leadership
communication Quality
Guides
OEM
Training
PJO’s Gap
• Performance Measurement Analysis
People SOP’s

• Competence
• Skills Training
• Adherence
 Align the People
to
Create Engagement

 Management Operating System

 Leader Standard Work
 Gemba Walk (Regular Intervals)
 5S
 Short Interval Control
 Process Adherence
 Engagement
 Problem-solving Capability
 Visual Management

LEARNING COMPLIANCE PERFORMANCE

 Quick wins with People
 Evaluate Structure and give clear Direction on Roles and
Responsibilities
 Sensitize Leaders to MOS and SIC
 Implement Production Metrics and make it Visible

 Measurement
 Throughput
 Waste
 Quality adherence
Align the Process
and
Make the Constraint Visible

 Manufacturing Execution System

 Production Reporting
 Quality Reporting
 Process Standards
 Machine Downtime Reporting
Quick wins with Process

 Implement fundamental Reports and Escalation Procedure

 Engage with Teams on Benchmarking

 Daily Gemba Walk

 Communicate the Reports
 Align the Machines
for
Maximum Asset Utilisation

 Operational and Trouble-shooting

Manuals
 Maintenance & Lubrication
Schedules
 Centre-lining
 Critical Spare Parts and
Consumables
 SLA’s with OEM
Quick wins with Machines

 Record Downtime
 Engage with Teams on Ownership and Accountability
 Talk Quality

 Daily review of Downtime

 Conduct team-based 5 Why
 Key Performance Indicators
 SHEQ  Customer Service
 Reportable Incidents  OTIF (% of Orders)
 Compliance of In-Process Testing (% of Frequency)  Lead Time (Days)
 Internal Rejections and Product on Hold (Units)  WIP Level (Units or Hours)
 Remakes per day (% of Orders)
 Production
 Throughput (Units per shift)  Production Planning
 Yield (% of Throughput)  Capacity Utilization (% of Maximum Throughput)
 Speed (Units per hour)  Schedule Adherence (% of Work Orders)
 Average Setup Time (Minutes)
 Availability (% of Scheduled Time)
 Downtime ( Scheduled & Unscheduled)
 TPM adherence and execution Rate (% of Planned Tasks)
 Medium to Long Term Plan
FOCUS AREA DESCRIPTION DURATION RESOURCES
Evaluate Structure and Review Effectiveness INTERNAL
Role Profile and Job Description 3 - 9 MNTHS INTERNAL
CULTURE AND STRUCTURE
Change Management Process EXTERNAL PROVIDER
KPI and Objective Setting 1 - 2 MNTHS INTERNAL

Generate Skills Matrix 1 MNTH INTERNAL

Perform Gap Analysis INTERNAL
TRAINING AND DEVELOPMENT
Develop Training Interventions 3 MNTHS INTERNAL AND OEM
Establish Competence 2 MNTHS INTERNAL

Implement MES process 1 MNTH INTERNAL

MOS communication 1MNTH INTERNAL + EXTERNAL
PRODUCTION METHODS
Train and Coach Leaders INTERNAL + EXTERNAL
4 - 6 MNTHS
Motivate and Evaluate Implementation INTERNAL

Evaluate current practices 2 MNTHS INTERNAL

Communicate and Engage on TPM 12 MNTHS EXTERNAL
ASSET MANAGEMENT
Evaluate OEM Service Offering 3 MNTHS INTERNAL
Implement EAM System 6 MNTHS EXTERNAL
 OPERATIONS ROADMAP
• Improvement in Quality
Improvement Capability • Increase in Accountability
65%
60%
• Visible Leadership
• Improved Decision-making
50%
• Improvement in Available Time
40%
• Engaged Workforce
30%
• Multi-skilled Teams
20% 20% 20%

10%

PEOPLE PROCESS MACHINE  Quality Leader

 Increased Capacity
QW MTERM LTERM  Positive Culture
 Dependability & Flexibility
Preferred Supplier
Thank You

Questions