actually carried out at all, were carried
out at the recorded times or that the
recorded results were the actual results
seen/measured.
Secondly, even in a moderately sized
manufacturing operation 100s or even
1000s of sheets of paper, containing
many thousands of test results, can
be created every week so, even if
the recorded data can be completely
relied upon, it is just too time
consuming to analyse and prioritise
into improvement actions. Where such
analysis and prioritisation is attempted,
the analysis is available too late to be
Critics might argue that electronic
recording of tests can take as long
as paper recording, but this is to
miss the point. The improvements
in operational discipline alone are
incomparable with paper recording,
but the importance of automatic
analysis of test results, prioritisation
and distribution to those who can make
best use of the information, cannot be
overstated.
One specialist malt whisky bottler
started this journey with us 6 years
ago, when their net annual profit was
of value within a fast moving factory
operation.
Key to resolving many of these
problems is to move away from
paper recording, to automate testing
and production line set up wherever
possible (minimising operator error)
and arrange off-line testing through
operator friendly devices such as touch
screen industrial computers, computer
tablets, etc.
Computerisation just to minimise
paper, however, is not nearly enough.
The selected computerisation must
£2 million. By the end of 2014 this
annual nett profit had risen to £14
million on the same turnover, and
they are not finished yet. This is just
one example of the true power of
electronic, real time information to
a company committed to the lasting
benefits of lean manufacturing.
It would be unfair to give the
impression that such radical
improvements can be achieved simply
through the installation of even the
best factory floor computer system.
They can’t. Getting the team on board
address the key issues in order to
maintain and even heighten cross
functional awareness, enforce high
levels of operational discipline and
accountability and make necessary
actions clear and concise to minimise
errors of judgement.
Making operational issues and
improvement opportunities Headline
News in real time, across the company
Intranet and on large factory screens,
ensures that the whole operational
team are simultaneously informed
about current production status.
from the outset through communication
of objectives, training, coaching and
sharing in the successes achieved
is absolutely crucial to successful
outcomes. Great automated systems
alone cannot achieve and sustain
“Lean” objectives, the people are the
essential ingredient that makes the
difference between success and failure
all the way from the top floor to the
shop floor.
Roy Green,
Harford Control Ltd,
August 2015
Issue 17 PECM
45