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Over the past decade people have worked hard to reduce excess capacity
and inventory fat. These initiatives have led to improvements in
operational efficiency. They are important steps toward competitiveness.
To create a manufacturing process that is continuously adaptive,
companies must –
• Outsourcing
• Inventory reduction in RM, WIP, Stores, Finish Godown
• Line setup time reduction
• Natural grouping
• Productivity
• Production Increase (at constant value)
• 5 'S'
Key Strategic issues
QUALITY IMPROVEMENT
• Continuous Improvement
• Bench Marking
• Single piece flow (SPF) system
• Cost of Quality
• Defining
• Ask the most frightening and fundamental
question to define the organisational goals. e.g.
not just the usual questions about how we can
do this operation better, but whether we
should be doing it at all. e.g. outsourcing.
• Define the standards and objectives from
customer's point of view.
• Define products and services from the point of
view of what the customer wants, not from the
point of view of what the company can do.
• Productivity
• Reduction in manpower.
• Increase in production.
• Plant layout change to minimise material handling.
• Outsourcing
• Non-productive activities e.g. distribution, cleaning,
gardening, security etc.
• Finish components.
• Tool Room activities.
• Semi-finishing machining operations.
• New Product Development
• Developing new products as per market demand.
• Bench Marking
• Setting world class standard in manufacturing.
• Continuous Improvement
• Adopting mistake proofing techniques.
• Improving machine conditions by Kaizen,
retrofitting, changing hydraulic circuits, converting
the machine in NC / CNC controlled.
• Increasing Ppk.
• Productivity
• Reduction in manpower.
• Increase in production.
• Plant layout change to minimise material handling.
• Outsourcing
• Non-productive activities e.g. distribution, cleaning,
gardening, security etc.
• Finish components.
• Tool Room activities.
• Semi-finishing machining operations.