Your company is only six steps away from increased efficiency and better profitability.
To achieve this, you will not have to invest in new machines or equipment, neither let personnel go or move your operation.
Instead, this is about using your machines more efficiently, reduce the wastage of resources and structure the improvements.
Through INVID’s six valuable created steps we can create the required conditions to be able to reduce wastage in the form of i.e. too much bound capital, long leading times, overproduction, overtime, extra shifts, laid manufacturing, material wastage etc.
Because of this you can increase the operating margins and the return of the working capital.
How efficient is your machinery?
Is it possible to manage production in Sweden? Of course it is!
The prise is very important, but quality, service, reliability and delivery precision are equally important as well. Therefor it’s vital to learn how to use already existing resources in a cleverer and more efficient way.
To find out how the real world is behaving is easy. Simply measure real values and build the improvement based on facts.
INVID’s e-Pi system gives information based on facts which is built on the TAK/OEE principle. When INVID has provided for companies facing bigger investments, the machine which is the tightest machine in the production – and which is also the machine one thought was producing around the clock – shows a result under 40% in worst cases.
With facts in hand, it’s easy to make decisions: invest 2,5 million kr in a new machine which also generates 40% or instead optimize your existing machine making it generate 80%.
The result in these cases will be the same.
Is your machinery on half speed?
By being foolish your company will lose money every time the smallest intermission occurs. Therefor it’s extremely important to establish what actually is causing the efficiency wastage.
Implement value stream mapping
A useful method for identifying the root of a problem and finding out the causes for why you, i.e. can’t reach maximum machine capacity, is by implementing value stream mapping.
These value stream mappings mean dividing the processing parts of today in two categories – value created and wastage.
Visualize the product
Visualization of the production is an important tool for everybody to be familiar with the goals that have been set – and the extent of which they should be achieved.
Too often personnel go to work and perform admirably for the company, without this being noticed.
An occurring problem during the manufacturing rarely gets noticed either, until much later.
Put together a workshop
To implement a workshop is one of the best ways for the company to reach results with the work improvement. It is also a great method to make use of the capacity of the personnel in the best way possible.
The Andon system
INVID work with the latest tools within web applications and integrate both data from manufacturing and business systems into our own systems.
Everything according to the requirements of the client. Besides visualization we also generate reports and statistics of the company’s KPI-numbers automatically.
When the identification of the sources of error has been established it is important to assess in what order the problem should be handled, and which resources should be implemented to reach the best possible solution.
An important input during this process is a realistic perspective, where one valuate how many measures, and in what pace, one can handle the implementation of the change management.
Knowledge benefits your machinery
To reach success in the long term with the improvement, and by that get a head start in terms of your competitors, the improvement process must be structured before getting started.
Almost everything is about getting it right from the beginning. Many disorders are because of misunderstanding of the customer's requests, or because the specifications of the client's request is not thoroughly enough for the entire chain of processto understand and by that doing it correctly.
One of the final goals by structuring the improvement process is to gain a automotive and renewed improvement work.
You have to be aware of that lack of knowledge, except lack of motivation, is one of the biggest reasons for disorders and wastage.
Therefore, within every team, you have to determine which areas of qualification are necessary to manage effective manufacturing and thereafter cater eventual training needs.
To create drive in the improvement work and the teams, is based on raising the motivation and the commitment among the co-workers, by a management philosophy based on: Reliance, Support, Motivation, Reward and Challenges – in that order.
The way of working is based on that the operators in the first line shall improve and navigate their own groups and routines according to the company’s overall policies, goals and thoughts of improvement.
During the beginning the improvement leader has to actively participate in the team meetings to create structure and understanding of the work of improvement, and also to help the team members to identify abruptions and waste.
Many small improvements, within the team, may on its own seem to have little effect, but all together will bring results.
Create a steering group
To be able to meet the requirements that companies are facing today, you must together create a culture within the company where the co-workers actively and independently carry on the improvement work, for increased efficiency and profitability.
The conditions to achieve this culture are already created on an organizational level. The management must agree 100% on the changes that will be implemented.
Organisationally this steering group will consist of the entire (or parts of) the management team, and the improvement leaders of the teams. The purpose with the steering group is to coordinate and make decisions about the activity’s improvements, and monitor its development.
If you have identified errors, flaws and/or waste, of the kind that will not be solved immediately, there are usually a contribution of an intern or extern improvement leader that is needed. That leader is in turn backed up by a very committed management.
Managed by the improvement leader goal orientated teams are put together, with right qualifications, mandate and tools, to later implement measures.
The road towards a self-going improvement work is based on the will of the operators in the front line to improve and manage their own groups according the guide lines of the operation.
By giving more control and authority to the operators doesn’t mean that the management loses their control, instead they have more time focusing on overall development within the company.
Implement improved measures
Under the leadership of the improvement leader the teams will perform improvements.
There are usually needs of testing a solution on a smaller area, before implementing it on a bigger one. Avoid shortcuts and compromises. Create solid solutions and first make sure the quality is accurate.
This will automatically create increased productivity in the long run. Make sure putting effort in to make the problem vanish forever. Start by eliminate one problem completely instead of trying to eliminate several.
There are no shortcuts to happy customers and desired profitability.
Emergency services via mobile
A vital reason for machine downtime is the wait for an operator to arrive. Within many companies, the operator is furthermore usually responsible for several machines.
A simple error which only take seconds to fix, can lead to 15-20 minutes intermission because no one has noticed that the machine has stopped.
Despite lights and information boards machines can be idle for a longer period of time without any measures.
Make the operators observant via mobile phones or pagers. This is an investment worth doing.
INVID has developed mobile apps which alarms through text message or “push notifications” to an iPhone.
We also offer traditional pager equipment as an alternative.
Did it turn out in terms of decreased wastage, motivations among co-workers, results, competitiveness etc.?
If not, analyse why and adjust the method or try a different solution.
An ongoing process
Improvement work is an ongoing process.
When we now have gone through the first five steps, we need to do a follow up and evaluate the positive aspects and what can be improved during this process.
Then there is only to get ready to yet again start over at step 1. The road to effective machine hours is certainly not straight.
There are many obstacles and pitfalls along the road and perhaps many co-workers won’t be on board right away. Therefore, it’s very important that we never give up, but evaluate and repeat the process.
INVID is always near
If you will need help along the way INVID is always near. We offer education, consultation and support within all six steps.
With a support agreement we give:
Our training programs:
We offer our customers professional help within the areas of production technology, vision technology, steering technology and system integration between software.
Welcome to contact us to receive more information about us and our services.
+46 31-301 05 20
Topasgatan 1, 421 48 Västra Frölunda