Achieving manufacturing excellence by implementing the tools and philosophy of the Toyota Production System (TPS), widely referred to as ‘lean manufacturing’.
Daily Management is more than just providing operators with information to stay on track, it’s about empowering them to make decisions in the moment and reacting realtime to solve problems as they occur. Our approach to daily management is connecting the people to a common goal, and changing the culture to keep your business moving in the right direction. AutoLean’s Daily Management Assessment will identify opportunities in following main areas of focus:
- Stability Tools
- OEE – Overall Equipment Effectiveness
- Cultural Barriers
- DMB & Visual Systems
By engaging machine operators in routine autonomous maintenance tasks, traditional maintenance personnel can focus on more advanced techniques such as vibration, thermalgraphic, lubrication and ultrasonic analysis programs to keep your machines in top notch condition.
However, evaluating gaps in inventory, training, and downtime collection can be overwhelming. Let us lend some guidance over your maintenance department, and help move your company towards a world class organization.
AutoLean’s TPM Assessment will identify opportunities in following main areas of focus:
- Planning & Scheduling
- Preventive & Predictive Maintenance
- Autonomous Maintenance
- Failure Elimination
Measuring process variables and system outputs are essential in ensuring that the business plan and customer requirements will be met. By establishing control limits for process variables, operators can take action before problems occur, and proactively prevent any impact to product quality or throughput.
Our services will establish control plans, reaction plans and management review processes such that all levels of your organization remain engaged to keep your process in control and capable.
AutoLean’s Daily Process Management Assessment will identify opportunities in following main areas of focus:
- Process Identification
- Control & Stability
Team work, personal discipline, improved morale, quality circles, and suggestions for improvement are all necessary components for a kaizen. Learning how to eliminate waste, implement 5S, and standardize work are all essential outcomes of a successful continuous improvement event. By training our clients on how to use the right tools, company leadership can motivate others, focus energy, and engage employees to achieve any objective quickly and efficiently.
Waste is systematically identified and eliminated using a hypothesis based improvement approach connected to business value. A3s are used at all levels in the organization to quickly, succinctly and visually communicate and reach a common understanding on improvement needs, problems, proposed solutions and action plans. The location has a strategic A3 that reflects the locations contribution to the business unit and corporate goals.
A common, structured, visual system is functioning to restore flow and solve problems using the scientific method. Problems are regularly solved to the root cause, close in time and location to the occurrence by people who do the work with built-in tests embedded. An effort is made to coach each person involved in problem solving.
Organizational capability and structure is in place to support problem solving efforts in a pre-specified timeframe when called upon.
Peoples’ work is predesigned so they recognize an inability to follow the design as an indication of a problem. The design is done to match customer demand, simplify work flow, balance work for efficiency, ensure quality procedures are followed, and facilitate safe work practices.