Ratchet Up Performance

Details

Parent Category: Courses

Category: Ratchet Up Performance

• Dates: 3 day training workshop
• Location: In Company Course
• Cost: £4500 up to 10 Delegates

This is a course designed to provide Operational Leaders with a "how to guide" to build on existing good practices and progress towards zero breakdowns and then no touch production.

At the heart of this TPM glide path is the systematic development of front line team and team leader capabilities.  The outcomes are higher levels of effectiveness, increased capacity, flexibility and lower costs.  As important are the gains made by releasing Leader and Specialist time to focus on future growth.

• Learn how to Ratchet up effectiveness as part of the daily routine
• Understand The TPM improvement glide path and leadership role making progress along it
• Know how to use TPM to develop cross functional high performance teamwork
• Be able to develop a practical programme to deliver zero breakdowns and optimised asset effectiveness.

• Course Overview

  The Route Map to Zero Breakdowns and Beyond

  This is a course designed to provide Operational Leaders with a "how to guide" that positions where you are today and how to make progress towards zero breakdowns and then no touch production.

  The success of TPM is due to the recognition that few of the problems which impact on reliability can be resolved by purely technical improvements.  At the heart of this TPM glide path is a Leadership journey to systematically develop the front line team and team leader capabilities in the table below. 

  Capability	Competence
  1A: Maintain basic conditions	Able to reduce accelerated wear and set standards to sustain basic conditions
  1B: Prevent mis operation	Able to simplify complex processes to make it easy to do right, and easy to learn
  2A/B: Enhance process control.  Reduce need for technical judgement.	Run trials, enhance process control, upgrade visual indicators, transfer routine tasks to front line team.
  3A/B: Improve operability and maintainability	Able to systematically reduce the number of unplanned and then planned interventions
  4A/B: Deliver new asset capabilities	Able to target capital investment to deliver a step change precision, material yield and reduce quality defects.

  Table 1: Front line team and team leader competency development steps

  Course topics include how to develop teams through these competency levels and how to fundamentally change the work environment from reactive to proactive.  The outcomes are higher levels of effectiveness, increased capacity, flexibility and lower costs.

  As important is how to use the gains made to release time for leaders to focus on future growth and for support functions roles to step out of the policing role to one of guiding progress towards the full potential of the value adding process. .

  The course includes the use of a TPM review framework to benchmark the current status and develop a practical leadership agenda to guide progress towards first stable and then optimised operational performance.

  That includes practical processes to lock in the gains and redirect specialist and management time to make better use of their knowledge and experience.

  Why attend this workshop?

  Why attend?

  Participants will:

  • Learn how to systematically stabilise and ratchet up effectiveness as part of the daily management routine.
  • Understand How to assess current practices and identify practical improvement actions.
  • Know how to engage front line teams with systematic development of capabilities to deliver year on year improvement of asset effectiveness.
  • Be able to develop a practical programme to deliver zero breakdowns and systematic improvement in operational effectiveness.

  Who should attend?

  The workshop content is designed to provide practical support for those meeting the challenge of taming technology and ratcheting up performance that includes:

  • Business Sponsors
  • Production and Maintenance Managers
  • Team Leaders
  • Production and Maintenance specialists
  • Change agents

  Workshop Agenda

  DAY 1

  • Introduction
  • TPM principles and techniques:
    • What goes wrong
    • What can be achieved.
    • How to get there.
  • Targeting waste and hidden losses, A leadership guide:
    
    • OEE Simulation.
    • TPM Diagnostic/Gap Analysis.
    • Defining the OEE improvement glide path.
  • Raising Performance Standards:
    
    • The wiring up behind behaviours.
    • Facilitation and coaching.
    • Leadership and the engagement agenda.
  • Asset Improvement Plan Toolbox:
    • Visualise – Understanding criticality and the trouble map priorities.
    • Restore – Setting standards and preventing accelerated deterioration.
    • Innovate – Raising standards and process control.
  • Focussed improvement tactics:
    • Improving Reliability.
    • Encouraging improvement pull and engagement
    • Where Digital Connectivity can accelerate the gains. 

  DAY 2

  • Recap
  • Reliability:
    • The Foundations for Zero Breakdowns.
    • The Cross Functional Agenda.
    • Locking in the gains.
  • Daily Management:
    • Review and action glide path.
    • Problem observation and effective countermeasures.
    • Setting the improvement agenda
  • Developing skill development skills:
    • Best practice development.
    • Learning and Skill development.
    • Compliance, feedback and systemisation.
  • Lean Maintenance:
    
    • Setting Priorities.
    • Process and workflow optimisation.
    • Towards zero defects.

  DAY 3

  • Recap
  • Manufacturing Project Leadership:
    • Raising Maintainability, Operability, Reliability and Safety standards.
    • Developing Superior Specifications.
    • Capital Project Delivery for Flawless Operation from Day 1.
  • TPM programme design:
    
    • The improvement leader network.
    • Policy organisation and promotion.
    • Managing the improvement programme.

  • Action plan development:
    • Revisiting the TPM vision.
    • Defining realistic and achievable 12 month planned outcomes.
    • Developing the 90 day improvement cycle.
  • Review of the Workshop

  Workshop Leader

  The workshop will be led by Dennis McCarthy.  

  Dennis has supported Total Productive Maintenance, Lean Thinking and Continuous improvement programmes ranging in size from small single site applications to company-wide multi-site transformation programmes in Europe, USA, India, China and Australia. 

  

Details

Parent Category: Courses

Category: Ratchet Up Performance

• Dates: As Required
• Location: Online, In Company (4 Session On Line Live Training Sessions)
• Cost: £3000 up to 10 Delegates

First Line Leaders are at the heart of any organisations ability to deliver value to customers. They are the ones who can make an organisation run like clockwork. As customer expectations ratchet up and the pace of technology accelerates, their role is evolving.  This training workshop will provide participants with a road map to equip First Line leaders with the knowledge and skills to drive practical changes through their teams.

• Overview

  That includes

  • Front line leaders who want to take stock of strengths and weaknesses.
  • Aspiring Front Line Leaders who want to understand what it takes to succeed in the role.
  • Those meeting the challenge of developing the next generation of Front Line leaders.

  The course approach includes the use of case studies and exercises to:

  • Understand the scope of the role and develop a personal inventory of strengths and gaps to work on.
    • Recognise the barriers to best practice and preventing the gains from slipping away.
    • Identifying opportunities, gaining support and developing the justification.
    • Engaging the front line with change
    • Creating a bespoke local area roadmap to incorporate into daily management

  A course developed to equip Front Line Leaders to achieve:

  • Workforce Engagement.
  • Technology understanding.Team based skill portfolio design.
  • Standardisation of work routines.
  • Integrated supply chain and workflow planning.

  Why Attend?

  The workshop provides team leaders, change agents, technicians and business sponsors with a practical road map to deliver and lock in the gains from joined up work processes and workforce engagement.  

  Participants will learn how to

  By the end of the workshop, delegates will be able to:

  • Identify the barriers to best practice and how to deal with them.
  • Develop practical road maps and identify the key success factors to deliver the potential gains.
  • Establish realistic and achievable targets and guide teams on their journey towards year on year performance improvement.
  • Coach and engage direct reports to embed best practice wisdom into daily routines.
  • Refine technology controls to simplify process stability and consistency.
  • Support the development of work routines that are easy to do right, difficult to do wrong and simple to learn.

   Who should attend?

  The course content is designed to set out the team leader role in surfacing and resolving pain points to deliver gains from improved connectivity. That includes

  • Team Leaders
  • Change agents
  • Operational Technology Engineers
  • Business Sponsors
  • Project managers

  Agenda

  Session 1

  • Introduction, what do you want to achieve, personal goals and challenges
  • The front line reality and the challenges of the changing team leader role
  • Team and team leader roles
  • The changing Front line Leader landscape
    • Organiser, Analyst, Trainer, Coach, Ambassador, Communicator.

  Session 2

  • Case Study Part 1: The traditional front line reality and the pressure for change.
  • Recognising pain points:
  • Procedures and work routines.
  • Job design and team skill profile.
  • Change management.
  • Understanding barriers to best practice preventing gains from slipping away

  Session 3

  • Case study part 2: Using data to drive up best practice standards
    • Lessons learned - Applicability to
    • Envisioning future change:
    • Team, team leader, shift teams, cross functional collaboration, supply chain
      • Identifying opportunities, gaining support and developing the justification
  • The pilot process goals and road map
  • Engaging the front line with change
  • Using pilot projects to refine and validate proof of concept/Justification
    • Start small, learn fast
    • Learning from failures, recognising success

  Session 4

  • Daily management – Creating a new front line reality
    • Workplace learning
    • Coaching and compliance
  • Communicating results
  • Locking in the gains
  • Making further progress.
  • Forward planning
    • Long term vision
    • 12 month plan
    • 90 day programme

  Review of the Workshop

  The workshop will be led by Graham Cooper.

  Graham’s approach to management and Front line leader coaching is based on the lessons learned from running a multi award winning site for over 20 years.

  On their journey they were one of the first UK companies to gain accreditation under ISO 50001 Energy standards. The gains from this were then shared with the rest of the organisation.

  Under Grahams guidance over the next 5-6 years they stripped out approaching €15 million of annual energy and chemical expenditure from the world wide estate. Part of which came from tapping into advances in digitisation and industry 4.0 techniques at minimal cost.

Details

Parent Category: Courses

Category: Ratchet Up Performance

• Dates: 2 day course
• Location: In company
• Cost: £3000 up to 10 Delegates

In Manufacturing and Process plants, the most common causes of lost performance and wasted effort are front line skill and knowledge gaps.

Although this is often seen as a problem for trainers to deal with, the causes of the problem include the way in which tasks are defined, how standards are set and the how skill levels are categorised. 

Effective skill development involves feedback from trainers and collaboration with those involved in setting standards and defining skill levels to enhance the pace of learning and compliance. 

The course leads delegates through training and skill development best practices to build internal capabilities to meet current and future business needs.

• Workshop Overview

  The course content covers the four linked processes that impact on the pace and quality of front line skill development.  That includes the use of practical exercises and syndicate sessions to apply best practices to skill development process steps including:

  • Task Definition
    
    • Including work instruction design to accelerate learning
  • Learning Plan Design 
    
    • At asset and individual levels
  • Training and Compliance 
    
    • Including methods improvement and standardisation
  • Systemise and Sustain Routines
    • Including spaced learning and review protocols

  Why Attend?

  Through the course, delegates will learn to:

  • Recognise common barriers to skill development and how to overcome them
  • Understand how to evaluate task and team level competence
  • Know how to create practical learning pathways and training plans to systematically build front line team competencies
  • Be able to Organise skill development processes that support shared learning and progress towards work routines that are easy to do right, difficult to do wrong and simple to learn.

  Who should attend?

  • Trainers,
  • Subject matter experts and Industrial Engineers,
  • Production Managers, Supervisors and Team Leaders,
  • Change agents,
  • It is also relevant for Anyone with direct reports who wants to make best use of skills and develop the potential of their team.

  Course Agenda

  DAY 1
  Introduction

  • How to measure the Skill Development Process Effectiveness
    
    • Common skill development barriers and how to avoid them.

  Task effectiveness

  • What needs to be achieved in the fewest steps with least impact on other activities.
    
    • Basic transformations and whole tasks,
    • Task Visualisation,
    • Task design and motivation,
    • First review checklist (What does good look like?),
    • Assess current task hot spot.

  Learning plan design

  • Communicating what is needed and the steps to develop capabilities to complete the task when required
    
    • Task categorisation (Core, intermediate and specialist),
    • Team skills profile,
    • Integrating tasks into workflow,
    • Workplace organisation,
    • Learning Plan design,
    • Second review checklist (What does good look like?),
    • Assess current learning process. 

  DAY 2
  Recap
  Training and Compliance

  • Establishing the new task as part of the routine.
    
    • Training programme design,
    • Training process,
      
      • Train the trainer and assessor,
      • Training steps 1&2,
      • Confirm competence,
      • Confirming compliance,
    • Refining work routines,
    • Third review checklist (What does good look like).
    • Assess current training process.

  Systemise and Sustain routines

  • Learning from experience to refine the work routine and systematically raise standards.
    
    • o Raising front line team capability,
    • o Learning and the wiring up behind behaviours,
    • o Learning and unlearning,
    • o Reinforcing skills (Spaced learning),
    • o New asset skill development steps
  • Assess skill development effectiveness
    
    • Identify gaps and drivers,
    • Prioritise task review list.

  Developing a practical 90 day action plan

  • Developing a vision the team can get behind
  • Defining a realistic and achievable 12 month outcome
  • Quarterly workplace learning process design
  • Next steps

  Review of the Workshop

  • Benefits, Concerns, Q&A

  Workshop Leader

  Dennis McCarthy

  Dennis began his career as an industrial engineer progressing into general management and director level roles. As a consultant he has helped well- respected and award winning organisations to accelerate the pace of improvement. This includes support for internal teams meeting challenges ranging from underperforming assets to company-wide multi-site transformation programmes in Europe, Australia, USA, India and China.

  

Details

Parent Category: Courses

Category: Ratchet Up Performance

• Dates: 3 day practical training workshop
• Location: In Company Course
• Cost: £4500 up to 10 Delegates

This 3 day training workshop sets out how to apply Lean thinking to the maintenance activity.  The course content includes a review of current practices against Lean Maintenance benchmarks to support the development of Lean Maintenance plans that build on current practices to improve maintenance workflow, skill profiles, data analysis, process optimisation and engineering project added value.

• Learn how current maintenance practices compare with best in class maintenance standards
• Understand where there are gaps and how that impacts on maintenance value
• Know how to resolve those gaps and justify actions to do so
• Be able to develop a forward programme to deliver the gains from adopting a Lean Maintenance approach.

In addition to improving workflow and extending component life, Lean Maintenance releases Maintainer value adding potential to reduce quality defects and resource usage whilst increasing capacity and flexibility to shifts in demand.  

• Overview

  Learn how apply the Lean Maintenance Road Map to build on existing good practices and improve:

  • Maintenance execution through standard work that:
    
    • Removes the causes of accelerated wear and human error.
    • Improves working methods, speeds up skill development and simplifies spares management.
  • Process optimisation using Lean Workflow Management, Data Analysis and Problem Prevention tools to
    • Stabilise and extend component life
    • Improve resilience to shifts in demand

  • Project management of shutdowns or the introduction of new equipment, systems, products and services.

  The content includes lessons from well known and award winning organisations to explain how engaging Maintenance within a Lean programme can deliver as much as 50% more in terms of year on year gains.

  Through the workshop delegates will:

  • Learn how current maintenance practices compare with best in class maintenance standards
  • Understand where there are gaps and how that impacts on maintenance value
  • Know how to resolve those gaps and justify actions to do so
  • Be able to develop a forward programme to deliver the gains from adopting a Lean Maintenance approach.

  Delegates will take away a comprehensive workbook containing briefing notes and supporting templates so that they can carry out the review process in the future.

  Who Should Attend?

  Engineering and Maintenance leaders, Lean champions, Facilitators and First Line Managers and key maintenance personnel with an interest in increasing their understanding of how to release the full potential of the maintenance function.

  Workshop Agenda

  Assessing Current Status and Future Demands

  • Introductions and programme overview
  • Assessing maintenance processes
  • The role of maintenance (Preventive, Corrective, Optimise)
  • Measuring equipment and departmental performance
  • Digitisation and the changing landscape of maintenance engineering

  Lean Maintenance Simulation

  • Team based improvement glide path comparison:
    
    • Traditional Maintenance
    • Lean Maintenance 

  Managing Maintenance Value

  • Maintenance value for money
    
    • Loss tree analysis
    • Maintenance impact on Manufacturing Cost and Value
  • Management and leadership tools to secure improvement
    
    • Cultural drivers and engagement
  • Gap Analysis
    
    • Setting equipment condition and maintenance standards
    • Accountabilities
    • Skill Development
    • Learning and compliance

  Developing Maintenance Standards

  • Setting standards and standard work
  • Stabilising performance
  • Focussed improvement

  Delivering Focussed Improvement

  • The annual maintenance plan
  • Maintenance controls
    
    • Daily management, data and analysis
  • Recording, observation and problem prevention
  • Sharing best practice and education

  Action Planning

  • Developing a maintenance improvement programme
  • Next 90-day action plan

  Workshop Leader

  Workshop Leader - Dennis McCarthy

  An author of 2 books on CI, Dennis' career includes positions in both general management and consultancy. Described by one senior international manager as a true "Sensei of Change" he has guided continuous improvement programmes ranging in size from small single site applications to company-wide multi-site transformation programmes.

  This has included support for well-respected and award winning companies such as 3M, Ford, General Motors, GE, IKEA, Heineken and Johnson Matthey across Europe, India, USA, China and Japan.

Details

Parent Category: Courses

Category: Ratchet Up Performance

• Dates: 3 day training workshop
• Location: In Company Course
• Cost: £4500 up to 10 Delegates

Enhancing Maintenance Added Value

 (In house training workshop)

Pick up to 3 troublesome assets and during this 3 day accelerator workshop, delegates will apply the Lean Maintenance workbook to them to systematically assess the current shop floor reality against best practice benchmarks. This includes practical team based, shop floor activities to apply:

• Lean Asset Care covering preventive maintenance, inspection and servicing routines,
• Lean Execution  covering standardisation, systemised workflows and engagement,
• Lean Maintenance Centre of Excellence covering skill development, performance management, focussed improvement and engagement. 

In addition to improving asset reliability they will identify how to refocus the time released to enhance process effectiveness, resilience and flexibility.   That includes adapting work routines to take advantage of advances in technology and digitisation.

Applying Lean Maintenance within a Lean, TPM or Six Sigma programme has been shown to increase annualised gains by as much as 50%.

• Overview

  This workshop provides a step by step guide to Lean Maintenance practices capable of delivering high levels of reliability and of releasing the value adding capability of the maintenance function to:

  • Systematically reduce recurring breakdowns and increase equipment effectiveness.
  • Increase machine reliability, optimise maintenance schedules and release maintainer resource to undertake value adding engineering improvements.
  • Develop maintenance skills and site preventive maintenance capability.
  • Improve data driven decision making through better use of CMMS systems and processes.
  • Establish a common continuous improvement "mind-set" across all operational functions.

  The workshop content includes an overview of improvement tactics such as TPM, RCM, CBM and Quality Maintenance and Computer Maintenance Management Systems (CMMS).

  Delegates will use a comprehensive workbook containing briefing notes and supporting templates to assess current practices against Lean Maintenance benchmarks for best practice.

  Who should attend?

  The course is designed to mobilise maintenance improvement team activities and support the evolution of best practice to achieve high levels of reliability with minimum effort. The content is relevant to:

  • Engineering and Maintenance Leaders,
  • Lean Champions,
  • Facilitators and Change Agents
  • First Line Managers
  • Key maintenance personnel with an interest in increasing their understanding of how to release the full potential of the maintenance function.

  The course is also recommended for those following the DAK Leader Guide to reduce minor stops and quality defects.

  Workshop Agenda

  Day 1:

  • Introduction:
    • Learning goals and agenda.
  • The power of Lean/Systems Thinking.
  • Lean Manufacturing and Lean Maintenance.
    • Lean Maintenance Added Value:
      • Preventive, Corrective, Process Quality,
      • Industry 4.0 and the changing landscape of maintenance engineering.
  • Lean Maintenance Process
    • Lean Asset.
    • Lean Execution.
    • Lean Centre of Excellence
  • Mini Pilot Session 1: Lean Asset
    
    • Establishing Basic condition standards:
      • Condition appraisal and refurbishment planning,
      • Asset Care Standards:
        • Prevention,
        • Inspection,
        • Servicing.
      • Dealing with accelerated wear hot spots:
        • Contamination,
        • Human error.
      • Skill development and compliance.

  Day 2

  • Mini Pilot Session 2: Lean Execution
  • Stores:
    • Planning, scheduling and work control,
    • Lubrication,
    • Work in progress.
  • Performance Management:
    • Cultural drivers and engagement,
    • Early Problem Detection,
    • Trouble shooting algorithms.
  • Use of data:
    • Spares management,
    • Recording, observation and problem prevention,
    • CMMS.
  • Mini Pilot Session 3: Lean Maintenance Centre of Excellence
  • Standardising best practice:
    • Core and Intermediate task characterisation,
    • Visual management,
    • Problem Prevention.
  • Systemising work routines:
    • Enhancing workflow,
    • Improving flexibility,
    • Stoppage analysis and resolution.

  Day 3

  • Feedback.
  • Mini Pilot Session 4: Lean Maintenance
    • Lean Maintenance Maturity Assessment.
  • Action Planning
    • 3-5 years.
    • 12 month goals.
    • 90-day action plan.
  • Review of the workshop.

  Course Leader

  The workshop will be led by Dennis McCarthy. Dennis has supported Total Productive Maintenance, Lean Thinking and Continuous Improvement programmes ranging in size from small single site applications to company-wide multi-site transformation programmes in Europe, USA, India and China. This has included support for well- respected and award winning companies such as 3M, Ford, General Motors, GE, RHM and Dow Corning.

  Dennis co-authored Lean TPM a blueprint for change”, with Nick Rich of Cardiff University Business School. Published by Butterworth Heinemann. He also wrote Early Equipment Management, “Continuous improvement for projects” published by Productivity Press. Engineering aspects from both books feature in this course.