SYNCHRONOUSMANAGEMENT SYNCHRONOUSMANAGEMENT
51 Seaside Ave.
PRODUCTIVITY THROUGH SYNCHRONIZATION
The PRODUCTIVITY THROUGH SYNCHRONIZATION workshop is our most popular seminar. It builds on the principles of Dr. Eli Goldratt's THE GOAL, EXCELLENCE IN MANUFACTURING. The objective is to help you to gain consensus among your management team on how to get started on the path to world class excellence. When conducted on-site at your facility, the workshop is targeted to your organization and manufacturing environment to maximize the benefit to you.
THE ISSUES
Problem:
US industry is losing the global competitive race. Thousands of jobs, hundreds of companies, and entire industries are faced with extinction. US managers are scrambling for survival!Solutions:
Cost Reduction? Just In Time Production? Total Quality Control? Automated Factories? Employee Involvement? Off-Shore Production? World Class Manufacturing?Problems:
Which of these "solutions" are right for your company, and where? How do you keep them from becoming just "buzzwords"? What about your performance measurements and management policies? How do you get started, and how do you pull it all together?Solution:
Whatever the program, success will be hit-or-miss unless it is tied to the common-sense objective of every business - making money! Obvious, isn't it? Not so obvious is how to synchronize your company's daily improvement efforts with such a simple strategy . . . Until now!THE WORKSHOP
If you are prepared to change forever your view of manufacturing, then join us in our most popular one-day workshop. By simulating the realities of manufacturing with your own "factory" - in the classroom, you will explore:
Why customer service improves only with less inventory
Why most cost reduction programs are doomed to failure.
How having excess capacity actually reduces unit costs.
Why only 5-10% of manufacturing lead time is actual "hands-on" time.
How to automate production planning, and de-automate scheduling.
How to set lot sizes based on available capacity - not EOQ's.
How to modify performance measures to support continuous improvement.
How successful users of SYNCHRONOUS MANAGEMENT make it happen!
THE AGENDA
SETTING THE STAGE:
The goal of the business: making money
. How is this goal supported by your financial measures? Do your performance measurements accurately reflect that goal?The elements of competitive position
. Product, price, delivery. How should they be improved, and why?How inventory affects competitiveness
. Is inventory the problem, or just a symptom? How can inventory be used to diagnose problems? Why does customer service improve only with less inventory?Resolving constraints to accelerated flow
. What are your logistical, managerial, and behavioral constraints? How do those constraints affect faster throughput and reduced cycle times?SIMULATION EXERCISES:
Exercise #1: The balanced plant.
When is cost reduction really profit reduction? How does improved process control maximize resource utilization?Exercise #2: The unbalanced plant.
How do you balance material flow today? How does having excess capacity balance flow and reduce unit cost?Exercise #3: The bottleneck plant.
Where are the bottlenecks in your plant? Do they wander, and why? How do they affect quality, throughput, cycle times, and capital investment? How do you account for bottlenecks in your management policies?Exercise #4: Controlling material flow.
Where is inventory required, and why? How can it be used to improve - not impede - material flow? How can you simplify the material release and scheduling function?FUNCTIONAL IMPLICATIONS:
Quality:
How do we move from inspection to process control? Where should we focus our quality improvement efforts? What is the role of the operator in attaining high quality levels?Material Planning:
How does resource capacity affect batch sizing? How do batch sizes affect production lead times? Why is actual processing time such a small portion of cycle time, and how can the ratio be improved?Material Replenishment:
How can we maximize machine up-time and minimize changeovers? Why should we automate planning, and de-automate scheduling? How do we replenish raw materials more frequently, in smaller lots, and at lower cost?Finance:
How should operational performance measurements be modified for continuous improvement? How are these interfaced with your financial measures?Research & Development:
The effect of constraints on new product introduction. How can you minimize the new product introduction cycle? How can you minimize obsolescence?