Manufacturing & Process Development Strategy

© John Glenning 2010© John Glenning 2010

Manufacturing & Manufacturing & Process Development Process Development

StrategyStrategy

John GlenningJohn Glenning


Manufacturing & Process Manufacturing & Process Development StrategyDevelopment Strategy

Strategic Goals:• Honesty & integrity in everything you do and this begins with humility

• Develop the manufacturing systems to ensure safe operations in all aspects of the manufacturing systems

• “Delight the Customer”Meet all customer requirements 100% of the time

• Be good stewards of the company’s money

• Maximize the business’s profits

• Identify new opportunities for the business



Tactical Goals:• Operating safely

Safety is the job of everybody all the time

• Be constantly aware of what is going on

• Follow Lock Out-Tag Out

• Look for lose piping and conduit

• Keep eyewashes and safety showers always accessible

• Are the systems properly grounded

• Tripping hazards

• Hot surfaces

• Chemical exposure and leaks



Tactical Goals:• Eliminate or minimize Non-Value added steps

A Non-Value added step is any activity that adds cost to the business without adding value to the business

Non-Value added steps are often required

• Equipment cleaning

• Equipment set-up

• Equipment breakdown

• Maintenance

• Product testing



Tactical Goals:

• Cycle Time

• Minimize Cycle Time

• Eliminate or minimize “non-value added process” like set-up

• Find the slowest step and work on it until it is no longer the slowest step

• Low variability in cycle time

• Requires more starts to ensure customer shipments are not missed

• Inventory unneeded finished products

• Adds significant costs



Tactical Goals:• Improve Equipment Up-time

• Product Change-overs

• Keep required tools & materials at the equipment

• Planned downtime-maintenance & upgrades

• Unplanned downtime-machine crashes

• Plan for unplanned downtime

• Be prepared to do maintenance

• Cost

• Track on a continual basis

• If costs are highly variable, profitability cannot be assured

• Difficult to reduce manufacturing costs



Tactical Goals:• Find the “Hidden Capital”

• Non-Value added steps

• Maintenance is an engineer’s best friend

• Always be prepared to do maintenanceMachines do go down unexpectedly Turn unplanned downtime into planned downtime

• Identify best practices

• Find ways to do things quicker while maintaining high levels of safety

• Reduce Cycle Time

• Improve Equipment Up-time



Tactical Goals:

• Problems often occur over time

• Tracking all key metrics (Capacity Utilization, Cycle Time, Product Quality, Energy Use, Material Utilization, etc…) are critical

• Graph this data to identify trends

• Some problems can be caused by season change

• Do not ignore logistics

• Not effectively handling starting materials, WIP and Finish goods can effect profitability



Tactical Goals:

• Minimize WIP (Work-in-Progress)

WIP is material where costs have been incurred but the business cannot realize any revenue from them yet

This is accomplished by good planning

WIP only becomes of value to a business when it becomes Finished Goods



The Power of Capability Analysis:

• Understanding Cp/Cpk allows for quick identification, classification and prioritization of problems

• Repeatability studies should be done on all process and product measurement systems

• If both the Cp & Cpk are low, you have a precision problem

• If the Cp is high & Cpk is low, you have an accuracy problem

Accurate but not Precise Precise but not Accurate



The Power of Capability Analysis:

• Prioritization of issues

• Precision problems must be resolved before accuracy problems

• Excessive variability in the incoming materials, processing condition, equipment operations and process/product measurement systems in space & time

• Accuracy problems are solved by optimization studies using designed experiments

• Resolution IV experiments gives you the most information for the money spent

• Method of Steepest Assent Experiment



Cost Reduction:

• Elimination or reduction of non-valued added operation

• Finding the hidden capital

• Effective use of the Operation Team

• Locating needed supplies where they are used

• Consistently track key manufacturing metrics (Capability, Cycle time, Equipment up-time, Incoming material, labor, maintenance and engineering support)



Process Development Philosophy:• Consistently track key manufacturing metrics

• Capability (Quality)

• Cycle time

• Equipment up-time

• Total Manufacturing Cost Incoming material, capital depreciation, labor, maintenance and engineering support

• It cost 10 times more to solve problems in manufacturing than in development and it cost 10 times more to solve problems in development than in research

The earlier problems are identified and resolved, the less it costs the business



End of Presentation

Manufacturing & Process Development Strategy

Technology

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