Highlights
More than 200 best practices structured in 8 categories and 41 domains, to obtain a synthetic and detailed vision of operational and management practices of a mass production site.
Service allowing two purposes :
- learn production management best practices
- evaluate the production practices in relation to the best thanks to its online questionnaire functionality
The evaluation embeds Lean & six-sigma maturity levels.
Complete and exhaustive best practice model for large series production site
Principles
The best practices cover both managerial practices, such as strategy or performance management, and more operational practices such as maintenance management or operating procedures; they are comprehensive "from bottom to top and from left to right".
Some initial criteria allow the model to be adapted to your context; some practices or entire sections of practices are displayed depending on the answer to these criteria :
- Does the production have a significant part of automated or semi-automated production equipment?
- Does production have a significant part of production with manual labour?
- Does your organization have several production sites?
- Are there several maintenance departments / organizations, including at least one central / transverse and one or more integrated into the production teams?
- Is the production planning process within the scope of the diagnosis?
Brief description of the practices by category
Industrial strategy
- Industrial strategy: level of detail in definition and formalisation, clarity of communication
- Installed capacity: regularity, detail and categorization of utilization rate and loss measures, future projection of utilization
- Capacity requirements: assessment of the needs, processes and responsibilities of the estimate
- Adaptation plan: level of detail in defining a capacity adaptation plan (increase or decrease) and monitoring implementation
Plant performance management
- Performance control system: definition and communication of the site's vision and strategic objectives, as well as action plans to achieve them, implementation of indicators, management meetings
- Monitoring & coaching: frequency of measurement of critical parameters, verification of critical activities and staff coaching during management routines
- Dashboard: level of definition, detail, consolidation of objectives and indicators and updating
- KPIs: type of indicators that are tracked in weekly or monthly dashboards
- Financial tracking: knowledge and monitoring of costs and cost prices, budget process
- Labour flexibility management: definition of the means, rules and method of monitoring staff flexibility
Workshop performance management
- Production data: type of data collected, means and process of collection and consolidation
- Dashboard: level of definition, detail, consolidation of objectives and indicators and updating
- Semi-automated processes: measurement and monitoring of line performance and production losses
- Visual management: presence of visual management and real and integrated use of the control system
Process control
- Variability reduction: means and methodologies used to reduce variability
- Bottlenecks and load balancing: knowledge of bottlenecks and load imbalance and means of improvement
- Standard Procedures: level of definition, standardization and knowledge of operating procedures
- SMED approach: measurement of product changeover or cleaning times and methods used to reduce them
- 5S : effective implementation of the 5S methodology
Maintenance
- Maintenance management: definition of objectives and monitoring of indicators, steering meetings
- Work request and order: request process and validation of work orders, roles and responsibilities, follow-up
- Criticality and priorities: definition, review and respect of the priority levels of interventions according to the criticality level
- Preventive and FMEA: definition and implementation of an adequate preventive maintenance policy
- Maintenance / Production Coordination: Autonomous maintenance
- Integrated Maintenance / Production Planning: definition and follow-up of a maintenance planning shared with production
- Central and integrated maintenance: roles and responsibilities of central maintenance teams in relation to production-integrated teams (optional as appropriate)
Production planning (optional)
- Methodologies and parameters: knowledge and mastery of the various parameters for managing and optimising planning and stocks
- Rate of stability and adherence to schedule: measurements and monitoring of rates with corrective actions
- Flow and work in progress: optimization and management of physical flows, choice of manufacturing methods, VSM mapping, Just - In - Time approaches
- Planning: responsibilities, forecasting and planning process (SéOP), fixed horizon, validation of planning and changes, monitoring
- Planning sequence: methodoly used to optimise the sequence of production
Capex and new products
- Budget and controls: definition of the budget and investment priorities, monitoring
- Project portfolio: management of all projects and prioritization or allocation of resources
- Project management: management methods for each investment project
- Specifications and bid management: tender process for carrying out works or external manufacturing
- New equipment production run: process, roles and responsibilities of commissioning between technical teams and production
- New product/process production run: processes, roles and responsibilities of the production start-up between the development teams (product - process) and production
Quality
- Quality maturity: roles and responsibilities of the Quality department in relation to those of production, level of definition of processes and methods
- Quality control: definition of criteria and controls as soon as possible, quality assurance vs. quality control, statistical control
- Quality data: quality data measurements and knowledge of non-quality costs
- Calibration: calibration and testing of control tools.
Key steps
The best practices are accessible directly after purchase. In case of usage to evaluate the practices the following steps apply
- The service manager* can directly carry out an evaluation by answering the questionnaire (optional); steps 2 to 4 are optional depending on whether he/she wishes to invite other participants to carry out the evaluation
- If he/she wishes to invite other participants to conduct the evaluation, he/she proceeds to steps 2 to 5
- Otherwise he/she goes directly to step 5 of viewing the results
- He/she can still do his evaluation after the participants if he did not do it at the beginning
- Customisation of the service to the organisation by the service manager*
- Service name, title and introduction for the participants invited
- Selection of participants to the service
- Definition of dimension to enable analysis by organisation dimension (optional)
- Selection of anonymity option
- Sending of an invitation link to the selected participants
- Evaluations performed by selected participants, on the Wevalgo web platform
- Participants connect to Wevalgo web site thanks to the link sent by the service manager
- Participants answer on-line
- The service manager can follow up the answers progress status
- Results available at the end of evaluations on the Wevalgo website
* The service manager is the person who purchased the service.
Recommended participants for an evaluation
For the evaluation we recommend the following participants:
- Production manager or managers if different responsibilities
- A few workshop managers or technical area managers
- A few people outside the production function: sales or marketing, purchasing, supply chain…
- In case of several geographical sites, a selection of each site managers, enabling to compare the practices between the different sites.
Get instant and full access to reports as soon as evaluations are completed.
Gain multi-level analysis on several axis that can be explored in varied depths and dimensions through a user friendly results menu. A few samples of the results report are shown below
Heat map
Visualise the performance and their drivers at a glance across all categories and sub-categories
Results by organisational dimension
Compare performance across your own, relevant and entirely customisable organisational dimensions. For example by geographical locations, departments, hierarchical levels or any other you see fit. Zoom in to breakdowns by category, subcategory and/or question
Results by evaluator and category
You can see detailed results to better understand the causes of your organisation performance
Wevalgo excellence model Results
Get valuable insight into areas and axes of progress thanks to our embedded Wevalgo model. Other analytical models may be incorporated, see key concepts for more information)
We have expert consultants on hand to build their own evaluations, assist you and interpret your results. Select the Expert Review option on the purchase menu.
