持续改进

Status quo is equal to moving backward

Continuous improvement is an evolutionary journey—not just the current state—for situations, systems, and processes. Today’s organizations are awash with data, providing endless opportunities to build incremental efficiencies in many areas.

To maximize improvement opportunities, CI initiatives focus efforts around specific objectives in order to drive targeted improvements.

什么是诊断学

Inject clarity and speed while ensuring the right results are achieved

  • Doing nothing is not a viable option! 

    To thrive you must continuously improve and refine all aspects of your business. Success is found in identifying the best areas for improvement to maximize value creation with the limited resources you have available.

  • Prioritize what’s most important

    Finding the most direct route to the best improvement opportunities yields greater results in an accelerated timeframe. Executing too many projects in an unfocused manner diminishes the potential for value.

  • Build and support analytic thinking skills

    Understanding how to use data to support analytic problem solving and decision making enables employees to pursue improvements and identify potential risks and opportunities.

  • Without sustainability, performance will regress

    After a period of time, people tend to revert back to the previous norm. Sustainability must be built into improvements so that change continues to be reinforced and measured going forward.

CI is more than transformational, enterprise-level changes

详见下表

When structured, analytic problem solving and decision making work in concert with Six Sigma and Lean initiatives, organizations maximize continuous improvement efforts to build quality and efficiency and to drive out waste.

成功案例

挑战

After a major capital investment at its biscuit factory at Papakura, Griffin's needed to address several variables impacting overall conversion cost. The site was struggling with high waste, high downtime and planning deficiencies. Overall workflow was not conducive to producing at the lowest possible conversion cost.

47%

提高运营效率

30%

生产率的提高

结果

就整体结果而言,运营效率(OE)--相对于理论上可实现的最大吞吐率而言的生产线性能的衡量标准,被用来衡量成功。为了达到100%的运营效率,生产线必须以其最大的理论吞吐率运行,而工厂的停机时间和产品浪费为零。在KT项目结束时,该工厂达到了。

50%

Reduction in change over time

挑战

BAE Electronic Solutions in Manassas, Virginia, was using multiple troubleshooting approaches with inconsistent, time-consuming results—and clients were noticing.

$2M+

Savings from 10 largest applications

68

Applications in 18 months

结果

In 18 months, BAE Manassas documented 68 applications, with the 10 largest yielding over $2 million in savings. Positive cultural changes came from increased interaction among the technical team, improved productivity and better morale. Customer quality assurance audits reported marked improvements in BAE’s ability to troubleshoot issues quickly.

挑战

福克公司希望提高他们解决问题的成熟度。这意味着要提高问题信息的质量和完整性,加快根本原因分析,并在正确的时间让正确的人参与进来。

4.5

Million Euro decrease in spin-off costs

70%

特定部门的不合格品在3年内减少

结果

Success has been measured in a drastic reduction in non-conformities which is saving millions of Euros yearly. A proactive culture has replaced the “firefighting” of reactive problem solving.

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