継続的改善

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.

診断とは

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

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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.

サクセスストーリー

課題

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%

業務効率の向上

30%

生産率の向上

結果

総合的な結果を得るためには、理論的に達成可能な最大スループット率に対するラインのパフォーマンスの指標であるOperation Efficiency(OE)を用いて成功を評価しました。100%のOEを達成するためには、ラインが理論上の最大スループット率で稼働し、工場のダウンタイムと製品の廃棄がゼロでなければなりません。KTの終了時に、工場は以下を達成しました。

50%

Reduction in change over time

課題

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

結果

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.

課題

Fokker社は、問題解決の成熟度を高めたいと考えていました。これは、問題に関する情報の質と完全性を向上させ、根本原因の分析を加速させ、適切な人材を適切なタイミングで参加させることを意味していました。

4.5

Million Euro decrease in spin-off costs

70%

特定の部門における3年間の不適合の削減

結果

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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