Operational Excellence (Opex)

 

INTRODUCTION

The concept of Operational Excellence (OpEx) was first introduced in the early 1970s by Dr. Joseph M. Juran while teaching Japanese business leaders how to improve quality. Operational excellence is a mind-set that embraces certain principles and tools to create a culture of excellence within an organization. Operational Excellence means every employee can see, deliver, and improve the flow of value to a customer.

This approach employs the tools of earlier continuous improvement methodologies, such as Lean Thinking and Kaizen.

WHAT OPERATIONAL EXCELLENCE REALLY IS

To leverage operations to achieve business growth, the first step is to understand what Operational Excellence really is, and then how we achieve it. Think of it as our journey of business process improvement will take us to a state of Operational Excellence at the point of which each and every employee can see the flow of value to the customer, and fix that flow before it breaks down. This is where the magic of OE lies.

By defining Operational Excellence in this way, it applies to every level and every person in the organization, from executives all the way down to the employees producing the product. It’s clear, concise, practical and, most importantly, actionable and teachable. Everyone in the organization “gets it.” They know that, in their respective areas, there should be a visible flow of product or information. They should be able to recognize if that flow is normal or abnormal and what to do if it is abnormal, all without requiring too much of the assistance of management

MAJOR OBJECTIVES FOR ALL DEPARTMENTS

1. Highest Quality
2. Lowest Cost
3. Shortest Leadtime
4. Continuous flow of process
5. Aim Zero Machine Breakdown
6. Create Standard work for normal flow

SUB GOALS

1. Aims for zero inventory of all kinds
2. Parts are not kept in warehouse
3. Parts arrive when needed

TARGET GROUP

• Senior Manufacturing Executive / Managers
• Operating Managers - Production, Test, Scheduling And Control
• Maintenance Managers, Engineers And Supervisors
• Manufacturing Engineering Managers
• Materials And Quality Managers
• Manufacturing Or Industrial Engineers/Executives
• Training Managers
• All HODs

METHODOLOGY

• Group Discussions and Presentations
• Videos
• Case Studies

FEES & DURATION – 2 days – 9.00am – 5.00pm

 

CONTENTS

DAY 1

1.      What is Operational Excellence and what isn’t

2.      What Does Operational Excellence Look Like?

3.      The four key creators of Operational Excellence

4.      The real reasons organizations fail to achieve Operational Excellence

5.      How to overcome Operational Excellence challenges

6.      Discovering The Hidden Factory

7.      What it Takes to Achieve Operational Excellence 

1. For instance, what does being “the best” mean? What does being “the best” look like? Who decides what “the best” is? What makes an organization “the best“?
2. To understand Operational Excellence and what being “the best” means for companies like yours, let’s bring it back to Ferrari for a second. They’re a great example of an (unofficially) operationally excellent organization.
3. Being the best for them is all about winning races. It’s all about crushing the competition, standing on the podium, holding the trophy, and spraying the champagne.

8.      Operational Excellence Model

1. Design of workplace
2. Design of tools, jugs and fixtures
3. Ergonomics
4. Improving Human Factors culture
5. Improving systems and work competencies

9.      Success with implementation of these concepts produces competitive advantage in the industry.

10.    Operational Excellence: 10 Core Principles 

1. Principle #1: Respect Every Individual
2. Principle #2: Lead with Humility

DAY 2

1.      Operational Excellence: 10 Core Principles – Cont…

3. Principle #3: Seek perfection
4. Principle #4: Embrace Scientific Thinking
5. Principle #5: Focus on the Process
6. Principle #6: Assure Quality at the Source
7. Principle #7: Flow and Pull Value
8. Principle #8: Think Systematically
9. Principle #9: Create Constancy of Purpose
10. Principle #10: Create Value for the Customer

2.      Tools of Lean Manufacturing

3.      Kaizen

4.      The ownership transformation - key component to a successful implementation and sustainability of Operational Excellence

5.      Group Discussions and Presentations

 

TRAINER'S PROFILE

Dr Andrew Jebamani - B.Sc. (Industrial Engineering), MBA, MCIM (UK), LBC - Sensei, PhD

Dr Andrew has an impressive record in the field of Lean Management for over 29 years. He is a senior member of the Society of Manufacturing Engineering, USA and has served the Multinational Companies in the capacity of Industrial Engineering Manager and Manufacturing Manager. He was also instrumental in the implementation of many Get-Well programs.

Dr Andrew is a trainer and consultant since 1995 and was awarded the Shingo Prize Examiner for Operational Excellence, USA (2007) and Lean Bronze Certification, USA (2008). In 2011, Dr Andrew was awarded the Lean Manufacturing certification from the University of Michigan, USA. He brings with him a multi-disciplinary approach to the subject of Lean Manufacturing. Starting from his "hands-on" production experience, he expertly weaves in the new knowledge-driven economy production paradigms to enable participants to appreciate why these techniques are so important in helping companies to compete in the global economy.

 

 

Notable he has spoken to many companies in India covering major industrial areas. He was also invited to present similar seminars in China, Thailand, and Vietnam. In November 2003, he was selected by the magazine "The Machinist" as the personality-of-the-month for Lean Manufacturing.

Dr Andrew is a highly capable trainer with a passion to assist companies acquire new management and production techniques to compete globally. He is a leading consultant to the industry specializing in improving productivity with the holistic application of Lean, TQM, Management and Industrial Engineering Techniques. He also holds certificates in Industry 4.0 both local and international.

Lean Business Solutions PLT is certified with HRD Corp - MyCoID LLP0003236LGN. Our trainer, Dr Andrew Jebamani is also certified under the Train-The-Trainer program - # TTT/0364.