Many companies in China
today are facing competitive pressures that they have not felt in thepast. The slowing of the world wide economy and the large increase in costs both in manpowerand energy over the last 10 years has cut into many companies profitability.Saks-Gloweli is teaching its customers how to use lean manufacturing principles to reduce directand indirect manpower costs, reduce energy uses, and to give an under pinning of a system sothat the result are sustainable. Sustainability is the key!! It is easy to give short term results butsustaining the system is the most important part of ensuring the companies continues to getexcellent financial results.
Most clients’ team members have a limited knowledge of Lean Tools, i.e. time
studies, line balancing, as well as statistical tools. The theoretical underpinning of these tools isnot well understood. Without a strong understanding of the theory behind Lean Manufacturing(LM) and its components (Statistical Analysis, One Piece Flow, Systems Thinking), gains inproductivity, throughput, labor cost reduction and quality improvement will be marginal.
Using Lean Principles to Improve Profitability and Quality
Authored by : David Collins, Kenneth Stem, Stephen Browne & Sid MewaraSaks Gloweli Consulting is a management strategy consulting firm based out of Shenzhen and Hong Kong thathelps clients grow their business .www.saks-gloweli.com
SGC Lean Manufacturing Consulting
Statistical AnalysisOne Piece FlowSystems Thinking
labor Cost Reduction
:Value Added Time (this is not efficiency) as a proportion of Cycle Time is an important measure
that will give a clear picture of the level of improvement that is possible. Using Toyota’s
measure of Value Added Time per minute, a typical manufacturing plant will be between 3 and9 seconds.
Over time, an expectation of 53 seconds is a worthy goal although this will taketime.
The point is that teaching an understanding of just how little Value Added Time exists inmost processes allows us to focus attention on reducing all wasted time, especially the timewhen product waits with nothing occurring. This concept can also be done with support staff based on how much needed time it takes to do their jobs. This is the same concept as usedwith Value Added Time on the line.