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Learnings - Coggle Diagram
Learnings
PROCESS IMPROVEMENTS
Often production w/o
job card / production #
Culture change
Setup rules for production
Higher delivery performance
More valid production data
Fewer mistakes
The use of "MUR" in
CNC is not implemented
Re-introduce MUR as part
of White board meetings
More effective production
Better use of capacity
Shorter setup time (SMED)
No visible planning or priority
Comprehensive amount of WIP
White board meetings
Focus on production orders
instead of components
More effective production
Shorter lead time
Higher delivery performance
Difficult to distinguish between
warehouse or production
Flow/Layout analysis
Warehouse introduction
More effective production
Overview of components = lower inventory costs (capital)
No use of best practice
Introduce Best practice via SOP
and competence matrix
Reduced costs (directly)
Reduced costs (indirectly in quality and re work)
Comprehensive amount
of waste (the 7 types)
Introduction of Lean
Training in production
Culture change
Reduced costs (directly)
Reduced costs (indirectly in quality, re-work and transportation)
Difficult to comprehend were
we are "making money"
No data to support the costing
(running production)
Focus on master data and corrections
Focus on scanning / check in (Time cons.)
More valid data via new ERP solution
Reduced costs (directly)
Demand higher price on products with low contribution ratio
A lot of the production are
huddled together dispite
of different order #
Focus on production orders
instead of components
Visible order numbers on WIP
Shorter lead time
Higher delivery performance
DOCUMENTATION &
QUALITY
No link from "job card"
towards the documentation
Focus on master data
New proces
Lower risk of mistakes
Lower risk of claims
Quality sample size and frequency
New proces
Lower the risk of claims
Drawing approval from
customers - missing process
New process
Lower the risk of mistakes
Processes in D4 are not
updated or being followed
New quality system
Process swimlanes
Lower risk of mistakes
Lower risk of claims
Production time on job cart not valid
Focus on master data
New swim lane process for corrections
More valid production data
Shorter leadtime
Higher delivery performance
ADMINISTRATION & ERP
Only a small amount of
the ERP tools are in use e.g.
Capacity analysis
Delivery time
Visible planning
New ERP
More effective production
Higher delivery performance
A lot of manual workflows
New ERP
Cost savings in administration
Free time for new tools
Production orders are being released w/o material or capacity check
New ERP
More effective production
Fewer stops in production
Easier to manage
MANAGEMENT
Lack of visible management in the production
Free time from the managers
White board meetings
Flow/Layout analysis
Team coordination
More effective production
Proactive problem solving
More flexible production
Responsibilities and roles are blurred
Focus on roles and interfaces
Responsibility matrix
Process swimlanes
Fewer mistakes
Shorter lead time
Better work environment
Not enough focus on employee development
Responsibility matrix and development plans
More flexible production
Better work environment
Shorter lead time
Higher delivery performance