Methodologie

Methodologie


Zielvereinbarung als „Mini-Business“

Zielvereinbarung als „Mini-Business“
    • Involvieren der Angestellten an der Vorfront des Unternehmens durch das Minibetriebs-Konzept.
    • Abstimmung der Ziele von oben nach unten und von unten nach oben; Schaffung eines geschĂ€ftlichen Schwerpunktes an der Vorfront.
    • EinfĂŒhrung des visuellen Managements von QualitĂ€t, Geschwindigkeit, Kosteffizienz, Sicherheit und Menschen.
    • GrĂŒndung eins Forums zur Problemlösung, stĂ€ndiger Verbesserungen und Innovation.

Building a World-Class Team

A challenging Vision, Mission, supported by unifying Values and visual alignment of goals, targets and action plans help produce successful teams that provide customers exceptional service. Successful teams view themselves as Mini-businesses whose reason for being is to serve their customers, add value and support their organisation to achieve its vision, mission and goals.

Visual Management helps teams gel and perform

  • Sharing the organisation’s Vision, Mission, Values and goals. Without an inspiring vision and mission there’s no purpose. Shared values provide a team with a set of rules to play by so that it can achieve its goals and perform at world class levels.
  • Giving a team identity through its mini-business concept and its principles and mission.
  • Goal setting. Worthwhile goals that are specific, value adding, measurable, achievable, relevant and time-based.
  • Communication between team members is vital for its long-term success. This entails team-on-team, team-on-one and one-on-one reviews and problem solving.
  • Establishing win-win partnerships through Service Level Agreements between the mini-business team and its customers and suppliers.
  • Leading innovation so that the organisation stays ahead of its competitors.
  • Instilling the Kaizen philosophy of continuous improvement so that the team becomes a great team and the benchmark in industry.
If you want a world-class ‘dream team’ that helps its customers become productive and profitable, then you should consider the Mini-business Goal Alignment and Visual Management tools provided by CDI.
 
We’re arguably the world’s leader in visual representation and have offices in 6 countries.
 
Since1997, CDI has helped more than 900 clients become more focused, productive, profitable and world-class.

Why Visual Representation?

It has been proven that individuals are more visually orientated than auditory. When pictures are used in tandem with writing and speaking, the impact it has on an individual and team is marked. Visual representation helps us:
  • Understand the message more easily
  • Retain the message for longer
  • It acts as a catalyst for change
  • It is a constant reminder of our vision, mission and values
  • It helps us keep focused on the goal
Call CDI now for an appointment to see how we can help you build a world class team make your organisation more productive and profitable.
 
E-Mail: holdings@cdi.biz or dynamics@cdi.biz

5S ĂŒbersichtliche Arbeitsplatzgestaltung

5S ĂŒbersichtliche Arbeitsplatzgestaltung
    • Die Arbeit durch 5 S erleichtern – Sortieren & Entsorgen, Scheinen & Inspizieren, Beschilderung & Ordnung, Simplify [Vereinfachen] & Standardisieren, und Sustain [Beibehalten].
    • Schaffung eines visuellen Arbeitsplatzes, der angenehm, produktiv und frei von Abfall ist.
    • Verbessern des ergonomischen Arbeitsdesigns.

    Creating a visual workplace to increase productivity

    It is human nature to hoard or save things because you think you might need these things in the future, but this hoarding creates unnecessary clutter and can lead to your employees being less productive.Find out how we help you create a visual workplace to increase productivity at your office. The steps to follow to create a visual workplace Our program follows these five steps to create a visual workplace:
     
    S1. Sort and Discard The key to S1 is to eliminate non-essential items from the workplace. BY applying S1, clutter is eliminated and a pleasant, efficient workplace is created.
     
    S2. Shine and Inspect Shine refers to the removal of dirt, grime and dust from the workplace and the thoroughly cleaning of machines, equipment, floors and walls.
     
    S3. Signpost and Order Once all unnecessary items have been removed and the workplace is cleaned to standard, remaining items should be well organised. There should be a place for everything and everything should be in its place. Everything should be signposted so it is visually clear where thigns belong, even to a new team member of visitor.
     
    S4. Simplify and Standardise We apply ergonomic principles to the workplace to eliminate wasteful activities and make work safer and easier. Standardising helps by reducing the number of items we need to own and control.
     
    S5. Sustain This last step refers to the discipline required to ensure that S1, S2, S3 and S4 are properly sustained and improved.

    The benefits of a visual workplace

    • Know exactly what your workplace needs and doesn’t need
    • Be more productive
    • Produce fewer defects
    • Meet deadlines with greater ease
    • Have a positive effect on morale
    Contact us for more information on how to create a visual workplace!

Ganzheitliche Anlagenoptimierung

Ganzheitliche Anlagenoptimierung
    • Optimisierung der Leistung der Vermögenswerte durch sorgfĂ€ltige Behandlung auf Seiten der Arbeiter.
    • Anwendung von OEE als Antrieb fĂŒr die Leistung der Maschinen, BeschrĂ€nkung der sechs großen Verluste auf ein Minimum.
    • Anwendung einer raschen Übergabetechnologie.
    • Find out more about equipment optimisation / asset care training

Why Asset Care is important

If you’re part of an organization which involves the usage of equipment and machinery, you probably know that human error as well as defects in machinery is the root cause of some of the many losses that occur.
 
Every factory that uses heavy equipment is usually aware of this but rarely do they sit up and do anything. This could be because of lack of knowledge or the correct system is not in place. Hence, Asset Care becomes an important aspect in every factory or workplace. What is Asset Care? Asset Care occurs when equipment availability goes up, while producing good quality products quickly. Simply put, the three main factors here are a) Availability – lesser breakdown of equipment so it is available for production, b) Quality- production of quality products and c) Speed – Quick turnaround of good quality products.
 
How can you achieve Asset Care/Equipment Optimisation at your workplace or factory? First of all, you need to understand the importance of the machine operator because these are the guys who control ASQ (Availability, Speed and Quality). So, if you want to ensure equipment optimisation, here are the areas where the operators can be of help to you.
  • Equipment cleaning – ASQ gets a huge boost if equipment is cleaned regularly and maintained properly. Dirt and grime build up can cause problems which could lead to losses on a greater level, so by ensuring that your equipment is clean, ASQ becomes a greater possibility.
  • Lubrication – A simple step such as lubrication, when overlooked, could cause problems with the machine and lead to machine breakdown as well as rapid deterioration.
  • Daily checksheet – This is an important step but is often bypassed because of the tediousness of the job. Make sure that checksheets are completed daily because it action is taken faster with its help. Also, this is a procedure that is followed religiously in all world class companies.
  • Correct equipment operation – Sometimes because we don’t know any better or because of lack of skills, equipment is not treated correctly, thereby affecting ASQ. Make sure that all standard procedures are followed and operators are trained properly so that equipment is used correctly and consistently.
  • Quick changeover – Changeovers have to be quick, otherwise ASQ is negatively affected. How so? If a changeover takes long time, is disorganized and occurs often, it is but natural that things will not proceed as they should.
So far, so good. But the story doesn’t end here. At any workplace, there should be a compliance with operators and maintenance staff so that there are fewer breakdowns. More time should indeed be spent on Preventative Maintenance and not actual maintenance jobs. At any world class organisation, such Preventative Maintenance measures are commonplace and regular inspections are conducted for important equipment.
 
The important factor here is that there should be co-ordination between maintenance teams and operators so that changeovers can occur in as less time as a single minute and problems are solved jointly.
 
Contact us now for Asset Care Training.

Engagiertes FĂŒhrungsverhalten

Engagiertes FĂŒhrungsverhalten
  • Entfaltung des Teams durch StĂ€rkung der FĂŒhrung und direkte Teilnahme.
  • Entwickeln der Selbsteinsicht durch Feedback in Bezug auf persönliche FĂŒhrung, die Hantierung von Konfliktsituationen und die Effizienz, Entscheidungen zu treffen.
  • Schaffung einer Kultur der Teamarbeit, Teilnahme und stĂ€ndigen Weiterbildung.

Workflow Management : Arbeitsflussgestaltung

Workflow Management : Arbeitsflussgestaltung
  • Verbesserung der ReaktionsfĂ€higkeit des Unternehmens und der Geschwindigkeit, um KapazitĂ€tseinschrĂ€nkungen zu managen und die sich in Arbeit befindliche Produktion zu reduzieren.
  • Die Werte fließen lassen so wie sie vom Kunden vorgegeben werden.
  • Vereinfachung der Planung, indem von visuellem Management, Kanban und anderen Verbindungsmethoden Gebrauch gemacht wird.

Coaching for Performance

Coaching for Performance
  • Schaffung eines lernfreudigen Umfelds zum Zwecke der Anhebung der Fertigkeiten.
  • Aufbau eines mehrfach ausgebildeten und vielseitigen Teams.
  • Integration des Leistungsmanagements mit Schwerpunkt auf der Erreichung der GeschĂ€ftsziele.

Techniken zur QualitÀtssicherung

Techniken zur QualitÀtssicherung
  • Beurteilung und Verfolgung der QualitĂ€tsleistung.
  • Konzipieren der Weiterbildung und Verbesserung in den QualitĂ€tssystemen.
  • Anwendung einer Philosophie der QualitĂ€t-zu-Beginn und eingebauter QualitĂ€t.
  • Benutzen der sieben QC Hilfsmittel.
  • Eliminierung von Fehlern durch Fehlersicherung (poka-yoke).

Mehrwertorientierte Dienstleistungserbringung

Mehrwertorientierte Dienstleistungserbringung
  • Identifizierung und Definition der gesamten Wertanforderungen der Kunden.
  • Abstimmen von “Wertvektoren” in der gesamten Wertkette.
  • Verbessern der Effizienz der Wertkette durch Win-win Partnerschaften mit internen und externen Lieferanten und Kunden.
  • Anwendung stĂ€ndiger Verbesserungsinitiativen, bei denen die Lieferanten und Kunden in der gesamten Wertkette eingebunden sind.

Prozessoptimierung durch Verlustvermeidung

Prozessoptimierung durch Verlustvermeidung
  • Konzipieren von Verfahren fĂŒr Weltklasse-QualitĂ€t, Geschwindigkeit, Kosteneffizienz, Sicherheit und Menschen.
  • Identifizierung und Eliminierung der sieben Verschwendungsbereiche.
  • Anwendung von Techniken zur Verfahrensplanung, um die Verfahren zu verbessern und Abfall zu eliminieren.

Persönlichkeitsentfaltung

Persönlichkeitsentfaltung
  • Erlangen von Einsicht in dein Motivierungsprofil und dessen Einfluss.
  • Entwickeln einer „internen Kontroll-„ Einstellung.
  • Schaffung einer hohen Erfolgskultur.
  • Erstellen eines persönlichen Entfaltungsplanes.

Problem Solving

Problem Solving
  • Ensuring that problems which have been solved in the past do not recur.
  • Implementing tried and tested remedies immediately for known problem areas.
  • Capturing the learnings of experienced specialised personnel.
  • Gathering relevant evidence to facilitate problem-solving.
  • Solving problems effectively using a simple structured approach.
  • Inculcating a culture of solving problems rather than either just reducing the impact or living with the consequences.
  • Using every identified problem as a potential lever towards long-term continuous improvement in Quality, Speed, Cost-effectiveness, Safety and People.
  • Applying structured DMAIC methodology.
 
Methodologie
 


Zielvereinbarung als “Mini-Business”

  • Involvieren der Angestellten an der Vorfront des Unternehmens durch das Minibetriebs-Konzept.
  • Abstimmung der Ziele von oben nach unten und von unten nach oben; Schaffung eines geschĂ€ftlichen Schwerpunktes an der Vorfront.
  • EinfĂŒhrung des visuellen Managements von QualitĂ€t, Geschwindigkeit, Kosteffizienz, Sicherheit und Menschen.
  • GrĂŒndung eins Forums zur Problemlösung, stĂ€ndiger Verbesserungen und Innovation.

Building a World-Class Team

A challenging Vision, Mission, supported by unifying Values and visual alignment of goals, targets and action plans help produce successful teams that provide customers exceptional service. Successful teams view themselves as Mini-businesses whose reason for being is to serve their customers, add value and support their organisation to achieve its vision, mission and goals.

Visual Management helps teams gel and perform

  • Sharing the organisation’s Vision, Mission, Values and goals. Without an inspiring vision and mission there’s no purpose. Shared values provide a team with a set of rules to play by so that it can achieve its goals and perform at world class levels.
  • Giving a team identity through its mini-business concept and its principles and mission.
  • Goal setting. Worthwhile goals that are specific, value adding, measurable, achievable, relevant and time-based.
  • Communication between team members is vital for its long-term success. This entails team-on-team, team-on-one and one-on-one reviews and problem solving.
  • Establishing win-win partnerships through Service Level Agreements between the mini-business team and its customers and suppliers.
  • Leading innovation so that the organisation stays ahead of its competitors.
  • Instilling the Kaizen philosophy of continuous improvement so that the team becomes a great team and the benchmark in industry.
If you want a world-class ‘dream team’ that helps its customers become productive and profitable, then you should consider the Mini-business Goal Alignment and Visual Management tools provided by CDI.
 
We’re arguably the world’s leader in visual representation and have offices in 6 countries.
 
Since1997, CDI has helped more than 900 clients become more focused, productive, profitable and world-class.

Why Visual Representation?

It has been proven that individuals are more visually orientated than auditory. When pictures are used in tandem with writing and speaking, the impact it has on an individual and team is marked. Visual representation helps us:
  • Understand the message more easily
  • Retain the message for longer
  • It acts as a catalyst for change
  • It is a constant reminder of our vision, mission and values
  • It helps us keep focused on the goal
Call CDI now for an appointment to see how we can help you build a world class team make your organisation more productive and profitable.
 
E-Mail: holdings@cdi.biz or dynamics@cdi.biz

5S ĂŒbersichtliche Arbeitsplatzgestaltung

  • Die Arbeit durch 5 S erleichtern – Sortieren & Entsorgen, Scheinen & Inspizieren, Beschilderung & Ordnung, Simplify [Vereinfachen] & Standardisieren, und Sustain [Beibehalten].
  • Schaffung eines visuellen Arbeitsplatzes, der angenehm, produktiv und frei von Abfall ist.
  • Verbessern des ergonomischen Arbeitsdesigns.

Creating a visual workplace to increase productivity

It is human nature to hoard or save things because you think you might need these things in the future, but this hoarding creates unnecessary clutter and can lead to your employees being less productive.Find out how we help you create a visual workplace to increase productivity at your office. The steps to follow to create a visual workplace Our program follows these five steps to create a visual workplace:
 
S1. Sort and Discard The key to S1 is to eliminate non-essential items from the workplace. BY applying S1, clutter is eliminated and a pleasant, efficient workplace is created.
 
S2. Shine and Inspect Shine refers to the removal of dirt, grime and dust from the workplace and the thoroughly cleaning of machines, equipment, floors and walls.
 
S3. Signpost and Order Once all unnecessary items have been removed and the workplace is cleaned to standard, remaining items should be well organised. There should be a place for everything and everything should be in its place. Everything should be signposted so it is visually clear where thigns belong, even to a new team member of visitor.
 
S4. Simplify and Standardise We apply ergonomic principles to the workplace to eliminate wasteful activities and make work safer and easier. Standardising helps by reducing the number of items we need to own and control.
 
S5. Sustain This last step refers to the discipline required to ensure that S1, S2, S3 and S4 are properly sustained and improved.

The benefits of a visual workplace

  • Know exactly what your workplace needs and doesn’t need
  • Be more productive
  • Produce fewer defects
  • Meet deadlines with greater ease
  • Have a positive effect on morale
Contact us for more information on how to create a visual workplace!

Ganzheitliche Anlagenoptimierung

  • Optimisierung der Leistung der Vermögenswerte durch sorgfĂ€ltige Behandlung auf Seiten der Arbeiter.
  • Anwendung von OEE als Antrieb fĂŒr die Leistung der Maschinen, BeschrĂ€nkung der sechs großen Verluste auf ein Minimum.
  • Anwendung einer raschen Übergabetechnologie.
  • Find out more about equipment optimisation / asset care training

Why Asset Care is important

If you’re part of an organization which involves the usage of equipment and machinery, you probably know that human error as well as defects in machinery is the root cause of some of the many losses that occur.
 
Every factory that uses heavy equipment is usually aware of this but rarely do they sit up and do anything. This could be because of lack of knowledge or the correct system is not in place. Hence, Asset Care becomes an important aspect in every factory or workplace. What is Asset Care? Asset Care occurs when equipment availability goes up, while producing good quality products quickly. Simply put, the three main factors here are a) Availability – lesser breakdown of equipment so it is available for production, b) Quality- production of quality products and c) Speed – Quick turnaround of good quality products.
 
How can you achieve Asset Care/Equipment Optimisation at your workplace or factory? First of all, you need to understand the importance of the machine operator because these are the guys who control ASQ (Availability, Speed and Quality). So, if you want to ensure equipment optimisation, here are the areas where the operators can be of help to you.
  • Equipment cleaning – ASQ gets a huge boost if equipment is cleaned regularly and maintained properly. Dirt and grime build up can cause problems which could lead to losses on a greater level, so by ensuring that your equipment is clean, ASQ becomes a greater possibility.
  • Lubrication – A simple step such as lubrication, when overlooked, could cause problems with the machine and lead to machine breakdown as well as rapid deterioration.
  • Daily checksheet – This is an important step but is often bypassed because of the tediousness of the job. Make sure that checksheets are completed daily because it action is taken faster with its help. Also, this is a procedure that is followed religiously in all world class companies.
  • Correct equipment operation – Sometimes because we don’t know any better or because of lack of skills, equipment is not treated correctly, thereby affecting ASQ. Make sure that all standard procedures are followed and operators are trained properly so that equipment is used correctly and consistently.
  • Quick changeover – Changeovers have to be quick, otherwise ASQ is negatively affected. How so? If a changeover takes long time, is disorganized and occurs often, it is but natural that things will not proceed as they should.
So far, so good. But the story doesn’t end here. At any workplace, there should be a compliance with operators and maintenance staff so that there are fewer breakdowns. More time should indeed be spent on Preventative Maintenance and not actual maintenance jobs. At any world class organisation, such Preventative Maintenance measures are commonplace and regular inspections are conducted for important equipment.
 
The important factor here is that there should be co-ordination between maintenance teams and operators so that changeovers can occur in as less time as a single minute and problems are solved jointly.
 
Contact us now for Asset Care Training.

Engagiertes FĂŒhrungsverhalten

  • Entfaltung des Teams durch StĂ€rkung der FĂŒhrung und direkte Teilnahme.
  • Entwickeln der Selbsteinsicht durch Feedback in Bezug auf persönliche FĂŒhrung, die Hantierung von Konfliktsituationen und die Effizienz, Entscheidungen zu treffen.
  • Schaffung einer Kultur der Teamarbeit, Teilnahme und stĂ€ndigen Weiterbildung.

Workflow Management : Arbeitsflussgestaltung

  • Verbesserung der ReaktionsfĂ€higkeit des Unternehmens und der Geschwindigkeit, um KapazitĂ€tseinschrĂ€nkungen zu managen und die sich in Arbeit befindliche Produktion zu reduzieren.
  • Die Werte fließen lassen so wie sie vom Kunden vorgegeben werden.
  • Vereinfachung der Planung, indem von visuellem Management, Kanban und anderen Verbindungsmethoden Gebrauch gemacht wird.

Coaching for Performance

  • Schaffung eines lernfreudigen Umfelds zum Zwecke der Anhebung der Fertigkeiten.
  • Aufbau eines mehrfach ausgebildeten und vielseitigen Teams.
  • Integration des Leistungsmanagements mit Schwerpunkt auf der Erreichung der GeschĂ€ftsziele.

Techniken zur QualitÀtssicherung

  • Beurteilung und Verfolgung der QualitĂ€tsleistung.
  • Konzipieren der Weiterbildung und Verbesserung in den QualitĂ€tssystemen.
  • Anwendung einer Philosophie der QualitĂ€t-zu-Beginn und eingebauter QualitĂ€t.
  • Benutzen der sieben QC Hilfsmittel.
  • Eliminierung von Fehlern durch Fehlersicherung (poka-yoke).

Mehrwertorientierte Dienstleistungserbringung

  • Identifizierung und Definition der gesamten Wertanforderungen der Kunden.
  • Abstimmen von “Wertvektoren” in der gesamten Wertkette.
  • Verbessern der Effizienz der Wertkette durch Win-win Partnerschaften mit internen und externen Lieferanten und Kunden.
  • Anwendung stĂ€ndiger Verbesserungsinitiativen, bei denen die Lieferanten und Kunden in der gesamten Wertkette eingebunden sind.

Prozessoptimierung durch Verlustvermeidung

  • Konzipieren von Verfahren fĂŒr Weltklasse-QualitĂ€t, Geschwindigkeit, Kosteneffizienz, Sicherheit und Menschen.
  • Identifizierung und Eliminierung der sieben Verschwendungsbereiche.
  • Anwendung von Techniken zur Verfahrensplanung, um die Verfahren zu verbessern und Abfall zu eliminieren.

Persönlichkeitsentfaltung

  • Erlangen von Einsicht in dein Motivierungsprofil und dessen Einfluss.
  • Entwickeln einer “internen Kontroll-” Einstellung.
  • Schaffung einer hohen Erfolgskultur.
  • Erstellen eines persönlichen Entfaltungsplanes.

Problem Solving

  • Ensuring that problems which have been solved in the past do not recur.
  • Implementing tried and tested remedies immediately for known problem areas.
  • Capturing the learnings of experienced specialised personnel.
  • Gathering relevant evidence to facilitate problem-solving.
  • Solving problems effectively using a simple structured approach.
  • Inculcating a culture of solving problems rather than either just reducing the impact or living with the consequences.
  • Using every identified problem as a potential lever towards long-term continuous improvement in Quality, Speed, Cost-effectiveness, Safety and People.
  • Applying structured DMAIC methodology.