Méthodologie

Méthodologie


Alignement des objectifs (mini-business)

Alignement des objectifs (mini-business)
    • Focaliser les équipes sur les objectifs business grâce au concept mini-business.
    • Mettre en oeuvre le management visuel de la Qualité, Cycle, Coût, Sécurité et Motivation.
    • Aligner les objectifs à la fois top-down et bottom-up.
    • Etablir une fondation pour la résolution de problème, l’amélioration continue et l’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

Management visuel 5S

Management visuel 5S
    • Faciliter le travail avec les 5 S – Sorting, Shining, Signposting, Simplifying and Sustaining.
    • Créer un espace de travail visuel qui est plaisant, “productif” et clair pour tous.
    • Configurer le poste de travail en intégrant des considérations ergonomiques.

    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!

Performance de l’équipement

Performance de l’équipement
    • Amener le TRS (Disponibilté ´ Performance ´ Qualité) au niveau des standards world-class en identifiant, priorisant et éliminant les pertes.
    • Enrichir le rôle de l’opérateur dans la conduite de l’équipement.
    • Mettre en oeuvre la technique de changement rapide d’outils (SMED).
    • 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.

Leadership d’équipe

Leadership d’équipe
  • Développer l’équipe par le leadership et la participation active.
  • Ecouter les retours d’expérience concernant le leadership, la gestion des conflits et l’efficacité de la prise de décision.
  • Créer une culture du travail en équipe et l’apprentissage continu.

Management du flux

Management du flux
  • Améliorer la qualité et la réactivité de l’organisation en pilotant les contraintes de capacité et en réduisant les en-cours.
  • Cartographier le flux de valeur comme tiré par le client.
  • Simplifier la programmation du travail en utilisant management visuel, kanban ou autres techniques.

Coaching d’équipe

Coaching d’équipe
  • Créer un environnement favorisant le développement des compétences.
  • Construire une équipe professionnelle, multi-compétente et polyvalente.
  • Focaliser le management de la performance sur la réalisation des objectifs business.

Assurance Qualité

Assurance Qualité
  • Quantifier et suivre la performance qualité.
  • Intégrer le développement des compétences et l’amélioration continue dans le système Qualité.
  • Mettre en oeuvre la philosophie de « qualité intégrée » ou “bon du premier coup”.
  • Appliquer les sept outils du contrôle qualité.
  • Eliminer les erreurs par la technique du détrompage (poka-yoke).

Qualité de service

Qualité de service
  • Identifier toutes les attentes de la valeur client.
  • Améliorer l’efficacité de la chaîne de valeur pour la satisfaction totale du client.
  • Développer des relations “gagnant-gagnant” avec les fournisseurs et les clients.

Amélioration process 7 pertes

Amélioration process 7 pertes
  • Concevoir des process pour une qualité, un cycle et un coût world-class.
  • Identifier et éliminer les sept pertes.
  • Appliquer les techniques du process mapping pour améliorer les process.

Développement personnel

Développement personnel
  • Développer an internal locus of control in taking personal responsibility.
  • Créer une haute culture de l’atteinte de l’objectif.
  • Prendre conscience de ses capacités pour améliorer son efficacité personnelle.
  • Savoir déterminer un objectif.
  • Developing the Psychological Capital of your team.

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.
Méthodologie



Alignement des objectifs (mini-business)

  • Focaliser les équipes sur les objectifs business grâce au concept mini-business.
  • Mettre en oeuvre le management visuel de la Qualité, Cycle, Coût, Sécurité et Motivation.
  • Aligner les objectifs à la fois top-down et bottom-up.
  • Etablir une fondation pour la résolution de problème, l’amélioration continue et l’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

Management visuel 5S

    • Faciliter le travail avec les 5 S – Sorting, Shining, Signposting, Simplifying and Sustaining.
    • Créer un espace de travail visuel qui est plaisant, “productif” et clair pour tous.
    • Configurer le poste de travail en intégrant des considérations ergonomiques.

    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!

Performance de l’équipement

    • Amener le TRS (Disponibilté ´ Performance ´ Qualité) au niveau des standards world-class en identifiant, priorisant et éliminant les pertes.
    • Enrichir le rôle de l’opérateur dans la conduite de l’équipement.
    • Mettre en oeuvre la technique de changement rapide d’outils (SMED).
    • 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.

Leadership d’équipe

  • Développer l’équipe par le leadership et la participation active.
  • Ecouter les retours d’expérience concernant le leadership, la gestion des conflits et l’efficacité de la prise de décision.
  • Créer une culture du travail en équipe et l’apprentissage continu.

Management du flux

  • Améliorer la qualité et la réactivité de l’organisation en pilotant les contraintes de capacité et en réduisant les en-cours.
  • Cartographier le flux de valeur comme tiré par le client.
  • Simplifier la programmation du travail en utilisant management visuel, kanban ou autres techniques.

Coaching d’équipe

  • Créer un environnement favorisant le développement des compétences.
  • Construire une équipe professionnelle, multi-compétente et polyvalente.
  • Focaliser le management de la performance sur la réalisation des objectifs business.

Assurance Qualité

  • Quantifier et suivre la performance qualité.
  • Intégrer le développement des compétences et l’amélioration continue dans le système Qualité.
  • Mettre en oeuvre la philosophie de « qualité intégrée » ou “bon du premier coup”.
  • Appliquer les sept outils du contrôle qualité.
  • Eliminer les erreurs par la technique du détrompage (poka-yoke).

Qualité de service

  • Identifier toutes les attentes de la valeur client.
  • Améliorer l’efficacité de la chaîne de valeur pour la satisfaction totale du client.
  • Développer des relations “gagnant-gagnant” avec les fournisseurs et les clients.

Amélioration process 7 pertes

  • Concevoir des process pour une qualité, un cycle et un coût world-class.
  • Identifier et éliminer les sept pertes.
  • Appliquer les techniques du process mapping pour améliorer les process.

Développement personnel

  • Développer an internal locus of control in taking personal responsibility.
  • Créer une haute culture de l’atteinte de l’objectif.
  • Prendre conscience de ses capacités pour améliorer son efficacité personnelle.
  • Savoir déterminer un objectif.
  • Developing the Psychological Capital of your team.

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.