Manufacturing executives are challenged each day to find ways to improve the value of their companies. How well manufacturing executives address this challenge depends upon the techniques employed.
Whether your manufacturing organization needs to improve its performance in response to the changing needs of an organization that is implementing Lean business concepts, or whether you would like to use your manufacturing group to lead the implementation of Lean business concepts throughout your organization, J.H. Cohn can help you achieve your objectives.
Benefits of Lean Manufacturing
Business process improvement isn’t just a strategy for the manufacturing area of a company. J.H. Cohn’s Lean Manufacturing Value Improvement Program combines our understanding of how work gets done in an organization with Lean business concepts to enable our clients to achieve a competitive advantage. Typical results include:
- A more responsive manufacturing group with improved morale, staff utilization, and greater integration with—and support of—the operations of the business.
- More useful, accurate, timely, and consistent management information, resulting in improved decision-making.
- Streamlined business processes into and out of the manufacturing group resulting in decreased cycle time, which improves cash flow and profitability.
- Elimination of wasted effort and non-value-added activities, which increases capacity and frees staff to focus on more value-creating activities, including business intelligence and analysis.
- Reduce defects on the production line in order to reach optimum quality.
- Lower lead times, reduced set-up times and lower equipment expense, all of which leads to increased profit.
Our Approach
We will work with you to develop a high-level process map so you will see how value is delivered to your customer—and how it is not. We will define measurements to monitor the progress as process improvements are made and controls are implemented. We will develop a baseline value stream map and collect baseline data so that process efficiency can be monitored.
From the Value Stream Map and baseline data we will analyze ways to eliminate waste and increase value within the processes. Typical examples of waste include overproduction, motion, inventory, transportation, waiting, underutilized people, defects, and over-processing. The analysis of the process will involve techniques such as root cause analysis, FMEA, SIPOCs, and the identification of activities that are value-add, non-value add, and rework.
Once we have identified the non-value add activities, performed root cause analysis, and stratified rework and failures by the severity to the organization, we will develop a plan to eliminate the non-value add activities and the rework, as well as help you implement a culture that sustains lasting improvements.