Operational Body Scan™- a benchmarking tool that provides a comprehensive, quantified assessment of the effectiveness and quality of a company's operational strategy and execution. There can be many reasons why a business does not achieve its operational potential. Not knowing the impediments to the organization’s operational success could result in focusing on the wrong issues. The Operational Body Scan™ helps identify the root causes of disappointing performance and develop an operational improvement plan that focuses on the company's strengths and opportunities. Often used as a tool subsequent to the Corporate Body Scan process, this tool can also be used as a stand-alone process.
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Logistics management – management of the flow of goods, information and other resources between point of origin and point of use, in order to meet the customer's requirements.
KPIs/flash reports – a daily report of the company's performance against Key Performance Indicators distributed to all who can impact that performance.
Supply chain management – management of a group of interconnected internal or external suppliers that individually or collectively provide a product or service required by the company. Covers all movement and storage of raw materials, inventory, work-in-process and finished goods from point of origin to point of use.
KPIs/flash reports – a daily report of the company's performance against Key Performance Indicators distributed to all who can impact that performance.
Productivity enhancement – providing employees with tools to make jobs easier, helping them to work smarter rather than harder.
Supplier rating system – a system of rating suppliers utilizing criteria that are important to the company and expected of suppliers doing business with the company.
Value stream mapping – the analysis of a process to determine which activities are value-added activities vs. which are non-value-added activities
SMED – eliminating non-value-added items in a machine setup process, enabling setups or changeovers to be done faster, while maintaining safety. The ultimate goal in setup reduction is single minute exchange of dies, or SMED.
Thinking in color – teaching employees to be able to visualize value-added time (green time) and non value-added time (red time)
Cellular production – a production system wherein all activities in a process are arranged in close proximity resembling a cell, with processing taking place in a continuous flow.
5Ss – an detailed approach to workplace organization in order to improve orderliness and drive out waste. Steps include sort, sweep, straighten, standardize and sustain.
Kaizen – a technique for analyzing and improving processes by empowering employees in a team environment to help the company make improvements.
Kaizen – a technique for analyzing and improving processes by empowering employees in a team environment to help the company make improvements.
