Software lean manufacturing #lean,six #sigma,streamline #operations,manufacturing,production #processes,lean #kaizen,just #in #time #production,jit,assembly,idle #inventory,kanban,continuous #imporvement,ci,poke #yoke,total #quality


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LEAN Manufacturing for Enterprise Wide Operational Excellence

Reduce process cycle times by more than 10%

Enterprise Wide Continuous Improvement Operational Excellence

Lean Manufacturing practices have generally been adopted since the early 70’s, and has become a vital part of Continuous Improvement and Manufacturing Excellence. Continuous Improvement (CI) techniques such as 5S, Poka Yoke, SMED, and TPM are all major elements of achieving Lean practices across individual and multiple sites.
CI is at the heart of any LEAN initiative and so having an empowered CI team in place from inception is key in driving the process forward. The role of the team is to facilitate buy-in from Operators and Stakeholders so that everybody understands what impact they have in the improvement process and believe the potential value of the program, both departmentally and company-wide. Evolving an improvement culture and strategy across the whole organisation is vital to a successful CI program.

Other Lean Tools to be implemented as part of your Lean System

Six Sigma

Six Sigma describes quantitatively how a process is performing. It measures defects per million opportunities (DPMO) and a defect is defined as anything outside of customer specifications. The opportunity is then the total quantity of chances for a defect.
The fundamental objective of the methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma. The use of DMAIC (Define, Measure, Analyse, Improve and Control) is an improvement system for existing processes falling below specification and looking for incremental improvement. Six Sigma processes are executed by Six Sigma Green Belts and Six Sigma Black Belts, and are overseen by Six Sigma Master Black Belts.

Just in time Production

JIT is a pull based system based on buying enough materials to fit into production and ensuring an even flow of materials, which results in holding less stock. Having the correct amount of materials in line with a production plan will reduce in process inventory and associated costs. Raw materials will arrive on schedule and in the planned order and amounts to go into production. An effective inventory management system is essential to improving and supporting a JIT supply model.
JIT manufacturing includes bringing together sequences such as fabrication, sub assembly, inventory, supplier, final assembly and shipping to quicken turnover, eliminate idle inventory, reduce waste, reduce money tied up in inventory, and increase efficiency to raise productivity. JIT is dependent on signals or Kanban’s, which tells production when to make the next part. JIT operations is a great way to improve inventory accuracy and achieve a better more lean material flow for greater inventory management control. JIT compliments continuous improvement and lean manufacturing by having the right materials, at the right place, and in the right amounts.

Kanban

Kanban is a Pull System which enables Production to request material at the time of use. As parts are consumed within the manufacturing process, the Kanban signal triggers the delivery, both internally and externally* to the Point of Use/Fit (POU/POF). This is a supporting function to a sequencing operation which eliminates the need for multiple parts at the POF, thus reducing shop-floor inventory.
One of the main benefits of Kanban is to establish an upper limit to the work in progress inventory, as part of the ‘pull’ demand approach, inventory stock levels are also managed better and usually have smaller, faster turnarounds. Electronic, paperless Kanban systems eliminate manual entry errors and enable real-time demand signalling using a mix of technology, such as barcode scanners, to trigger materials within the production process.
A typical Kanban system marks inventory with barcodes which workers scan at different stages of the process, signalling usage. The scan sends a message to internal stores to ensure restocking of the item. Having a real-time view of inventory throughout the supply chain can significantly improve and support Lean Manufacturing processes.

Poka Yoke

‘Poka Yoke’ is a Japanese term meaning ‘fail-safeing’ or ‘error proofing’. These systems detect and prevent process errors for improved quality control and can be implemented in a manufacturing process to help an operator avoid mistakes caused by choosing the wrong part. The purpose is to eliminate product defects by preventing, correcting or drawing attention to both human and mechanical errors as they occur.
There are two types of Poka Yoke systems: the Prevention (control approach) which guides the operator through a process and determines whether the correct process is being followed and prevents a defect from occurring, and the Detection (warning approach) that catches a defect which has already occurred before the goods are shipped to the customer. Devices are used to identify product defects by testing criteria such as the product’s shape, size, or colour. If the product doesn’t comply, a warning will be signalled. Poka Yoke technologies can include; electronic check-lists, locating pins, error alarm detection, physical contact sensors – photocell, touch switches, energy sensors – photoelectric switch, proximity switch, beam sensors, warning sensors – lights, colour code, timers, detectors, readers, meters, and counters.
Poka Yoke systems have many benefits when implemented into Continuous Improvement and Lean Manufacturing strategies resulting in enhanced and controlled processes; leading to reduced rework, scrap and warranty costs, reduction of waste for improved waste management, achieving ZDQ (Zero Defect Quality) which reduces the associated costs with manufacturing defects, improves quality for sustained customer satisfaction, loyalty and retention, and achieving 100% compliance, zero defects, zero waste, zero delays to reduce overall manufacturing costs and improve productivity.

For further information about implementing LEAN manufacturing practices please call us on 01274 599955 or email us here

Resources

  • APS Group Case Study (Parsec)
  • Royal Mail Case Study
  • LEAN Manufacturing Whitepaper
  • Quality Management Video
  • Minimising the Six Big losses Webinar
  • 7 Best Practices of Highly Effective Teams Whitepaper
  • Real-Time WCM Whitepaper
  • Nine Habits of Continuous Improvement Teams Whitepaper
  • Lean Management Journal Article Logical Lean Dec 2010 Steve Wilkinson
  • Lean Management Journal Article Oct 2011 Lean with IT Mike Hodge
  • Lean Management Journal Jan 2012 Lean on IT, APS Steve Goodall
  • Lean Management Journal Aug 2012 A View from the Shop Floor Wrigley
  • Lean Management Journal Sept 2013 Making IT Work Chris Borrowdale
  • The Manufacturer- Apr 15 Lean manufacturing in the UK BLOG
  • The Manufacturer- Apr 15 New webinar to help mfgs get lean
  • More Downloads

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Food – Ben E #food #and #beverage #inventory #software


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QUALITY
CUSTOMER
SERVICE
EVERYDAY!

Ben E. Keith Food

The evolution of Ben E. Keith Company has occurred through visionary management. No one knew our humble beginnings in 1906 as a produce company would lead to one of the nation’s largest broad line food service distributors. In 1906, Ben E. Keith was known as Harkrider-Morrison Company and was a wholesaler of groceries and sundries. Within a few years of its founding, Ben E. Keith’s knowledge of routing, operations, and sales pulled him into a leadership role, and, by 1931, the company was renamed after him.

While Keith accomplished many remarkable achievements, none are more valuable to the Beverage Division as his decision to venture into the selling of ice cream syrups to offset the summer loss of sales of vegetables and fruits. In 1928, Keith visited St. Louis and met with Adolphus Busch, whose brewery was making syrups, baker’s yeast and other products since it could not brew beer during Prohibition. When Prohibition ended, Ben E. Keith Company became a wholesaler of Anheuser Busch beers. Mr. Keith’s assistant was also instrumental in creating the Fresh From Keith slogan. This slogan helped market and advertise the fresh fruits and vegetables sold by the company and the slogan is still used to this day. But Ben E. Keith will always stand out in his employees eyes for establishing the Company’s pension and profit-sharing plan. This was one of the first companies to establish an employee relations program in the 1940’s.

Then enters Gaston Hallam, the father of Robert and Howard, our current owners. Gaston began his career with the company in 1924 and later became a major stockholder, president and chairman. He was witness to the evolution of refrigerated, package trucks, the advent of frozen foods, which had been available on an institutional basis long before they came to the consumer market after World War II, and the creation of the first electronic fork lift. When Gaston decided to step down from his Chairman position in 1979, he announced his son Robert as his successor.

It was under the leadership of Robert that many things began to change. Under Robert, the food division went from being a produce distributor to one of the largest full-service institutional distributors in the country. Ben E. Keith Foods reached over $100 million in sales. The Beverage Division achieved a milestone in December of 1982 when it was the second distributor in the country to sell a million barrels of beer in one calendar year. Both Food and Beverage continued to grow over the next several decades but the next large milestone for Food did not come until 2004, when the company reached over $1 billion in sales.

Although the company has received many awards over the past century, the best award achieved has been the milestone of reaching 100 years in business. Successfully partnering with suppliers and employees to service wonderful customers and helping their business to grow and succeed. It is the continued vision of our leaders throughout the years that has made Ben E. Keith Company a success.


Master of Management in Food and Beverage #food #and #beverage, #food #and #beverage #manager, #master


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PROSSIMI EVENTI

  • ORIENTATION MEETINGS – ITALIA
  • 13 Settembre 2017, 18:30 ( CEST ) – Building your future: An MFB Alum’s success story (in inglese)
  • 13 Settembre 2017, 18:30 – Building your future: An MFB Alum’s success story (in inglese)

Il Master of Management in Food Beverage (MFB) è un programma internazionale in inglese, per la formazione di figure manageriali nel Food Beverage e nei settori collegati quali il manufatturiero, l’hotellerie e il retailing.

Attraverso questo Master innovativo e altamente specializzato i partecipanti acquisiscono una conoscenza approfondita del settore e sviluppano le competenze teoriche e pratiche necessarie per ricoprire un ruolo gestionale all’interno di aziende che operano in questo ambito.

Il corso è strutturato in modo da alternare continuamente lezioni frontali con esercitazioni, case studies, simulazioni, incontri con rappresentanti di aziende leader e opinion leaders, internship individuali, field project e attività in piccoli gruppi. Durante l’intero Master viene fatto riferimento tanto ai leader internazionali quanto alle eccellenze italiane.

Profilo del candidato

  • Laurea in qualsiasi disciplina
  • Almeno 2 anni di esperienza professionale
  • Conoscenza approfondita dell’inglese
  • “MFB prepara i futuri professionisti del settore Food Beverage grazie ad approfondimenti di aree funzionali chiave quali Strategy, Accounting Finance, Supply Chain Management Operations, Marketing Sales. Il curriculum è ulteriormente arricchito da casi, lavori di gruppo e progetti sul campo, sempre focalizzati su tematiche rilevanti in ambito F B. Ma corsi e attività non sono l’unico ingrediente della ricetta del successo di MFB: numerose company visits e 2 study tours completano l’esperienza e i partecipanti sono immersi a 360° nella cultura italiana del Food Beverage, in tutto il mondo sinonimo di eccellenza.”

    Programma internazionale full-time in inglese, di 12 mesi, con inizio a gennaio, articolato in 4 fasi:

    Fase 1 (gennaio 2018)
    Opening Ceremony

    Fase 2 (gennaio – febbraio 2018)
    Winter Term
    Italian Excellence, Business Modelling, Organizational Design in the Information Age, Marketing Management, Quantitative Methods, Accounting, Operations Management, Management Control

    Fase 3 (marzo 2018)
    Spring Term – 1
    Market Product Innovation, Brand Management, Corporate Finance, International Development

    Fase 4 (aprile – maggio 2018)
    Spring Term – 2
    Supply Chain Management, Sales Management, F B Sales and Marketing, People Management, Retail Management, Business Planning, Food Strategy Business Game, Study Tour

    Fase 5 (giugno – settembre 2018)
    Field Project

    Perché scegliere MFB?

    Il Master of Management in Food Beverage di SDA Bocconi offre una preparazione completa e specialistica che consente di ricoprire un’ampia gamma di ruoli chiave nel settore, dalla gestione dei prodotti al brand management, dalle vendite alla direzione marketing.

    Oltre alle lezioni e alle attività pratiche, gli studenti hanno la possibilità di partecipare a numerose iniziative volte a una maggiore specializzazione e a un ulteriore approfondimento delle aree di interesse. Queste iniziative comprendono visite ad aziende di settore in regioni quali Veneto, Lombardia, Trentino Alto Adige, Friuli-Venezia Giulia, Toscana, Piemonte ed Emilia Romagna, corsi di degustazione, e molto altro ancora.

    Pertanto, chi vuole coniugare un interesse specifico per il settore Food Beverage con una preparazione di livello manageriale troverà in questo programma una risposta completa, unica e stimolante.

    KEY FACTS