Description

This curriculum spans the analytical and operational rigor of a multi-workshop operational diagnostic, addressing the same process validation, data alignment, and constraint resolution tasks typically handled in cross-functional manufacturing assessments.

Module 1: Process Mapping and Value Stream Identification

Select and validate the appropriate scope for value stream mapping, balancing departmental boundaries with end-to-end material and information flow.
Determine which production lines or product families to prioritize based on volume, variability, and strategic importance to the business.
Decide whether to use manual observation, shop floor interviews, or ERP data extraction to gather accurate cycle times and changeover durations.
Resolve discrepancies between documented procedures and actual shop floor practices during process walkthroughs.
Establish criteria for identifying non-value-added activities, particularly when indirect labor or compliance tasks are involved.
Define the level of detail for process maps—high-level overview vs. workstation-level granularity—based on project objectives and stakeholder needs.

Module 2: Data Collection and Performance Metrics

Select key performance indicators (KPIs) such as OEE, cycle time, throughput, and first-pass yield based on operational maturity and data availability.
Implement data logging protocols for manual vs. automated processes, ensuring consistency in shift-to-shift reporting.
Address gaps in machine downtime tracking by configuring PLCs or SCADA systems to capture reason codes with operator input.
Standardize definitions for scrap, rework, and downtime across departments to enable cross-line comparisons.
Integrate real-time production data with ERP or MES systems while managing latency and data integrity risks.
Validate measurement accuracy by conducting time studies and comparing against system-reported metrics.

Module 3: Bottleneck and Constraint Analysis

Identify physical and policy constraints by analyzing work-in-process accumulation and throughput limits at each station.
Differentiate between temporary bottlenecks (e.g., due to maintenance) and systemic constraints requiring capital investment.
Apply throughput accounting principles to assess the financial impact of constraints on overall plant output.
Coordinate with maintenance and production scheduling teams to isolate the influence of unplanned downtime on constraint behavior.
Decide whether to exploit, subordinate, or elevate a constraint based on cost-benefit analysis and capacity planning.
Monitor the migration of bottlenecks after process changes to avoid sub-optimization in adjacent work centers.

Module 4: Root Cause Analysis and Problem Validation

Select between 5 Whys, Fishbone diagrams, or Pareto analysis based on problem complexity and data availability.
Verify root causes through controlled experiments, such as A/B testing process parameters on identical machines.
Engage cross-functional teams in fault tree analysis to uncover systemic issues involving maintenance, quality, and operations.
Address resistance from shop floor personnel by validating findings with direct observation and shift log reviews.
Document evidence for each causal layer to support capital requests or procedural changes.
Establish feedback loops to confirm that implemented solutions sustain improvements over multiple production cycles.

Module 5: Capacity and Utilization Assessment

Calculate theoretical vs. effective capacity by factoring in scheduled breaks, changeovers, and preventive maintenance.
Reconcile discrepancies between machine-rated speeds and actual sustained output under normal operating conditions.
Determine whether underutilization is due to demand variability, scheduling inefficiencies, or upstream/downstream constraints.
Model the impact of product mix changes on line balancing and overall equipment effectiveness.
Assess the feasibility of overtime, shift expansion, or outsourcing as short-term capacity adjustments.
Validate capacity models with historical production data across multiple months to account for seasonal fluctuations.

Module 6: Changeover and Setup Optimization

Classify setup activities as internal or external to identify candidates for elimination or conversion.
Implement standardized work instructions for changeovers, including tooling checklists and alignment procedures.
Measure current changeover times using direct observation and identify delays caused by tool availability or operator skill gaps.
Coordinate with maintenance to pre-stage tooling and conduct pre-changeover inspections during running shifts.
Evaluate the cost-benefit of investing in quick die change (QDC) systems or modular fixtures.
Monitor setup consistency across shifts and operators to ensure sustainability of SMED improvements.

Module 7: Material Flow and Inventory Management

Map physical material movement from receiving to shipping to identify backtracking, congestion, and excessive handling.
Assess the impact of batch sizes on work-in-process inventory and floor space utilization.
Determine optimal replenishment triggers for kanban systems based on consumption rates and supplier lead times.
Address discrepancies between inventory records and physical stock through cycle counting and root cause correction.
Design supermarket locations and sizes to balance accessibility with space constraints and material variety.
Integrate material handling equipment (e.g., AGVs, conveyors) with production scheduling to synchronize flow.

Module 8: Governance and Continuous Improvement Integration

Establish cross-functional review cadences to validate process performance data and prioritize improvement initiatives.
Define escalation paths for unresolved operational issues that impact multiple departments or value streams.
Align improvement goals with business KPIs to secure executive sponsorship and resource allocation.
Integrate audit findings from quality, safety, and environmental systems into the continuous improvement backlog.
Standardize documentation formats for process changes to ensure traceability and compliance with regulatory requirements.
Implement visual management systems on the shop floor to maintain visibility of performance and action item status.