How to identify bottlenecks in production and projects
25 هزار بار بازدید -
9 سال پیش
-
Philip Marris, CEO of Marris
Philip Marris, CEO of Marris Consulting, explains why you are probably wrong about where your capacity constraints (bottlenecks) are both in production and in projects. This conference takes you through a few examples of false bottlenecks and the lessons learned.
Based on a sample of over 30 cases in the past 10 years he points out that in 80% of cases companies are wrong about where there capacity constraint is. Examples are given in: steel production (2), pharmaceutical product development, aeronautical equipment manufacturer, a ball bearing manufacturer and automotive equipment manufacturer (Tier 1 OEM).
He then presents his lessons learned:
- Confusing where the constraint should be with where it really is
- He warns that ERP data is not a reliable way to identify constraints
- That people tend to have an outdated / obsolete analysis of the situation
- That new quality requirements often create new capacity constraints
- That regrettable cost cutting decisions create new bad constraints
- That in the product development companies are trying to develop tomorrow’s products with yesterday’s resources capabilities
- Etc.
As a conclusion, he points out that being wrong about where a company’s constraints are is good news since it implies that there are significant opportunities to improve performance drastically and rapidly.
Subscribe to our newsletter for more tips: https://marrisconsulting.substack.com/
Have a look at our website: https://www.marris-consulting.com/en
Have a look at our online course platform: https://e-learning.marris-consulting.com
Check out our LinkedIn company page: LinkedIn: marris-consulting
Marris Consulting is a management consulting firm dedicated to manufacturing companies. Our motto : Factories, People & Results
Based on a sample of over 30 cases in the past 10 years he points out that in 80% of cases companies are wrong about where there capacity constraint is. Examples are given in: steel production (2), pharmaceutical product development, aeronautical equipment manufacturer, a ball bearing manufacturer and automotive equipment manufacturer (Tier 1 OEM).
He then presents his lessons learned:
- Confusing where the constraint should be with where it really is
- He warns that ERP data is not a reliable way to identify constraints
- That people tend to have an outdated / obsolete analysis of the situation
- That new quality requirements often create new capacity constraints
- That regrettable cost cutting decisions create new bad constraints
- That in the product development companies are trying to develop tomorrow’s products with yesterday’s resources capabilities
- Etc.
As a conclusion, he points out that being wrong about where a company’s constraints are is good news since it implies that there are significant opportunities to improve performance drastically and rapidly.
Subscribe to our newsletter for more tips: https://marrisconsulting.substack.com/
Have a look at our website: https://www.marris-consulting.com/en
Have a look at our online course platform: https://e-learning.marris-consulting.com
Check out our LinkedIn company page: LinkedIn: marris-consulting
Marris Consulting is a management consulting firm dedicated to manufacturing companies. Our motto : Factories, People & Results
9 سال پیش
در تاریخ 1394/10/14 منتشر شده
است.
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