Each of us sees light (and information) according to where he stands relative to the prism. Beta, like most major manufacturing companies, tends to operate each business function as if each one were the only "color" in the rainbow, and works hard to optimize each function, missing the continuous, interrelated nature of all the issues. Because of this, they only "see" things from one distorted perspective. Although they have tried to optimize their processes, they have always optimized at the sub-optimal level. If Beta is ever to find the proverbial gold at the end of the business rainbow, they must recognize that this continuum of issues must be fully integrated and each recognized for its contribution, and interrelationship. Bob Neurath must instill a common sense of purpose for world-class performance among all within Beta International-world-class performance and the gold at the end of the business rainbow. This involves focusing on reliability and capacity improvement for the existing assets, understanding and integrating manufacturing with markets and their sensitivities, measurement of uptime and losses from ideal, and understanding and applying best practices in an integrated way in the design, buy, store, install, operate, and maintain continuum for manufacturing excellence.
Making Common Sense Common Practice, Third Edition: Models for Manufacturing Excellence Ron Moore
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