Your manufacturing operations are running behind schedule. What can you do to get back on track?

Buscar o entendimento da causa raiz dos atrasos é o primeiro passo para que seja implantado uma contra medida para o problema. O uso de ferramentas de análise de causa raiz, como por exemplo diagrama de Ishikawa, 5 por quê podem e devem ser usados para uma análise estruturada e mais assertiva.

???♂?Identifying the root cause when manufacturing lags is like embarking on a detective quest within a labyrinth. Envision the challenge as a maze, each bottleneck a twist and turn. ??Equip yourself with the magnifying glass of data analysis, examining each corner for discrepancies. Employ the breadcrumb technique, leaving a trail of insights to trace your steps backward. Think of it as decoding the labyrinth's secrets. Embrace the compass of process optimization, guiding you back on the path of efficiency. This maze-solving journey, much like unraveling a mystery, unveils the elusive root cause, leading your operations back on track.

RCA or root cause analysis is a very good way to deal with process failures or human errors. The 5 Whys is one of the methods widely used which I want to recommend. After defining the problem statement, you ask 5 times why the problem occur. Each time you ask for the last cause which came up using this method. It's a rule of thumb, you may not need to ask 5 times for every problem, it could be 3 or 4 whys and also sometimes it can take even upto 10 times. So user can ask whys until he/she finds the very root cause of the issue or failure that occured. The most important of this process is to assign a countermeasure for each cause found. Define: Why: Cause 1 Countermeasure 1 Do it fives times and take a countermeasure for each cause found.

To recover from manufacturing delays, find out why they're happening: Check production steps for inefficiencies. Review resource use for manpower, materials, and equipment. Look at the supply chain for issues. Ensure machines are working well. Evaluate workforce productivity and address any problems. Consider outside factors like market demand or regulations. Prioritize important tasks. Fix problems by optimizing processes or reallocating resources. Keep an eye on progress and adjust plans as needed. Communicate with everyone involved to manage expectations.

??Navigating through the challenges of delayed manufacturing operations is akin to a captain steering a ship through turbulent waters. ?Picture stakeholders as your crew, each with their unique perspective. Signal the distress flare of transparent communication, keeping them informed about the storm. Hoist the collaborative sails, leveraging their expertise to navigate the rough seas. Employ the compass of clear objectives, ensuring everyone aligns with the destination. Weather the storm together, fostering a sense of unity. ??This nautical expedition, fueled by open dialogue and teamwork, allows the ship – your manufacturing operations – to readjust its course and sail smoothly towards timely success.

In my experience, when manufacturing operations encounter delays, it's crucial to engage with process stakeholders promptly. This includes informing our team, suppliers, customers, and senior management about the delay and our proposed solutions. Actively listening to their feedback, expectations, and suggestions is equally important. By maintaining transparency and proactively addressing concerns, we can develop trust and collaboration among stakeholders, mitigating further complications and working together towards resolution

I believe we should first inform our stakeholder about situation. Any delay in communication will result in a greater impact on our stakeholders or customers. We can then focus on defining the root cause and update actions plan.

Criar um grupo de trabalho multidisciplinar ajudar muito a encurtar os prazos, dar agilidade nas tratativas e otimiza a comunica??o entre as áreas envolvidas

Communication is key. Sometimes it can be challenging facing a stakeholder when things are not going the way it is expected. Nevertheless it is important to keep them informed yet that we are not playing alone. Transparent communication using a proper chanel and timing is determinative in order to avoid further complications. However communication is not the only important thing. Corrective measures have to be driven to the table and solutions need to be applied and monitored. Always make sure that stakeholders know about these.

????Reviving a delayed manufacturing schedule demands the finesse of a master chef orchestrating a bustling kitchen. Think of tasks as diverse ingredients on your prep table. ??Whip up a priority soufflé by categorizing tasks into a recipe of urgency, importance, and impact. Sauté the critical tasks first, simmering them to completion. Infuse a dash of delegation herbs, empowering your team to share the workload. Embrace the art of multitasking, using different burners for simultaneous progress. Season it with adaptability, adjusting the heat as needed. ??This culinary orchestration ensures a timely feast of productivity, savoring success amid the chaos.

Prioritising in pending work is most important to ensure schedule comes back on track. ? Surprises , challenges are bound to come.. we must understand priority in our schedule tasks and we must work accordingly Identification of critical path holds key. One should always verify present critical path activities and complete them as per priority. I order to improve productivity, working on priority task is important

Prioritise operation as per the lead time required to complete. Long lead time comes first. Jobs taking less time can be completed while the other operations get carried out. I repeat Team work helps a lot.Talk with the workers. Let them feel responsible equally.

Concordo, no ch?o de fábrica existem várias atividades a serem realizadas, portanto é necessário fazer a prioriza??o das mesmas.

O artigo recomenda priorizar tarefas com base em urgência e importancia. Focar nas atividades que impactam mais a produ??o e a satisfa??o do cliente é crucial. Delegar, terceirizar ou eliminar tarefas n?o essenciais ajuda a otimizar tempo e recursos, permitindo alcan?ar objetivos mais rapidamente.

?Navigating a manufacturing schedule setback mirrors a skilled sailor steering through stormy seas. Chart a recovery course akin to recalibrating sails. ??Trim the excess, adjusting the ship's load by redistributing tasks. Harness the winds of innovation, seeking novel methods to expedite processes. Steer clear of bottlenecks, tacking and jibing to circumvent obstacles. Employ the lighthouse of collaboration, ensuring the entire crew aligns with the recovery plan. Monitor the weather, using real-time data to anticipate challenges. ??This maritime finesse guides your ship, ensuring a swift journey back to the shores of timely production.

When it comes to recovery, it is important to not only establish the immediate recovery plan that will get the execution back on track but also to learn from the issues that caused the wheels to go off the rails in the first place. The client will certainly be satisfied to learn that a recovery plan was implemented and the order will be delivered on schedule, but he will be even more satisfied if the operation can learn and improve from its mistakes. Incremental improvements make a very significant positive impact in the long term. A reliable factory requires all supporting areas to integrate and prioritize reliability into their ways of working.

Revisit your production plan and identify the critical path activities and any delied on the critical path. Then come up with the rescue plan.

identify root cause and work to eliminate while also working to implement an achievable recovery plan while investigating contingency machinery that is capable of helping to achieve the goal. I would always try to spread out the plan over a 24 to 72 hr period on regular working hours. Weekends were only ever emergency contingency. Achieving recovery plans during the week was and will be , a morale booster for staff while giving staff the pride to recover during the week as well as recoup time for weekends.

Implementing a recovery plan is like fixing a problem. You figure out what's wrong, make a plan to fix it, do the tasks, and check if it worked. Then, you learn from it to avoid the same issue later.

??Evaluating performance amidst manufacturing delays is akin to a seasoned pilot conducting a mid-flight assessment. ??Engage your "manufacturing cockpit," scrutinizing each gauge: efficiency, resource allocation and team dynamics. Leverage the altitude of perspective to spot bottlenecks and turbulence. Adjust controls with precision, redistributing tasks like a skilled aviator tweaking flight parameters. Implement a metaphorical "holding pattern," temporarily slowing non-critical tasks. Activate the collaborative autopilot, aligning teams for smoother operation. The flight log, representing data analytics, provides insights into flight path ahead. This aerial evaluation guides your manufacturing journey back to the runway of efficiency.

Make it a learning experience for everyone involved. What have we learned from this? What can we do better next time? What is within our control that this doesn’t happen again. Yes, you need to measure production output but it is equally important to think how much mental energy of people is wasted in a situation like this and what can be done to help them develop better emotional control and more mental strength.

Evaluating performance is key for sustainability of results. Once the output of a certain project/task is achieved one should gauge the output with the expected/planned result was at the start of said project/task etc. Evaluating performance will help learn from mistakes, benchmark path for future and achieve long lasting and sustainable results.

Establish a regular touchpoint to evaluate progress against the recovery plan objectives. Identify any deviations or bottlenecks and adapt strategies as necessary to sustain momentum and achieve targets. Documenting lessons learned and actions taken is crucial, particularly for ongoing objectives, to facilitate effective intervention when needed.

O artigo sugere que, após concluir o plano de recupera??o, é essencial avaliar o desempenho. Medir a produ??o, qualidade e satisfa??o do cliente em rela??o às metas, além de revisar processos e recursos, ajuda a identificar pontos fortes e fracos. Essa avalia??o permite aprender com a experiência e melhorar opera??es futuras.

O artigo recomenda o uso de ferramentas para monitorar a produ??o em tempo real. Softwares, sensores, painéis e relatórios podem fornecer dados precisos sobre o status de produ??o, desempenho e problemas. Isso ajuda a evitar atrasos, detectar problemas rapidamente e tomar decis?es informadas, otimizando suas opera??es.

Una medida de supervisión que me ha funcionado es asegurar el control de parámetros de operación y de calidad para obtener producto terminado conforme.

Indicadores bastantes conhecidos com o OEE, nós ajuda a manter o nível de eficiência global de maquina e processo em patamares desejados.

Certainly monitoring essential production, what will be the key point of this activity is to understand how often it should be checked as the indicator leaves its daily observation characteristic and starts to have an observation characteristic two to three times a day or times hourly

Quality is always important and a key factor to save cost and avoid overproduction. Adding a quality check after the most critical process stages is a winning recipe

Moral support to team members by rewards and recognition to good performers. If possible provide special performance incentives to the best team work.

To come back in plan, one should understand what is the problem which delaying the whole thing. You should also get to know whether this is under your control or beyond. If under your control you should get the correct team in place to go through with the recovery plan. Get the correct manpower in place, correct machine or parts in place, additional work hours to make it recover as soon as possible. If it is out of your control, get the relevant parties to come with any recovery plan and proposal. Then follow-up time to time is important to know the progress and status of the recovery. Do not let is auto-pilot in this stage. At the end, you should review back the incident again and do a reflection on it to make sure no repetition of it.

Analysis is key to face a problem. Determine the root cause of the problem (Bottlneck, human factor, supply chain...) through it and apply corrective actions. Monitor those actions and review to avoid the same situation in the future. Last but not least, communicate always with stakeholders.

Cause effect diagram by Ishikawa sir is better approach in my opinion and limited knowledge, it's simple and hit at root . Then For graphical representation we can opt for 80:20 rule. Which is best tool to eliminate issues.