Here's how you can utilize feedback to tackle performance issues in Manufacturing Operations.

The first step in data collection is to define what kind of data we are looking for and operating with (continuous, fuzzy, attribute) and the population. It is not an easy task, but we need to establish what data we are collecting, where we are collecting the data from, and that we can use it for analysis and later in DDDM. It is really easy to 'over-collect,' and we end up with data we do not use or use incorrectly. Another important aspect is to assign numerical values to the feedback we gather from employees: when rating a product or service on a scale from "very poor" to "excellent," different people may interpret and assign values to these categories differently. It is our duty to standardize these components before analysis.

How do you reduce scrap? I propose one of the best ways to reduce your scrap rate is to study the scrap you generated. Some organizations simply "throw out" their scrap. It is important to analyze and study your scrap. Categorize it and do a dive deep into the root cause(s) of why made and why shipped. Your scrap should be considered as "Precious Gold". It leads to understanding of why your process generates scrap and identifying the true root causes and effective countermeasures. This will allow you to continuously strive to drive your scrap rate to ZERO. Another key point to mention is ALWAYS do countermeasure effectiveness tracking. Plot your defect quantity versus your countermeasure action and implementation date.

To effectively tackle manufacturing challenges, I believe in leveraging a comprehensive data-driven approach. This includes analyzing customer feedback, operational challenges, quality reports, and observations from our team. Additionally, incorporating insights from R&D reports is crucial. However, the key to successful data analysis and decision-making lies in fostering an inclusive environment where everyone’s input is valued. By encouraging participation from all levels within the organization, we can collectively identify and implement the most effective solutions to overcome our manufacturing obstacles.

Feedback is crucial to resolving performance issues in manufacturing. Collecting feedback from employees, analyzing production data, listening to customers and suppliers, and identifying failures are essential steps. Based on this feedback, corrective actions are implemented and progress is monitored to ensure continuous improvements.

The organization must periodically analyze feedback from manufacturing like Statistical Process Control data along with any other available data (data driven). Once data is collected, it needs to typically be sorted out. For example, process scrap should be Pareto’d usually in three categories. The three categories of scrap are high risk to the customer (safety related), quantity of specific scrap by process and product line, and by loss dollar amount. These should be analyzed by the team at least bi-weekly to determine areas where the team wants to focus on improvement. From a management perspective, it is lost dollar amount. This is handled as any other problem or improvement, define problem, root cause, remedy, verify effectiveness.

Thanks to Minitab (my favorite) and several similar SPC software, we have at our hands a myriad of charts and indicators to choose from. The ones chosen will depend on the nature of the production process, the types of performance issues being addressed, and the goals of the improvement efforts.

After collecting sufficient feedback, the crucial next step is to undertake a thorough analysis. Identifying recurring patterns and issues is key, as these may indicate broader underlying systemic challenges. It's vital to maintain an open-minded approach during this analysis, remaining ready to question and possibly revise established processes.

Para tudo que fazemos, no trabalho, no dia a dia, na nossa carreira sempre me baseio: - no planejamento antecipado das coisas - na checagem de como o processo está. (reconhecimento das anomalias e produtividade) - reuni?es sobre os pontos fracos e fortes de cada etapa do processo com os supervisores e gestores, - analises estatisticas do processo com sistema, observando os dashboard e antecipando oportunidades e vis?es estratégicas

When presenting the results to our team, it is very important not to make anyone feel responsible for the bad results. Our most important goal was to find the points where the process was not ideal so we could fix it. The other very important aspect is the team's input, not just from the empowerment standpoint but from a more practical approach: no one knows the process' steps better than the ones who do it hundreds, maybe thousands of times a day. Encouraging associates to talk about the problems and solutions among themselves can lead to very interesting and encouraging results in innovation and poka-yoke.

For effective team engagement, it's essential to create an environment where every team member feels empowered to share their ideas, solutions, and thoughts. Encouraging open dialogue and ensuring that all contributions are valued helps in harnessing diverse perspectives. This collaborative atmosphere not only promotes innovation but also aids in selecting the best solutions by drawing from a wide range of insights and experiences.

Compartilhar as oportunidades, os sucessos com todos e motivar a equipe gestora e operadora no processo e buscarmos sempre a melhoria continua

Primeiro, é importante comunicar claramente o propósito do feedback como uma ferramenta para o crescimento e melhoria contínua, e n?o como uma forma de crítica. Incentivar a participa??o ativa de todos, criando canais de comunica??o abertos e acessíveis, ajuda a garantir que as vozes dos colaboradores sejam ouvidas. Treinamentos regulares sobre como dar e receber feedback construtivo também s?o essenciais para criar uma cultura de comunica??o aberta. Além disso, valorizar as contribui??es dos funcionários e implementar suas sugest?es demonstra que o feedback é levado a sério, fortalecendo o engajamento e o sentimento de pertencimento da equipe.

Implementing changes can be a difficult step in our journey. Even if everyone agrees and understands the necessity of changes, especially in light of our statistics' results, not everyone will be happy to participate in them. Associates must understand that changes are a normal part of any production process, and any improvement can only be achieved through changes. Sometimes, it helps if we do rotations with the associates, so they can better understand how a change at one of the work stations affects the whole process downstream.

Implementing changes is where there the biggest gap comes in. You've taken the time and money to get data, analyze it, and get opinions on what needs to change. But do you have the courage to implement it? "We've always done it this way" or "the current system works." Those are valid and real things. But if you don't have the fortitude to put the change in place none of the rest of it matters. You have to be clear and communicate that there will be bumps and issues that weren't foreseen and that you'll address and find a solution for them as they arise.

Once we have a solid grasp of the issues and the possible solutions, we can begin implementing changes. It's important to focus on actions that will notably improve performance and establish precise timelines for these changes. Effective communication with all stakeholders about these changes is crucial, as is providing the required training and resources to facilitate a seamless transition. Our aim is not merely to solve problems but to boost overall efficiency and productivity.

Quem melhor conhece o processo s?o os operadores e gestores, e junto com eles promover a participa?ao de todos pra melhorias, pois com ajuda deles muitos investimentos podem ser feitos com menor gasto. Exemplo claro disso a fabrica que tinha um produto em pequenas caixas que estavam com problemas e seus tubos muitas vezes nao estavam na caixa, Fizeram uma analise e colocaram uma balan?a no processo muito precisa e cara, e foi usada por pouco tempo. Os operadores, deixaram a balan?a de lado e colocaram um ventilador la, vendo que se estava vazia a caixa, o ventilador jogava a embalagem(caixa) para fora, um investimento muito mais barato que a balan?a. O investimento no fator humano é muito importante e a intera?ao de todos no sucesso.

Following the implementation of changes, close monitoring of the outcomes is essential. Establish key performance indicators (KPIs) to assess the effectiveness of the changes. These KPIs should be reviewed regularly to confirm that the adjustments are producing the expected results. If the desired outcomes are not being achieved, be ready to make additional modifications. This ongoing surveillance not only helps maintain the improvements but also prevents any backsliding.

Os resultados s?o muito importantes para a melhoria continua e desenvolvimento para um produto mais inovador e melhorias tanto na necessidade do consumidor, quanto na melhoria e redu?ao de custos

I think that Number 1 task has to be defining what the key issue are,resource is generally limited, so prioritising key areas to improve and focus on, are important

Where is this feedback coming from? From data or people? Different steps need to be taken depending on where it is coming from. If the feedback is from data collect it and analyze it. Then take the appropriate steps from that. We all know how important a CMMS is for gathering data on machines. Just keep in mind bad info in equates to bad information out. This is part of the analyze step when looking at the data. If the feedback is coming from a person listen, and then go look for yourself. This is part of the analyze step again. Even if the person telling you is wrong most of the time, they are right part of the time. Do not disregard the information based solely on who is giving you the information.

When gathering qualitative data from people we must realize the there are as many different standards as there are people in our data collection. A feed back loop can help here by: 1. Explaining least acceptable and maximum practical limits on judgement in a training session to get numerical opinions before collecting the data from the members of the group. 2. Get the data in a formal survey. 3. Analyze the data. 4. Present the data back to the group and try to lead a discussion to a consensus summary that the group supports. This outcome, in my experience, better manages the different standards of judgement in people and provides superior feedback.