You're dealing with production delays in a plant setting. How do you prioritize tasks effectively?

Identify which tasks are more critical to resolving the delay. Prioritize tasks that directly address the root cause of the delay or have the highest impact on resuming normal operations.

Para priorizar tarefas de forma eficaz, é fundamental considerar o impacto de cada atividade, as dependências entre elas e os recursos disponíveis, sempre com foco na seguran?a e qualidade. Comece identificando as tarefas que ter?o maior impacto no resultado e que precisam ser executadas com urgência. Em seguida, avalie quais atividades podem ser realizadas de forma independente, sem atrasar outras, e organize o trabalho de modo a aproveitar ao máximo os recursos disponíveis no momento. Por fim, mantenha o foco na seguran?a e na qualidade, antecipando riscos e garantindo que cada tarefa seja concluída com os padr?es exigidos. Essa abordagem estruturada permite concentrar esfor?os no que é realmente importante.

The work is unfortunately not finished after identifying critical path activities, but it is half the battle. Certain activities/tasks are overlooked in this part of the process because adverse effects to different areas are deemed “secondary.” Instead of ONLY focusing on critical path activities in the recovery plan, take some extra time to physically draw a web of interconnected areas so that you can more accurately predict any additional bottlenecks that may pop up after you’ve “fixed” the problem.

Sim ...uma análise profundo dos processos nós ajudará a ter uma vis?o mas detalhada das demandas que temos á entrega .Com isso conhecer é saber de cada passo dos processos e muito importante para conseguir tomá a melhor decis?o e com precis?o.

Make a Priority Matrix—decide based on a 1-10 scale what tasks are most important and most urgent. Then create a graph with importance as your x-axis and urgency as your y-axis. Plug in your tasks and the matrix will show you some of the tasks you thought were urgent/important really aren’t.

When addressing production delays, it’s crucial to maintain an unwavering commitment to safety protocols. In the rush to resolve issues, the temptation to cut corners can be strong, but compromising safety is never justifiable. Prioritizing tasks that pose safety risks is essential, as it safeguards the well-being of employees and the integrity of operations. By ensuring a safe environment, not only do you prevent accidents, but you also foster a culture of responsibility and care, ultimately leading to more sustainable and reliable production outcomes.

This is one situation where being Mad-Eye Moody is helpful (“CONSTANT VIGILANCE!”). Don’t stop at 5 “why’s”- go to 8. At the risk of sounding reductive, the root issue may not actually be the root issue. Constant vigilance. Question everything.

When addressing production delays, it’s crucial to maintain an unwavering commitment to safety protocols. In the rush to resolve issues, the temptation to cut corners can be strong, but compromising safety is never justifiable. Prioritizing tasks that pose safety risks is essential, as it safeguards the well-being of employees and the integrity of operations. By ensuring a safe environment, not only do you prevent accidents, but you also foster a culture of responsibility and care, ultimately leading to more sustainable and reliable production outcomes.

Les deux premières étapes, en fait, peuvent être fusionnées en une seule. Car l’analyse de l’impact nous dirige directement vers l hiérarchisation et l’identification des causes principales du retard qu’elles engendreront. Aussi, certaines causes prévisibles devront être identifiées et évitées par la ma?trise opérationnelle et la bonne planification, avec une négociation efficace des délais, telles que les problèmes d’approvisionnement, la disponibilité des équipements et leurs rendements, la flexibilité de la ligne de production, … etc. Les imprévus à prendre en compte dans la planification sont limités à 5% en général, alors que la stabilité du système de production basée sur les améliorations capitalisées, permet de respecter le délai.

When all options are exhausted, avoid laying off at all costs. It’s better to look stupid and lose investors money in the short term than to use human beings with families and responsibilities to balance a budget. Asking too much of people only to discard them will ruin your company’s reputation and make it exponentially more difficult to claw your way back into the black.

Regardless of what people's "allocated" job is, take stock of abilities and move people to appropriate positions to continue to move product.

Effectivement, l’affectation des ressources humaines et matérielles est une phase cruciale et importante dans le respect des délais de fabrication. En cas de risque de retard, une marge de surcapacité en personnel et en matériel est nécessaire (affectée à des taches de préparation en temps normal. Ce qui nécessite à mon sens la flexibilité des équipements à reprendre un nombre varié de taches, ainsi qu’une polyvalence du c?té du personnel (tableau des compétences).

Balancing immediate resolutions with long-term planning is crucial in addressing production delays. Quick fixes are necessary to minimize downtime and keep operations moving, but they shouldn't be the end of the story. Concurrently, it's vital to analyze the root causes and develop robust, long-term solutions that prevent recurrence. This dual approach not only resolves the current issue but also strengthens the system's resilience, ensuring smoother operations and reducing the likelihood of future disruptions.

Cette étape d’analyse numéro 6, est réellement l’approche qui regroupe les cinq premières étapes. Au moment de l’incident du risque de retard de production, un procédure de redressement doit être engagée en identifiant les causes principales et la mise en place des solutions correctives et efficaces dans l’immédiat. En bref, la mise en ?uvre des cinq premières étapes qui doivent être couronnées par la capitalisation des expériences pour servir dans le futur. Cela est la base de l’amélioration continue. Mais généralement, une surcapacité en matériel avec un bon tableau de bord qui alerte en temps réel sur toutes les dérives potentielles du système de production afin d’intervenir au bon moment pour éviter tout retard possible.