Kaufman Global to Sponsor 2010 Energy Forum
Kaufman Global will sponsor the 2010 iSixSigma Live! Energy Forum for
Process Excellence on May 24 - 27. The Forum takes place at the St. Regis
Hotel in Houston, TX and features two full days of general sessions, a
master class workshop and site tours of Houston-based facilities.
Our team will be on hand to discuss our approach to Operational Excellence in Oil and Gas – visit us at our booth or contact Michael Plageman, Vice President, Business Development at +1 317 925 5686 to schedule a time to speak with us.
Click here to read entire press release.
Looking Back, and Then Forward
2009 was a year of opportunity, just not in the form that most companies were expecting. We took a meaningful look inward to take stock of where we were and to consider "what's next"? That simple question led to some interesting discussions for our team - growth, messaging, knowledge share, knowledge capture - the list goes on, and the work begins. Step 1? Briefly describe ourselves.
Click here to see our new introduction, and then stay tuned for more to come.
Leading Purposeful Change with the Lean Daily Management System®
A Kaufman Global Mini-white Paper
By John Settineri
A successful Lean implementation requires that the management system be
designed so that leaders at all levels keep problems and needs visible
and that they build plan-do-check-adjust (PDCA) thinking and actions into
everyone's work. The Lean Daily Management System (LDMS®) helps by
setting out what a leader does every day. The LDMS framework ties together
practices like leader standard work, daily accountability and visual controls.
It provides a disciplined and regular process for checking and adjusting
the improvement cycle-the "C" and "A" in PDCA.
Used consistently, the Lean Daily Management System will:
- Support and reinforce clarity of purpose at all levels of the organization
- Build Continuous Improvement and disciplined execution into day-to-day work
- Involve and develop people
- Create a culture of collaboration and accountability
To read the rest of John's mini-white, click here to download a free copy.
Lean Assessment and Implementation Design for a Manufacturer of
Home Commercial Insulation
A top global maker of home and commercial insulation was operating in
a sold-out position in its fiberglass operations. The company needed to
increase throughput while reducing downtime, cycle times and scrap. They
requested Kaufman Global's assistance in executing a site Lean Assessment
and Implementation Design to determine the baseline for their Continuous
Improvement efforts and a plan going forward. .
An assessment team, consisting of client and Kaufman Global personnel, used various diagnostic tools to determine areas of opportunity for Continuous Improvement and waste elimination. The client had already begun utilizing Six Sigma tools to reduce process variation, so an assessment of their current process was also completed.
The assessment findings focused the team in a number of specific areas including...
Quality Disposition for a Uniform Apparel Provider
This client is a diversified business services provider of uniform apparel. The current quality disposition process was averaging 23 days, tying up many valuable organizational resources. There was no consistent process for making a quality disposition and the delays in disposition negatively affected service quality.
The team's objectives were to:
- Reduce the amount of time necessary to achieve a final disposition from the final current duration of 23 day to five days
- Create a process to provide feedback to vendors (information, charge backs, samples, etc.)
- Develop primary visual display metrics for the new process
Total annualized costs recovered from vendors for the return and repair of poor quality items was.... View Results
Expediting Invoice Generation in Oil and Gas
This client is a major player in the oil and gas sector. The average time to produce an invoice after product was taken from the terminal was three to six days, as oppose to the target rate of less than two. The extended time period was negatively impacting process efficiency and cash flow.
The team's objectives for this event were to:
- Minimize excessive hand-offs and manual interventions within the process
- Identify root causes of delays and implement their solutions
- Reduce the invoice creation cycle time to less than one day (from SAP Source System Interface to accurate invoice generation and delivery)
- Standardize the invoice cycle time measurement systems
- Identify one owner of the process from Source System Interface to accurate generation and delivery of invoice
Click here for more.