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When an “Abnormality” Occurs, Corrective action (To Prevent Recurrence) and Preventive Action (To prevent Occurrence of Similar abnormality) Needs to be taken………!

How?

CAPA includes control points, control levels, etc. This step is the key to the improvement of your performance.

To Prevent recurrence of the abnormality, you need to understand the situation in great detail, analyze the causes at a deep level, and take action to eliminate the cause.

To prevent the occurrence in similar areas, you need preventive actions. These actions include revision of SOP’s, control points & control levels along with regular skill updation of the concerned.

Also, Read Implementing Lean Maintenance System to Improve Factory Performance

Abnormality Analysis Framework

When any abnormality occurs, the root cause(s) of this abnormality must be known or analysis to be done & necessary corrective actions are required to be taken to prevent the recurrence of this particular abnormality. This corrective action brings in a gradual improvement in the performance level.

The occurrence of the abnormality can happen due to the following reasons:

SOP’s are not available

SOP’s are available, followed by the people but still, abnormality occurred.

SOP’s are available but not followed by the people

Analyze Abnormalities in the Industry Through Daily Management- Once an abnormality occurs, an analysis of the same must be done to conclude one of the above reasons due to which the abnormality happened.

Let’s Understand all the above three reasons:

a) If the conclusion is that the abnormality occurred because the SOP for doing the job was not available and the job was not done as per the standardized way, requisite standards operating procedure must be prepared by the concerned persons, all the people who are required to do this particular job must be trained and a system should be incorporated to ensure that jobs are done as per the standardized procedures.

b) While standards are available and followed, these are not adequate to achieve the desired level of performance. Therefore, these standards should be reviewed for adequacy and requisite modification should be made in these standards & training to be provided to all the concerned members.

c) While Standard operating procedures are available, these were not followed by operating people, further analysis should be done to find out the reasons behind people not following the standards

Also, Read How to Address Cost of Poor Quality and Customer Complaints in Manufacturing, Logistics, Supply Chains, Retail, Hospitality, Hospitals.

These reasons Can be:

People are not aware of the standards.

Standards are too difficult to follow.

People are aware of the standard but difficult to follow.

People are aware of the standards but knowingly not following.

Also, Read How To Sustain Daily Operations In Lean Practicing Companies Through Application Of Standard Work Methodology

Seven Steps Business transformation is a member of Seven Steps Group helping organizations in their journey of Operational Excellence.

We have Specialized TPM consultants who work across India, UAE, Srilanka, Bangladesh, Vietnam, Nepal, Indonesia, Middle East, Africa. In India, we support the entire country and our customers are across India which includes places like Hosur, Bangalore, Mysore, Shimoga, Tumkur, Calcutta, Jamshedpur, Pune, Mumbai, Vadodara, Gurugram, New Delhi, Pant Nagar, Vishakapatnam, Vizianagaram.

Please get in touch with us if you are looking for

Total Productive Maintenance consultants, trainers, and coaches in India for Automotive, Pharmaceuticals, FMCG, Oil and Natural Gas, Continuous Process Industries, Food Industry, Forging, molding, stamping, fabrication, and assembly.

Lean-Kaizen consultants and trainers for manufacturing, hospitals, healthcare, retail, supply chain, FMCG, agriculture products, warehouse, apparel, automotive, construction, fabrication, and assembly.

5S consultants for banking, manufacturing, warehouses, retail,  hospitals, healthcare services, food chains, restaurants, central kitchens, oil fields, etc.,

CAPA includes control points, control levels, etc. This step is the key to the improvement of your performance.

To Prevent recurrence of the abnormality, you need to understand the situation in great detail, analyze the causes at a deep level, and take action to eliminate the cause.

WCM Company in Bangalore

World Class Manufacturing (WCM) is a methodology of improving manufacturing operations in terms of productivity, Quality, Cost, logistics, inventory etc., Key objectives of WCM are Zero defects, Zero breakdowns and Zero Inventory … towards ideal state.

The World Class Manufacturing is a concept developed by FIAT, Hajime Yamashina, Professor Emeritus at Kyoto Universality in Japan, played a key in development of WCM.

According to Fiat, WCM is started in year 2005 with the aim of improving the production system by reducing waste, increasing productivity and improving working conditions, World Class Manufacturing is not a project but rather a constantly evolution program that grows and perfects itself using the contributions of all involved each day World Class Manufacturing (WCM)

The pillars of World Class Manufacturing are specified in terms of Technical and Managerial pillars as below.

The Technical pillars of World Class Manufacturing:

Safety

Cost Deployment

Focused improvement

Autonomous maintenance and workplace organization

Professional Maintenance

Quality control

Logistics & Customer service

Early equipment management

People development

Environment

The Managerial pillars of World Class Manufacturing are:

Management Commitment

Clarity of Objectives

Route map to WCM

Allocation of Highly Qualified People to Model Areas

Commitment of the Organization

Competence of Organization towards Improvement

Time and Budget

Level of Detail

Level of Expansion

World Class Manufacturing (WCM) is a methodology of improving manufacturing operations in terms of productivity, Quality, Cost, logistics, inventory etc., Key objectives of WCM are Zero defects, Zero breakdowns and Zero Inventory … towards ideal state.

Business Excellence Consulting Companies

Lean is a way of thinking.  It is a journey that is never over.  It is a system framed in a collection of rules and principles.  Current conditions and criteria must be examined. Some of the following 10 criteria may be more important than others to consider at the different phases of lean transformation.

1. Creative Tension

Typically, tension carries a negative connotation.  It is associated with headaches and difficult circumstances.  When a company is pursuing lean, however, tension is a good thing.  In fact, the urgency for lean and its introduction into an organization is always easier when a company is struggling—when there is sufficient tension—than when it is doing well.  The real challenge is to get organizations to embrace lean in good times.

To develop tension, not stress (stress arises out of hopelessness), a company needs to develop and articulate a clear vision of the ideal state’s characteristics.  Then it must contrast that against a deep understanding of its current state and define the gap. It does not matter how well a company is performing because there is always a gap. The gap creates the tension.

For example, to instill some tension and a sense of urgency for introducing lean, a presentation was given to the senior leadership and management staff of a building materials manufacturer.  After hours of discussion, it was clear the presenter failed. The company was experiencing healthy profit margins; its market share was growing; and it was practically debt-free. It was not until the company’s ideal state was defined and its leaders witnessed choreographed plant tours to reveal the current state that they recognized the gap.   The tension was immediate and the leaders’ response was decisive.

2. Go for the Pull

If tension helps spur momentum for lean, it is best to capitalize on that momentum by engaging champions predisposed to recognize the tension.  An entire company cannot be taken on all at once. So, start where there is a “pull” for lean rather than trying to “push” it in another area. Most organizations start lean in their production areas where the effort is highly visible and likely to reap the most benefits.  However, when determining where to start, it is often best to evaluate where there is the greatest pull. Look for a champion, sponsor, or compelling business need.

As an example, a major gas and electric utility company started its lean efforts in the finance area, because that is where the champion and the pull existed.  Lean eventually spread to its power plants, service centers, and other parts of the company.

3. Leadership Involvement

There are no better champions and no better advocates for pull then a company’s leaders.  It is ideal to have senior leadership actively engaged in the lean journey, not just sitting in a seat, but also driving the vehicle.  Unfortunately, senior leadership typically delegates the responsibility of guiding the lean journey to others of lesser authority.

Even though there was a sponsor in the gas and electric utility’s ranks, it was difficult to engage senior leadership on the journey in the early stage.  To implement and institutionalize lean, activities and structures at the management level were developed. This elevated the value and results of lean to senior leaders, and today they are active and effective in leading the utility on its lean journey.

4. Business Conditions

Business performance will determine what “gear” a company is in as it moves forward in its lean journey.  If a company is in survival mode or is under extreme pressure to immediately improve performance, then leadership should focus on the immediate application of lean tools such as Kaizens, waste elimination, or Five S.  Development of a lean culture may be put on the back burner for better times. If the climate is competitive pressure and recognition of the need to improve, a company should begin with the tools but in parallel, work on changing the culture to sustain and continue the improvements.  If a company is in growing, flourishing industry that is facing little pressure, then it should work specifically on developing the lean culture and apply the tools as a manifestation of the culture.

5. Baggage

“Baggage,” refers to the bad taste left by past unsuccessful organization initiatives.  A company often overlooks this when it begins to design a lean approach. It does not make any difference if the baggage is real or perceived; it should not be ignored.  Baggage may include past corporate initiative activities that resulted in layoffs or failed to satisfy expectations. It may also encompass the “flavor-of-the-month” syndrome.  The organization’s people may be primed to “wait it out or wear it out” until the latest initiative—lean transformation—fades as well.

6. Culture

Consider the cultural makeup of a company.  “Culture,” does not refer to the “lean culture” to which a company may aspire.  Rather, it is the unique traits and characteristics of the people within the organization.   Are there particular sensitivities to consider, such as language? For example, multilingual training and development materials may need to be offered.  There also may be literacy issues. For example, at an aerospace supplier some basic lean tools were presented in expectation of significant results as the company had many ripe improvement opportunities.  After less-than-stellar results, it was realized that there was some basic reading and math deficiencies to address.

7. Resources

Ideally, a company will want the resources available to develop and dedicate certified lean specialists to business units, plants, or specific areas.  “Certified” means they are proven to have reached some specified level of proficiency as determined by the company. The importance of this is to establish a common language and a common lens for those who are driving the organization.  The specialists can act as internal consultants to teach, facilitate, and help direct lean efforts. However, competition for resources or the relative size of the company may result in the addition of lean to someone’s current responsibilities.  Regardless, resource availability or constraints must be considered when designing the approach.

8. Integration

More often that not, a company introduces lean either during or after other continuous improvement initiatives. This can cause confusion between initiatives such as lean and six sigma.  One should not replace the other; they should complement one another.

One lean implementer likes to explain lean as, “…the systems you need to fight the daily fights and manage the war. Six sigma, on the other hand, is the tool you need to storm the beach.” No matter how it is looked at, an organization must see lean as a complement to the initiatives in which it is engaged.  Lean must be perceived as the vehicle to take an organization to new heights. Successful efforts should not be negated. Lean should be used to leverage a company’s effective efforts—not replace them.

9. Measurement / Evaluation

Measurement/ evaluation systems dramatically influence organizational behaviors.  Unfortunately, the resulting behaviors often conflict with the desired behaviors of a lean initiative.  A company should carefully look at what it measures and evaluates, and who is accountable.

At a major automotive parts supplier, direct labor was the Holy Mantra : “drive out direct labor and you will be rewarded.”  The easiest way to drive out direct labor was to automate processes, so that is what the company did. After closer examination, however, the company’s leaders realized that costs actually increased because of downtime, scrap, indirect support, inventory, and other issues.  The point is not that automation does not have a place in lean: it absolutely does. The point is the measurement drove the behavior, which is not the best lean practice.

10. Vocabulary

Seven Steps Business Transformation Systems is framed with motivation behind helping associations having a solid responsibility and an objective to turn into a World Class Organization. We encourage this through Journey of Excellence.

Our central goal is to make greatness a propensity as well as a culture to be followed in any association. We have confidence in the capability of individuals. Every one of our projects are planned dependent on the guideline, “Culture first, apparatuses next”. Since we accept that the correct utilization of the instruments require mentality and culture. In the wake of working with a few associations and different societies We can cruise through the troubles of authoritative culture which will enable the organizations to change quicker.

Business Excellence Consultants | Top Management Consulting Firms

Our Seven Steps Methodology

Culture First – Tools Next

Totally altered arrangements

Combination with existing prescribed procedures, Vision and Mission

Hand holding Gemba approach

Concentrated on Long-term results

Absolute Employee inclusion

Best practice from different ventures

Submitted results

Our methodology for Excellence

Group Seven Steps

A group of individuals with energy for greatness

Exceptionally proficient, restrained and capable

Consistency in approach and conveyance

Have confidence in ceaseless learning and update with most recent information

Hands-on and GEMBA approach

Our Services

Business Excellence for Enhanced business results

An excursion of 1000 miles starts with a solitary advance. In any case, the key necessity is long haul duty, Vision, Mission and Strategies. We manage associations being developed of Vision, Mission and Strategies. Arrangement of Strategies is done through procedure called Hoshin Kanri OR Policy Deployment.

2. Operational Excellence for steady outcomes

Imperfection less requests execution needs Excellence in activities.

A portion of the key prerequisites for accomplishing steady outcomes are : Constancy of direction in LeadershipBasic soundness in 4Ms,

3. Organization – Specific Production System

Each organization is special. What works for one organization may not work for other people. Structuring a tweaked creation framework like Toyota Production System, Ford Production framework or Cannon Production framework to suit your plan of action is encouraged by us.

Businesses Served

Lean Consulting Companies in Bangalore

The Lean Manufacturing idea in the Apparel Industry can lessen the operational cost in assembling by clearing out the procedure squander, drawing in people with more unmistakable correspondence, growing the higher productivity in the execution system and changing the organization into a learning association.

Lean Manufacturing is an exact procedure for achieving the briefest conceivable process duration by wiping out the procedure squander through continuous improvement.Along these lines making the movement beneficial and simply including esteem adding ventures from start to finish. In straightforward words lean is fabricating without squander.

Key necessities for accomplishment of Apparel activities

Steady quality with least adjust and improved First Time Right (Through)

Productive tasks at Sewing and Finishing

Taking care of complex cutting prerequisites as far as taking care of low volume and high blend adaptations.

Viable getting ready for On-time in Full Deliveries

Overseeing activities with standard working hours (no extra time for any area).

Expertise improvement for individuals

Pulling in and maintenance of right representatives.

Manufacturing plant is satisfying security guidelines and ever prepared for any purchaser visit or consistence reviews.

Diminished Turn-around an ideal opportunity for money to money cycle through decreased Manufacturing Lead time.

Ideal expense of assembling for the estimation of items.

Regular situation watched and challenges looked in a run of the mill piece of clothing industry.

High obstruction for change from old strategies to new techniques over the capacities.

High wearing down of workers because of low assurance previously.

Low ability levels

Non-adaptability of individuals to work in various activities (incapable to come out of safe place)

Un-unsurprising participation and absence of reliability.

No possession for quality.

Less collaboration among workers.

Work completes just with substantial yelling.

Substantial weight for shipments.

Things won't move without extra time.

Short shipments because of dismissal, stains, non-recognizability of good articles of clothing because of misunderstanding and so on.

High working expenses because of a significant number of the above reasons.

The majority of the staff perform one to two levels underneath.

What is Lean Thinking ? 

Lean Thinking is an idea more or less spotlights on making an incentive to the client and wiping out non-esteem including exercises.

It offers an incentive to the two clients and piece of clothing industry. Incentive from the client viewpoint is that any action that changes of size, shape, properties or uncommon highlights which client is eager to pay for.

From Lean point of view, esteem expansion on an article of clothing in attire industry is under 1% for example on time slipped by from RM receipt to dispatch.

A portion of the advantages which we have helped organizations accomplish in Apparel Operations are given in the table beneath:                        

1.Overall improvement in product qualityCustomer delight, more business

2.Reduced Manufacturing Lead timeFaster delivery, reduction in air-shipments, Overtime cost.

3.Increase in First-time- RightReduction of re-work cost and rejection.

4.Increased efficiencyReduction in overall cost of manpower

5.Flexible work force with multiskillingPredictable output with good quality.

6.Reduction of change-oversReadiness for low volume, high mix, high profitable business

7.Stable operationsReduction in overtime costs.

8.System drivenConsistency in performance over time

9.Transparency, fair practicesImprovement in employee morale.

10.Reduced attritionReduced cost of re-training

11.Reduced absenteeism and late comingPredictable delivery and quality.

12.Increased  Cut-to-Ship ratioBetter profitability

Seven Steps Business change helps in sending of constant improvement culture in associations through their leader preparing programs directed through Seven Steps Academy of Excellence.

Self-improvement Programs

Nuts and bolts of Business Excellence

Worth Added Quality Management Systems

Absolute Productive Maintenance (TPM)

Lean Thinking and Lean Management

Lean Six Sigma Consultants in Bangalore

Why Seven Steps 1We believe in long term consistent results and delivery

2We value the process as well as results

3Our metrics are powerful and linked to the results and our commitment

4Our team has enhanced knowledge and vast experience which helps the business to transform faster

5We use a customized approach to suit business needs.