Increasing Profitability

Focusing on the principle of cost reduction throughout the value stream the courses listed below are a selection from our extensive Enabling Excellence library. Each module can be customised and delivered to suit your specific requirements.

Title	Description
Waste Identification	Focusing on identifying and eliminating waste throughout the organisation. Training can be applied equally to a single process or a complete value stream. Candidates are given opportunities to take their learning’s to the factory floor and observe examples for themselves.
Product Preparation Process (3P)	3P methods represent a dramatic shift from the continuous, incremental improvement of existing processes sought with kaizen events. Instead, 3P offers potential to make "quantum leap" design improvements that can improve performance and eliminate waste to a level beyond that which can be achieved through the continual improvement of existing processes.
Materials Supply Chain Cost	MSCC (Materials Supply Chain Cost) - Management of Materials and Functional Cost that are related in Integrated processes linking from Demand Management, from Purchase of Raw Materials at the front of the Processes to the Logistics of Finished Goods deployment and Distribution to Customers plus End Customers.
Basic Stability	There is a wide belief that stability is indicated mainly by equipment performance. As a result, the pursuit of certain lean tools—like “quick changeover”—and attacking equipment failures through preventative maintenance become primary activities. Developing process stability is not an end unto itself. In fact, it’s more about creating a foundation for further aspects of a lean process. Through direct observation candidates are taken through the steps of introducing stability to the manufacturing processes.

Dieting and Lean, different story same outcome
17/04/2010
Whilst out with friends at dinner the other day the conversation turned to diets. Turned out that at our table of eight people five of them were on one sort of diet or another. As I listened to the conversation it became apparent that most had been on other diets before with varying degrees of initial success but after a while the initial weight was regained, sometimes with an extra kilo or two.

Now I don’t profess to have an expertise in this field although I have always wondered why, if any particular diet works, there are so many others?

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The Lean Toolbox
02/12/2009
This article first appeared in the Quality Digest Magazine. The author makes a very important point about how just having lean tools does not support a lean change.

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You only get what you measure
24/11/2009
If you truly do get what you measure it is interesting to note that many traditional organisations rely on metrics that are focused on operational features like cost of labour, raw materials and production output vs. sales projection or forecasts. Making decisions in the current business climate on such narrowly defined operation factors, see examples in Table 1, could prove disastrous.

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