The Necessity of ‘Systems’ for ‘Business Growth’!
It may seem obvious to the logically trained that ‘Systems‘ are needed, but to the ‘Free Spirit‘, ‘rules and regulations’ seem only to ‘Stifle Innovation‘. Well, both viewpoints have merit! You must know your objective. The main ‘objective‘ of business is to be successful at Return on Investment. One important part of ROI success is ‘Business Growth‘. From a ‘Production‘ view, ‘Systems’ are ‘key‘ to develop processes which can be ‘honed‘ into efficiency and quality metrics that deliver available ‘Production Capacity‘. There are constraints, but from an ‘Arial View‘ properly ‘developed systems‘ deliver basic ‘Production Success‘.
The ‘take-away‘ is that ‘systems are necessary‘ to discover available ‘Production Capacity‘. Efficient systems will have been ‘iteratively‘ analyzed to deliver ‘better and better’ metrics. This may seem obvious to the ‘aficionado’ but when you are ‘in the trench’ with manual and semi-manual systems, ‘resistance and confusion‘ can be obstacles which circumvent improvement. (Quantitatively, ‘efficiency improvement‘ is defined by ‘Cycle-Time‘). The ‘rubber meets the road’ when ‘quantitative cycle-time metrics‘ set the ‘standard‘. Again, your ‘Systems’ will provide the ‘process’ and ‘cycle-time’ will set the ‘production rate’. Current ‘Capacity‘ can then be ‘utilized‘ before ‘costing for expansion‘ needs to be considered.
‘Innovative products‘ are the ‘main’ deliverable for ‘Research & Development‘. Though there are ‘Systems‘ for R&D, R&D builds random ‘think-time‘ into the development equation. It does take ‘time to think‘. Uniquely, ‘think-time’ cannot be defined by ground level ‘efficiency metrics’. (Trying and failing is part of the ‘Innovation’ process). Efficient ‘Production Systems‘ do not have obvious ‘think-time’ built into the process. Team-based operations allow associates ‘time to suggest‘ improvements in ‘Performance Huddles‘ prior and post to operations. That is the beauty of the ‘Efficient Production System’: A company culture of ‘Feedback Communication‘.
Communication allows associates time to contribute ‘Improvement suggestions‘ which can be team and/or individually rewarded. It is difficult to motivate and keep motivated ‘manual’ and ‘semi-manual’ systems. One solution is to develop finite ‘tasks‘ at a ‘sustainable rate‘ with position ‘rotation‘ to alleviate ‘stress‘. Your ‘Company Culture‘ will reinforce the ‘why‘ for Continuous Improvement. (i.e. Business Survival!). ‘Time to Think‘ is part of the innovation process. It is important to develop ‘Feedback Periods‘ for ‘Systems Improvements‘ in both Production and R&D areas of operations.
The ‘Bottom-Line’ for ‘Systems Development‘ is that ‘Cycle-Time’ and ‘Quality Levels’ must be optimized to reach ‘Production Perfection‘. Discovery of the ‘right production process‘ is the challenge for ‘Optimization Engineering‘. The path to ‘Success‘ may vary but always involves ‘associates and stakeholders‘. This is where ‘Value Stream Maps, Kaizen Sprints, Plant Floor Layout, Automation, ERP System Development, Standard Work, New Equipment and System Integration Projects’….. can ‘enlighten ideas‘ for ‘innovative systems‘ to deliver required ‘Services and Products‘ plus ‘Customer Delight‘. There are always ‘constraints‘, but that is the ‘Optimization Challenge‘. (If Continuous Improvement was easy, everyone would figure it out!). ‘Continuous Improvement System Development‘ will lead to ‘Business Growth and Company Survival!‘
Todd Adams
OBR Optimization Engineering: Lean Six Sigma CI, ERP Software Development, Quality Systems Enhancement, Business Process Improvement, CI Project Work. www.OBREngineering.com; POC: Todd Adams, Todd.Adams@OBREngineering.com; (424) 241-0290.
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