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How to Analyze Abnormalities in the Industry Through Daily Management

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.
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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.,
Quality consultants
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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.
Read More: https://bit.ly/3lcSRLs
#lean consulting companies in india#top management consulting firms in india#productivity management in bangalore#Lean hospital management system#lean consulting companies in bangalore#Total Productive Maintenance Companies in Bangalore#TPM Management Consulting
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#tqm#Top TPM consulting company#Business Excellence Consulting Companies in bangalore#Kaizen lean manufacturing companies in bangalore#lean healthcare consulting company in bangalore#Office lean kaizen services in bangalore#six sigma quality management in bangalore#kaizen implementation company in bangalore
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World Class Manufacturing|WCM Companies in bangalore

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
Motivation of Operators
#Business Excellence Consulting Companies in bangalore#Kaizen lean manufacturing companies in bangalore#lean healthcare consulting company in bangalore#Office lean kaizen services in bangalore#six sigma quality management in bangalore#kaizen implementation company in bangalore
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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.
#kaizen training in bangalore#six sigma consultancy in bangalore#Operational Excellence Consultants in Bangalore#Operational Excellence Consultants in India#Business Excellence Consultants in India#Lean Six Sigma Consultants in Bangalore#Top TPM consulting company
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#Policy deployment services in bangalore#Operational Excellence Deployment in Bangalore#Business Excellence Consulting Companies#kaizen consulting companies in bangalore#wcm company in bangalore
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How Lean Transformation is evaluated

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
Vocabulary may seem like an unimportant consideration, but jargon can be confusing. Employees of organizations become increasingly confused as leadership introduces one initiative after another—the flavor of the month. If a company has a “process excellence” initiative, the title should not be changed. Instead, it should be integrated with the rules, principles, and practices of lean. If a lean concept is introduced, but there is already an existing word with the same meaning, keep using the same world.
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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.
#wcm company in bangalore#kaizen training in bangalore#six sigma consultancy in bangalore#Operational Excellence Consultants in Bangalore#Operational Excellence Consultants in India#Business Excellence Consultants in India#Lean Six Sigma Consultants in Bangalore#Top TPM consulting company
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#lean manufacturing#Total Quality Management Consulting Services in India#TQM Consultants in Bangalore#Six Sigma Consultants in Bangalore#Operational Excellence Deployment in Bangalore#Policy deployment services in bangalore#Business Excellence Consulting Companies#kaizen consulting companies in bangalore
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Top Management Consulting Firms in India

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
Creating guidelines of Excellence is relevant in all the areas. Greatness is appropriate for any association who tries to be a World Class Organization. Greatness is segment impartial. Our ability is serving numerous industry areas like Quality, which can be applied wherever today, Our projects are essentially engaged to exceed expectations in the accompanying Industry segment. Associations where we have legitimately connected with the kaizen usage of our six sigma quality administration based activities and Training.
#TQM Consultants in Bangalore#Six Sigma Consultants in Bangalore#Operational Excellence Deployment in Bangalore#Policy deployment services in bangalore#Business Excellence Consulting Companies#kaizen consulting companies in bangalore#wcm company in bangalore
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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.
#top management consulting firms in india#productivity management in bangalore#Lean hospital management system#lean consulting companies in bangalore#Total Productive Maintenance Companies in Bangalore#TPM Management Consulting#TPM Consulting Company in bangalore#Total Quality Management Consulting Services in India
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#Business Excellence Consulting Companies in bangalore#Kaizen lean manufacturing companies in bangalore#lean healthcare consulting company in bangalore#Office lean kaizen services in bangalore#six sigma quality management in bangalore#kaizen implementation company in bangalore#lean consulting companies in india
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Application of Lean Thinking in Apparel Industry

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
Authority Training Programs
#six sigma consultancy in bangalore#kaizen training in bangalore#wcm company in bangalore#kaizen consulting companies in bangalore#Business Excellence Consulting Companies#Policy deployment services in bangalore#Operational Excellence Deployment in Bangalore
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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.
#Kaizen lean manufacturing companies in bangalore#Business Excellence Consulting Companies in bangalore#Top TPM consulting company#Lean Six Sigma Consultants in Bangalore#Business Excellence Consultants in India#Operational Excellence Consultants in India#Operational Excellence Consultants in Bangalore
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#lean in construction#productivity management in bangalore#top management consulting firms in india#lean consulting companies in india#kaizen implementation company in bangalore#six sigma quality management in bangalore#Office lean kaizen services in bangalore#lean healthcare consulting company in bangalore
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Lean Six Sigma Consultants in Bangalore

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.
We have expertise in all the strategies like TQM, TPM, Lean, Six Sigma and Business Excellence Models6We are equipped with an innovation lab which is continuously focused on developing innovative solutions to provide greater value to customers7Our people development and culture enhancement approach is very Unique which brings Head, Heart and Hand together
#Kaizen lean manufacturing companies in bangalore#Business Excellence Consulting Companies in bangalore#Top TPM consulting company#Lean Six Sigma Consultants in Bangalore#Business Excellence Consultants in India#Operational Excellence Consultants in India
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#productivity management in bangalore#top management consulting firms in india#lean consulting companies in india#kaizen implementation company in bangalore#six sigma quality management in bangalore#Office lean kaizen services in bangalore#lean healthcare consulting company in bangalore
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