Balancing customer demand with existing resources requires predictability, flexibility and well-organized operations and timelines. Stagnant productivity can result from a variety of resource and capacity constraints — many of which are unforeseen and challenge businesses in significant and complex ways. Frequently, leaders and managers seek capital investments and lengthy timelines to negotiate capacity constraints.
Myrtle Consulting Group’s approach to stagnant productivity focuses on achieving more with less by leveraging existing resources in innovative and creative ways.
Variability Reduction and Increased Throughput
Most manufacturers struggle to cope with high process variability that impacts production throughput. This is often the result of either shop floor employees deviating from operational standards, or a lack of operational standards in general. Examples of factory standards include processing and packaging equipment set-up and changeover processes.
It is important to note, however, that standards are often unwarranted with an experienced workforce that heavily relies on tribal knowledge. Specific individuals are relied upon to fix and resolve production issues as they arise. Trouble may ensue if the production issue arises when that particular individual is off shift, the business is closed for the weekend, or the individual is off work due to sickness, a holiday or other personal reasons.
Myrtle Consulting Group’s deep and extensive experience in helping clients with the implementation of lean programs and specialized solutions, like Centerline, is aimed at standardizing operational processes that will reduce variability and increase production output.
Increasing Equipment Availability
Proactive, timely maintenance of plant equipment is critical to enable manufacturers to meet a wide array of demands; these range from pressure to achieve target output levels and minimize labor costs to controlling spending and ensuring maximum availability. Manufacturers rely on their maintenance departments to help achieve these goals on a daily basis. However, a great number of manufacturers still use maintenance on a reactive basis rather than viewing it as strategic to operations. Myrtle helps manufacturers convert maintenance into a proactive, scheduled operation that is used strategically to control costs, maximize uptime and maintain critical equipment.
Improving Quality and Reducing Waste
The cost of non-quality and quality defects can be a major financial burden to any manufacturing organization. A recall could devastate, or even bankrupt, smaller organizations. Myrtle has many waste-reduction and quality improvement solutions that identify, control, and reduce the cost of non-quality defects while eliminating quality defects.
Management Operating System (MOS)
Companies are constantly seeking ways to streamline their businesses, make better decisions and gain competitive advantage. Technology has revolutionized business, providing more data that can be used to make better decisions. However, the vast majority of businesses lack a structured, data-driven process to make decisions across the organization.
Myrtle’s Management Operating System (MOS) deployment methodology transforms company culture from one of “gut decision-making” into one that bases decisions on data, facts and information. By implementing Myrtle’s MOS deployment methodology, companies can build a sustainable competitive advantage and improve the overall health and longevity of their businesses.