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Newsletter no.6
may 2014

One valuable mail, every 4 months
Business-improvement.eu

Inspiring businesses with
in-depth real-life cases

A new start

We made a new start, with an improved, modernized and refreshed new website! We learned a lot from the feedback of our visitors, thank you for your comments.

The site has a new blue design. Pictures of waves refer to our mission: inspiring businesses to flow. First, we want to spread ideas about efficient production, by gearing all the production steps to one another. However, we also want to inspire you to make the work flow in a figurative sense. Business process improvement should make the work more pleasant. Not only the materials and information should start to flow, the people should also experience a feeling of flow themselves.  

The new site is responsive. The articles are not only readable on normal computer screens, but adapt automatically to the size of for example a tablet when needed. Besides this, there is now a complete separation between layout and content, so that we can easily adapt colors and fonts when needed. The new lay-out makes the articles on the site much better readable and printable. In addition you can login from any page, and the top menu shows clearly where you are on the site.

For the rest you have to experience it yourself! If you want to help us with the further development of our platform, so that we can make more good articles for you, please link to us.

Best regards, 
Dr Jaap van Ede, 
owner and editor-in-chief business-improvement.eu

Also via Twitter we can keep you informed about our newest articles and cases process improvement!

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A1. New articles:   

1. TPM: Operator in the role of Sherlock Holmes
    Case: Nutricia (Danone)

2. Lean: The durable Lean transformation of Océ
    Case: Océ (Canon)

3. Lean: Organizational structure for continuous improvement
    Case: Scania

Summaries of these articles you will find below.
For more cases, see our case-menu.


A2. Summaries of these articles:

1. TPM: Operator in the role of Sherlock Holmes
    Case: Nutricia (Danone)

Packaging line for Nutrilon baby food
^ Packaging line for Nutrilon baby food.

By monitoring the Overall Equipment Effectiveness (OEE) during each production shift, it is precisely known when problems occurred.  

Yet, as Nutricia in the Netherlands discovered, the current reporting methods are not adequate enough to determine the root cause of all problems. Inquiring from the operators then takes a lot of time.

Therefore, the operators were recently trained to capture as much information as possible in the case of any significant disturbance. They even secure evidence as if they were detectives!
   
To this end, within an existing OEE-toolkit, a template was developed. Digital forms, framed with Sherlock Holmes-like drawings, help the operators to make good problem descriptions.

> more
2. Lean: The durable Lean transformation of Océ
    Case: Océ (Canon)

Factory lay-out of Océ (Canon) before Lean
^ Factory lay-out of Océ (Canon) before Lean

Lean can be implemented in a technical way. Guus Cox, operations manager at Océ, compares this with using a bulldozer to push the waste out of the factory. This gives fast but temporary results, because the behavior of the people did not change.

It is far better to encourage the employees, to remove the waste bit by bit themselves. This requires a lot of management attention, but the end result is much better: A real Lean transformation, in which all people jointly solve problems every day.

> more
> Additions readers
3. Lean: Organizational structure for continuous improvement
    Case: Scania

A problem at the production line! An Andon (team leader) hastens to help
^ A problem! An 'Andon' hastens to help

To stay ahead of the competition, Scania Zwolle Production (The Netherlands) raised its productivity with about 6% every year in the past period. Scania achieved this by constantly striving for the ideal process, in which all components flow seamlessly together to form complete trucks. The epitome of lean manufacturing!

To that end, having self-managed teams turned out to be not enough. The workforce also needs resources and structure. Therefore Scania carried through two organizational changes.

> more

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