{"id":42692,"date":"2023-07-18T14:13:51","date_gmt":"2023-07-18T12:13:51","guid":{"rendered":"https:\/\/www.fastec.de\/?p=42692"},"modified":"2024-04-29T11:42:06","modified_gmt":"2024-04-29T09:42:06","slug":"increasing-efficiency-in-production-secrets-to-success-from-an-industry-expert","status":"publish","type":"post","link":"https:\/\/www.fastec.de\/en\/news\/increasing-efficiency-in-production-secrets-to-success-from-an-industry-expert\/","title":{"rendered":"Increasing Efficiency in Production: Secrets to Success from an Industry Expert"},"content":{"rendered":"\t\t
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Having previously worked as a Lean Manager at the global corporation Nestl\u00e9, among others, he brought his skills to bear as Maintenance Manager at Tchibo, where he took on management responsibility in the production environment. He then worked as a Lean Manager at Sch\u00fclke & Mayr GmbH in the chemical and pharmaceutical industry, where he used FASTEC 4 PRO as a tool to focus on the systematic reduction of losses on production lines.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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FASTEC: Mr. Kierstein, what is the aim of Operational Excellence (OPEX) consulting?<\/h6>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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D. Kierstein:<\/strong>\u00a0The aim of OPEX consulting is to create added value by helping people to help themselves. In terms of operational excellence, this added value has several dimensions (performance, costs, delivery capability, safety, quality and employees) and encompasses more than just purely financial savings. The key success factors for achieving the goal are:\u00a0\u00a0<\/em><\/p>

  1. A sensible set-up structure<\/b> for reliable performance data and key figures. Everyday life in production companies has become too complex and fast-moving to be successful with gut decisions alone.<\/i><\/li>
  2. A common understanding<\/b> of how to interpret and influence this data and key figures.<\/i><\/li>
  3. The use<\/b> of data and key figures in day-to-day business as a starting point and for monitoring the success of improvement efforts. Ideally, tried and tested lean tools are also used here.\u00a0<\/i><\/li><\/ol>

    Without the first two factors, there is a great risk of working on the wrong “construction sites”, making the wrong investment decisions or planning production facilities inefficiently. OPEX consulting therefore relies on a holistic and highly effective approach to linking data literacy and lean.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    FASTEC: What initial situation do you often encounter with customers?<\/h6>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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    D. Kierstein:<\/strong> There are still many manufacturing companies that do not record downtimes or only do so manually. This prevents these companies from recognizing their potential and makes it all the more difficult for them to take effective measures to improve efficiency. An incorrect understanding of performance indicators can also be costly. For example, the widely used performance indicator OEE has already been “burned” in many companies due to contradictory definitions and incorrect application. <\/i><\/p>\n

    An OEE must be used in a differentiated way in order to really show the greatest potential for reducing waste. In my opinion, there is still a great need for clarification here. Based on this, only very few companies use the possibilities of live performance displays and business intelligence solutions (such as Power BI, Qlik Sense or Tableau). These tools can significantly increase the informative value of production results and thus bring more transparency to production processes. This is an important basis for a development towards operational excellence. <\/i><\/p>\n

    So if you are wondering why your investments in the form of money, time or projects are not producing the expected results, you probably do not have the transparency you need about your production results and the associated potential.<\/i><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    FASTEC: What added value does your support offer customers?<\/h6>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    D. Kierstein:<\/strong>\u00a0The right measures make production more efficient and easier to plan and evaluate financially. This usually goes hand in hand with cost savings, increased product quality, adherence to planning, higher employee motivation and improved occupational safety. After all, the common disruptive factor is deviations from the stable production process. To this end, I systematically address the points mentioned above (1. reliable data, 2. data competence and 3. lean tools) in order to improve the structure of production data acquisition and the understanding of data and key figures. This database creates a reliable basis for identifying and implementing potential for improvement.\u00a0<\/i><\/p>

    In this way, we have already been able to achieve increases in production efficiency of 40% in my previous projects. We have also achieved great success with short-term projects (3 months). These include<\/i><\/p>