The fourth chapter teaches how to increase the overall efficiency of production through transparency. Also how to bring clarity to situations like, when factory operators and managers have opposing viewpoints. Example: The operator says that the machine is running all the time, while the manager says that the production line is not producing enough output or the output planned. Maximum transparency between operators and managers should be achieved because if there are many factories in various places, it’s important to have a good understanding of both sides (without logging in), motivate employees (visual aspect, operator competition) and so that all workstations have a clear picture of the machine’s operation (reduce inactive machine time).
Step 1: Get an overview of
**> Not active vs active machine usage
Production plan vs reality**
Step 2: Analyse
> How is the scheduled machine work time used?
- Interruptions
- What are the most occurred stop reasons
- What kind of interruptions last the longest
- Defined interruptions vs not defined interruptions
- Active minutes
- Is the machine as active as planned
- Is the machine working more or is more on a standby
> Whether the goal of the day is at the same distance as the plan?
- Whether the quantity of product that is planned is made by a certain time
Step 3: How to maximize transparency between factory operators and managers
> Spread machine usage information across the factory
> Collaborate with operators
- Together with operators, find solutions to cut down on the interruptions
- Setting up a workstation takes longer than planned → train employees.
- There are a lot of short interruptions → maybe the machine speed is too fast.
- The machine breaks down unexpectedly → start using the Maintenance feature
- The machine is cleaned before and after the shift → make a rule whoever ends their shift leaves workstation clean so that new person can start job instantly
- etc.
