Hoshin planning also refers to Policy Deployment or Strategic planning. The word ‘ho’ means method and the word “shin” means shining compass. A true north focus.

In short the objective of Hoshin planning is to conduct a full strategic goal plan every year for at least five years ahead. Regular reviews within the current year should be conducted to ensure that all the business goals are on track. Regular reviews with the relevant teams will ensure that goals are properly recorded, communicated and incorporated in the company’s daily operational life.

Effective Hoshin planning will eliminate waste originating from the inconsistent direction and poor communication. Every department within a company or business should have a Hoshin plan with goals for their key performance indicators, where the applicable goals must include customer measurable requirements.

The outcomes of the workshop are:

• Understand the customer’s requirements
• Understand the internal business policies, goals and impact on the overall performance of the business
• Set realistic continuous goal improvement for the long term
• Understand the business philosophy, interaction between departments and levels of the decision making hierarchy
• Understand the value of key performance indicators
• Obtain knowledge of Hoshin planning and how other departments may impact on performance and customer satisfaction.

Who should attend?

• All Senior Managers
• Operation Managers
• Quality Managers
• Sales Engineers
• Maintenance Supervisor
• Quality and Industrial Engineers

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FMEA is a risk analysis and mitigation methodology that identifies high risk areas within the company’s processes and suggests action to reduce, eliminate or avert the risk. The FMEA methodology starts with process flows and value stream mapping as inputs which assists with the deconstruction of the process into discrete steps.  Standard Excel sheets are employed to map the process and to calculate the Risk Priority Number (RPN) per step.  Process risks are prioritised per the RPN and resources assigned to address the risks in order of priority.  Regular review of FMEAs is required to ensure that risks are addressed.

The outcomes of the workshop are:

• To understand the importance of a current and well-maintained FMEA.
• To understand how the RPN number is calculated.
• To understand that an FMEA is not a one man system but involves team work.
• To actively reduce, avert and eliminate risk.
• To use relevant tools to have a thorough understanding of the process capability, RPN and focus areas to focus on by action plans that is date and individual/team focused.

Who should attend?

• Quality Managers
• Quality and Industrial Engineers
• Production and Manufacturing Managers
• All personnel involved in the SIPOC CYCLE

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The main objectives of a lean system is to improve flow and reduce waste throughout the supply chain.

The ability to see flow issues and the waste can be learned. This is a work force approach and the total workforce need to understand the principles. Senior management guidance is of utmost importance.

Lean focus on the supply chain efficiencies, the conversion process and the final delivery of product to the customer.

Product and documentation flow is the basis for lean and value stream mapping supports the concept. All relevant process information is noted on the VSM  and provides  a snapshot of the process information.. There are eight types of waste known to us and these are important to identify.  Sometimes we expect some of them to be insignificant, but it is indeed the core issue in our business environments. Lean is a culture, and not easy to achieve. Lean is a process with no end  and requires many iterations. Continuous improvement plays an important role in this journey and Kaizen projects is conducted to improve the current state.

Lean will assist you with achieving the ultimate goal. To have a stable system performing on the expected level with low waste and time losses.

The outcomes of the workshop are:

• To be able to see waste and no flow situations
• To understand flow in push and pull systems
• Understand the eight types of waste
• To identify bottle necks in the current state  process
• Understand Customer demands and requirements
• Value stream mapping basic knowledge
• Current state and future state mapping
• Understand the concept of Kaizen events
• Lean visual management techniques

Who should attend?

• Senior Managers
• Supply Chain Managers
• Purchasing Managers
• Operation Managers & Supervisors
• Quality Managers
• Maintenance Supervisors

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Problem Solving Techniques (Root Cause Analysis) is the in depth analysis of a problem to determine the primary and  original cause of the problem.  Root cause analysis is achieved with the use of  the 8D problem solving process within the PDCA cycle.  The purpose of the course is to correctly describe the problem in as much detail as possible.I t is also important to select a team with the correct skills in order to solve the problem.  The most significant problems on the shop floor need to be prioritised (Pareto) and then the top problem is selected to conduct  the root-cause analysis of that problem.  Once the root-cause is identified, the problem can be addressed and resolved. The test at the end would be to switch the problem on and off. If you cannot, the process need to be repeated.

A number of tools are available to assist with this process.  It is important to share the lessons learned with all operations in the group to ensure all are on the same page.

The outcomes of the workshop are:

• Map the process under review, conduct VSM
• Review the PFMEA
• Understand customer requirements
• Understand the concept of micro to makro issues to resolve the problem
• Conduct a step by step 8 D – using a template
• Understand and apply root cause analysis

Who should attend?

• Operations Managers
• Quality Managers
• Supply Chain Practitioners
• Product/Process Design Engineers
• Maintenance Supervisors
• Quality and Industrial Engineers

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Process control is a proactive discipline for observing, controlling and improving a process over time to achieve a stable output that meets or exceeds customer requirements and expectations. Process control is a key aspect in every business environment and supports the principle that you can control a process if you measure it.   Process capability studies form an integral part of every Measurement System Analysis (MSA) and it is vital to know, understand and control the practical capability of every process in manufacturing.  All relevant process parameters must be identified, tracked, monitored, communicated and documented.  This module links with the modules of zone control and visual management.

The outcomes of the workshop are:

• To understand the importance of a structured MSA and its key elements, namely processes, products and people.
• To understand the importance and use of process control tools and tracking performance.
• To be aware of the process risks and task performance requirements of process capability studies.
• To understand the involvement of support systems in the reduction of risks based on capability studies and control charts.
• To utilise the results and trends of process capability studies in setting future production and business targets.

Who should attend?

• Quality Managers
• Quality and Industrial Engineers
• Production, Maintenance and Manufacturing Managers
• All personnel involved in the SIPOC cycle to ensure customer requirements are met.

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Quality costing have been a controversial topic over many decades. Many of the pioneers in this field has been fighting to move this topic higher on the list of must do’s. The customer want a defect free product on time in full. The cost of poor quality varies from economic sector to economic sector and in general could be as high as 15 %. This creates enormous continuous improvement opportunities.

Scrap or waste have a major impact on time and resources and creates pressure on capacity and overall performance.

The critical step is to ensure that the three main categories of quality costs are properly identified. The PAF model plays a major role and obviously from industry to industry there could be differences in how it is implemented and set up.

• Prevention costs
• Appraisal cost
• Failure cost (Internal and external)

Certain resources are allocated to the different categories and this is not an exact science.

The cost of quality process starts from the sourcing /purchasing of the raw material to the tangible product in the hand of a customer.

External failures could be massive and only detected much later  down the  time line. This is most probably one of the biggest challenges to handle  and include into the total cost of quality.

ISO 9001:2015  Management review requirements will also be reviewed to ensure a full understanding of requirements.

The outcomes of the workshop are:

• To clearly understand the concept of the Cost of Quality
• To respect customer requirements
• Understand the performance measurements for customers
• Understand the PAF model
• To understand the importance of the proper recording of complaints and all the elements there off.
• Understand the allocation of resources to the PAF categories
• Understand the continuous improvement process and focus areas.
• Understand the final closure of complaints and the link to  the accounting system
  

Who should attend?

• Operations Managers
• Quality Managers
• Suales Engineers
• Maintenance Supervisors
• Quality and Industrial Engineers

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The first question in this module is “what is sourcing and what is purchasing?”

Sourcing – In an everchanging business environment with severe competition many businesses are competing for supplies from resources that are under a lot of pressure. Scarcity, quality issues and the environment in which they operate. Global companies will source for commodities around the globe for cost and quality benefits. With that lead times can be affected. Sourcing is hence to get the commodity at the best price, quality, quantity which can be delivered at the right time. This module will assist in the hunting down of potential suppliers. Once a potential list is compiled an analysis can be done to select the supplier/s of choice. Many different strategies are followed to put in place a supplier network.

Once the sourcing process have been completed the purchasing process starts. This strategy need to be aligned with the manufacturing and demand strategy. Right part at the right time and place and price to fulfil the strategy and to ensure customer satisfaction. Purchasing in most companies are supported with software systems customised for each. Some will be discussed for general knowledge.

All these actions need to be included in FMEA’s and VSM.

The outcomes of the workshop are:

• Identify and understand the SIPOC process
• Sourcing of commodity suppliers
• Review criteria for short list
• Selection of suppliers, development of suppliers , monitoring of suppliers

Who should attend?

• Senior Managers
• Supply Chain Managers
• Purchasing Managers
• Operation Managers
• Quality Managers

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Process control is a key aspect in every business environment. The truth lies in the following – if you measure a process or service you can control it.

Statistical process control (SPC) is a proactive discipline for observing, controlling, and improving a process over time to achieve a stable output that meets or exceeds customer expectations. SPC may be conducted whilst the process is in operation or off line. Off-line monitoring requires more operator involvement and recordings are done manually.

Record keeping is critical to ensure that all relevant process parameters and performance indicators are documented for reference.

The one-day course provides an overview of relevant SPC techniques and control charts.  The delegate will understand how to identify, track, monitor and communicate relevant parameters.  This module links with zone control and visual management.

The outcomes of the workshop are:

• Map the process under review, conduct value-stream mapping
• Understand the importance of control mechanisms on the shop floor.
• Understand attributes and variable /dimensional measurement
• Understand and apply techniques of SPC
• Understand the impact of visual management and actions implemented in case of deviations.

Who should attend?

• Senior Managers
• Operation Managers & Supervisors
• Quality Managers
• Industrial/Quality Engineers

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Supply Chain Management (SCM) requires visual management techniques and every part for a component should have a route to get to the assembly point in time. Customer requirements are the input that forms the basis of the supply chain. Planning is required to ensure that the arrival of components from different sources are synchronised with the manufacturing and assembly points.

Value-stream mapping is applied to SCM to assist the SCM team to have a snapshot of the routes with all the relevant critical parameters displayed in order to revert to back up plans in case of any problems in the supply chain. Value stream mapping will assist the SCM with this process.

Any changes in the supply chain must be managed and change Management plays an important role for any process, supplier or product change.

The outcomes of the workshop are:

• Identify and understand the suppliers, inputs, process, outputs, and customers (SIPOC) process
• Compile a value-stream map for every part in an assembly
• Conduct annual review of the objectives and performance of the supply chain
• Manage change in the supply chain

Who should attend?

• Senior Managers
• Supply Chain Managers
• Purchasing Managers
• Operation Engineers
• Quality Engineers

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The introduction to supply chain management (SCM) starts with determining the reason for the existence of a business.  It focusses on the role of customer requirements in the complete supply chain. Demand exists because of customers and requirements are set which may be explicit or implicit. The compilation of demand failure-mode and effect analysis will highlight the importance of a full analysis of the complete SIPOC process. It is important to implement measurable indicators to determine supplier performance against customer expectations.

Supplier development and performance is of utmost importance. Selection of suppliers and their location plays an important role and sometime these criteria are non-negotiable.

Supply Chain Management requires visual management techniques and every part for a component should have a route to get to the assembly point in time. Push and pull systems will be analysed. Customer requirements as an input forms the basis of the supply chain. Planning is required to ensure that the arrival of components from different sources are synchronised with the manufacturing and assembly points.

Tools such as Value Stream Mapping and Lean principles could be applied to SCM with great results. These concepts are incorporated in the module. There is also reference to ISO 9001:2015 requirements that need to be met. Changes and risk management in the supply chain will be covered briefly.

The outcomes of the workshop are:

• Identify and measure customer demand and requirements
• Set objectives for supply chain management
• Determine the value of PFMEA and a DFMEA and how it can assist in the identification of risk
• Identify and understand the SIPOC process
• Understand the role of value stream maps in supply chains
• Conduct annual review of the supply chain – objectives and the performance of individual suppliers
• Manage change in the supply chain

Who should attend?

• Senior Managers
• Supply Chain Managers
• Purchasing Managers
• Operation Engineers
• Quality Engineers

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Value-stream mapping is a process analysis methodology to determine the value added by each process step.   The methodology identifies bottlenecks and process constraints with the objective to eliminate waste and improve flow.  The purpose of the course is to enable the delegate to map a total process flow, convert it to a Value Stream Map (VSM) and then to analyse each process step for its individual performance parameters, including cycle time, yield and resource allocation.  Value stream mapping will enable the delegate to optimise capacity and flow of the total process.

Value stream maps typically cover the Supplier, Input, Production, Output and Customer (SIPOC) circle and provide a snapshot of the complete supply chain and the detail elements within the control of the company.

The outcomes of the workshop are:

• To understand the importance of process flows from an SIPOC perspective.
• To understand how to convert the process flow to a VSM.
• To be aware of the process and task performance requirements and demand planning requirements.
• To gain knowledge of the complete supply chain in its current state.
• To be able to understand the risks associated with not meeting takt time and how it impacts on strategic business planning in the organisation.
• To understand the concept of value added time and to reduce lead time.
• To review the current state in order to continuously improve the process for the future state.

Who should attend?

• Quality Managers
• Quality and Industrial Engineers
• Production and Manufacturing Managers
• All personnel involved in the planning, manufacturing and capturing of data relevant to the process

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The customer is king. Every customer has a voice and the decision to purchase a product is made to fulfil a purpose. The Voice of the Customer is the point of start for any business.

The alignment of the customer requirements with operational readiness and effectiveness is key for business. Quality and logistic requirements must be analysed, and converted into operational plans for seamless execution. Customer satisfaction criteria should be aligned in planning and production schedules and plans.

With every contract a contract review should be conducted to ensure that the requirements are understood and met. The production part approval process, including drawing requirements and change management processes should be aligned with the customer expectations. Packaging and label requirements form part of the total customer care programme.

ISO 9001:2015 requirements will also be reviewed to ensure a full understanding of requirements.

The outcomes of the workshop are:

• Understand and respect customer requirements and performance indicators
• Develop performance measurements for customers
• Analyse the company value-stream map and supply chain
• Determine the key performance indicators from the Hoshin plan as depicted by the customer

Who should attend?

• Operations Managers
• Quality Managers
• Sales Engineers
• Maintenance Supervisors
• Quality and Industrial Engineers

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Zone control forms part of the group of modules which incorporates process performance information and management and how to make it part of the daily operational environment. Zone control refers to the smallest operation cell which needs to be controlled. It is relevant to know and to action corrective behavior in order to stabilize the cell and the total process. In order to implement zone control the performance requirements must be identified and buy-in is required from all the support functions. Hourly – or the shortest time frame – in which a logical measurement can be made will indicate stability or chaos. Operators and team leaders must know when to escalate problems to the next expert level. Zone control is visual and must be updated on visual boards across the production area on the predetermined time lapse.

Visual management is the larger picture of an entire process or production unit. Information ranges from shifts to year-to-date on a wide range of performance metrics that are relevant to the operation. Visual management boards could be hard copy, electronic or big screens. Information is important and every associate ranging from shop floor personnel to executives should have the same picture and status in mind. Trends and annual graphs are an effective communication tool in a company.

The outcomes of the workshop are:

• Understand the customer requirements
• Understand the performance measurements for customers
• Understand value-stream mapping of the company supply chain
• Understand zone performance metrics, parameters and requirements
• Understand the value of visual management in any operation

Who should attend?

• Quality Managers
• Operation Managers
• Maintenance Supervisors
• Quality and Industrial Engineers

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