Operations Improvement: Automotive Industry Could be the Answer
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The automotive industry has established best practices that many companies are now recognizing as valuable benchmarks for operational improvement, rather than pursuing new tools. Examples include the application of methods like production part approval process (PPAP) and advanced product quality planning (APQP), which have origins in the automotive sector. The document emphasizes the need for companies, regardless of size, to adapt these proven strategies to achieve operational excellence and optimize resources.
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购买日韩成绩单、英国大学成绩单、美国大学成绩单、澳洲大学成绩单、加拿大大学成绩单（q微1954292140）新加坡大学成绩单、新西兰大学成绩单、爱尔兰成绩单、西班牙成绩单、德国成绩单。成绩单的意义主要体现在证明学习能力、评估学术背景、展示综合素质、提高录取率，以及是作为留信认证申请材料的一部分。
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Operations Improvement: Automotive Industry Could be the Answer
- 1. AUTOMOTIVE INDUSTRY COULD BE THE ANSWER By Alessandro Silveira My career started in the automotive industry, and there I stayed for ten years. During that period, I remember myself questioning if any other industry sector could be a bench- marking reference as the automotive industry was for me. On the last years, I’ve being observing that more and more companies are looking for auto industry best practices in- stead of spending time, efforts and resources on “new” tools that most of the time are based on the same ones already used in the automotive industry. Just as a recent example, I had a chance to participate in an event led by a company that is on the market for over than 80 years, this company is designing and manufacturing complex products with high technology level. During the event, the company presented the initiative re- lated to PPAP(Production Part Approval Process) and APQP (Advanced Product Quality Planning) implementation as internal processes, in case that it is not known, both meth- ods were developed in the automotive industry more than 20 years ago. As an illustrational approach, let’s take a very high overview of the auto industry: - Engine Production of a particular plant in the US, daily production volume of around 1,600 units and with a takt time of 30 seconds. Each engine has around 200 parts per engine. - Japan has produced in 2016, over than 9 million vehi- cles, what would give 750,000 per month or around 25,000 vehicles per day. The production cycle time of a vehicle can be around 40 to 60 hours, and each vehicle can have around 30,000 parts. All the numbers mentioned above is just to give a general overview of the complexity behind of the whole operation. Have you ever thought about the possibility to apply SMED to improve a process that is related to multi-site transac- tions? Have you ever thought about the opportunity to apply Fault Tree Analysis on your company KPIs to have a clear visibility of the key drivers and use it to prioritize initiatives related to continuous improvement? (See Figure A) There is no need to “re-invent the wheel” when it is related to tools and practices that are related to operations perfor- mance improvement, and in use for decades by the auto- motive industry, it is just a question of adapting according to your company needs. It is evident the importance of hitting the quarter KPI’s ob- jectives, but one of the questions that should be asked is about the amount of efforts and resources that are con- sumed to reach it and if it was taken the “cutting corners” approach. In case that the answer was for “cutting corners” approach, it is expected already that some critical internal and external processes are not sustainable and consequent- ly wastes will be generated. On figure B, it is possible to observe some performance issues that contribute negatively to a value chain and some best practices utilized by the automotive industry. Just tak- ing those seven best practices listed in figure A, it is possible to affirm that you can solve over than 50% of the perfor- mance issues that your company is facing actually. It is important to mention that it takes time and require a robust and solid assessment to end up with a strategic plan- ning that will be converted in a projects pipeline that has to be managed properly and implemented according to com- pany and business needs. This approach is not a privilege just for big business as the one mentioned at the beginning, small businesses can fol- low the same path but with a different scale. In the end, the objective is to reach operational excellence by optimizing your resources and assets.