Introduction and challenges
Is it still possible to improve manufacturing performance? This question may arise when we consider the extent of productivity improvements made by manufacturers. However, management renewal and regular changes in the industrial environment (changes in practices, emergence of digital innovations, etc.) mean that there is a recurring need to challenge industrial productivity. Beyond the notion of performance and cost, this thinking must also lead to the question of the quality of the workplace, which is key to improve efficiency.
Improving productivity requires the implementation of three performance drivers at the same time to ensure maximum efficiency and sustainability of the implemented actions: (1) boost efficiency improvement actions (human and machine), (2) control direct and cross-production production processes and (3) mobilise skills and teams.
Finally, digital technologies have created new sources of performance improvement through, for example, enhanced process control, predictability, and process and information digitalisation.
How we can help
Argon & Co supports its clients throughout the entire process, from the identification of performance issues to ground level implementation.
- In general, the process of defining productivity plans is divided into three phases:
- A first phase (scoping) or diagnosis of the initial situation, during which we run quantitative and qualitative analysis of the initial situation, we assess the level of maturity of the practices, and we gather external benchmarking information
- A second phase (focus) of constructing action plans in collaboration with client teams, during which we identify subjects to be addressed, prioritise and document them
- Finally, a third phase (pilot) while we implement the first solution in the field with client teams
In some cases, we also do “flash scoping” for a few days which allows us to very quickly define the priority areas of work.
Manufacturing performance improvement