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- Manufacturers Network professional Manufacturing Specialists
Take The First Step To Sustainable Organisational Improvements With Manufacturers Network. Our global network of manufacturing specialists helps industry leaders redefine what’s possible. Discover how our assessments, education, and on-site support can help you bridge knowledge and build success. Organisational Assessments View Courses Making the Leap: Rapid Process & Culture Change Join us for our UK Event on the 25th & 26th January 2024! View Conference & Book Your Place About Us Our manufacturing specialists can help make your organisational improvements sustainable – they’ve been in your shoes and faced similar challenges. They’re not consultants who preach and disappear. Our approach is based on knowledge transfer, education, personalised coaching, and dynamic peer-to-peer learning. Based in Manchester, our manufacturing specialists are seasoned Practitioners and adept Leadership Coaches who have held senior leadership roles in the manufacturing sector. By drawing on our experience of the manufacturing industry, the Manufacturers Network will help you understand your organisation’s current state, clarify your objectives, and foster essential competencies in your team to drive continuous improvement. From visiting manufacturing leaders to globally-recognised training and bespoke end-to-end solutions, we can provide support at all stages of the journey. Explore our website to find the right support to fit your organisation. Knowledge Sharing Events Looking to explore new ways of working and finding out how other successful companies operate? Learn More Organisational Assessments A fresh pair of eyes looking at your operations and processes can increase your company performance and efficiency. Learn More Education Industry leading education programmes, delivered by manufacturers for manufacturers. Learn More On-Site Support Make change sustainable with our bespoke solutions, seasoned practitioners on-site working with your team. Learn More What our clients say about us Read what our customers say about us. Book Course “We developed a great partnership with the Manufacturers Network. They’ve helped us to look at things differently by exposing us to best-in-class organisations outside of our industry and delivered excellent Lean and Six Sigma change management training. This was followed up by coaching and mentoring from their world-class coaches. We appreciate their flexibility and attention to detail, along with their creative approach to helping us achieve our Continuous Improvement ambitions.” Brendan Coward GSK The Organisational Excellence Handbook This Organisational Excellence Handbook encapsulates a wealth of experience, combining industrial experience and academia. This book is an essential addition to the toolkit of any professional in the continuous improvement (CI) field or any professional looking to enter the field. Read More The Organisational Excellence Handbook £20.00 Price Pre-order Making the Leap: Rapid Process & Culture Change Join us for our UK event this January! January 25th-26th, 2024 1 Adbaston Road, Cobra Court, Trafford Park, Manchester M32 OTP United Kingdom View Conference & Book Your Place £1,850.00 Manufacturers Network Subscription Platform Advance in manufacturing by connecting, learning, and growing with our subscription platform. Let’s push boundaries within manufacturing together . Learn More Be The First To Know Keep up to date with the latest updates from the Manufacturers Network.
- Lean Six Sigma Yellow Belt - DMAIC And Quality Improvement
Lean Six Sigma Yellow Belt Home / ... / Lean Six Sigma Yellow Belt / Six Sigma Yellow Belt course providing an overview of the DMAIC improvement methodology and covers the basic tools of variation reduction, problem-solving and quality improvement. View Courses Download Brochure Don't miss out Book Today. Our next course date is: 16th & 17th January 2024 Book An introduction to Six Sigma providing an overview of the DMAIC improvement methodology and covers the basic tools of variation reduction, problem-solving and quality improvement. If you’re seeking to become familiar with the language of Six Sigma and contribute to Six Sigma improvement projects as a team member or process owner, then this Yellow Belt certification is perfect for you. What is Lean Six Sigma Yellow Belt? Lean Six Sigma is a method that teaches the tools and techniques to improve business processes and performance by reducing lead-times, process variation and errors . Lean Six Sigma teaches how to understan d, measure and manage processes. How is the course structured? The two days of training is engaging, practical and hands-on, giving the learner everything they need to start supporting improvement activity in their workplace. Lean Six Sigma belt colours are used to define the roles and qualification levels of it’s practitioners, starting with White, then Yellow, Green, Black and after many years of practice - Master Black Belts. This course covers all requirements for Lean Six Sigma Yellow Belt Qualification. How will the course help me and my company? Yellow Belt is an internationally recognised qualification and applies to a multitude of industries from manufacturing and aerospace to banking, HR, healthcare and IT. Yellow Belts understand the underlying theories and different methods that can be applied to streamline business processes, improve quality, reduce costs, and increase revenue - all of which leads to a better bottom line, and happier customers. Yellow Belt training allows you to start supporting Continuous Improvement projects in the workplace and progress towards future Green Belt qualification. You’ll receive certification after completing the course. This course is for anyone: Currently supporting Continuous Improvement (CI) activity. Who wants to progress with their personal development. Who wants to progress to a Green Belt qualification in the future. Simply interested in the subject and who wants to understand Lean Six Sigma in more detail. It’s recommended but not essential that CI Essentials (LCS 1A) is completed prior to this course. Course Content Overview Introduction - Key principles of Lean and Six Sigma: LSS Culture & history Waste and Flow Introduction to the DMAIC Methodology Define Phase - Clearly define and scope the problem / project: Voice of the Customer Defining the problem Setting Objectives Understanding scope Measure Phase - Measure the process performance in its current state in order to understand the problem: Understand variation Cycle time Data types Value Stream Mapping Process Mapping Process Metrics Process Yield Analyse Phase - Analyse data to find and validate the root causes of business problems: Root cause analysis Pareto Cause & Effect Scatter Plots Improvement Phase - Develop solutions, focus on eliminating the root causes and implementing the improvements: Creative thinking & Innovation 5S & visual workplace Mistake proofing Managing change Facilitation skills Control Phase - Implement process and behavioural changes, write standards and procedures, training and implementation of measurement & monitoring systems: Visual Management Roles & responsibilities Standard work SOPs Failure Mode Effects Analysis (FMEA) Interested in Booking? Complete the form and a member of the team will confirm your booking within 24 working hours. Once the booking has been confirmed payment can be made via debit/credit card or invoice on 30 day terms. email@example.com 0161 533 1617 1 Adbaston Road, Cobra Court, Trafford Park, M32 0TP Upcoming Course Dates 16th & 17th January 2024 Book a Call UPCOMING Have a question? Keep up to date with the latest courses and discounts offered Get In Touch
- Templates - eCommerce | ManufacturersNetwork
Templates Home / Templates - eCommerce / Intro text here Intro text here Intro text here Intro text here Intro text here Intro text here Intro text here Intro text here Intro text here Intro text here Sort by The Organisational Excellence Handbook Price £20.00 0
- December 12, 2023 | 8:30 AM1 Adbaston Rd, Trafford Park, Stretford, Manchester M32 0TP, UK
- Making the Leap: Rapid Process & Culture ChangeTickets: £1,850.00January 24, 2024 | 9:00 AM1 Adbaston Rd, Trafford Park, Stretford, Manchester M32 0TP, UK
- Coaching And Leader Mentoring - Empowering Effective Managers And LeadersTickets: £1,250.00January 31, 2024 | 8:30 AM1 Adbaston Rd, Trafford Park, Stretford, Manchester M32 0TP, UK
- Building a Kaizen Culture for Continuous Growth
Let your journey of endless improvement and intrinsic growth start with a small, yet powerful, Japanese word: Kaizen. Immerse yourself in a philosophy that reverberates far beyond mere methodology, spiralling into a way of life, a perpetual endeavour that intricately weaves through every fragment of personal and professional existence. Kaizen isn’t just about changing processes; it’s about evolving mindsets, about teaching every stratum of the organisation the art of never resting on its laurels. Kaizen: A Brief Overview Close your eyes for a moment and envision a garden, meticulously cared for, where each pruning, each added flower, every bit of nurture induces a blossoming spectacle of continual beauty and vitality. Now, imagine that garden symbolising your business, and Kaizen being the patient, nurturing gardener guiding it towards perpetual blooming. Kaizen, inherently meaning ‘change for better’, isn’t simply a methodology. It’s a belief, an ongoing commitment to ensuring every aspect of your organisation is persistently evolving, always nudging closer towards the zenith of operational excellence. The concept of Kaizen involves making changes in systems, processes, and activities, intending to improve them continually. But its not only about systems; its about people too. Imagine it as a gentle whisper in the ears of your organisational structure, a whispered secret that enlightens a pathway towards boundless enhancement. When it intertwines with your daily operational roots, Kaizen doesn’t just imply continuous improvement. It becomes a culture, a fundamental layer of every process, every decision, and every action taken within the entity. Incorporating Kaizen in Daily Operations Envisage every employee, from the CEO to the frontline worker, embarking on a shared voyage towards lean culture, where waste is viewed not as an outcome but an opportunity to learn, to grow, and to innovate. Kaizen isn’t a mere tool; it’s a belief that every process can be better, and every individual can be the catalyst for that improvement. In incorporating Kaizen into your daily operations, education becomes a paramount pillar. Not just the numerical or data-driven knowledge but the insightful wisdom to see beyond the processes and perceive the possibilities of ceaseless improvement. Picture a scenario where employees aren’t just performing tasks but are ceaselessly on a quest for finding even the most microscopic chances for enhancement. Consider a train the trainer course where your leaders don’t just learn to implement Kaizen but live and breathe its principles, becoming the proliferators of a culture where every obstacle becomes a stepping stone towards unmatched excellence. Imagine a workplace where your leaders are not dictators of rules but educators, passionately transmitting the ethos of continuous growth through the very veins of your organisation. Long-term Benefits of a Kaizen Culture Now, let’s unfold the tapestry of the future - a future where your organisation isn’t just surviving but flourishing with an undying spirit of relentless advancement. A Kaizen culture doesn’t just reward you with operational excellence; it bestows upon your organisation a resilient, unbreakable character that treats every challenge as a chance to evolve. The benefits are manifold and immeasurable. Enhanced efficiency, reduced waste, improved quality, and monumental boosts in customer satisfaction - these are but the tangible results. On a deeper, more emotional level, a Kaizen culture embellishes the soul of your organisation with a tireless pursuit of betterment, creating an environment where each member is not only a part of the system but a crucial contributor to its incessant advancement. The seeds of Kaizen, when sowed, cultivate a garden of perpetual growth, where every member, every process, and every decision is a steady step towards a tomorrow that’s always a shade brighter, always a notch better. Your organisation becomes a living entity, constantly learning, persistently growing, and perpetually advancing towards uncharted horizons. Embark on a Journey Towards Continuous Growth with Kaizen At this moment, Kaizen is not merely a methodology; it’s an invitation - an invitation to journey towards a future of ceaseless, boundless, and continuous growth. It’s a call to make your organisation a realm where improvement is not just a process but a deeply embedded culture. Answer the call. Let’s walk together on this enlightening path towards constant growth and operational excellence. Begin your journey with Kaizen, and let each step carve a future where every tomorrow is perpetually brighter and infinitely prosperous. If you would like to learn more about Building a Kaizen Culture for Continuous Growth or to sign up for one of our courses, please contact us: · Phone: 0161 533 1617 · Email: firstname.lastname@example.org · Get in touch online
- Journey To Just-in-time: The Lean Approach
Just-in-time (JIT) is a key concept in manufacturing. It originated in Toyota as a way to survive the economic aftermath of World War II and has since become a modern-day blueprint for Organisational Excellence. In this article, we’ll uncover more about its history, principles, and how to implement it in your business. Origins of just-in-time JIT’s original purpose was to reduce time in operational processes, ensuring efficient use of all resources. At the time, Japan was facing severe resource constraints and the economy needed to recover post-World War II. This demanded an approach to manufacturing that could minimise waste and maximise efficiency. The first framework Toyota couldn’t afford to invest in massive inventories or survive the costs of overproduction. Engineer Taiichi Ohno observed that it was beneficial to produce only what was needed – when it was needed. And so he developed the initial framework for JIT. Kanban Ohno introduced the concept of ‘Kanban’ – a card system that would indicate the need for part production or supply. This significantly reduced inventory levels, lead times, and costs. For example, take a Toyota assembly line where tyre installation is one of the last steps. The JIT approach could ensure that delivery to the assembly line would be 'just in time' for installation, which minimised the storage space required, cut holding costs, and guaranteed the tyres wouldn’t deteriorate in a warehouse. Just-in-time outside of Toyota As JIT gained momentum, the philosophy began to take root beyond Toyota. It dovetailed well with the broader Lean supply chain, significantly evolving the global industrial and manufacturing landscapes. Now, manufacturers across the world can considerably lessen waste, quickly adapt to market demands, and operate on leaner budgets with enhanced efficiency. Key principles of JIT ● Demand-driven production makes sure it’s only triggered by customer demand, which minimises inventory costs. ● Process refinement and efficiency help create a culture of Continuous Improvement. ● Quality management throughout production results in fewer defects and reworks, meaning lower costs and higher customer satisfaction. ● Fostering strong supplier relationships causes a coordinated supply chain reactive to demand. ● The Kanban system facilitates workflow and inventory management visually, ensuring seamless communication within processes. ● Empowering employees by involving them in problem-solving and process improvements and providing education and upskilling breeds a proactive culture. These principles offer a unified approach to managing production and inventory efficiently, enabling the manufacturing business to adapt to dynamic demands in the marketplace. Implementing JIT in modern business To transition to a JIT framework, you’ll need to take a careful approach to change management: ● A comprehensive education programme so that all employees understand JIT principles and benefits. ● Process analysis and mapping to enable identification of bottlenecks, waste, and opportunities for improvement. ● Technology integration to automate and streamline processes, facilitating real- time data collection and examination. ● Collaborating with suppliers to ensure that they’re aligned with the JIT objectives and can meet demand. ● Key Performance Indicators (KPIs) to monitor and measure the success of JIT implementation. ● Cultivating a change management culture receptive to Continuous Improvement. Adopt the 'just-in-time' approach with Manufacturers Network By embedding JIT principles into your organisation, you’ll not only reduce operational inefficiencies but build a culture of improvement and sustainable growth. Your business will become leaner, increase its agility, boost its competitiveness, and be able to tackle changes in the modern market. To learn more about the ‘just-in-time’ principles or sign up for one of our courses, please contact us: ● Phone: 0161 533 1617 ● Email: email@example.com
- PDCA Cycle: The Heart Of Lean Continuous Improvement
The PDCA cycle is a key part of Continuous Improvement within the Lean methodology framework. It’s had such a significant influence on manufacturers, and there are plenty of education programmes and Lean courses dedicated to the principles and practical applications of the PDCA cycle. Now, more organisations are embracing its simplicity to nurture a culture of Continuous Improvement that leads to optimal performance. So, what exactly is the PDCA cycle? This article will explore how it works and how to execute it within your own manufacturing business. Exploring the PDCA cycle The PDCA cycle acts as a four-step approach to drive continuous process enhancement. Through precise iterations, it promotes a culture of refinement, edging closer to Organisational Excellence with each cycle. PDCA stands for ‘Plan-Do-Check-Act’, a systematic series of steps: 1. Plan: You must first identify a problem or area to improve, set objectives, and develop a hypothesis about effective changes. 2. Do: Validate your theoretical solutions against actual operational dynamics. 3. Check: Assess the data and outcomes of your actions to see whether they resulted in the expected benefits. 4. Act: Refine and standardise the successful solutions and learn from those that were futile to form the foundation for the next cycle of planning. The PDCA cycle in action Comprehensive planning sets the stage for successful implementation. For example, a manufacturing company uses the PDCA cycle in their operational framework to enhance efficiency and effectiveness. They were struggling with escalating operational costs, but the PDCA cycle enabled them to reduce waste and downtime and streamline their processes to meet delivery schedules, increase profit margins, and improve customer satisfaction. Here’s how… Identifying the problem Following a thorough review of the production processes and performance metrics, management pinpoints a bottleneck at the assembly stage, which is slowing down production. Setting the primary objective They aim to reduce the assembly stage time by 25% over the next two months to help meet delivery schedules and improve customer satisfaction. Developing hypotheses Management came up with the following hypotheses: ● Simplifying the assembly process might reduce the time it takes. ● Implementing automation for specific repetitive tasks could make processes faster. ● Training may improve the efficiency and speed of staff. ● More modern and efficient equipment could lessen assembly time. Addressing hypotheses They develop a meticulous plan: ● Process engineers will review and outline the current process to establish areas to simplify. ● Any recommended changes will be actioned in a controlled, measurable manner. ● A feasibility study will be performed to identify which tasks could be automated and at what cost. ● If viable, a detailed plan will be created for executing automation, including procurement, installation, and testing. Each step is documented with assigned responsibilities, timelines, and performance metrics to measure progress towards enhanced production efficiency and customer satisfaction. Implementing the PDCA cycle in your processes ● Identify gaps or areas for improvement in current processes. ● Use collaborative teams to ensure a variety of perspectives for developing solutions and a comprehensive approach. ● Continuously monitor and evaluate to establish the impact and foster an environment of accountability. ● Build a robust feedback loop to document and leverage insights for future PDCA cycles, making the process smarter with each iteration. Learn more about the PDCA cycle with Manufacturers Network The PDCA cycle is more than a managerial tool – it creates a culture of Continuous Improvement and Lean methodology. By embracing PDCA cycles, manufacturing organisations can foster a space of ongoing learning and enhancement, ensuring they remain competitive and achieve Organisational Excellence. To learn more about the PDCA cycle or sign up for one of our courses, please contact us: ● Phone: 0161 533 1617 ● Email: firstname.lastname@example.org ● Get in touch online
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Learn what a business plan is and why you need one.
- The Presentation
Now that you’ve got the world’s best business plan, learn how to share it in a meaningful way.