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Improving Productivity? How exactly does it work? We have compiled the key points from many successful projects in recent months. More sales, more profit and happier customers. This means more output without additional equipment and with the same workforce. This means reducing manufacturing costs and achieving greater delivery reliability.

Although the COVID-19 pandemic has caused disruptions across enterprises, some very positive developments have also emerged. “The main idea has been to give heed to then current trends while respecting a handful of success criteria,” says Katarina Hachmöller, Partner at oConsulting.

Even those born with natural talent grow from method training.

Does this also apply to validation batches? Starting point of our roundtable: The traditional three batches for validation is often too many and sometimes too few. The discussion around the traditional three batches is the tip of the iceberg.

Every day in the operational business, problems are dealt with which relate to process validation. For example: recurring high efforts dealing with deviations. Long release times affecting delays in delivery. Scrap rates from poor process performance leading to further costs.

Many of our customers discuss whether OEE should be the most important metric in the plant. What is the argument in favor of this? Where does the concept of OEE has its blind spots? OEE as a benchmark - what makes sense? Read more about these exciting topics in our glossary  

We train Green Belts to systematically work with methods and tools, to improve complex processes, to solve sophisticated problems and for driving a culture of data- & facts-based decision taking. This training is a great enabler for leadership roles.

There is a quick, and easy trick to convert output directly into OEE. Or the OEE into output. This way, managers can quickly cross-check figures. For employees, it is often just easier this way. Finally, this method brings a lot of understanding.  Read our article to find out how this works.

We focus in this article on setting the operating principles correctly, which is key to success. It’s about goal orientation and developing a system which is living.

About using data for detecting and confirming significant change. Applied statistics lead to better understand complex processes and derive sane decisions.

No matter which area of a company or which hierarchical level: We do Shopfloor Management in order to get all employees to pull together. From the Chief Officer to the Line Employee – everybody should understand how to contribute to the company objectives.

If you want to destroy discipline, go ahead and install foolish rules. That will make the best people break these rules for good reason. Soon it will become a culture of not sticking to rules. Read more in our previous post: Are you still managing or already leading to get better – about rules in Operations.

Feel the monstrosity of wasted times now gone forever: What a bloody shame!