At TPI, we have a history of delivering demonstrable results for concurrent engineering launch recovery using the Program Management Mindset, launch preparation, Lean Management implementation, and operational turnaround.
Our Critical Path Recovery site has more details about our consulting service: www.criticalpathrecovery.com
Concurrent Engineering Preparation to Launch or Launch Recovery
Whether you are preparing for an impending new model launch, or have experienced a launch that didn't go as you had hoped, we can help. We can customize the depth and breadth of our approach to meet your needs. Examples of the range of engagement are:
1) Perform an audit. We know what to look for. We know whether the team has a credible plan and if all of the functions share the same objective for your new model launch. We'll assess whether the tools required to properly manage a project to a successful launch are in place.
2) Supplement the audit by going beyond whether the tools are in place, but also whether they are 'check-the-box' tokens or actual tools the team is using to guide them to success. We'll gather evidence for each of the tools and observe how they are being used in cross functional team settings.
3) Going beyond assessment, we can create the credible plan and lead the team to success by leveraging our decades of experience on new model concurrent engineering launches.
Lean Management Implementation
Lean production implementations often start out successful but, in time, the benefits begin to fade because they are missing the Lean management system. We have successfully implemented Lean management systems that integrate the essential tools in the day-to-day activities on the shop floor which results in not only sustained results, but continuous improvement to eliminate waste and reduce costs. The shop floor essential tools include:
1) Visual Management
2) An Accountability Process, and
3) Leader Standard Work
Using decades of experience, we gather data with focused shop floor tools and collect:
1) The process performance goal
2) Daily performance for the current month
3) Issues that impact process performance
4) Issue occurrence or impact
5) Daily accumulated issue occurrence to form a Pareto diagram
6) Prior month's performance to track improvement
This tried and true approach has been improving every process we've touched for years.