"There's nothing left of the good old things."
"There's nothing left of the good old things." - Is that sure wrong?
source: Ipari terület eladó - XXII.kerület - Budapest - MIK Magyar Ingatlan Központ - Eladó és Kiadó Ingatlanok
I'm not a fortune teller, but the following are your first thoughts as soon as you see the two pictures and start observe:
"Do you compare an old machine plant to a brand new production hall?"
"Modern machines are of much greater value. Faster, more accurate, etc.... "
Compared to that, what do I see?
Safety first! In the old plant missing some covering, there is a risk of slipping, etc... It doesn't depend on how big the plant or how expensive the machines!
There is a mess in the old factory. It doesn't depend on how big the plant or how expensive the machines!
Clarification of storage isn't understood in the old hall. For example, all the remaining (waste) material is on a support car without a label. It doesn't depend on how big the plant or how expensive the machines!
Visibility conditions. Dirty small windows with old lighting. It doesn't depend on how big the plant or how expensive the machines!
During my career, I have been experienced in several types of manufacturing, from small "old" plants to modern halls. The lack of something always arose wherever I went. Systemic thinking and a tendency to standardize. I think it basically comes from the past, when the plants operated according to the old usual "hierarchy". We have a workshop boss, He knows everything and is done. Of course, this was enough in about 1990, when customer markets didn't ask for a higher forecast than nowadays. There are several opportunities to follow the growth of the market. Buy more machines. Buy faster technology. However, what I've preferred all the time is the process development / optimization. If anyone had a willingness or need, they were surprised at how much spare there is in the production that has been used and praised day in and day out for years.
Let's talk about the numbers:
Physical production preparation was planned between 20 and 24 hours downtime on the production line. After optimization, it's 17 hours.
Yields of 870 pieces per shift. This is increased, after line optimization (at PLC level), to 1,100 pieces.
Weekly production volume 110,000 pcs. Scrap reduction from 9% to 3.2%.
All you need is a situational awareness/perspective that doesn't really accept the current situation in real time and sees the potential for the future.
At this period comes the most important and sensitive point, which is called change.
Change is hard for any colleagues to accept. The perfect methodology for change management is communication and leading/giving by examples.
Not only is example the best way to teach, it is the only way.
Albert Schweitzer