We assist you in planning and implementing management tools aimed at achieving greater effectiveness for your company and reducing associated costs.
Work Methodology
Training and Monitoring of Pilot Teams
The best way to implement large-scale, lasting, and culturally impactful changes is through pilot areas. Our team of consultants has extensive experience working with floor and bottom-line operators, working with them to develop the management experiences the company wishes to implement. These include Manufacturing Cells, 5S Programs, Total Productive Maintenance, Lean Manufacturing, and more.
Management Indicators
Identification and calculation of the most appropriate management indicators for your organization's situation, both quantitatively and qualitatively, related to key business areas. We provide members of each management team with a useful and effective balanced scorecard for decision-making.
Organizational Management Audits (Non-Accounting)
Based on a comprehensive approach to Organizational Development, audits seek to identify areas for improvement in different areas of the organization and examine existing opportunities for improvement. To achieve this, rigorous procedures are followed that examine the organization through the six Critical Success Factors that every company must ensure: Productivity, Quality, Costs, Delivery, Safety and Environment, and Satisfaction or Morale. Once the audit is completed, courses of action are suggested to reduce the gap between the current situation and the required condition.
Benefits for your organization
- Results in sight
- Immediate achievements in key areas
- High productivity
- Better quality
- Significant cost reduction
- On-time deliveries
- Safety for the people who operate
- High morale and job satisfaction
- Significant reduction in losses, improving the organization's financial results.
The Fight for Competitiveness
Every company has another hidden one that it does not produce.
This hidden factory is hidden behind the losses.
The good news is that the treasure of profitability lies within the company itself!
Our role is to train and support each of the company's sectors in their search for losses and provide them with the necessary tools to eliminate them. Therefore, we work with all areas and involve all staff.
The base philosophical and methodological that we use is the TPM.
Originally developed by the Japanese as Total Productive Maintenance, has maintained a continuous evolution since its creation and today we do not see it so much as a mere Maintenance Program but, as they teach in Japan, an Integrated Management System. We are not referring to computer systems, but to methodical and systemic ways of managing a company so that it gains the competitiveness sought through Loss Elimination.
The methodology consists of developing 8 activities, also called Pillars, which impact all areas of a business. That's why senior management involvement is critical to success.
For our part, we demand the active commitment of senior management and the full participation of staff as a sine qua non for intervention. Without exception, our diagnoses They show that all failed implementations have a common denominator: limited or inadequate participation from senior management. If the issue is how to reduce costs and ensure survival, the active participation of all staff, starting with senior management, is required.
When we involve all areas and all staff in the same project: zero losses, it is much easier to achieve the Company Goals and Objectives.
As a system, it can be applied to any size organization, because more than just a method, it's a company philosophy. However, it's true that companies with more than 100 employees are usually more interested. The problem is that smaller companies tend to be more afraid of implementing these high-impact programs. It's hard to confront one's own needs. limitationsWe prefer as opportunities.
In any case, the most important thing is the deep desire to revolutionize the company to adapt it to the current times. And this is something that goes beyond the number of people who make it up. All it takes is the courage to take the leap.
Since 1999, our focus as consultants has been on deep transformation processes that help companies win. competitiveness.
Below, you can download a presentation we gave a while ago at an Operational Excellence Conference in Chile. It serves as a summary of our thoughts and how we approach it.
Congress on Operational Excellence
Theoretical and Practical Seminars
Theoretical and Practical Course on the 5 “S” Program: Seeds of Organizational Change
TPM Training Course – Total Productive Maintenance
TPM Pillars – Human Resources Development – Education and Training Pillar
SMED Theoretical and Practical Seminar Course: Single-Minute Die Exchange
Specific Programs to be taught In Company
Implementation of TPM* (Total Productive Maintenance) for the total elimination of losses.
The implementation of TPM (Total Productive Maintenance) facilitates drastic cost reductions and the achievement of significant levels of participation, leading to effective organizational performance and agile and flexible production. Starting with the production areas and adapting the methodology to the local culture, we focus on revitalizing your organization.See: Theoretical and Practical Seminar – Training of Facilitators in Total Productive Maintenance See: What is TPM and what is it used for? By Raúl A. Perez Verzini
Development and implementation of a 5S strategy to increase productivity
The 5 S's themselves produce changes that make processes more effective and facilitate the efficient implementation and development of other important improvements, both in the manufacturing process and in the provision of services, such as just-in-time or industrial management systems. See: Theoretical and Practical Seminar – 5 “S” Training
Development and Implementation of Manufacturing Cells
A manufacturing cell is a closely related group of positions where multiple operations are performed and whose participants are responsible for the 6 Strategies (Productivity, Quality, Cost, Delivery, Safety and Morale) and for the improvements needed in each one.
Its objective is to reduce mold changeover times and machine setups, thus reducing production changeover times. This allows the manufacturing process to be optimized. This is achieved by eliminating non-productive time. See: Theoretical and Practical Seminar – Implementation of SMED
Process Reengineering to eliminate non-value-added tasks
Reengineering is the rapid and radical redesign of strategic value-added processes (and the systems, policies, and organizational structures that support them). It examines all processes to determine whether or not they contribute to satisfying a value perceived by the customer. Processes that add value are improved; those that do not are eliminated.
Strategic Planning to align the organization with a common goal
We understand strategic planning as the process by which members of the organization foresee their future and develop everything necessary to achieve it.
Managerial Coaching and Project Management to ensure we reach our desired goal
We understand Management Coaching as a form of professional collaboration aimed at helping you develop and/or strengthen your competencies (attitudes, knowledge, and functional, behavioral, and conceptual skills) to successfully respond to the requirements of your organization and your environment in general.
Kaizen Teian Suggestion Program for Total People Involvement and Productivity Improvement
Kaizen Teian is a system that promotes participation through the submission of proposals by as many collaborators as possible.
Quality Management Systems. ISO 9001 Certification
Quality is built. Quality is manufactured. Quality is anticipated. Quality is the end result of the actions we take today. It's not final control when nothing can be done but to separate the scrap. It's foresight, it's design, it's management, it's leadership, it's decision-making.
