Don’t underestimate the value of a good SWOT analysis. In fact, a good SWOT analysis will assist you in transitioning to ISO9001:2015 The four parts of the SWOT analysis: Strengths - What are the companies best practices? What gives you a competitive advantage over others? Weaknesses – What puts you at a disadvantage over others? Systems that are not fully effective? Opportunities – Potential areas of improvement? Areas you can exploit? Trends that could positively impact your business? Threats – Risk areas, Noncompliance? A good PEST Analysis will compliment the SWOT Analysis. A PEST Analysis identifies all of the various external political, economic, social, technological, legal and environmental factors that might affect a business. Managers then assess the risks that the identified factors pose and use that knowledge to inform decisions. How SWOT can fit into ISO9001:2015: Clause 4.1 and 4.2 (Internal and External Context of the Organization) Clause 6.1 (Risk and Opportunities) Clause 6.2 (Quality Objectives) Clause 7.1.6 (Organization Knowledge) If you would like to talk more about the ISO9001:2015 transition or would like a 3rd party facilitator for an upcoming SWOT analysis at your company give me a call or email. Gwido Dlugopolsky at 216-391-7766 or firstname.lastname@example.org
One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or email@example.com
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
“A corporation is a living organism; it has to continue to shed its skin. Methods have to change. Focus has to change. Values have to change. The sum total of those changes is transformation.” - Andrew Grove, former CEO, Intel What is Lean Manufacturing? First, the textbook definition: “lean” is a consumer-oriented methodology that utilizes continuous improvement to help a company through waste elimination, changes in work culture, and engaging people in different processes. Put more simply, lean manufacturing encourages taking a holistic look at an entire process and finding ways to improve it. Some of the fundamental truths of Lean manufacturing, (which have stolen the spotlight in recent decades) emphasize efficiency, high quality, and positive attitudes through changing several parts of the business. The modern concept of Lean has roots in ideas by American icon Henry Ford, who popularized the idea of eliminating waste through flow production and the moving assembly line. However, when Ford fell into the trap of not being able to provide variety without sacrificing innovation, Toyota founder Kiichiro Toyoda focused his attention on the product’s process from start to finish. By sizing machines according to volume and having each process notify its predecessor of need
MAGNET played a key role in the 13th annual Lean Network Conference in Columbus, Ohio, an event providing training and resources to suppliers of Honda Motor Company, many of whom are based in Northeast Ohio. At this event, hosted on May 20th and 21st, MAGNET representatives were proud to share their expertise with Honda suppliers in attendance. More than 60 people attended these sessions and learned from MAGNET’s experts about systems improvement and other vital topics. MAGNET offered three important sessions over the course of the conference. In the first session, Growth Advisors Michael O’Donnell and Mike Kaminski discussed value engineering (VE) and the process of weighing purpose, function, and cost. Attendees were guided through the six-step process of VE to find cost-effective solutions (See Diagram Above). In an example that demonstrated FAST (Function Analysis System Technique), MAGNET streamlined the design of a mousetrap by analyzing for areas of possible cost and efficiency improvement, resulting in strategies such as using scent on the mousetrap rather than bait to decrease cost (See Diagram Below). In the next presentation, Growth Advisors Bob Schmidt and Michael O’Donnell shared insights regarding quality and stability. They focused on extending quality tools from the factory floor