I recently spoke to a Continuous Improvement leader and VP of Quality at a large manufacturer who said; “we’ve written standards and procedures, but we need more trainers to get our employees to follow them”.
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The US established the Training within Industry (TWI) Services as part of the War Manpower Commission in the summer of 1940. At the time the US faced a significant challenge – how to increase industrial production of wartime materials while the industrial workforce was abroad, fighting the war.
In our article dedicated to The Benefits of Visual Work Instructions, we looked at how a digital, multi-media upgrade of Standard Operating Procedures can have a far-reaching positive impact on the shop floor – from improved safety and quality, to reduced training costs.
Do you have a bunch of cookbooks in your kitchen and yet, whenever you cook, you search online for a recipe with step-by-step images? Have you ever fixed a home appliance, or resolved a plumbing disaster, or revived your car in the middle of nowhere by following a YouTube video rather than the paper manual? Have you ever video-called a friend who knows how to fix or do something that you’re struggling with and followed their guidance? What you’ve searched for in any of those situations are visual work instructions.
The term Overall Equipment Effectiveness (OEE) was coined in the 1980s by Seiichi Nakajima and has since been used in Total Productive Maintenance to measure the total productivity of a machine or product line.
Nearly half of organisations’ attempts to implement continuous improvement fail. We look at what might be the underlying causes and how fixing the feedback loop between planning and frontline execution can increase the success rate of adopting continuous improvement.
In 2013, not long after the term Industry 4.0 had been coined, an Oxford study predicted that 47 per cent of US employment was at risk of being automated out of existence1. Since then many pessimistic (and technophobic) accounts have followed suit.
Manufacturers today face a challenging task - how to continuously drive the speed, scale and efficiency of manufacturing operations while addressing the implications of employee churn, an ageing workforce and increasing technological complexity.
Toys R Us has announced that it will close all its stores in the US and the UK, putting 30,000 jobs at risk . Earlier this week, Claire’s Accessories was reported to be preparing for bankruptcy . In the end of February, Maplin, one of the UK’s biggest electronics retailers with more than 200 stores and 2,300 staff, also collapsed into administration.
Today, the average person changes job ten to fifteen times during her career. People born between 1960s – 1980s averaged two job changes by 32 years of age while young people today average four . This indicates a shift away from the employment for life mindset – understood as the first job you get determines your career path for life.
In 2016/2017, 137 workers were killed at work with construction, agriculture and manufacturing being the industries with the highest number of fatalities.
Developed in 1971 at the Japanese Institute of Plant Maintenance, the Six Big Losses in manufacturing have been used as a way to categorize equipment-based losses and maximize overall equipment effectiveness.
Many industries have a large deskless workforce, deployed across countries and even continents to perform a diverse set of tasks. This poses several challenges – how can organisations ensure that:
• frontline workers, regardless of their location, are following the same standards of operational execution and compliance;
Despite predictions of a “Retail Armageddon” with brick and mortar retailers facing rising e-commerce competition and increasing financial pressures, 94% of all retail sales in the U.S. still take place in physical stores.
According to a survey conducted by Deloitte, this year’s holiday shoppers will spend an estimated $228 more per household than last year . To make the most of the holiday season, brick and mortar retailers need to respond to e-commerce competition and growing customer expectations of a seamless, digital-like in-store experience.
Most people would think that sales are driven by teams of sales people. Well, of course this is true in nearly all cases, but there is one case where sales numbers depend more on operations execution than sales activities.
Retailers are facing a serious challenge:
How to maintain and improve in-store execution standards with a leaner
workforce on the shop floor?
How to do more with less by significantly improving the productivity of their frontline workforce?
“There's an app for that”, said no Operations Director ever. Until now.
In this video, you'll learn how retail, services and manufacturing companies are using Zaptic to simplify task execution in-store and along supply chains, driving productivity and compliance in their frontline operations.
According to Bloomberg , employee turnover in the retail sector is 5% per month, making retail one of the industries with the lowest retention rates. Employees’ reasons for leaving are diverse and interconnected – from dissatisfaction with payment and management to monotony of daily tasks.
Non-compliance can cost retailers and QSRs hefty fines, lost customer trust and even location closures, posing a threat to their credibility and profitability. Often, due to a blind spot in operations, small and easily resolvable issues are left to grow into unmanagable problems.
Area managers have many and diverse responsibilities – from maximising sales and profitability, through maintaining and increasing customer service standards and health and safety compliance, to controlling staff training and development. So much to do and only so much time!
Cornerstone Capital Group’s latest report predicts that nearly 7 million retail jobs are likely to be automated out of existence in the coming years, leaving a large portion of the retail workforce at risk of becoming ‘stranded workers’ .
Rising e-tail competition and economic pressure has led many retailers to remove operating cost with a leaner and more flexible workforce. The challenge for retailers is to maintain and improve in-store standards with a leaner workforce on the shop floor.
Airbnb and Uber are obvious examples of Exponential Organisations, disrupting the hotel and taxi industries, succeeding without owning a single room/car. However, ExponentialOrganisations are not limited to Silicon Valley tech start-ups.
With 90% of sales still taking place in bricks and mortar for many categories, millennials have high in-store expectations, but offline experience attributes and operations are too often omitted in digital transformation initiatives.
On the surface, it might seem like calculating OSA scores is simplistic. However, complexity arises when attempting to calculate OSA scores across different regions, stores and time periods.
The Promotion Optimisation Institute and Gartner similarly introduce Retail Activity Optimisation (RAO) as the leveraging of EPOS data to help field sales forces identify which stores represent the highest turnover opportunities and what the required actions in-store are.
Retail execution and monitoring is a complex yet necessary process to win at the shelf. Suppliers, brokers, distributors and retailers all work together to ensure brand standards are met, and consumer expectations satisfied.
The good news for CPG execs is that rapid developments in cloud, mobile, social and analytics technologies have presented an opportunity to improve the customer experience through digital transformation.
Using the latest applications of data analytics, cloud, social and gamified app experience, we present an infographic with the list of features, which when implemented creates a tool that supports continuous process improvements in retail execution and monitoring: