being reported. Once again, we see in companies of all sizes a lack of well thought out and intentional measurement and reporting. Using the old axiom “you can only improve what you measure,” it’s important to design a streamlined set of KPIs and the systems to compile, distribute, analyze, and take action as a result of them.
Quality System and
Continuous Improvement What we haven’t talked about yet is an overarching
quality management system. Since our industry is mostly made up of very small companies, and despite the perception that Lean manufacturing and continuous improvement programs are widespread, most small (and many large) printing companies do not possess these systems. In fact, most companies do not even have basic written standard operating procedures and simply operate from tribal knowledge. A full operational assessment can provide the opportunity to detect the gaps in the four areas mentioned above and overlay simple continuous improvement techniques and systems that can help to generate improved operational effectiveness and margins.
The Ability to See Waste and Inefficiency Companies can change their ways—improve
themselves strategically and operationally—and become profit leaders, but only if they’re willing to take a frank and unflinching look at their operation. It is possible to create an assessment checklist and take stock of your operation using your own internal staff; the challenge for executives is to see inefficiency in a system in which they live every day. Human nature may cause errors and waste to be ignored or spun in such a way that it reinforces and perpetuates the way it’s always been done. If that tendency can be overcome, there is then the need to do something about the improvement opportunities uncovered. Getting a perspective from an experienced and
unbiased third party can be immensely helpful: not only to be able to see things that executives may not,
The Magazine 22 Forecast | 2018
but also to craſt an improvement action plan. Either way, whether companies try to accurately assess their strengths and weaknesses or bring in an outside expert, being committed to operational excellence is a key to a sustainable and financially rewarding future.
10 QUESTIONS THAT NEED TO BE ASKED DURING AN ASSESSMENT
#1 What are the operational strengths and weaknesses of the operation?
#2 What information and capabilities are needed from the MIS soſtware
that are not being provided?
#3 To what extent can the workflows (starting with job submission) be
more automated with fewer manual touches?
#4 What is preventing the operation from being more efficient and
productive (i.e., producing faster with fewer costs)?
#5 What key performance metrics should be tracked and reported
beyond those already tracked?
#6 How engaged are the employees in the success of the company, such
as improving processes and reducing waste?
#7 Are there sufficient standard operating procedures and do they need
to be updated and improved?
#8 Are rework, customer complaints, and on-time delivery being
measured and the results acted on?
#9 Are there tools and approaches to support continuous improvement?
#10 Are front-office processes helping or hurting the goal of reducing
lead time?
MemMe shis barketp
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