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Accelerate, sustain and benchmark operational performance initiatives like lean
manufacturing, Six Sigma, TPM, and other continuous improvement methods
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Drive operating strategies at the executive level into execution tactics at the
plant level and throughout the production network
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Provide intelligence in the form of actionable insight from actual data
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Informance Knowledge Center
EVENT ARCHIVES
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Tim Del Vecchio, Director,
Supply Chain Continuous
Process Improvement
AkzoNobel Decorative Paints
Special presentation with
Alison Smith,
Manufacturing Research Director
AMR Research
July, 2008 |
Leverage Operational Excellence Across the Manufacturing Network
While cost pressures continue to wreck havoc on the supply chain, organizations can look to an old friend for relief the manufacturing network. Ease cost pressures with this hidden gem by boosting efficiency. Manufacturing executives and continuous improvement professionals can appropriately leverage this asset with a balance of culture, process, and technology. Included in the presentation is the motivation to achieve operational excellence across the network, how to leverage this hidden asset to ease cost pressures, and technology to enable culture, process and improvement opportunities.
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Pat Hatem, Plant Manager,
JohnsonDiversey
Special presentation with Sigma
Breakthrough Technologies & Informance
April, 2008 |
Operations Excellence in Manufacturing: Maximize Improvement Initiatives & Drive Results
Discover how JohnsonDiversey, leading global provider of cleaning and hygiene solutions to the institutional and industrial marketplace, launched a world-class LeanSigma program powered by real-time shop floor analytics that unlocked capacity and reduced inventory and labor costs.
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Manufacturing Executive Workshop:
Benchmarking for Pharmaceutical
and Biotech Industries
Bikash Chatterjee,
President and CTO,
Pharmatech Associates
March, 2008 |
More firms than ever before strive to measure the effectiveness of improvement initiatives both internally and against the best in the industry. The goal is to develop a clear understanding of which areas require attention and a roadmap to make the operation more effective. Regardless of objective: increase manufacturing capacity, lower cost, or reduce time-to-market, benchmarking provides the necessary structure to keep improvement efforts on target. This informative webinar features fundamentals of benchmark studies, establishing a benchmark program and the results of a recent pharmaceutical benchmark study across 50 pharmaceutical manufacturing lines worldwide. |
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Mark Whitson
Plant Manager, Timpie Utah
Cargill, Incorporated
A Special Presentation to OSIsoft
User Conference Delegates
July, 2007
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Data, Data Everywhere and Not an Action to Take
Today's enterprise faces information overload and gaps. Turn data into action, and
action into decisions to enhance operations and manufacturing performance. Learn
how leading manufacturer, Cargill, leverages information captured from PI to accelerate
and sustain improvement initiatives and achieve business objectives. During this
workshop, you will explore the Cargill case study that reveals how this world-class
manufacturer put manufacturing data into action to: increase capacity, reduce inventory,
improve cycle time, and increase working capital. Discover the decision-making strategies
used by machine operators, plant managers, operations management and CEOs to improve
performance by asset, plant, and global manufacturing network facilities.
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Rich Mosgrove,
Ventura Foods
February 2007 |
Linking Operational Efficiency Initiatives to Financial Performance
Improving manufacturing operational performance on a continuous basis is a key business
execution strategy for manufacturers in all industry sectors. Achieving high levels
of efficiency means having a business that can be more cost effective and responsive
than competitors that are not similarly invested in efficiency programs.
Leaders achieve a game-changing position by leveraging efficiency initiatives -
evaluating improvement opportunities across the enterprise, focusing on the areas
with highest impact, measuring progress, and metrics to link operational gains to
corporate financial performance. The problem many manufacturing companies face is
while they may have some operational efficiency programs in place on the factory
floor, the results of these programs are not well understood at the corporate level
and have not been well translated in financial terms.
Yet, business success in the hyper-competitive global manufacturing marketplace
demands that executive management understand the payback of operational efficiency
initiatives. Top management requires clear metrics on operational investments in
order to instill and maintain confidence with investors, customers and partners.
This webcast describes how operational efficiency initiatives can be linked to corporate
financial performance and the benefits that can result. The webcast addresses:
- What operational efficiency initiatives can be employed and which offer the most
immediate and tangible payback
- What performance metrics 'C' level executives should focus on to effectively manage
operational efficiency programs
- How operational efficiency metrics can be linked to corporate financial performance
and what insights these links can provide
- How a tight relationship between these metrics can enable executive manufacturing
management to compete more effectively
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What technologies play a key role in enabling the development of a holistic picture
of operational performance
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Greg
Joacims,
Cargill Incorporated
December 2006
Operational Efficiency:
"Lost in Translation" |
Manufacturing enterprises face a difficult balancing game: driving inefficiencies
from operations while meeting more demanding customer service levels. Achieving
these objectives has involved various disciplines such as lean manufacturing, Six
Sigma and TPM. A threat to the success of such initiatives is the propagation of
business strategies at the executive level into execution tactics at the plant-level.
This webcast examines approaches for translating "top-floor" initiatives into "shopfloor"
execution. What you will learn:
- Accelerate, enhance and sustain operational performance initiatives like lean manufacturing,
TPM, Six Sigma and other continuous improvement methods
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How these disciplines can be used for maximum productivity improvements
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Carol A. Ptak
September, 2006 |
Manufacturing Intelligence: What if?...So What?
Carol Ptak is a leading authority in the use of enterprise resource planning (ERP)
and supply chain tools used to drive improved bottom-line performance. She has more
than two decades of practical experience as a successful practitioner, consultant,
and educator in manufacturing operations. Most recently Carol was the vice president
and global industry executive for manufacturing and distribution industries at PeopleSoft.
Currently she is the executive in residence at Pacific Lutheran University in Tacoma,
WA.
During this event, Ms. Ptak explored the question, 'What if we..."
- Link top floor business objectives to shop floor execution
- Obtain up-to-the-second information for real-time decision support
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Integrate manufacturing systems so they leverage each other (1+1=3)
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NIBCO
June, 2006 |
Zero to Lean in 18 Months
Learn how NIBCO, a manufacturer of flow control products, leverages real-time information
to drive manufacturing efficiency and supply chain performance. |
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ARC Advisory Group
December, 2005 |
Accelerated Continuous Improvement: Leveraging Real-Time Performance Analytics
Learn how companies leverage real-time performance analytics to drive continuous
improvement programs such as Lean and Six Sigma. |
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Novartis
May, 2006 |
Closing the Continuous Improvement Loop
Learn how companies leverage real-time manufacturing intelligence to accelerate
and amplify the effects of their continuous improvement programs. |
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A.T. Kearney
January, 2005 |
Risky Business: Running a Lean Improvement Initiative without a Financial Context
Understand the tools and techniques necessary to prioritize performance improvement
opportunities and the probability of success in a lean initiative. |
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A.T. Kearney
November, 2004 |
The Urban Legends of OEE
Understand the myths and realities of the metric Overall Equipment Effectiveness. |
CASE BRIEFINGS
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ITEM
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TITLE
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Briefing #1 |
Unilever Identifies Opportunities for Productivity Improvement |
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Briefing
#2 |
Packaged Goods Company Eliminates Minor Stops
CPG company captured missing downtime to improve OEE. |
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Briefing #3 |
Pharmaceutical Manufacturer Measures OEE in Packaging |
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Briefing
#4 |
Automotive Company Gears Up For The Future
Automotive company transfers best practices in a lean manufacturing environment. |
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Briefing #5 |
High-Tech Firm Identifies Causes of Downtime
High-tech firm makes strides toward lean initiative. |
WHITE PAPERS, ARTICLES & ANALYST REPORTS
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TITLE
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White Paper
#1 |
Enterprise Manufacturing Intelligence: Powering Manufacturing Efficiency and Supply
Chain Performance |
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White
Paper #2 |
All Downtime Is Not Equal: A Methodology For Setting Priorities In A Lean Improvement
Initiative |
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White
Paper #3 |
Enhance the Value of your PI Investment with Informance EMI Solution |
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Analyst
Research |
Turning Plant Data Into Peak Performance — An ARC Research Brief, May 2004 |
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Analyst
Research |
The Manufacturing Performance Management Benchmark Report — Aberdeen Research |
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Industry Opinion |
Inventory and Replenishment Management — Informance International |
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Industry
Opinion |
Revenue Growth and Capital Investments |
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Industry Opinion |
Lean/OEE |
INFORMANCE PRODUCT DEMOS
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DEMO
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HIGHLIGHTS
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INFORMANCE
Enterprise Solution |
Build on rapid performance gains with network-wide data aggregation and cross-plant
performance analytics. Taking a holistic view by geography, business unit, product
SKU or asset, leverage intelligence to make strategic decisions and sustain continuous
improvement initiatives. For example, answer the question, "What are my top
three improvement opportunities?" |
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INFORMANCE
Plant Solution |
Turn your operating strategies into action as you unlock capacity. If your business
is capacity-constrained, use the improved productivity to increase revenue through
increased production, without the added expense of more assets or labor. If your
business is not capacity-constrained, use the increased productivity to reduce manufacturing
costs while maintaining production levels. |
INDUSTRY ARTICLES
INDUSTRY LINKS
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