February 14, 2019 Industry Forum Blog UPDATED 12th June 2019: Failure Mode and Effects Analysis (FMEA) is a cross functional systematic and analytic process to identify, analyse and mitigate risk related to product design and manufacturing. When used correctly it fully supports Advanced Product Quality Planning (APQP), and improves customer satisfaction through emphasising defect prevention. In addition IATF 16949 requires that organisations assess the risk within Product and Process Design and development stages. This is detailed in the following specific clauses 3.2.1 Design and development planning:- c) Development and review of product design risk analysis (FMEA’s) include action to reduce potential risk. 3.5.1 Design and development output:- a) design risk analysis (FMEA) 3.5.2 Manufacturing process design output:- g) Manufacturing process FMEA. Suppliers who are currently supplying products to both the German and North American (N.A) OEMs have to evaluate their product using the VDA or AIAG approach to FMEA. Due to the differences in the scoring tables for severity, occurrence and detection, this sometime results in confusion and duplication of effort to satisfy the OEM’s requirements. To improve the FMEA development process and in an attempt to remove this possible confusion AIAG and VDA completed its work to harmonise their individual publications into one single handbook. This joint handbook, which is is now released and available via our web shop, will replace the existing AIAG and VDA publications. It will combine the best practices from the current AIAG and VDA manuals and provide an approach which will meet the requirements of both the German and North American OEMs. Probably the most noticeable change in this joint methodology is the use of a 7 step approach. This approach is seen to be more structured and so assists cross functional teams to be more effective and efficient in the use of FMEA. The first step of planning & preparation contains enhanced directions and has increased focus to improve clarity and understanding of the FMEA activity across cross functional teams. This reduces time wasted later due to lack of full team understanding. Other changes in the joint AIAG/VDA handbook include increased criteria specificity, increased focus on incorporating past lessons learned and improved linkages to The Cost of Quality (COQ). Next Steps If you are currently using AIAG FMEA 4th Edition or VDA 4, read and understand the new AIAG & VDA handbook as soon as possible. Some things have stayed the same but many things have changed. The publication is now available via our web shop. If you identify gaps in your current FMEA process ensure adequate training is provided to your cross functional teams employed in developing FMEAs. Confirm your customer specific requirements and incorporate these into all of your actions. Pilot, implement and then standardise the new business process. Industry Forum is running both awareness and practitioner training so if you would like to find out more please view the relevant course pages. You can also sign up for FMEA updates direct to your inbox. Relevant courses AIAG/VDA Combined FMEA Awareness Training (1 Day) AIAG & VDA Process FMEA: Transitioning for Practitioners (2 Day) Failure Mode and Effects Analysis (FMEA) Training (1 Day) – AIAG 4th edition Useful resource VDA and AIAG FMEA Alignment – FAQs
February 1, 2019 Industry Forum Blog The overwhelming feeling when we talk about Brexit is that of confusion and an overall lack of clarity. The question on everyone’s lips – “What do we need to do?” At Industry Forum we are committed to providing a valuable service so when you asked us for advice and clarity, we listened. Join us for a breakfast meeting held 26th February 2019 8am-10am hosted at our Birmingham head office, where Robert Hardy, Operations Director, BREXIT Advisor and Registered Expert with EU Commission, will give practical advice and instructions on what you can and should be doing to ensure minimal disruption from imports and exports. Robert has over 35 years of achievement in European shipping, freight and Customs clearance and will be ready to answer your questions. Since the referendum vote he has worked closely with leaders in Westminster, talked on national radio and TV about Brexit preparations and impacts. Worried about the impact of potential delays and costs but not sure what you can do to manage it? Concerned about processes or changes that may be needed but not clear on what you may be required to do? Not sure how changes in customs transactions may impact you financially? Can’t decipher what’s best for you: AEO, CFSP, CW and ETSF Approval? Don’t know what to believe or what to do for the best? Robert will discuss all things Brexit planning for import and export – giving you tips and advice on the best course of action that you can take right now to prepare for any Brexit situation. Join us on the 26th February for breakfast and answers. Agenda 07:45am Registration 08:00am Presentation from Robert Hardy, Operations Director, BREXIT Advisor and Registered Expert with EU Commission 09:00am Q&A and breakfast served 10:00am Depart Course booking details [IFCourseEvents 330] *SMMT Member price is £5. Please complete the form as directed to receive discounted rate. Further information [email protected] +44 (0)121 717 6600
January 17, 2019 Industry Forum Blog Time is slipping by to ensure compliance with Rolls-Royce supplier requirements. On 2nd April 2018, Rolls-Royce Aerospace made an update to their Supplier Management Systems requirements document SABRe, now at edition 3, which added a mandate for compliance with AS/EN/SJAC 9145:2016. This was supported by a direct notification to suppliers (NTS 427) issued on the same day, which requires compliance to SABRe 3 by 2nd April 2019. Background: Back in 2016, the International Aerospace Quality Group (IAQG) created a team representing the Aerospace sector in the Americas, Asia Pacific and Europe. The team was assembled to write a common standard to cover new production introduction and product/process change management. Membership of the team included representatives from UTC, Rolls-Royce, GE Aviation, Airbus SNECMA, Bombardier and others; the result of the teams activity was the creation of an industry recognised standard. This standard was designated AS/EN/SJAC 9145:2016 and was released in November 2016. AS/EN/SJAC 9145:2016 provides a best practice framework for Advanced Product Quality Planning (APQP) and Production Part Approval Process (PPAP). In simple terms it is a project management tool following 5 standard phases and a part approval method which utilises an agreed set of supporting documents. The standard also gives organisations adopting the requirements an opportunity to further tailor the required supporting PPAP documentation to include requirements specific to their organisation – these additional requirements are termed Customer Specific Requirements (CSR). The overall objective of the standard is twofold: to provide a simplified and common approach to Project Planning/Part Approval and to define an approach that underpins the journey towards Zero defects. Having defined the standard, Aerospace Original Equipment Manufacturers (OEM’s) are now mandating compliance as can be seen by the example set by Rolls-Royce Aero. There is a new mood within the industry which, whilst recognising the need for product safety, also focuses on competitiveness and quality, with many OEM’s now driving towards a zero defects culture. AS/EN/SJAC 9145:2016 includes within its 5 phases, tools and techniques which are proactive in nature and hence support the drive towards greater competitiveness. This can be achieved through reduction in variation and waste from the supply chain, adopting defect prevention as a way of life and supporting continuous improvement. AS/EN/SJAC 9145:2016 sequences proactive techniques such as Design and Process Failure Modes and Effects Analysis (FMEA), Process Flow Diagram, Control Plan, Measurement System Analysis (MSA), Initial Process studies and First Article Inspection, all of which supports the expectation that from an OEM level and downwards, through the multiple layers of supply, that both products and processes will be designed with zero defects in mind. Organisations now have to make a key decision: do they seek to introduce AS/EN/SJAC 9145:2016 as a vehicle to change their culture into a truly proactive and competitive one or do they adopt AS/EN/SJAC 9145:2016 simply because the customer mandates it? Either way the driver for change has arrived and Industry Forum has the tools to assist with the adoption of the standard. Industry Forum offers a full range of courses. Find out more on our website or email [email protected]
January 14, 2019 Industry Forum Blog In the typical launch phase of product life cycle the problems faced by most manufacturing companies lies not only in accelerating and maintaining sales after the launch but in reducing the costly development time before the launch. In an effort to improve timelines and effectiveness, a number of organisations are experimenting with different best practices in their NPI processes. Adopting best practices in product launch within supply chain provides confidence for the customer to partner on new programme developments and in turn provides growth opportunities for an organisation. Success of most product launches today is dependent on key resources within an organisation. These people come from cross functional team (sales, design and development engineering, manufacturing engineering, quality assurance and so on). To get the fundamentals right companies need to work on a standard approach for launch excellence and successful implementation would depend on the required skills existing in cross functional team Fig. 1: Industry forum NPI model for Launch excellence Industry Forum has developed a NPI model for Launch Excellence (Fig. 1) which can help organisations to achieve this desired performance. Product and technology roadmap element will help us to align our development efforts in organisation and efficiently manage product lifecycles while meeting customer needs. This element will play a key role in business strategy with definition of what new products or technology will contribute towards business growth targets Product costing and Portfolio analysis will help us match profitable solutions existing within our business with focussed Product Market Groups. This in turn will work as a good input for business development and help them to align bid opportunities with our commercial strengths in the business S&OP link with NPI will help us to manage resource and capacity balance while introducing new products in the business Key elements of stable foundation have a very close link to the business strategy NPI Process pillar will define a structure and a route map with cross functional roles and responsibilities to successfully complete a product introduction Project management pillar will help the governance of each individual product introduction going through an organisation Design Excellence pillar will help us in managing product risks and driving value throughout the product design and development process Manufacturing Process Design pillar will help us to pick the right and most efficient manufacturing solution driving right first time approach Product and Process Validation pillar will help us to validate customer requirements related to product and internal organisation requirements of a repeatable manufacturing process Supply chain readiness pillar will help us to support the supply chain during NPI and ensure their readiness to launch products right first time and On Time In Full to our organisation. Industry standards are valuable to keep each of the Process pillars elements intact and aligned As an output, implementation of this model has already proven to deliver Product Launch Excellence which can be measured by Product Launch Right First time, On Time in Full and at Target cost Industry Forum has launched a new course in 2019 which will help to build further understanding of launch excellence model in product lifecycle. For more details please click here or get in touch at [email protected]
January 14, 2019 Industry Forum Blog The current version of Global MMOG/LE (Version 4) was first released in 2014. In October 2017 a global team started to review the assessment with the objective to develop an updated version considering the constant evolutions in supply chain processes and technology. The newly created MMOG/LE Version 5 is now in its final stakeholder review activity. A group of global stakeholder s and users have been asked to provide feedback on the new version by January 25th 2019. Upon receipt of this feedback the content of the assessment can be finalised with the formal release scheduled to be within Q1 2019. Shortly after that SMMT Industry Forum will offer a range of training options covering both the new MMPG/LE Version 5 and the MMOG.np new IT platform used for assessment completion and communication between Customer and Supplier. Further details on the modifications to MMOG/LE and the creation of Version 5 can be found here: 190110 MMOGLE v5 Stakeholder_Review_Presentation If you would like to be part of the MMOG/LE stakeholder review process please email [email protected] Keep me updated on MMOG/LE Training!
January 14, 2019 Articles, Industry Forum Blog, Insights, Supply Chain Development Supply Chain Training We offer a range of courses from basic introductions to advanced certifications covering all aspects of Supply Chain Management. Whether it’s physical logistics, a broad understanding of Supply Chain theory of inventory management or professional globally recognised certification, we have a course to suit you. For more detail take a look at our Supply Chain training courses or contact us today to discuss your individual needs. Supply Chain Consulting Areas The Supply Chain is so vast, it can often feel overwhelming. Industry Forum’s expert consultants have experience in successful and profitable change projects. Remove the worry and deliver results to be proud of with the support and guidance of our team. We also understand that there are times when you simply need an extra pair of hands. Our consultants can support you in a flexible manner to meet the needs of your business without tying you into lengthy recruitment processes. Benchmarking How well does your business perform compared to your competitors or leaders in other sectors? Benchmarking areas in supply chain can include: Goods In/ Goods Out Processing Warehousing and Distribution Supply Chain Management Procurement/ Purchasing Cost to Serve Analysis We calculate the true cost of buying, handling, storing and moving the products as separate elements of your supply chain, rather than the traditional accounting method of the blanket distribution of costs. This allows you to understand the true costs of supplying your customers and identifies areas for improvement and profit enhancement. Physical Supply Chain Reviews – Warehousing and Distribution Process Improvement: We analyse your processes and workflows to identify strengths, weaknesses and gaps. Warehouse Layout: We review your current layout and process flows and develop and design more efficient warehouse layouts to increase productivity and improve your supply. Systems and IT: Are legacy systems holding you back? Are your team reliant on excel spreadsheets and paper based solutions? If you don’t think you’re getting the most from your current system, or feel the time has come to invest to support growth, one of our advisors can review its performance and help to negotiate and implement an improved offering from your provider. Network Design and Warehouse Moves: Our team can model your future requirements, support you through: Evaluation and remodelling of your current operation Design and build or sourcing new warehousing Negotiating leasing of existing warehousing Managing the exit from your current premises Logistics and Transport The cost of logistics and transport is too often overlooked as a ‘necessity’ without real understanding of the performance, effectiveness and structure behind the operation. Our experts can help you to identify and manage the elements of your logistics and transport operation in order to optimise your solution and improve both service and profit. One of our team will manage any tender and contracting process from beginning to end, ensuring a smooth transition and clarity throughout. Forecasting, Demand and Inventory Management Poor forecasts, poor inventory management, and unsuitable demand planning processes could be costing you significantly; tying up capital and eroding your bottom line profit. We can help you to understand the root causes of the issues within your planning function and identify ways to resolve them. Sales and Operations Planning (S&OP) Sales and Operations Planning brings together Sales, Operations, Finance and Senior Management to ensure the heart of the business is aligned to the strategic direction of the Board. A fully integrated S&OP that allows for collaboration within the business in a structured and controlled way can be difficult to achieve, but not impossible. Our wealth of experience will ensure your S&OP process is right for you. With a focus on a simple, achievable process which delivers instead of a regimented process drowning in theory that does nothing to enhance your performance. Good S&OP doesn’t need to be complicated. We can design, implement and restructure your S&OP process and deliver internal training to ensure your team continue to make it work. Product Lifecycle Management Our unique approach includes a combined process review and improvement project along with tailored training to your team to ensure all future new product launches run smoothly. Managing end of life product to maximise sales whilst minimise remaining obsolete stock within your business is all part of our lifecycle management review. Supply Chain Systems Implementation From design, selection, right through to installation and transfer from legacy systems the potential for failure is enormous. It’s unlikely that the business will regularly do a system change – so why not let us support you? We regularly support businesses through systems implementation in: WMS, Automation in the warehouse, Forecasting and Demand planning systems, ERP systems, EDI systems, Operational Planning System as well as end to end financial management systems. Let us manage the implementation project so that your people can focus on what you hired them to do. At the end of the project, we can train and support your staff to ease the transition.
December 11, 2018 Industry Forum Blog Although the current Excel based MMOG/LE tool has served the industry well over the past decade, Odette has now developed a modern browser based application called MMOG.np (new platform) to take its place. MMOG/LE users from both sides of the Atlantic have been involved in the development and testing of this new platform to ensure that it meets not only the current needs but also the ‘wish lists’ of both customers and suppliers in the automotive supply chain. We’ve developed an introduction to the MMOG new platform, which can be viewed here: If you’d like to be kept up to date with new developments about this, please sign up to our MMOG update service here.
August 31, 2018 Industry Forum Blog, Resources General Information In 2005, the industry-specific standard Automotive SPICE®, derived from the new ISO 15504 International Standard (IS) for software process assessments, was published by the Special Interest Group Automotive. This mandatory method is consulted more and more as an objective process evaluation and for the process improvements resulting from it on the project and organisational level. Initial Situation The market demands for environmental-friendliness, safety, economic efficiency and user-friendliness require innovations with increasing complexity at shorter and shorter intervals. The shorter development periods connected to this and the increasing requirements on reliability make the improvement of the development processes indispensable. Scope of Automotive SPICE® In principle, automotive SPICE® has two dimensions: the process dimension and the process capability dimension. The processes in the process dimension are based on the ISO 12207 that has been extended and modified with automotive-specific additions. The process capability dimension corresponds to the six process capability levels as they are defined in the ISO 15504. An ISO 15504-compatible assessment model is available for conducting assessments. Process Capability Dimension The lowest level (Level 0) means that not all processes are carried out and therefore, certain important work products (plans, specifications, design documents, test descriptions etc.) do not exist. In Level 1, all important documents are available; in Level 2, everything is systematically planned and tracked; in Level 3, there are uniform guidelines for the complete organisation,and in Levels 4 and 5, the processes are statistically measured and optimised. Process Dimension This illustration lists the different processes that the ISO 15504 International Standard (IS) examines. Moreover, the processes that have been adjusted (A) and additionally newly implemented for Automotive SPICE® are marked (orange). The HIS scope as the minimum requirement of the processes to be examined in an assessment is highlighted in blue. Industry Forum’s SPICE® courses: intacs™ certified Provisional Assessor (Automotive SPICE®)(ID 910)(5 days) Need support? Purchase Volume
February 8, 2017 Industry Forum Blog Principles of Operations Management The APICS Principles of Operations Management is a complete education and training programme focused on providing delegates with a solid foundational knowledge in the field of supply chain and operations management. programme is designed to help new entrants to the field of operations management establish the knowledge necessary to excel in the fields of production and distribution management. Certified in Production and Inventory Management Since 1973 the CPIM program has educated more than 90,000 manufacturing professionals on essential terminology, concepts, and strategies related to demand management, procurement and supplier planning, material requirements planning, capacity requirements planning, sales and operations planning, master scheduling, performance measurements, supplier relationships, quality control and continuous improvement. Certified in Logistics, Transportation and Distribution The Certified in Logistics, Transportation and Distribution (CLTD) certification provides you with the information you need to meet today’s supply chain logistics challenges. Created by APICS with a team of subject matter experts, the CLTD designation covers a comprehensive body of knowledge that sets the global standard for best practices in logistics, transportation and distribution. Certified Supply Chain Professional The APICS Certified Supply Chain Professional (CSCP) Learning System is a comprehensive professional development and certification preparation program based on the APICS CSCP body of knowledge. It is designed for individuals and organisations looking to develop or enhance skills to create and execute a global supply chain management strategy that meets customer needs, reduces cost, and increases profits. Supply Chain Operations Reference Model The Supply Chain Operations Reference model (SCOR) is the leading end-to-end global supply chain framework used by the world’s leading organisations. The model uses predefined links between your business processes, your performance metrics, practices and people skills in a single structure. Why Choose Industry Forum? Industry Forum is an approved APICS Channel Partner offering a comprehensive range of Supply Chain training and consultancy services. Industry Forum helps major global manufacturers understand, optimise and improve both manufacturing capability and business performance. An integrated team of consultants and practitioners – all seasoned expert engineers with multi-sector manufacturing experience – Industry Forum brings together a world-class combination of improvement competency, insight, process and best practice. Spanning automotive, aerospace, construction, consumer appliance, electronics and food sectors, for over 20 years Industry Forum has planned and delivered some of the world’s most consistent and successful transformations for business-critical manufacturing operations. Our trainers are expert practitioners in Supply Chain Management with hands-on industrial experience and highly developed communication skills. They have a wealth of technical expertise and often provide on-site advice and coaching. During every course we will encourage collaboration and sharing of practical experiences, ensuring learning can be put into context and empowering delegates to apply their new skills successfully in their workplace as well as making sustainable improvements. APICS is the leading professional association for supply chain and operations management and the premier provider of research, education and certification programs that elevate supply chain excellence, innovation and resilience. APICS Certified in Production and Inventory Management (CPIM) and APICS Certified Supply Chain Professional (CSCP) designations set the industry standard. With over 37,000 members and 287 international partners, APICS is transforming the way people do business, drive growth and reach global customers.
September 30, 2016 Industry Forum Blog Autonomous Maintenance, Coca-Cola Beverages, JIPM, JIPM award, Panasonic, Policy Deployment, Tetra Pak, Total Productive Maintenance, TPM What do we have to do to make sure our investment in TPM pays off? How can we ensure we reap the promised business benefits? We can’t give you a magic wand that ensures instant results. But we can share with you these three vital activities practised by JIPM award winning companies, such as Coca-Cola Beverages, Panasonic and Tetra Pak. You will notice a common denominator for all three; time. TPM is not something that can be implemented overnight. Organisations take five years and more to even become eligible for the first level of awards. The good news is that it doesn’t take that long for the performance benefits to start accruing. The sooner you start your pilot activities the sooner you can see a difference and improve your bottom line. 1. Obtain commitment from the very top It’s no coincidence that the very first step on the 12 step journey is called “Declaration by management”. The senior management team must first understand the reasons their company is embarking on this journey. And then they must communicate their intention to the entire workforce. We have seen how companies who don’t start here take much longer to get results. Even the best efforts prove difficult to sustain and at worst the programme just fizzles out. 2. Integrate TPM activities into your company’s policy and strategy Companies that are serious about using TPM to continuously improve their business performance, integrate it into their existing Policy Deployment plans. In fact this is the focus of the work in step 4 of the 12 step journey. Think of it as a two pronged approach to support achievement of: Daily performance targets derived from customer requirements. Stretch goals derived from the annual policies. Treating TPM as a set of activities additional to your short term or long term targets, dooms them to being side lined when the going gets tough. You may have already experienced this scenario. You put a lot of time and effort into training your production associates in Autonomous Maintenance (AM). Once the production plan is complete the teams stop and move onto their AM work. Initially output and quality improve and unplanned downtime is reducing. AM works! Then one Friday you haven’t met the plan, so you keep manufacturing. Maybe your order book is increasing or you had a particularly unusual and lengthy breakdown. What we find is that if this happens regularly, the benefits of the TPM programme become forgotten and production output at all costs is the priority. The TPM activities cease over time, morale decreases and people become resistant to new initiatives. Instead of treating TPM as a set of bolt on activities, integrate it. Specifically target use of the tools to prevent that breakdown happening again and to increase capacity over time. The tools need to become part of daily working, not something scheduled for the end of the week. This applies at the shop floor as much as it does the boardroom. 3. Include every single person in the organisation In a previous blog we learned that the main aim of TPM is to achieve zero losses. These losses can occur in every function and at every level within your business. So to root out every loss you need to involve people from every function and at every level. When only a proportion of the workforce are involved we always find losses and, of course, the costs associated with them. If you want to find out more about the future of TPM, it’s integration with Industry 4.0 and how it can help your organisation reduce costs and improve quality then make sure book your place at Industry Forum’s TPM seminar. This one-day event will allow you to learn from world-class, award winning manufacturers alongside speakers from the Japan Institute of Plant Maintenance. If you want to speak to a member of the team to find out more about TPM and how Industry Forum can support your TPM implementation give us a call on +44 (0)121 717 6600 complete our enquiry form or email us at [email protected]
