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OPEREX — Operational Excellence
Overview
What is OE
Operational Excellence (OE)
The OPEREX house — what OE covers
Organization and rhythm
Operations and the asset team — the integrated operating unit
Operations' role in the asset team
The maintenance role in asset teams
Technology's role in the asset team
Support functions in the asset team
The asset team's operating rhythm — daily, weekly, monthly
Steering and deployment
Vision workshop: montage to action
OGSM strategy deployment
Policy Deployment (Hoshin Kanri) and catchball — strategy breakdown by consensus
MOS — Management Operating System
Lean & Process Improvement
Overview
Foundations
Lean basics — what is Lean, and what are its principles?
Toyota Production System (TPS) — the origin of Lean and its adaptability
The five Lean principles: Value, Value Stream, Flow, Pull, Perfection
Voice of the Customer (VOC) — customer value as a compass
Flow and lead time — Ohno's view of time
True North (ideal state) and the current–target state gap
The House of Lean (TPS House)
The Three Lenses of Lean: Operating System, Management Infrastructure, Mindsets & Behaviours
Operating System
Muda, Mura, Muri — the three inhibitors of flow (Waste, Variability, Inflexibility)
Muda — the 8 wastes (TIMWOODI)
Mura (unevenness / variability)
Muri (inflexibility)
The three types of activity (value vs. waste) and the 5 questions for a process step
Value stream map (VSM / MIFA)
The VSM toolbox: the 7 detailed mapping tools and Big Picture Mapping
Pull system: push vs. pull, heijunka and kanban
Kanban — the signaling tool of the pull system
Standardized work (Standard Work)
SMED — quick changeover (Single Minute Exchange of Die)
Jidoka — built-in quality and autonomation (Andon)
Poka-yoke — mistake-proofing
TPM — Total Productive Maintenance
5S methodology
Management Infrastructure
Management Infrastructure (MI) — the five elements of the Lean management system
Performance Management — the engine of the Management Infrastructure
Performance Board and Performance Dialogue
Performance board rollout — the 6-step process (PROC341)
Visual management
Robust performance dialogue, escalation and corrective action
Feedback — principles, good vs. poor, a structured process
Gemba walk
KPI — the definition of the key performance indicator and the marks of a good one
KPI cascade — breaking targets down across organizational levels (OGSM What/How)
KPI / PI / I — the indicator hierarchy and the intervention tree
Leading and lagging indicators
Capability building (skills matrix)
Functional support in the Lean organization
Mindset & Behaviours
The iceberg model: why mindset is the key to transformation
The trust model — the 4 elements and Covey's 13 behaviors
The change curve in the Lean transformation
Lean leadership
Lean leadership as coaching — the GROW and OILS frameworks, and the leader's new role
Problem solving
The PDCA cycle (Plan-Do-Check-Act) — the engine of continuous improvement
The 5 Whys (5 Why) and root-cause analysis (RCA, Ishikawa, 4M)
San Gen Shugi (the three-reality principle) — Gemba, Genbutsu, Genjitsu
Six Sigma
Six Sigma
Lean Six Sigma (LSS) — uniting speed and quality
Lean transformation
Vertical organization vs. horizontal value stream — who owns the flow?
Lean in office and administrative processes
Soft Skills
Overview
Self-awareness and personality
Which self-awareness model, when?
MBTI self-test — your 4-letter type
Self-awareness and the Johari Window
Process Safety
Overview
Risk analysis
HAZOP — Hazard and Operability Study
LOPA and SIL in the process industry
Management of change
MOC — Management of Change
Incident management
Near-miss: record and investigate
Safety cross — the daily colour code
Reliability and resilience
Black Swan events in process safety
Robustness and redundancy
Production Excellence
Overview
Foundations
Production reliability program
Production system and people
Production system success factors
Operational risk management
Alarm management
Housekeeping and maintenance
Autonomous maintenance
English
Magyar
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English
Process Safety
Risk analysis
Szekció neve “Risk analysis”
HAZOP — Hazard and Operability Study
LOPA and SIL in the process industry
Management of change
Szekció neve “Management of change”
MOC — Management of Change
Incident management
Szekció neve “Incident management”
Near-miss: record and investigate
Safety cross — the daily colour code
Reliability and resilience
Szekció neve “Reliability and resilience”
Black Swan events in process safety
Robustness and redundancy