05_cim_model_basics_2010.pdf

7/28/2019 05_CIM_model_basics_2010.pdf

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0/18OPMAN exercisesA.Kluczek&B.Gadysz

Presented by:

MSc. Eng. BartomiejGadysz

MSc. Eng. Aldona Kluczek

Warsaw University of TechnologyFaculty of Production Engineering

Institute for Organization of Production Systems

15-Nov-11

OPERATIONS AND

PRODUCTION MANAGEMENTCMI model basics

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CMI acronym

MANAGEMENT

IMPROVEMENT

CONTINOUS

OPMAN exercises A.Kluczek&B.Gadysz15-Nov-11

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CMI definition

OPMAN exercises A.Kluczek&B.Gadysz15-Nov-11

Continuous process ofimplementation incompanies variable, dependent on individualcharacteristics set of methods, tools and

philosophies.

(They are dependent on changes in & out of

organization). Changes have continuous

character and they are identified by

monitoring and controlling process.M. Bednarek

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CMI cone

15-Nov-11 OPMAN exercises A.Kluczek&B.Gadysz

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Intelligent organization

Agile organization

Lean organization JIT

MRPII

ERP

CIM

TPM

KAIZEN

TOC

SMED

ISO 9000:2000

TQMKM

BPRTG

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CMI vs. TQM

TQM is a complex quality management, takes into

account a participation of all organizations

members.

CIM

Quality

Work

CompanyProcesses

Have influence

on quality of

products

Management

Responsibility of

management

Apply ofmanagement

methods

Total

Engage of all

members of

organizationT =All engaged

Q = Quality of

products and

processes

M = Quality as a task

for mgt

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PDCA

Constantly search the root causes of

problem, for continuous all of systems of

products and services as well as all

activities in company

- W. E. Deming

Mental attitude express by pursuit of continuous

improvement

PDCA

Do

Act

Check

Plan


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8 quality basics

Customer orientation

Leadership

People engagement

Process approach

System approach

Continuous improvement

Taking decision base on facts and data

Profitable relationship with suppliers (profits for both sites)

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TQM evolution

70` 80` 90`

Statictical

Inspection

(W. A.

Shewhart)

40` 50` 60`

Quality

ideas

Deming &

Juran

Production

without

defects

(Crosby)

CWQC

SPC

TQM

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Role of white collars &

not only

Traditionalmgt

Modernmgt

It is my company.

You are working for

me. I am giving you

money and just do it

what I am telling !

Company was given me. I am responsible

for working atmosphere. I will help in

develop all of the workers in my company.

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SMART

Specified

Measureable

Ambitious

Realistic

in Time

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Business effects of CMI

implementation [1]


Core of the model and

effects of methods

Level of the

model

Methods Effects of methods

Knowledge Mgt

transformation of

workers knowledge

improvement value of

organization and its

stakeholders

Intelligent

organization

Improvement of

workers skills

Common

organizations vision

Better team work

Application of system

thinking

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implementation [1]



effects of methods

Level of the

model

Methods Effects of methods

Total Quality Mgt

adoption of quality

philosophy based on

continuous and total

improvement,

cooperation not

competition and system

thinking

Agile

enterprise

Computer

Integrated

Mfg

Design and

implementation of

integrate mgt

system

Design and

implementation of

highly automated

and flexible mfg

system


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12/18


implementation [1]



effects of methods

Level of the

modelMethods Effects of methods

Kaizen

6 Sigma

application of rule of

continuous progressive

improvement with

balanced between

innovation and tested

solutions

Lean

organization

Just In

Time

Mfg adjusted to demand, market

and customer expectation

Elimination of wastes, decrease of

costs

Increase of quality and customer

satisfaction level

Enterprise

Resources

Planning

Cost integration and control based

on MRP II standard image of all

functional areas of enterprise and

storage of all data transactions and

information flows

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implementation [1]


Level of the


Improvemen

t of

supporting

processes

Single

Minute

Exchange of

Die

Faster reaction for demand changes

(higher flexibility) based on decrease of

lot size based on shortening of setup

times

Total

Productive

Maintenance

Elimination of breaks in mfg process and

inadequacy of resources to value stream

based on proactive maintenance strategy

Mfg

Resources

Planning

(MRPII)

Balance of supply, demand and resources

based on integration of business

processes in one system

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implementation [1]


Level of the


Improvemen

t of mainprocesses

Group

Technology Design and implementation of highlyproductive mfg cells

Elimination of mfg wastesBusiness

Process

Reengineering Design and implementation of Flat and

effective structures and procedures for

mgt and operationsTheory Of

Constraints Definition and elimination of bottlenecksof processes carried out in organization

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implementation [1]


Level of the


Basis for

organization

improvement

ISO 9000

Standardization of processes and results

of operations focused on increase of

customer satisfaction, effectiveness and

efficiency of mgt

Incorporation of quality improvement

basics as a key success factor

Managers awareness of value for

customer as a key determinant of resultsquality and effectiveness of operations

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References1. Bednarek M., Continuous Improvement Management, Przedsibiorstwo Przyszoci

1(1)/2009, p. 29-33,http://www.chodkowska.edu.pl/files/69916.pdf

2. Bednarek M., Doskonalenie systemwzarzdzania: nowa droga do przedsibiorstwa lean Management systems improvement: new way to lean enterprise, Difin, Warszawa2007

3. Bednarek M., Restructuring of Mexican Automotive Industry using Continuous

Improvement Management, COPE 2004

4. Bednarek M., Nio Luna L.F., Methodology Proposal for the Implementation of LeanManufacturing System in Selected Mexican Industrial Plants, Economics and

organization of enterprise 4/2009, p. 23-34,http://www.orgmasz.pl/files/qw/4-2009/s.23-34.pdf

5. Bednarek M., Nio Luna L.F., The Selected Problems of Lean ManufacturingImplementation in Mexican SMEs in: Koch T. (ed.), Lean Business Systems and

Beyond, IFIP 2008, vol 257, p. 239-257

6. Bednarek M., Nio Luna L.F., Validation of a Methodology for the Implementation ofLean Manufacturing System in Selected Mexican Industrial Plants in: Amasaka K. and

others (ed.), Manufacturing Fundamentals: Necessity and Sufficiency,POM Tokyo 2008, p. 330-340

OPMAN exercises A.Kluczek&B.Gadysz15-Nov-11 17/1815-Nov-11 OPMAN exercises B.Gadysz

Team work

1. Join Your team.2. Read article[3] and table excerpted

from [1].

3. List root causes from Ishikawa diagrams.4. Briefly (2-3 sentences) describe

how to solve them.

5. Indicate and justify which are the most important.6. Try to link known parts of the cone with listed causes in order to eliminate

causes.

7. Show and discuss SWOT, Ishikawa diagrams, mission, vision, strategy.

Do you know any method/technique/too l from the CMI model?

What is the aim of CMI? W hat was the model invented for?

What are pros and cons of the model?Is it possible to apply the model in any organization?

What is the sequence of steps

in restructuring plan?
http://www.chodkowska.edu.pl/files/69916.pdfhttp://www.chodkowska.edu.pl/files/69916.pdfhttp://www.orgmasz.pl/files/qw/4-2009/s.23-34.pdfhttp://www.orgmasz.pl/files/qw/4-2009/s.23-34.pdfhttp://www.orgmasz.pl/files/qw/4-2009/s.23-34.pdfhttp://www.orgmasz.pl/files/qw/4-2009/s.23-34.pdfhttp://localhost/var/www/apps/conversion/Bednarek/COPE2004final.dochttp://localhost/var/www/apps/conversion/Bednarek/COPE2004final.dochttp://localhost/var/www/apps/conversion/tmp/scratch_1/business%20effects%20of%20CIM%20implementation.docxhttp://localhost/var/www/apps/conversion/tmp/scratch_1/business%20effects%20of%20CIM%20implementation.docxhttp://localhost/var/www/apps/conversion/Bednarek/COPE2004final.dochttp://newsletter.pmekmo.be/userfiles/image/SpeedManagementORA.jpghttp://www.orgmasz.pl/files/qw/4-2009/s.23-34.pdfhttp://www.orgmasz.pl/files/qw/4-2009/s.23-34.pdfhttp://www.orgmasz.pl/files/qw/4-2009/s.23-34.pdfhttp://www.orgmasz.pl/files/qw/4-2009/s.23-34.pdfhttp://www.orgmasz.pl/files/qw/4-2009/s.23-34.pdfhttp://www.chodkowska.edu.pl/files/69916.pdf


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Questions to [3]

Do you know any method/technique/tool from the

CMI model?

What is the aim of CMI? What was the modelinvented for?

What are pros and cons of the model?

Is it possible to apply the model in any

organization?

What is the sequence of steps

in restructuring plan?


05_cim_model_basics_2010.pdf

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