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KNOWLE
DGE-BASED
ASSET MANAGEMENT:
WAV
ERIDERS
BY
A3
CO
NS
ULT A
NC
Y I
NC
.
EFQM, KNOWLEDGE AND ASSET MANAGEMENT
Criteria 4c. Buildings, equipment,
materials and natural resources are
managed in a sustainable way.
Criteria 4e. Information and knowledge
are managed to support effective
decision making and to build the
organisation’s capability.
WAVERIDERS CURRENT SITUATION
• Need to provide high quality and timely information for decision‐making
• No solid or formal system to capture knowledge
• Need radical change to tackle growing competition.
• Lack of knowledgeable facility manager, unsophisticated emergency plan, poor fleet management
• Incompetent information system management
• Reported breach/ unauthorized access to confidential information and data
• Need for log of access to controlled areas
• Aiming to enhance working environment and reputation in local community
• Aiming become more cost effective – lifecycle managements and reduce compensation claims, minimize breakdown costs - better maintenance
KNOWLEDGE MANAGEMENT (KM)
• Criteria 4e. Ensure accurate and sufficient information for key decision makers in a timely manner; Transform data into knowledge that can be shared and effectively re-used.
• Why KM? • Helps deliver sustained achievement – Basis of growth shifts from
natural resources and physical asset to knowledge • KM helps improve communication and minimize rework• Helps acquire and retain intangible assets – can be deployed to
maximize value
• Creation of appropriate “no-blame” culture
• In house/ on the job training
• Implementation Plan – 8 Steps
IMPLEMENTATION PLAN FOR WAVERIDERS’ KNOWLEDGE MANAGEMENT Step 1: Analyzing existing infrastructure
Step 2: Aligning KM and business strategy
Step 3: Designing the KM architecture, and integrating existing infrastructure
Step 4: Auditing and analyzing existing knowledge
Step 5: Designing the KM team
Step 6: Developing the KM system
Step 7: Pilot testing
Step 8: Leadership and reward structures
FACILITY MANAGEMENT
• Process by which an organisation can maintain, improve, and deliver high quality working environment and support services, both of which are crucial vehicles driving the organisation to meet its core objectives most cost effectively (Alexander 1994; Barrett & Baldry 2003)
• Facility management contributes to increased efficiency, higher quality and ability to reach set targets by ‘gluing’ the different functions of an organisation together (Payne 2002)
LINKING FM TO KM
FM PLAN OF ACTIONS
Step 1
1.Build a no‐blame culture
2.Hire a facility manager – of high caliber and competencies
3.Raise awareness of and the links between KM and FM
4.Provide support and training required
5.Benchmarking against ‘industry best practice’
FM PLAN OF ACTIONS
Step 2
1. Establish an emergency plan encompassing machine/ technology; external/ natural disaster; and internal areas of concern.
2. Develop an in- ‐house fleet management department: Vehicle leasing, Route calculation software, Speed and fuel management, Adopt GPS system
3. Hire an IT personnel - information system management and collaborate with Micromain in regards to Waveriders’ CAFM
4. Outsource non‐core activities that are little value-adding and are susceptible to demand fluctuation i.e. delivery of large load, etc.
FM PLAN OF ACTIONS
Step 3
1. Ongoing support and training for new knowledge and tools
2. Improve upon the 360 degree feedback
3. Review emergency planning
4. Evaluate and improve fleet management
5. Review and expand IT department? Revision of software – keep updated
6. Review outsource contracts – performance meet standard? Competitive pricing
LIFE CYCLE MANAGEMENT
• To increase responsiveness to the fast changing pace of current business environment, we propose the Life‐Costing methodology:
Unifying issues facing an asset on the cost basis - an aggregate of the cost and financial benefits of an asset over its life time, from design to disposal.
4 Steps: Define the system, requirement, and alternatives; cost estimation; discounting and cost profiling; evaluation of alternatives and identification of preferred options
Concerns: issues that cannot be simply reduced to cost (i.e. qualitative aspects) – different cost/ valuation techniques, etc. May provide distorted view/ analysis, but gives a good financial overview
of a project over its life time
RECOMMENDATION
Step 1: Establish a lifecycle management policy – considers prospects from design through to final disposal
Step 2: Hire or train professionals – do the maths; costs VS future financial benefits using (NPV) – evaluate alternatives and identify preferred options
Step 3: For every major or financially significant project, implement an assessment of lifecycle costs EARLY – identifying the most cost effective option & control
Step 4: Feedback to the Knowledge Management System – major cost drivers are updated and the most cost- ‐effective options are always being explored
Health & Safety
EFQM 3e – people are rewarded, recognized and cared for
EFQM 4c – buildings, equipment, materials and natural resources are managed in a
sustainable way.
EFQM 4d – Technology is managed to support the delivery of strategy
Type of Risk Hazardous substances
Display screen equipment
Work equipment and machinery
Pressure systems
Stress
Harmed person
people work directly in contact with chemicals and dust
people work with computer or other kinds of display screen equipment
all producers all producers all employees
No. of useful policies
3 1 3 3 1
Solution Necessary protective equipments; Annual medical examination; Annual measurement of physical & chemical factors of the working environment
Balance work and rest time; Build lounges;
Select the right equipment for the job; Regular maintenance(Monthly); Training employees;
Select the right equipment for the job; Regular maintenance(Monthly); Training employees;
Regular Workshop; Question Box;Develop new way to instead redundant
RESOURCES UTILISATION MANAGEMENT
Issues
Policies&
Approache
s
EFQM
Strategy
ISSUES
• Our assessment shows us there is an inventory issue in Waveriders’. According to financial results the stock value is £1,764,128 in the last year.
• Another issue which Waveriders’ should consider is future market demand increasing and the company should manage sources more effectively.
POLICY
“The right material, at the right time, at the right place, and in the exact amount”
LEAN
• Scheduling
Accurate Forecasting
Capacity Utilisation
• Inventory
On time delivery
Improve the utilization of raw materials
MRP
• Workplace
Keep workplace tidy
Concentrate the quality
• Workforce
Reduce human error
Cross functional teams
EDGE
EMPLOYEES DEDİCATED TO GROWTH AND EXCELLENCE (EDGE)
APPROACH“It is a business system that engages employees to make their work
safer and easier”
• Employees were asked to identify problems.
• The EDGE Steering Committee determined the priority of the
problems to fix
• EDGE teams were created and they found root causes and
proposed solutions
• The EDGE Steering Committee determined what suggestions
would be implemented
• Employees applied tools such as Kanban
Case study: Hickory Chair Company
Quality Policy
«Get things right the first time»• Helping define and improve our products
through involvement with our employees.• Continously researching improvement to
add to the quality of our products
Reward Policy
«Contribution, contribution, contribution»• Any idea which add value will be
remunerated.• Team work will be rewarded.
SUMMING UP RESOURCES UTILISATION
Awareness of inventory is waste.
Employees Dedicated to Growth and Excellence (EDGE)
Start with small risk-free pilot projects.
RESOURCES UTILISATION MANAGEMENT
Issues
Policies&
Approache
s
EFQM
Finally
MAINTENANCE
MAINTENANCE
5S JAPANESE MANAGEMENT METHODOLOGY TO COMPLIMENT
MAINTENANCE STRATEGY• Sorting: Unnecessary tools should be disposed or recycled and
separated from useful tools.
• Stabilizing/Straightening out: Equipment and tools should be stored in a safe place; there should be room for all equipment.
• Sweeping/Shinning: Equipment should be cleaned and stored in a well organised manner in a tidy area.
• Standardizing: Maintenance practises should be consistent and standardised.
• Sustaining the practise: Maintenance practises should be maintained and reviewed on a regular basis (every 3 months)
Hubpages (2012)
CURRENT SECURITY ISSUES• No data protections
• Stealing information
• Breaching company’s confidentiality – (Scenario faced by the consultancy firm)
• Access limitations (Who and how access controls)
–Research and Development room –Drawing room (CAD and Designers)–Finance office–Director’s office
• Fire and emergency safety systems
• Risks of back up facilities and emergency plans
SECURITY POLICY & SOLUTION PACKAGES
Be able to manage the security to a high level
of standard
There are two main types of security packages: - Physical Virtual
PHYSICAL
•Software–Firewalls–Antivirus •Security dogs •Security guards •Buildings
•Various areas of the plant•CCTV•Back up policies•Cloud Services
VIRTUAL SECURITY
USB Encryption IP Encryption Drawing and CAD Encryption Financial data Company data Company Website
TRAINING PROGRAM
• Period of training • Training is required to increase the knowledge
of the software that is to be implemented • Training is required to understand the
encryption of data
BENEFITS OF SECURITY
• Secured information transfer from person to person
• Securing information protection from competitors
• Helps avoid duplication of information • Efficiency • Agility
ENVIRONMENTAL
The incorporation of corporate social
responsibility to help all products go green in
Waveriders.
ENVIRONMENTAL ISSUES
• Chemical waste• Material waste• Engine utilization
Lower Carbon Dioxide • Recycling
Material Going GreenWaste
ENVIRONMENTAL SOLUTION PACKAGES
ISO 14000 Standard
ISO 14001 – Environmental Management Systems This standard gives you guidelines or like a framework it
doesn’t tell how to do it and but tells you what to do!!
ENVIRONMENTAL BENEFITS
• Company Reputation • Sustainability • Could reduce costs if gone green • Reputation in counsel
Thank you
Q&A