WaveRiders
Kuanhua Ho
Ji Shen
Elizabeth Kabagambe
Nongluck Kongthaisereekul
Ivaylo Stoykov
Team A4
Aim
Curent
position of
WaveRiders
GAP
Asset
Management
WaveRiders
IMPROVE
Knowledge
Management
Excellence
Asset Management
Facilities
Management
Resource
Utilisation
Security
Asset
Management
Health and
Safety
Maintenance
Life Cycle
Management
Environmental
Management
Facilities Management
Facilities Management
• Responsibilities often cover several department, as
well as central service that link all teams.
• Identify inventory for managing effectively and cost
saving.
• Planning for future development in line with
strategic business activities.
• Risk management for reducing damage suddenly
Facilities Management/Storage
• Register asset
• Use CAFM to manage inventory
Facilities Management
- Transportation
• GPS system
- Truck delivery
schedule
- find shortcut
route
• Traffic map
• Inspect truck
monthly
Facilities Management/Risk
Abnormal operating condition
- suitable stock level
(Bottle-neck item )
- Reward policy
- Review process quarterly
Nature disaster
- Electric fan
- Insurance
Emergency case
Security
Source: (EFQM, 2010)
Virtual Security
•Data Back-up Solutions
•Corporate anti-virus software
•Virtual Private Network
Physical Security
•Access Control
•CCTV
•Reception Tasks
Health & Safety
Source: (EFQM, 2010)
Health & Safety Evaluation
•Annual medical examination
•Annual measurement of physical & chemical
factors of the working environment
source: (Lehto, 2004)
Health & Safety precautions
•Gloves
•Masks
•Boots
•Overalls
Health & Safety precautions
•Glasses
•Screen cower
•Light
Maintenance
Maintenance
• Preserve an asset or preserve the ability of the
asset to safely and economically produce
• Continuously improve their own processes
• Preventive maintenance
– Cleaning
– Inspection
• Proactive replacement
– Substitute new components for deteriorating or
defective components
Maintenance
• Increases
– Maintenance labour costs
– Replacement parts costs
• Decreases
– Scrap/quality costs
– Downtime/ loss production costs
– Lost sales costs
Life Cycle Management
Life Cycle Management
• To improve their products and thus the
sustainability performance of the
companies and associated value chains
• Towards continuous improvement along
the life cycle
• Provides long run cost savings
Life Cycle Management
• Current
Situation I
– High operating
costs
– Will have
decrease in
salary expenses
according to
new strategy
Source: WaveRiders Case Study. (2011).
Life Cycle Management
• Current
Situation II
– Over-production
– Stock getting old
– Forecast demand
once a year
Source: WaveRiders Case Study. (2011).
Plans
• Create maintenance plan eg. Regular
cleaning and inspection of the equipment
• Early management of new equipment
• Set standards for equipment
• Change forecasting frequency eg. From
annually to monthly
• Implementing JIT + backup stock, TPM,
and Kaizen
JIT + Safety Stock
• Combination of “pull” and “backup”
• Used to control levels of inventory and
reduce waste
• Reduce the exposure to waste created by
inaccurate forecasts
• Produce when order is received
• Also keep back up stock
• Nurture good relationship with suppliers
Lean - Kaizen
•
•
•
•
Focus on eliminating waste
Small improving productivity
Continual improvement
Involve employees
Total Productive
Maintenance (TPM)
• Preventive approach
• Workers take care of equipment they work
• Ensure equipment perform its required
tasks without interrupting or slowing down.
• Minimise downtime
Resource Utilisation
Production Scheduling
* Optimize costs, time, quality
Keep resources at required quantities (inventory, equipment, utilities, people)
Avoid delays, downtimes, redundancy, switch-over hiccups
Real-time monitoring and decision-making
Business
Strategy
Production
levels
Capacity
levels
Operational Flow
(Product, Service Processes)
Monitoring &
Data acquisition System
Demand
(Current &
Forecasted)
Manufacturing Resources Planning
* Strategy: Make or Buy
* Forecasted Demand
In-sourcing / Global production
Assumed supply-driven market
Demand – push strategy
or Offshore / Outsourcing
Objective : Match capacity with demand
Finance
Purchasing
CUSTOMER
ENGINEERING & PRODUCTION
Hull
manufacture
Tube
manufacture
Hull and
tube
Assembly
Lymngto
n
Marketing
(& Sales)
London
Barcelona
Exmouth
Human
Resource
Technology rq
Material
orders
Workforce
WIP
Operations
Information Integration
Finished
Goods
Production Scheduling Approach
Lean : cost – efficiency & waste reduction
Kanban : Capped Production
Visualize workflow
Keep WIP to minimum
Monitor lead-times # Stock-outs
Real-time management through e-systems
Capacity Planning
Strategy: Match capacity with demand
Operations - Short / medium
production cycle time: 6 months
Long term cycle time: 2 years
Planning Levels:
* Capacity Requirement Planning:
MRP
* Resource Requirements
Planning: PP
- Constraints
- Manhours
-Routing
-Equipment
- Customer orders
- Finished Good
- BOM
- Lead times (JIT)
- Stock levels
-Contingency stock
-Procurement Orders
- Order Tracking (IT)
Inventory Availability
High
Leverage items
Impact on
e.g. electrical
devices. Paint,
wood
e.g. Fibre glass; engine
Normal items
Bottleneck items
e.g. Glue, bolts
e.g. fabric
Cost
Low
Strategic items
Low
High
Availability risk
Measures
•Increase flexibility of supply
Partnerships
Competitive bidding – leverage items
Contracting – normal items
•Increase responsiveness: Information sharing
JIT approach - low stock, high inventory
turnover
•Contingency stock: Bottleneck items
Environmental Management
Source: (EFQM, 2010)
Environmental Protection
• Optimization of production processes
• Using environmentally-friendly materials （eg. using green paint）
• Using MBFB to clean the wastewater
• Improve products
• Technology development
• Develop hybrid engine
• Using recyclable materials
• Recyclable rubber
• Recyclable plastic
Reduce waste
• Material
• Using recyclable materials
• Improve the utilization of raw materials
• Workplace
• Keep workplace tidy
• Lean-JIT
• Workforce
• Reduce human error
• Training workforce
Knowledge management
Facilities
Management
Resource
Utilisation
Security
Asset
Management
Health and
Safety
Maintenance
Life Cycle
Management
Environmental
Management
Benefits of Knowledge management
•
•
•
•
•
•
•
•
•
Produce and conserve New Value - such as Intellectual Property Assets
Generate new Wealth and increasing returns
Increase Revenue
Open New Markets
Enable Sustainable, Organic Growth
Improve Decision-Making
Mitigate Risk
Develop and implement New Business Models
Build More Profound relationships and ongoing Mind-Share with Customers - penetrate the mind of the
customer
• Lift Productivity and Efficiency
• Speed Innovation
• Unleash new Ideas and Creativity
• Help create a more Adaptive, responsive, dynamic, flexible, organization
• Facilitate the evolution of a more Intelligent Enterprise and produce smart engaging products
• Use knowledge To Build Virtual Networked Businesses
• Better prepare for and anticipate The Future
• Improve and accelerate Learning
• Gather superior Business and Competitive Intelligence
• Enhance Team Collaboration & Coordination
……..
Knowledge Flow
External Environment
Tacit
Knowledge
Learn
Knowledge
Absorption
Ideas
Rapid Conversion
Embedded
Knowledge
• Innovation
•Products
• Processes
etc.
Insights
Knowledge
Creation
Codification
Source adopted from: Nissen, 2002 and Newman, 2003
Knowledge
Base
Explicit
Knowledge
Implement KM in WaveRiders
Diffuse/Use
•Decision support
•Self-learning
•Group learning
Knowledge database
•Document repositories/warehouses
•E-database
Collect/Codify
•Information feeds
•Intelligent agents
•Customer service integration
Create
•Thinking aids
•Conceptual
Identify Knowledge
•Date management
•Acquire knowledge through training
•Text Retrieval
Source adapted from: McAdam and McCreedy, 1999
Technology for KM
Technology is enabler and support mechanism
• Organise store access explicit knowledge
• E-libraries
• “Best practice” databases
• Connect people to share tacit knowledge
• Groupware (eg.
• Video conferencing
)
WaveRiders towards EFQM
Leadership
Strategy
3B
Facilities
Management
Asset Management
People
Partnership
& Resources
Processes,
Products
& Services
4D, 4C
4C, 4E
Security
Health &
Safety
3E
4C
Environmental
Management
3B
4D
5A, 5B,
5C, 5D
3C
4C
5D
4C
5D
4C, 4D
5D
Life Cycle
Management
1C
Maintenance
Resources
Utilisation
Knowledge
Management
1A
2C
1B, 1C,
1D
2A, 2B,
2D
3B,
3D
4E
Based on (EFQM, 2010)
THANK YOU!
References 1
•EFQM. (2010). EFQM Excellence Model. EFQM Publications.
•Lehto, A.-M. (04 October 2004 r.). European Working Conditions Observatory. Изтеглено на 14 April 2011 r. от Eurofound:
http://www.eurofound.europa.eu/ewco/surveys/FI0410SR01/FI0410SR01_6.htm
•Newman, B. 2003. Agents, artifacts, and transformations: the foundations of knowledge flows. In: Holsapple, C.W. (ed.). Handbook on
knowledge management. Berlin:Springer- Verlag.
•Nissen, M.E. 2002. An extended model of knowledge-flow dynamics. Communications of the Association for Information S
•McAdam, R. and McCreedy, S. 1999. A critical review of knowledge management models. The learning organization 6(3):91100.ystems 8:251-266.
•ManageEngine, (2011), “FacilitiesDesk – CAFM software”, [online] http://www.manageengine.com/products/facilities-desk/cafmsoftware.html
•UK Resilience, (2010), “Emergency Preparedness”, [online] http://www.cabinetoffice.gov.uk.uk/ukreailience
•Park, A., (1998), “Facilities management: an explanation”, Second Edition, Basingstoke: Macmillanik
•EFQM (2009). EFQM Model. Belgium
•Frohlich, M. T., Westbrook, R.(2001). Arcs of integration: an international study of supply chain strategies. Journal of Operations
Management, Pp. 185-200
•Chopra, S. , Sodhi, S.M., (2004). Managing risk to avoid supply chain breakdown, vol. 46 no.1, Pp. 53- 61. MIT Sloan Management
Review.
References 2
•Hansen, D. R., & Mowen, M. M. (2010). Cornerstones of cost accounting. Mason, OH: South-Western, Cengage Learning.
•The California Coastal Commission & the California Department of Boating and Waterways’ Boating Clean and Green Campaign.
(2001). Clean Green Boat Maintenance - A Pollution Minimization Checklist for boat maintenance contractors and do-it-yourself
boaters. Retrieved from http://www.coastal.ca.gov/ccbn/checklist.pdf.
•UNEP/SETAC Life Cycle Initiative., United Nations Environment Programme., & SETAC-Europe. (2009).Life cycle management:
How business uses it to decrease footprint, create opportunities and make value chains more sustainable. S.l: UNEP/SETAC, Life Cycle
Initiative.
•US Environmental Protection Agency. Lean Thinking and Methods. Retrieved on 13 April 2012, from
http://www.epa.gov/lean/thinking/index.htm.
•WaveRiders Case Study. (2011). Notes in Knowledge-Based Asset Management Module. University of Warwick, WMG, IMC249, 11th
April 2011.
•Wireman, T. (2004). Benchmarking best practices in maintenance management. New York: Industrial Press.