Consultancy - PowerPoint Presentation

Slide1

ConsultancyExcell-ence-phalic

Managing your Assets with Knowledge

“There is no Substitute for Knowledge”

Edward DemingSlide2

Aligning Vision and Strategy with Asset and Knowledge Management

References:

http://www.mercury-assoc.com/resources/fleet-mgmt-functions-not-outsource-1.pdf

Slide3

Facilities ManagementSlide4

References:

Rondeau,Brown

andLapides

(2006)

Tactical PlanSlide5

Property ManagementSlide6

References:

Rondeau,Brown

andLapides

(2006)

Tactical PlanSlide7

Resource UtilizationSlide8

The MRP solution

Approach

Top management commitment leads to higher benefits

Dependant Demand Methodology

Benefits

Studies show potential improvement from 3.2 to 4.3 improvement in inventory turnover

Improved delivery performanceSlide9

Security ManagementSlide10

Security

CCTV cameras

Smart cards

Security patrols

Physical Security

To avoid loss, theft or misuse

Actions

Virtual Security

Protection of important information

Deterrent approach

Preventive approach

Sanctions

IDS (Intrusion Detection Systems)

Firewalls, password protectionSlide11

Health and Safety ManagementSlide12

Benefits of H&S

Significant H&S

risks in

WaveRiders

be addressed

in a systematic

manner

Improved

production

output

Improved commitment from staff

Improved

customer

confidence

Reductions in claims against WaveRidersReferences:Slide13

Physical

Factories

Noise should be under control

Suitable temperature

Workplace

Sounds-dampening

Provide equipment to the employees

Temperature regulator with air systems

Requirements

ActionsSlide14

Physical

Machines :

should be used in safe way

M

aintained properly

Equipment

Qualified machines

Periodical inspections

Training employees

Requirements

ActionsSlide15

Physical

Toxic: Fabric and Polyester

Be classified, labeled and packaged properly

Materials

S

ubstitute less hazardous chemicals

M

ake clear records of all the materials

C

heck them regularly

Provide equipment to the employees

Requirements

ActionsSlide16

Physical

First aid system

Fire control system

T

raining people

N

ecessary medical equipments and medicines

H

aving necessary fire control equipments and make sure they are available in good conditions

Provide Emergency Plan

Requirements

ActionsSlide17

Psychological

Stress and Fatigue

Limited working time

Daily rest break

Working Time

Make clear records for the working time and force overtime-working workers to have rest

Facilities for resting. Coffee machines

Some tips to remind workers taking a break

Requirements

ActionsSlide18

Environmental ManagementSlide19

Consumers are becoming more aware of the environmental and social implications of their day-to-day consumer

decisions

Promotes Environmental

Management System (EMS

)

CSR

Environmental Management

Environmental Management as part of the overall CSR approach

References:

Mathis (2004)

Environmental ManagementSlide20

Environmental Management in Boat Manufacturing Process

REduce

e.g. Waste & Emissions

from

Painting Operation

Benefit: Control

inventory

for waste

paint and solvents

 Reduce disposal & add costs

REuse

e.g. Reuse Moulds

Benefit: Reduce additional costs of producing moulds

REcycle

e.g. Recycle Oils,

Solvents, Wood waste

Benefit: Reduce disposal costs

References:

Liebl

, (2002)Slide21



Promote Eco

-

efficiency approach in way of doing business



Promote EMS

Environmental

Management

Slide22

Maintenance

Every 10000 miles Fred gets its Feet RotatedSlide23

Go away from the old practices

References:

Davis (1995

, p. 14

);

Neglecting facilities will lead in Low Performance Slide24

Total Productive Maintenance

References:

Davis (1995

, p. 19); Nakajima (1988, p.10)

People

Involvement and

Enhancement

Restore, maintain and improve existing facilities

Detect and eliminate faults and problems

Establish and maintain a clean, neat and tidy workplace

Detect and eliminate inherent faults

Provide and improve maintenance systems to support the facilities

Purchase and install new facilities that provide the best return

Establish , monitor and improve process effectiveness

Everyone in the organization

Commitment towards TPMSlide25

Pareto Rule for WaveRiders

Complex

and

Crucial Assets should be included under a TPM programme

Coffee machine

CNC

Moulds

Injection machine

Bins

Tools

Vehicles

Press Machine for the fabric

Facilities

Furniture

References: Davis (1995, p. 14)

Printers

Localization

Ownership

Bottles for Polyester

Maintenance Team

Autonomous Maintenance

Failure Patterns

P-F approachSlide26

Life Cycle ManagementSlide27

Focus Area

References: MBE Site

Everything happens in the company within 5 years time (Strategic Plan)

System Boundaries

Consultancy Proposals

Facilities Management (Warehouse Choice)

Health and Safety

MaintenanceSlide28

Routine repair or maintenance costs are built into leasing costs

The organisation is able to focus on core business

Outsource Fleet management

Advantages

Disadvantages

Lost of control of some aspects of its fleet management

Monitor outsourced contracts

Management of Vehicles

Formula is Provided for the calculation of the cost in the PortfolioSlide29

H&S and Maintenance

References:

Cost Benefit Analysis (CBA); Davis, (1995, p 35, 60)

Hazard of Fire

Total benefits* Disproportion Factor=

732.562

N* Cost of Hazard* Probability to happen

Maintenance

Despite some initial cost, TPM is an investment with high returns

Based on the overall effectiveness of the AssetSlide30

Knowledge ManagementSlide31

Policy for Knowledge Management is Mandatory

Knowledge Management Policy

Facilities Management

Security Management

Environmental Management

Maintenance

LCM

Health and SafetySlide32

KM Implementation in WaveRiders

Use varieties of storage media, ranging from individuals minds to KM

Distribute through

organising

formal

and informal

knowledge sharing

sessions (e.g. workshop, wiki)

Identify required knowledge

Acquire knowledge through training

Knowledge application through project execution

Apply Knowledge

Create Knowledge

Store Knowledge

Distribute

Knowledge

References:

Davenport, De Long, Beers (1998);

Alavi

, et al (2001);

Nonaka

, (1991)

Slide33

Organizational Learning

The approach to KM

Tacit Knowledge

Explicit Knowledge

Articulation

Internalization

New Knowledge

Continuous Innovation

Competitive Advantage

References

:

Meso

and Smith (2000)

Slide34

EFQM

4e

4b

4c

4a

4d

Partnerships & ResourcesSlide35

EFQM

Leadership

Partnerships & Resources

Processes

Products &

Services

Strategy

People

Society Results

Costumer Results

People Results

Key Results

Enablers

Results

Learning Creativity and InnovationSlide36

Thank YouSlide37

References

Alavi

, M et al (2001). Review: Knowledge management and knowledge management systems: Conceptual Foundations and Research Issues.

MIS Quarterly

,

25

(1), pp.107-136.

Alberta. Building an Effective Health and Safety Management System. Partnership in Injury Reduction. Retrieved from

http://employment.alberta.ca/documents/WHS/WHS-PS_building.pdf

Alexander K. (2003) ‘A strategy for Facilities Management’

Facilities

V.21 N. 11/12 pp 269-274

Cost Benefit Analysis (CBA) Checklist. Retrieved from

http://www.hse.gov.uk/risk/theory/alarpcheck.htm#footnotes

Davenport, T.H., De Long, D.W., Beers, M.C., (1998). Successful knowledge management projects. Sloan management review p 43-57.

Davis, R.K., (1995).

Productivity Improvements through TPM: The philosophy and adoption of Total Productive Maintenance

. London: Prentice Hall

Environment Health Center. (1999, May). New Ways to Prevent Chemical Incidents. Guides to Chemical Risk Management HSE.

Holy Cross College. (2008, Spring). Emergency Response Plan. Retrieved from

http://www.hcc-nd.edu/app/webroot/files/security_fireplan.pdf

Hughes, P., &

Ferrett

, E. (2009). Introduction to Health and Safety at Work (4

th

ed.). Elsevier Limited.

http://www.mercury-assoc.com/resources/fleet-mgmt-functions-not-outsource-1.pdf

at 6/4/11

Ikujiro

Nonaka

I. &

Treece

D.J. (2001)

Managing industrial knowledge : creation, transfer and utilization

London, SAGE

Liebl, S. D (2002). Report of Environmental Best Management Practices for Marinas and Boat Yard. Retrieved April 1, 2011 from University of Wisconsin - Extension Solid and Hazardous Waste Education Center website www3.uwm.edu/Dept/shwec/publications/.../LIEBL/MarinasandBoatyards.pdfSlide38

References

Logistics Cluster, (2011).

Derived by http://log.logcluster.org/response/fleet-management/index.html

at 6/4/11

MBE site. Derived at April, 07, 2011 by MBE web site:

http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/kbam/

Meso

,

P

.

Smith

, R. (2000).

A resource based view of organizational knowledge management systems [Electronic version]. Journal of Knowledge Management, 4(3), 224-234

Moubray

, J., (1991). Reliability-centred Maintenance. Oxford: Linacre House

Mathis, A. (2004, November 10) Corporate Social Responsibility in the UK, the Netherlands and Germany: Theory and Forerunners. Partnerships for Sustainable Development. Paper presented at the 2004 12th International Conference of Greening of Industry Network Hong Kong. Retrieved April 2, 2011 from

www.utwente.nl/mb/cstm/staff/cv/mathis/gin2004-csr.pdf

Mol M.J. (2007)

Outsourcing: design, process and performance

, Cambridge : Cambridge University Press

Nakajima, S., (1988).

Introduction to TPM: Total Productive Maintenance

. Oregon Productivity Press

Nonaka

, I., (1991). The Knowledge-Creating Company. Managing for the Long term, ????????, pp. 162-170

Rondeau

E.P., Brown R.K.,

Lapides

P.D. (2006)

Facility management,

Hoboken, N.J. John Wiley & Sons

Ross & Associates Environmental Consulting, Ltd (2004). Findings and Recommendations on Lean Production and Environmental Management Systems in the Shipbuilding and Ship Repair Sector. Prepared for The U.S. Environmental Protection Agency National Center for Environmental Innovation. Retrieved April 2, 2011 from

www.epa.gov/lean/leanems_report.pdf

Stranks

, J. (2006). The Manager’s Guide to Health & Safety at Work (8

th

ed.).

Kogan Page Limited.Waheed Z. & Fernie S. (2009) ‘Knowledge based facilities Management’

Facilities

V. 27 N. 7/8 pp 258-256