De nuevo con Lou Tice y ahora con Diane también!!!

Hoy un día muy Especial de nuevo!! Volvimos a tener la oportunidad de convivir con Lou Tice y esta vez conocer por fin a Diane, su esposa, una Mujer Maravillosa de mucha Luz!! Gracias Diane y Lou nuevamente por sus Enseñanzas!!

"Los seres humanos se mueven y se convierten en lo que están pensando", Lou Tice.

Algunas Reflexiones para Directivos Líderes

“El 50% de las razones de por qué un empleado se va de la empresa están relacionadas con el jefe. Por lo tanto, los empleados no renuncian a la empresa, renuncian al jefe”.  Jac Fitz-enz.

Y aquí una recomendación para Jefes es acudir a Coaching Ejecutivo como una alternativa importante para mejorar su Estilo de Liderazgo y así retener a Empleados Talentosos.

El directivo asistido por un Coach, se convierte en un profesional mas eficaz al mejorar su estilo gerencial y controlar sus actitudes negativas.

•El Coaching Ejecutivo (Corporate Coaching) es conducido para el individuo Ejecutivo, este servicio es útil para aquellos que están en el ámbito laboral en una transición importante, para aquellos que trabajan como parte de un equipo o aquellos quienes requieren más armonía, mejor gestión del tiempo y efectividad en su lugar de trabajo. 

•Las sesiones  semanales son generalmente de 60 minutos. 12 sesiones son adecuadas generalmente.

• Las sesiones de coaching ejecutivo son realizadas a la medida, dependiendo de su interés y necesidades creará su plan de acción que le conducirá a lograr los objetivos que requiere para obtener excelencia.

Por medio del proceso de Coaching tendrá la oportunidad de aclarar sus metas, de potenciar sus cualidades al máximo y descubrir sus talentos que están en su interior.

•En Silao, Guanajuato México pide tu sesión de coaching o mayores informes en manuel.garciab@gmail.com

Visita mi página web:
 www.coachingpnl-magberumen.com

Un cuento corto de las Etapas del Proyecto 5342. Basado en hechos irreales.

Cuento corto de las Etapas del Proyecto 5342. Por MaGB. Febrero 2011, basado en hechos irreales.

ETAPA 1 Entusiasmo. ¡Fuimos seleccionados para participar en el nuevo proyecto!

ETAPA 2 Participación. Elaborar las especificaciones para los equipos nuevos e instalaciones. Realizar cotizaciones. Elaborar presupuestos, programación.

ETAPA 3 Incredulidad. ¿A poco van a hacer todo eso en ese tiempo y con ese dinero?

ETAPA 4 Desesperación. Los tiempos se van cumpliendo y el avance es mínimo, no se están liberando a tiempo los pagos a proveedores, algunos proveedores reportan problemas con el surtido de algunas piezas y materiales. Muchas juntas de ajustes y de apriete del programa inicial. Buy offs.

ETAPA 5 Pánico. Ya se llegó el tiempo de la instalación de los equipos y modificación de áreas y no estuvieron muchas actividades previas cubiertas al 100% lo que retrasa la puesta en marcha y el nerviosismo de mucha gente. Algunos accidentes. Muchos incidentes desagradables. ¡Chín! La máquina “ALDS RF445” no arranco, y tampoco la “FJRT345”. Se programa tiempo extra no planeado. Más juntas. Conferencias teléfonicas y maratónicas con proveedores en el extranjero. No he dormido lo sufiente (¿había que dormir lo suficiente?)

ETAPA 6 Búsqueda de culpables. Se pone en marcha el proyecto con retrasos. Hay muchas caras largas. Se cuestionan mucho más cosas que antes se habían aprobado y que no eran objeto de discusión, ¿por qué hasta ahora? ¿Quién propuso esa modificación y aquella? ¿Te imaginas, si así estamos ahorita que todavía no arrancamos en forma? Ahora menos duermo. Sube el tono de las discusiones.

ETAPA 7 Castigo a los inocentes. Una vez normalizada la situación se hacen ajustes en el personal de las áreas involucradas y desaparecen de la escena mucha gente  importante para completar el proyecto en su última fase. Algunos participantes de plano renuncian o piden el regreso a su área o donde haya vacantes.

ETAPA 8 Premios y elogios a los no participantes. Se reconoce el Proyecto a nivel Corporativo como Exitoso, fast track, ahorros importantes, etc ., Ya mucha gente que inicio, que estuvo durante casi todo el proceso ya no está para la “fotografía conmemorativa del éxito”. Invitan al nuevo staff de proyectos a brindar conferencias tanto a nivel nacional como internacional del éxito del proyecto. Ya duermo de manera normal mis 5 a 6 horas diarias!!

MTBF y MTTR

Mean Time Between Failures (MTBF) and Mean Time To Repair (MTTR) are two important KPI's in plant maintenance.

MTBF = (Total up time) / (number of brekdowns)

MTTR = (Total down time) / (number of breakdowns)

Mean Time Between Failures & Mean Time To Repair - What do these mean?

“Mean Time” means, statistically, the average time.

“Mean Time Between Failures” (MTBF) is literally the average time elapsed from one failure to the next.  Usually people think of it as the average time that something works until it fails and needs to be repaired (again).

“Mean Time To Repair” (MTTR) is the average time that it takes to repair something after a failure.

For something that cannot be repaired, the correct term is “Mean Time To Failure” (MTTF).  Some would define MTBF – for repair-able devices – as the sum of MTTF plus MTTR.  (MTBF = MTTF + MTTR).  In other words, the mean time between failures is the time from one failure to another.  This distinction is important if the repair time (MTTR) is a significant fraction of MTTF.

Here is an example.  A light bulb in a chandelier is not repairable, so MTTF is most appropriate.  (The light bulb will be replaced).  The MTTF might be 10,000 hours. 

On the other hand, without oil changes, an automobile’s engine may fail after 150 hours of highway driving – that is the MTTF.  Assuming 6 hours to remove and replace the engine (MTTR), MTBF is 150 + 6 = 156 hours.

Like automobiles, most manufacturing equipment will be repaired, rather than replaced after a failure, so MTBF is the more appropriate measurement.

What is a Failure?

“Failure” can have multiple meanings.  Let us briefly examine one device’s “failures”:

An Uninterruptible Power Source (UPS) may have five functions under two conditions:

• While the main power is available:
• Allow power to flow from the main source to the machine being protected
• Condition the power by limiting surges or brownouts
• Store power in a battery, up to the battery’s full charge
• When the main power is interrupted:
• Supply continuous power to the machine being protected
• Emit a signal to indicate that the main power is off

There is no question that the UPS has failed if it prevents main power from flowing to the machine being protected (function 1).  Failures for functions 2, 3 or 5 may not be obvious, because the “protected” machine is still running on main power or on the battery supply.  Even if noticed, these failures may not trigger immediate corrective measures because the “protected” machine is still running and it may be more important to keep it running than to repair or replace the UPS.

What is Availability?

The “availability” of a device is, mathematically, MTBF / (MTBF + MTTR) for scheduled working time.

The automobile in the earlier example is available for 150/156 = 96.2% of the time.  The repair is unscheduled down time.

With an unscheduled half-hour oil change every 50 hours – when a dashboard indicator alerts the driver – availability would increase to 50/50.5 = 99%.

If oil changes were properly scheduled as a maintenance activity, then availability would be 100%.

Why are these important?

“Availability” is a key performance indicator in manufacturing; it is part of the “Overall Equipment Effectiveness” (OEE) metric.

A production schedule that includes down time for preventative maintenance can accurately predict total production.  Schedules that ignore MTBF and MTTR are simply future disasters awaiting remediation.

How to calculate actual MTBF

Actual or historic MTBF is calculated using observations in the real world.  (There is a separate discipline for equipment designers to predict MTBF, based on the components and anticipated workload).

Calculating actual MTBF requires a set of observations; each observation is:

• Uptime_moment: the moment at which a machine began operating (initially or after a repair)
• Downtime_moment: the moment at which a machine failed after operating since the previous uptime-moment

So each Time Between Failure (TBF) is the difference between one Uptime_moment observation and the subsequent Downtime_moment.

Three quantities are required:

• n = Number of observations.
• ui = This is the ith Uptime_moment
• di = This is the ith Downtime_moment following the ith Uptime_moment

So MTBF = Sum (di – ui)/ n  , for all i = 1 through n observations.  More simply, it is the total working time divided by the number of failures.

Oskar Olofsson, 2010

Calcula Costo de Ciclo de Vida LCC

  
 Life Cycle Cost Calculator by World-Class-Manufacturing.com

A LCC analysis gives the present value of the total cost of your investment.

The whole-life cost is calculated using the formula:

LCC = Capital Cost + Present worth of Maintenance and Energy Cost  - Present worth of Salvage value

The capital cost of a project includes the initial capital expense for equipment, the system design, engineering, and installation. This cost is always considered as a single payment occurring in the initial year of the project, regardless of how the project is financed.

Maintenance is the sum of all yearly operation and maintenance costs. Fuel or equipment replacement costs are not included. Costs include such items as an operator's salary, inspections, insurance, property tax, and all scheduled maintenance.

The energy cost of a system is the sum of the yearly fuel cost.

The salvage value (S) of a system is its net worth in the final year of the life-cycle period. It is common practice to assign a salvage value of 20 percent of original cost for mechanical equipment that can be moved.

Oskar Olofsson, 2009

  
 Life Cycle Cost Calculator by World-Class-Manufacturing.com

  

Calcula nivel de spare parts

Lean Maintenance - Risk-based optimization of plant maintenance inventory

If you do not have that critical spare part when you need it, you may be in big trouble. On the other hand, it is impossible to keep an extra factory in the storeroom. We do not know what the future will bring, but there is an analytical way to minimize the expected costs.

Use this form to calculate the costs whether or not you buy and keep the critical spares. The calculation is based on statistical methods and is used to optimize your maintenance stores. Enter your figures and estimations, and you will be presented with a buy, or not buy, recommendation.

For the calculation we need to estimate downtime costs, the failure frequency, and the lifetime of the machinery where it will be used.

Oskar Olofsson, 2009

 Spare Parts Management Calculator by World-Class-Manufacturing.com <

Para calcular Kanban

  
 
 Kanban Calculator by World-Class-Manufacturing.com

Calculando el Takt time

  
 
 Takt Time Calculator by World-Class-Manufacturing.com

Mapa de implementación de Lean Manufacturing

 
 Lean Manufacturing Tool by World-Class-Manufacturing.com
  

Calculando el OEE

 OEE Calculator by World-Class-Manufacturing.com
 Use this form to estimate the OEE ratio.

Take a specific period (for example, a week or a month) and change the default values in the form.

Follow the example used as the default values in the form: The press-line at Example Ltd. schedules 76 shift-hours per week.

During Week #42, about 8,200 articles were produced, but 35 of them failed to pass quality control. The press-line, for different reasons, has not been running for 18 hours during the week. The theoretical maximum output is 200 articles per hour.

What is Overall Equipment Effectiveness ?

OEE is a tool that combines multiple manufacturing issues and data points to provide information about the process. It is an all-inclusive benchmarking tool that serves to gauge the various sub-components of the manufacturing process (i.e., availability, performance and quality)—and used to measure actual improvements on 5S, WCM, Lean Manufacturing, TPM, Kaizen and Six Sigma. When using O.E.E with these management systems the benefits become tangible and noteworthy.

After all factors are taken into account, the result is converted (transmuted) in percentage. The results (in %), therefore, can be regarded as a preview of the existing production efficiency of a particular line, cell or machine.

As we all know, manufactured goods are a result of a complex production process—and without the proper measuring tools and formula, expect your business to run blindly even in the light of day. Having the right metrics, OEE provides you a window to analyze out-of-the-ordinary issues and gives you an established framework for improving the whole manufacturing process.

There are dozens of formulas, systems and metrics being used to improve the whole manufacturing process, but only OEE correctly reduces complex production problems into simple, easy-to-follow steps in handling data and information. The OEE tool helps you to methodically improve the process using basic measurements.

The good thing about using Overall Equipment Effectiveness is that this particular measuring tool cannot be manipulated.

OEE is a very simple metric that immediately indicates the current status of a manufacturing process. Somehow it also becomes a multifaceted tool allowing you to understand the effect of the various issues in the manufacturing process and how they affect the entire process.

The biggest advantage of OEE is that it allows companies to have separate business functions by applying/using a single, easy-to-understand formula.

Overall Equipment Effectiveness is by far the most effective benchmarking tool in making sound management decisions.

Useful Formulas:

OEE = Actual output / Theoretical maximum output

OEE = Availability Ratio x Performance Ratio x Quality Ratio

• Availability Ratio — The share of the actual production time and the planned production time. All planned stops and breakdowns will reduce the availability ratio, including set-up times, preventive maintenance, breakdowns and lack of operators. The only time that you may choose to deduct from the availability ratio is lack of orders.

• Performance Ratio — Loss of production due to under-utilization of the machinery. In other words, losses are incurred when the equipment is not run with full speed. Short, unregistered, stops may affect the performance ratio as well.

• Quality Ratio — The amount of the production that has to be discharged or scrapped.

Oskar Olofsson, 2009

 
 OEE Calculator by World-Class-Manufacturing.com
  

El camino de Abraham para resolver conflictos

Me encanto el siguiente vídeo y propuesta de William Ury para resolver conflictos, el habla del Tercer Lado y en concreto del Camino de Abraham como ejemplo vivo para resolver el conflicto del Medio Oriente y practicamente cualquier conflicto en el mundo. El Tercer Lado somos Nosotros.

Les invito a verlo, escucharlo, leerlo, reflexionarlo y ponerlo en práctica en nuestra vida diaria, SUPER VALE la pena.

http://www.ted.com/talks/lang/spa/william_ury.html

Seminario Internacional en Costa Rica de Mantenimiento Productivo Total TPM

Hola, les invito a asistir al Seminario Taller Internacional Mantenimiento Productivo Total TPM La clave de la Productividad Total, el cual impartiré del 21 al 22 de Marzo de 2011 en la Ciudad de San José de Costa Rica en América Central.

Dirigido a:

Empresarios, ejecutivos y profesionales involucrados en procesos productivos y de servicios interesados en aprender y aplicar los conceptos básicos del Mantenimiento Productivo Total TPM en su Empresa, y así complementar el proceso de Mejora Continua de la misma que contribuya a la Seguridad de su personal y a elevar la vida útil de los activos, la productividad y el desarrollo del talento humano en la organización.

Para información adicional contactarme a manuel.bermag@gmail.com o
visita mi página http://www.coachingpnl-magberumen.com
Saludos cordiales y nos vemos en Costa Rica en Marzo para este magnífico Seminario Internacional.

Facilitador: Ing. Manuel Alfonso Garcia Berumen, Master in Management, Coach Personal y Ejecutivo con PNL y Consultor Asesor en Desarrollo Personal, Management (Gestión Gerencial) y Manufactura Esbelta LEAN.