Traffic, Distribution, Imports - Reducing Cost, Traffic Process

[Craig H.]

One that jumps out at me personally is the lack of PM on the fleet. How often does the rolling stock break down? What are the consequences?

This just might be a good place to start.

Also the lack of key indicators/objectives would be a good exercise. You may find something like a situation where management thinks the fleet's main goal is to have 100% of the product arrive without damage, while the drivers are striving for lightning-quick delivery. These two goals could work against eacdh other in some cases (again, this is a somewhat extreme example).

It is important to make sure everyone is striving for the same goals. Often it is assumed that these goals are well known by everyone involved. Often, in my experience, such an assumption is wrong.

 

[powerflow]

what do you of implement TQM on the department...?

 

[Craig H.]

what do you of implement TQM on the department...?

Hmmm. Well, you don't actually implement TQM, per se. You can start applying the tools where appropriate. You can also adopt a mindset where you are continually improving.

I would suggest that you read a book called The Deming Management Method by Mary Walton. You don't implement TQM, rather you adopt a mindset. Deming called it statistical thinking.

If you make a lot of noise about a "New Way" when you get started there is a good chance you induce the Fear Uncertainty and Doubt that will be exactly the wrong thing you need to do what you are seeking to do. Better, with your boss, why not decide which area you want to address first, and start working on that? As you start, just tell folks that you want to start working on improving _______. Offer task-specific training when needed (and not before).

Hope this helps.

 

[Stijloor]

what do you of implement TQM on the department...?

Craig made an excellent suggestion!

You can get the book here.

You can read excerpts here.

Good luck!

Stijloor.

 

[powerflow]

 

[powerflow]

Hi Folks

Thanks for your advice .... I think this would be my plan for the start; what do you think? (We decided to start in the traffiic department....)

1.Instilling a culture of change and improvement
2.Design training programs in diagrams processes and procedures
3.Provide training ( diagrams processes and procedures )
4.Compile processes in the department
5.Develop process maps of our main activities
6.Create procedures for the processes in the department
7.Apply measuring performance for our processes
8.Check measuring performance
9.Analyze data and take action

 

[michellemmm]

Hi Folks

Thanks for your advice .... I think this would be my plan for the start; what do you think? (We decided to start in the traffiic department....)

1.Instilling a culture of change and improvement
2.Design training programs in diagrams processes and procedures
3.Provide training ( diagrams processes and procedures )
4.Compile processes in the department
5.Develop process maps of our main activities
6.Create procedures for the processes in the department
7.Apply measuring performance for our processes
8.Check measuring performance
9.Analyze data and take action

Why wouldn't you start with need assessment and then develop a need fullfillment plan?

 

[powerflow]

Why wouldn't you start with need assessment and then develop a need fullfillment plan?

already done.....you can read the prior post for more info

 

[michellemmm]

already done.....you can read the prior post for more info

I guess we have a varying definition of need assessment.

Let me share my approach to need assessment.

I would start with:
1- Organizational goals/mission. Role of individuals in achieving objectives.
2- A gap analysis. (short term and long term)
3- Identifying major contributing factors for the gap.
4- Force field analysis, (identifying restraining and driving force)
5- Resource available Vs. Resource required.
6- Priority planning, and
7- Cost/benefit analysis
8- finally an action plan.

This would be my approach to secure management committment and not fall into management endorsement trap. In my experience, most management look for quick fix and short term solutions for a long term problem. After starting the journey, they become impatient and divert the mission to "suggestion box" method.....

Enough said...

I hope this helps.

Good Luck!

 

[powerflow]

Following your views and advice ....
Critics are welcome


Weakness
There are no targets / departmental mission
There is no culture of improvement
There is no standard in the process made
Lack of measuring performance of the processes

My plan...
1.Establish goals / mission
1.1 Role of individuals in achieving objectives

2.Develop a philosophy of continuous improvement
2.1 Training
2.2 Reading (books, articles, etc)
2.3 Encouraging teamwork

3. Developing procedures and WI
3.1 Carry out training on map process and procedures
3.2 Develop a list of the main activities of the dept.
3.3 Develop maps processes of our activities
3.4 Develop procedures of our activities
3.5 Develop Work Instructions

4. Create measuring performance for the department's activities
4.1 Identify the key activities in the department
4.2 Employ appropriate indicator to measure the performance of activities
4.3 Reviewing the results