Operational Improvement Assessment

Overview of Operational Assessment and Improvement

Internal Assessment/Operational Analysis

Every improvement project begins with pre-assessment planning followed by a detailed assessment/operational analysis. If you don't know what the situation is, you can never improve it. Omnex can assist you in conducting an onsite assessment of your enterprise to determine any significant issues and to recommend improvements.

Operational Assessment and Improvement

The process must assess enterprise capability-evaluating, at a minimum, product and process technology, process design, process control methodologies, system disciplines and deliverables. This necessitates an operational assessment involving personnel with an extensive, sophisticated knowledge of product and process engineering as well as effective process control methodologies, along with others capable of making profound organizational and commercial judgments.

Operational Due Diligence

Omnex employs Operational Due Diligence, a thorough, disciplined process, to determine real value, potential, and risk in any enterprise with which we are engaged.
In the Omnex approach, an operational assessment will address, at a minimum:

  1. The overall capabilities, qualifications and limitations of the organization, considering things like operational performance metrics and more traditional financial metrics, certifications, customer recognition and system awards (Shingo, Deming, Baldrige, etc.), and evidence of valid 2nd and 3rd party assessments.
  2. Management systems are defined and effectiveness determined based on goals and measurable objectives, understanding of actual (vs. public) drivers of policy and practice, processes for and effectiveness in determining and acting on customer driven, critical competitive issues.
  3. Current and historical customer-specific concerns, incidents and trends. These are identified and examined, determining issues, performance criteria and benchmarks, assessing what the organization considers "normal" versus "extraordinary" in terms of failure and containment and as drivers for corrective action.
  4. Approaches to operational Planning of Products & Processes, with particular attention to the focus (or lack thereof) on customer requirements, process definition and control, manufacturing product and process metrics, the use of AQP, statistical tools, analytical and error proofing techniques and preventive action. What approaches to both process and product verification and validation are employed?
  5. Actual Products and Processes, including assessments of process capability and availability, conformity to and effectiveness of control plans and inspection/test disciplines, MSA and gauge control, application of error proofing, identification and traceability and material controls as well as evidence of reduction in variation and continual improvement. Purchasing and supplier relationships receive particular focus and a robust assessment, as do hiring and compensation practices.
  6. Technologies employed in product, process and information management are gauged for competitiveness, suitability, compatibility and useful life, including facilities and infrastructure, both internal and external (utilities, logistics, etc.)
  7. Process capability and leanness, using sampling metrics to establish present state as well as potential future state opportunities for efficiencies and economies in flows, cycle times and capacity utilization.

All of this information is provided to you in a very comprehensive report that will provide you with a blueprint for your improvement initiatives and will enable you to produce action plans that will produce strong quality improvements, productivity gains, and cost reductions.

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