The multi-moment survey - The optimal tool for the continuous improvement process in your company
The multi-moment survey - The optimal tool for the continuous improvement process in your company.
In times of digital transformation, Industry 4.0 and the Internet of Things (IOT), customer needs and entire markets are changing faster than ever before. It has long since ceased to be sufficient to merely put existing, internal company processes to the test and refresh them from time to time. Rather, a permanent improvement of existing processes is nowadays indispensable in order to position a company for the future. The multi-moment review is one of the most effective and easiest to implement measures if you want to permanently improve productivity and quality in your company.
What exactly is continuous improvement?
Continuous Improvement, also known as Kaizen, is a methodology developed in Japan in the 1970s. Continuous Improvement is used to permanently optimize the quality of a company's manufacturing process and productivity through small, regular steps. Shorter production times, reduced costs and increased customer satisfaction represent the goals of Continuous Improvement.
Improvement by involving all employees
Continuous Improvement only works if all changes in the process chain are supported and implemented by the employees involved. The people who are involved in the manufacture of the products every day at their workplace are given a strong say - and responsibility - through the Continuous Improvement methodology, because the employees are independently responsible for implementing the optimizations once they have been defined. More say makes for more motivation - and motivated, committed employees are a guarantee for high product quality.
This is how multimoment analysis is used as part of CIP
Continuous Improvement can be divided into three sub-steps:
- Continuous evaluation, review, repetition
Multimoment analysis is particularly suitable for the implementation of the first sub-step. Because when it comes to the question of which company processes are not yet running optimally and what could generally be done better, it requires data collection "directly at the source" - i.e. from the operating teams at the machines, from the warehouse staff or in the sales departments. The equally easy-to-implement but effective multi-torque analysis generates exactly the data needed to draw up concrete improvement plans. The great advantage of multi-torque analysis is that it can be adapted precisely to the individual issues of a company and its scope can be scaled at any time - while at the same time being extremely easy to implement.