Prerequisites for flow efficient automation

Innehåll

How can automation contribute to the flow efficiency of the entire organization?
What effects should you expect to see in your key performance indicators? Examples include quality, productivity, capacity, flexibility, work environment, employee competence and well-being, energy and material efficiency, and so on. How should we think when evaluating effects, that is, when performing a post‑investment evaluation of the implemented change?

Some important points of departure:

• What your customers will need in the future – customer value
• Your long-term ambition and future vision – the business idea
• How the production setup looks today – the current state
• How should we think in order to become a more competent purchaser of development projects that align with long-term objectives and production system?

The expected benefits include:

• A developed, shared target for your flow and automation efforts
• Increased awareness and enhanced capability to apply improvement methods related to flows and automation
• Clear next steps and increased buyer competence
• Improved decision-making capability based on facts
• Needs-based education and training activities

Upplägg

The setup is based on on-site workshops at your facilities, combined with time allocated for independent work on the questions between sessions.

WS 1 (4h) Introduction, discussion of preparatory assignments, initial work on the desired future state and the current state
Content: The Development Map: What customers are actually buying; their needs and purchasing behavior, etc. What do employees, owners, and society expect?

WS 2 (4h) Reflection on WS1, continued work on the desired future state and the current state, preparatory task ahead of the process/flow mapping
Content: Continued work with the Development Map: What customers are buying; needs and purchasing behavior, etc. What do employees, owners, and society expect?

WS 3 (8h) Mapping of the most important production flows, from supplier to customer
Content: Workshop layout, customer flows, internal logistics, level of digitalization and automation. Draft identification of challenges and barriers.

WS 3.5 (2h) What do we need to learn more about? Planning of training and capability‑building activities. Dialogue may take place remotely.

WS 4–WS 9 (4h each) Training and education within identified focus areas
Deep‑dive activities: Education and development needs; flow and resource efficiency; challenge‑driven continuous improvement; KPIs and effect evaluation; digitalization; guidelines for automation feasibility studies—entirely based on identified needs and challenges.

WS 10 (4h) Summary and dialogue on development paths
Next steps: How can you move forward?

Leverans

In total, approximately 48 hours of training sessions for the company (adjusted as needed). The company should also expect to carry out practical work between the training sessions, amounting to up to a corresponding number of hours.

The methodology is based on two coaches from RISE who will be available throughout the implementation.