For employees who have received their certificate III in the bulk production industry, the next phase of career advancement would be a Certificate IV in Process Manufacturing (MSA40311). As a continuance of the previous certification, this training expands upon such skills as problem solving, team leadership, equipment operation, and quality control. Workers may choose to participate in on-the-job learning for certification in as little as six months or classroom guidance for a period of slightly more than six months.

Purpose of this Type of Training

This is not an entry-level course; it is designed for experienced employees interested in supervision or managerial positions. Those who have already begun cross-training in various branches of plastic and rubber manufacturing, as well as chemical and mineral processing and similar fields, will learn to more effectively combine their previous training and put their skills to use. Instructors will evaluate students’ prior knowledge to gain an understanding of exactly what types of training need to take place.

Major Areas of Instruction

Quality control is a primary concern among members of the Process manufacturing industry. Following a continuous improvement model can be quite helpful at this stage. This applies to products as well as the processes used to create them. Safety is also an issue; therefore, trainees will learn ways of implementing safety protocol not only in their own practices but those of employees who will be working under their authority. Certain risks apply to any branch of the field, but those can be kept at a minimum by understanding problems beforehand and taking measures to eliminate them.

Equipment Operation

While employees undergoing certification classes already understand the equipment they will be operating, more advanced knowledge of systems is required for moving up in the workplace. Students will advance from simply following along with machinery to being able to program it for production purposes, seek out potential problems, and repair them before they become real-time issues. As routine maintenance is a key component of equipment functionality, students will be taught methods of scheduling repair work in a manner that ensures as little disruption as possible.

Adjust to New Technology and Procedures

Production facilities are continually on the lookout for improvements. Whether this applies to speed, safety, efficiency, or environmental concerns, those in charge must be able implement continuous improvement strategies and accept new practices and pass knowledge of those on to others. It is also the manager’s responsibility to make certain all employees understand exactly what their new roles will be in relation to those systems and techniques to maintain productivity and safety. Unless everyone is on board once changes take place, new risks could develop, and the person in control is in charge of preventing this from happening.

Prompt Response

Should a problem arise along the production line, quickly catching it and determining how to move forward is crucial. Students will gain an understanding of ways of doing so. As a team supervisor, remaining calm and responding appropriately in the event of an emergency is also vital. This means certain basic knowledge of first aid is also required. Employees will be trained in these aspects as well.

From being able to adapt to technological advancements and teach those skills to others to catering to injured personnel until an emergency response team arrives, those in a position of authority must be able to manage themselves as well as the circumstances around them. Training for a Certificate IV in Process Manufacturing ensures supervisors possess these qualities and are able to apply them when necessary. This enables employees to advance in their careers while increasing productivity for the mass production industry as a whole.

If this certificate sounds too advanced for your current needs, consider the Certificate III in Process Manufacturing MSA30107 to get a head start on developing your career.

Are you looking to extend your skills further than this certificate? Try the

According to the process manufacturing definition, employees in the field of mass production work with a variety of goods, including foods and beverages, pharmaceuticals and chemical-based products such as fuel, paints and cleaning agents. While any industry holds its own set of complications, producing bulk batches of items of this nature can be particularly dangerous without proper training. For personnel hoping to move up from entry level positions, receiving the Certificate III in Process Manufacturing (MSA30107) could be the key to doing so successfully.

A number of elements are involved in ensuring a workplace operates smoothly. Those working directly with certain types of machinery and being responsible for the production process itself need to have leading-edge knowledge of how to improve manufacturing process aspects while adhering to all applicable government regulations. Though a vast range of core teachings are necessary, some stand out among the rest.

SEE ALSO: Advance From Follower to Leader With a Certificate IV in Process Manufacturing

Safety

This applies to employees as well as consumers. Making certain workers are well trained in safely handling the final product as well as all its components along the production chain is vital to reducing downtime, compensation for employee injuries, and potential hefty fines from those agencies overseeing the industry in which a company is involved. These products must also consistently be safe for end customers as, otherwise, lawsuits, loss of business, and even complete shutdowns could ensue.

Quality

This component goes hand-in-hand with safety. Some of those bulk goods being produced are volatile substances whereas others are either directly or indirectly responsible for the health of consumers. Should something go wrong during the manufacturing process, lives could be in danger. What this means for employees is paying utmost attention to each step of the process to ensure final products are of the highest quality possible to meet expectations of inspectors as well as the discerning public.

Problem Solving

Certain issues can be forecast and compensated for during production as long as those in charge of the process understand the intricacies of what they are doing. Of course, unexpected developments are inevitable. Whether or not employees accountable for setting up each stage of fabrication quickly react to those unforeseen circumstances can make all the difference between a smooth handling of the situation and bringing production to a complete halt. Courses in process manufacturing certificate III (MSA30107) generate the qualifications necessary to deal with both the expected and the unexpected.

SEE ALSO: What is the 5s System?

Gaining a Certificate III in Process Manufacturing (MSA30107) provides personnel with the ability to monitor all phases of production in accordance with specific workplace procedures as well as government-imposed regulations. Across each channel, those with such qualifications can safely and effectively operate relevant equipment, work with components going into the final product, and handle goods ready to be shipped to store shelves.

No single set of courses is appropriate for all companies looking to improve their workforce, so this type of training can be customised to meet the needs of individual employees as well as the companies they facilitate. Workers gain the opportunity to increase their responsibilities and pay scales while employers reap the benefit of higher quality employees, fewer disruptions, and increased productivity. Consumers receive safe, higher-quality goods as a result of the entire scenario.

What is the 5s system? This is a question asked by many business owners who are looking to understand the benefits of the system and why they need to implement it in their workplace. With the help of 5s systems, a business improves working conditions and the working environment while simultaneously providing more value for their customers. This is done through the elimination of waste and revolves around five key principles.

THE 5S SYSTEM

The 5s system consists of five key principles. Sorting involves going through an area and removing any unnecessary items. Once this has been done, straighten this space and shine it up, so everything can be put into the proper place in the future. Next, standardise common actions, allowing everyone to perform the same actions when completing a task. Finally, the company needs to put practices in place to make certain the work area stays clean and continue to find ways to improve.

WHAT THE SYSTEM IS NOT

Many business owners equate this system with simple housekeeping. The system is actually much more than this, as it serves as a visual tool to engage employees. Everyone must participate in the system if it is to work properly, while housekeeping tasks are usually reserved for just a few individuals. The system isn’t perfect either. It must constantly be refined to meet the needs of the company and, when a problem is identified, changes need to take place to improve system’s sustainability.

MEASURING PROGRESS

Business owners find they need to offer metrics to measure progress as the company moves through the system. For example, when a company first starts using the system, removing unnecessary items from a work space may be enough to satisfy employees. Once the system has been used for a period of time, however, a higher standard is needed. Employees need to start identifying items that are no longer necessary and pinpoint problem areas to find solutions to these issues. This ensures the system is sustained over the long term, rather than needing to be completed regularly, simply because things have reverted to the way they were before the 5s principles were implemented. A 5s system checklist can be of great help in measuring progress on an ongoing basis.

IMPLEMENTING THE SYSTEM

Put a plan in place to implement the 5s system in the workplace. One plan many business owners achieve success with involves a four-step process known as Plan-Do-Check-Act. During the planning stage, a committee is formed to oversee the process and a plan put into place for implementation of each step. Next, during the do stage of the process, the committee announces the program, sets a timetable and begins training and educating the employees in how to complete the process in their work area. An evaluation of the results takes place during the check stage, and the act stage involves examining what has been done and what preventative and corrective actions need to be taken to make the program sustainable.

Use of the 5s system benefits a company in numerous ways. Customers acquire a more positive image of the company, employee morale boosts, and productivity improves, while waste within the company is minimised or eliminated completely and costs decrease. The entire culture of the business changes as a result of implementing the 5s principles, and everyone feels better about where they work. It’s a great way to improve a company in every area, and yet one doesn’t have to spend a fortune to implement the program. Business owners can start the process today without investing any money simply by removing unnecessary items. Once this has been done, the motivation to continue and succeed is present, and it shows in every employee.

While the concept of a continuous improvement plan has been around for years, it was applied to modern industry in 1950 during Dr. W. Edwards Deming’s historic work in improving Japanese production practices. However, the process has seen tweaks since that time to compensate for technological and sociological changes. The theory was also adapted to meet the needs of service industries in addition to manufacturing venues. While users often report significant improvements, others have been less successful. What causes those differences? To understand why some ventures are less successful than others, it’s important to understand where the process can go astray.

What is the Definition of Continuous Improvement?

Knowing how to answer when asked what is a continuous improvement plan is important. The Glossary of Education Reform defines continuous improvement as any process “that unfolds progressively, that does not have a fixed or predetermined end point, and that is sustained over extended periods of time.” While that definition is specific to the education process, where the process is widely used, it’s accurate for all users, in fields as diverse as manufacturing plants and healthcare providers.

How do Organisations Implement Continuous Improvement Plans?

First, for maximum results, everyone needs to be involved at some level. Without buy-in from all employees, it is very difficult to implement a Continuous Improvement Plan. The central idea is that everyone’s ideas has merit and should be considered. A continuous improvement action plan includes different ideas, but always with the belief a product or service can be delivered more efficiently. Incremental steps, rather than major innovations, are stressed as ways to enhance an existing system. Once a Continuous Improvement Plan has been determined, and the team is on board, there are specific steps to follow to achieve success.

What are the Steps for Continuous Improvement Plans?

Basic continuous improvement plans include four steps. They are:

• Here, the idea is to determine where improvements can be made and what changes will provide those improvements.
• In this phase, the small scale changes that can lead to improvements are carried out.
• Once the changes are implemented, data is collected to evaluate the results and determine if the change was, indeed, beneficial.
• Assuming the changes resulted in improved results, those changes can now be implemented on a wider scale. On the other hand, if the results did not show an improvement, begin the cycle again using a different strategy.

What Problems Do Organisations Face When Implementing Continuous Improvement Plans?

There is no simple answer to that question, as every organisation has unique needs. However, there are a couple of issues that crop up consistently when any changes are implemented. First, the goals set are overly optimistic. Organisations attempt to overcome major issues rather than correct specific problems. Next, leaders who don’t see immediate results tend to lose interest, branding the effort a failure before it has an opportunity to succeed. Another issue that routinely arises is a failure to include everyone involved in the process. If only management is involved, the effort is most likely doomed from the start. Those actually doing the job being targeted for improvement have a keener insight into what it will take to actually realise process improvements.

The net result is that continuous improvement planning can be productive and result in long-term benefits if everyone is involved and the team is committed to sticking with the plan. The initial planning sets the stage for success or failure, so paying special attention at that point in the process is critical. For help in planning, contact us today. The sooner a plan is in place, the sooner an organisation can expect to see improvements.

Companies often struggle to improve efficiencies and wonder how best to go about maximising value while reducing waste. With the help of the 5s principles, a business can accomplish these goals without spending a lot of money to do so. The 5s principles are part of the lean manufacturing system developed by Toyota, yet any company can implement them with ease and see great results upon doing so. What is 5s and how does it work?

WHAT DOES 5S STAND FOR?

What does 5s stand for? This is often the first question of business owners looking into the system. The 5s principles are sort, set in order, shine, standardise, and sustain. Each step builds on the previous one, with the goal being to increase productivity while eliminating waste. First, users sort the work area and then designate a spot for each item that remains. Once this has been done, the workplace is cleaned, the system is standardised so everyone completes tasks the same way, and then a routine is established to ensure the system is maintained at all times.

IMPLEMENTING THE 5S METHODOLOGY

Business owners frequently wonder how to implement the 5s methodology, and those struggling to do so may wish to take advantage of 5s professional development for their workplace. As the company waits for the course to begin, certain steps can be taken to make the process easier. A team should be established and include members from any department that will be taking part in the program. The facility should be toured to see where changes may be needed. The course will explain how to make the necessary changes, yet the team can brainstorm and try to come up with ideas that may be of benefit during the process also.

WASTE THAT MAY BE ELIMINATED USING THE 5S PRINCIPLES

Companies often wonder what types of wastes may be eliminated by making use of these principles. Do employees ever spend time searching for a part that they can’t find and end up asking another employee to assist them in locating the needed item? The system minimises or eliminates both waste of motion and searching waste, along with waste created by unsafe conditions. This type of waste comes about when items are left out in the open and someone is injured as a result of the items being put in the wrong place. These are only a few of the many examples of waste which can be reduced by making use of the 5s principles of lean manufacturing.

THE BENEFITS OF USING THE 5S PRINCIPLES

Businesses find there are numerous benefits to making use of the 5s principles in the workplace. First and foremost, use of these principles establishes a foundation for continuous improvement that may be built on. Employees become more involved in the company as they gain more responsibility and they tend to acquire a sense of ownership in their work and the business. The improvements in morale, quality, and productivity lead to increased profitability for the company and safety, likewise, improves. Every aspect of the business benefits as a result of the implementation of the principles.

Again, what is 5s? Once companies understand the principles and the purpose of implementing these principles, the next step is to actually begin the process. Business owners need to determine which they are most comfortable with and take advantage of professional development in this area. Doing so offers an excellent return on the company’s investment, as waste is minimised, value is created, and productivity improves. As a result, every area of the business benefits.

 

Companies often turn to the lean manufacturing system when they wish to eliminate waste. The goal is to maximise customer value while maintaining a minimal inventory. Many companies find the easiest way to achieve this goal it to make use of the 5s lean principles or checklist, which work to reduce inefficiencies in a business that are the result of poor organisation and housekeeping. If you’re new to 5s you might want to discover what 5s is and why companies need it.

When the principles are put into place, companies find their facility is customer-ready at all times. Before this system can be put into place, however, business owners need to understand these principles, what benefits they will obtain when they put this system into place, what types of businesses benefit from use of the principles, and how the 5s Principles and lean methodology fit into the lean manufacturing system.

THE 5S PRINCIPLES

Lean principles 5s aren’t difficult to grasp once a person knows what they are.

• The first step is to sort the work area and eliminate any items that are not needed, as this allows employees to see where changes need to be made. In addition, productivity increases and quality improves when unnecessary items are eliminated.
• Next, straighten the area, organising everything that remains, and then shine the area.
• To ensure the area stays this way, the employee needs to simplify and standardise the area, setting a schedule for regular maintenance and cleaning.
• Finally, it is time to sustain and make the five principles a regular part of life through the use of a regular maintenance system.

BENEFITS OF USING THESE PRINCIPLES

Businesses wishing to learn more about 5s principles and implementation find there are numerous benefits to making use of the system. Safety improves along with employee morale and defect rates drop. Costs decrease when the principles are implemented, assets are better utilised, and equipment becomes available more frequently. Production flexibility and agility increase, and the company’s image improves in the eyes of management, employees, customers, and suppliers. The entire atmosphere within the workplace changes when the principles are consistently adhered to.

TYPES OF BUSINESSES THAT WILL BENEFIT FROM USE OF THE 5S PRINCIPLES

Lean manufacturing principles (including 5s) benefit every type of business, although quite a few business owners continue to believe they are only for manufacturing companies. Retail store owners and power plants, television stations and hospitals find using the principles benefits them also, and the same is true of numerous other companies. In addition, every area of a business benefits from using the principles, so one can improve efficiencies across the board. As the cost of implementing the principles can be quite small, any business can try the system to see how it works for them, spending as much or as little as they feel comfortable with until they see how the system works and what benefits they obtain.

USING THE 5S PRINCIPLES IN THE LEAN MANUFACTURING SYSTEM

The lean manufacturing system functions to eliminate waste while increasing value. The 5s Principles are a tool of this system, and this tool is used in conjunction with Kaizen, TPM, Kanban and other lean manufacturing techniques to maximise the efficiency of the workplace. Many opt to start with the 5s principles when implementing a program, as they are easy to use and create an organised space employees can build on as other portions of the system are implemented.

Every company can begin implementing these principles today, as businesses do not need to spend any money to remove items that are no longer needed. Once these items are gone, it becomes easier to see how productivity increases and the system provides the motivation companies need to move forward with the rest of the program.

Companies need to continuously improve their products, services, and processes to remain competitive, yet many companies struggle in this area. Making use of a continuous improvement model eases the process, but perseverance and persistence become necessary. Improvements take time, and small changes will be needed to see major improvements with time. Continuous improvement strategies help significantly throughout the process. Strategies for continuous improvement provide the desired results when implemented properly and used regularly.

PERFORMANCE MANAGEMENT

Companies in need of Continuous improvement strategies for performance management often turn to the 5S technique. With the use of this philosophy, companies find they are better able to maintain a work space that is organised and clean, promoting enhanced functionality, efficiency, and productivity. Five strategies are actually used here: sort, set in order, shine, standardise, and sustain. Sorting involves removing all unnecessary items, setting in order requires one organise their tools and resources in specific areas so they can easily be accessed, and shine means one puts things away when they are no longer being used. Standardise involves organising all workstations that conduct the same job in an identical manner to ensure job processes are standardised, and sustain requires these standards be maintained and reviewed regularly to allow for continuous improvement.

SERVICE ORGANISATIONS

Those in need of a Continuous improvement strategy for service organisations may find the Kaizen technique to be of great assistance. This long-term approach focuses on making small changes over a period of time. Although results won’t be seen immediately, the end results tend to be impressive. What makes this technique so beneficial is the fact that all employees are fully involved in the process, as this helps to ensure future improvement in all processes. Quality circles, teamwork and personal discipline are three traits that are highly coveted within this strategy.

MANUFACTURING

The Lean technique focuses on maintaining the quality of one’s products while eliminating waste and reducing the employee workload. Areas addressed when using this technique include wasted resources, wasted time and wasted money. When this technique is used, companies witness improved customer satisfaction, an increase in employee morale and processes that are more efficient and streamlined. The goal is to remove any activities that don’t add value to the company to transform a business into one that is more competitive, agile, and profitable.

GENERAL

Any company may benefit from the use of the Plan-Do-Check-Act continuous improvement strategy. This quality model is designed to be used in a continuous improvement cycle. First, a company identifies or recognises an opportunity and determines where a change needs to be made. A continuous improvement plan is put into place and implemented on a small scale to see how it benefits the company. The results must be reviewed and analysed to see where the plan is working and where further changes need to be made. Successful changes may then be implemented on a larger scale, and unsuccessful ones taken back to the drawing board for modifications.

OUTPUT IMPROVEMENT

When a company feels they need to improve in the area of output, they often turn to Six Sigma. These quality management techniques are designed to identify errors and defects. Changes can then be made within certain parameters to move a process closer to perfection. Only six standard deviations are allowed when this strategy is used, and each deviation must fall between the specification limit and mean in terms of error. Motorola developed this technique, which has saved them more than $17 billion since its implementation.

Continuous improvement processes and strategies being utilised need to be routinely reviewed by business owners to ensure they are still working. The process is ongoing and may be modified at any time to eliminate those strategies that aren’t producing the desired results and incorporating new ones that may be of benefit. Don’t hesitate to remove a Continuous improvement strategy that isn’t working and trying a new one. This process isn’t set in stone, as each business has unique needs, and there’s no one model that works for everyone.