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As it is known, companies want to make improvements to ensure a continuous transformation process for the synchronization with market demands (shareholders, customers, suppliers and competitors).
Nonetheless, many barriers in companies often encounter this harmonious transformation to market demands, especially at the level of: policy dep […] -
Industry 4.0: best practice, the role of man and the future of productivity in factories
Increasingly, it is believed that Industry 4.0 will significantly transform the design, manufacture, operation, services and manufacturing systems as a whole. As some of you already know, Industry 4.0 has 9 pillars: (1) Big data and analytics; (2) Aut […] -
As is well known, productivity is also closely linked to the operator, equipment, and/ or line time cycle. Over time, significant time cycle variations (standard cycle time vs. real cycle time) result in amplification of the non-synchronization of the flow precesses (work centers) and, implicitly, a disturbance to the standardization of t […]
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The continuous measurement of the productivity level and strategic planning are essential to strengthening the continuous improvement culture. In this context, what do you think are the main challenges on continuous measurement of productivity (people, equipment, raw materials and materials, utilities)? Also, what are the main challenges […]
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The major challenges of the top management are:
1) designing a goal system aligned with strategy, mission and vision of the company in order to continuously increase the competitiveness level including on price;
2) continuous reconciliation between the necessary cost level incurred by the market and process costs improvement opportuniti […] -
In the last 5-6 years, we observed a number of phenomena in most manufacturing company that require a number of systemic changes on production systems and workflow to continuously synchronize to the market (customers, suppliers and competitors).
The major changes of external and, implicitly, internal factors that impose […]




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