|
Course description |
|
In this course the Entrepreneur can find a set of topics concerning the benchmarking approach that considers the principal aspects and tools concerning the competitiveness. This is a crucial theme that each firm has to face to, in order to grant a certain improvement within the firm and towards the external environment. Entrepreneur has, at first, to identify the level of competitiveness of the firm, then to detect both the indices to be studied and checked, and the tools to improve efficiency, effectiveness and the competitiveness. |
|
Objectives |
|
The main objectives of this course consist in providing the Entrepreneur the main tools to make an analysis of the firm and to detect the principal aspects, at the right level, to be considered to improve the efficiency, the effectiveness and the competitiveness of the enterprise. |
|
Program |
In this course the entrepreneur can find many topics concerning the Applied Benchmarking for Competitiveness (ABC) and then a series of tool that constitute a simple approach that allow the him/her to make an objective analysis of the firm in terms of efficiency and effectiveness.
The course presents the benchmarking and World Class Business (WBC) techniques that can be used by SME to get an improvement in some of the aspects that make the SME competitive. After a first presentation of the SPX context, it follows the description of the Benchmarking, and its levels, and of the WBS. Then the course deals with aspects, structure and indices that have to be checked or modified in order to make an analysis of the firm trend, and with the aim of suggesting a plan for the improvement of the competitiveness. Hence aspects such as avoiding waste, saving time, analyse process, team building, reducing lead time etc are discussed.
At least, some techniques to achieve the excellence are presented, such as themes concerning the quality management, cost management, productive maintenance. |
|
Videolessons List |
Lesson n. 1: SPX developing competitiveness building capacity and capability
Outline
The SPX and matchmaking and benchmarking
The importance of a bench marking application
The buyer needs profiling
The supplier development as way forward to sustained competitivinress |
Prof. Richard Keegan
Manager, Competitiveness Department (encompassing Lean Business and Benchmarking) Enterprise Ireland (Ireland)
|
Lesson n. 2: UNIDO - SPX Partnership
Outline
Cost control
Pricing policy
Tecnological improvements
Total quality management
Client certificate procedure
Organizationof work
Sustainability |
Prof. Richard Keegan
Manager, Competitiveness Department (encompassing Lean Business and Benchmarking) Enterprise Ireland (Ireland)
|
Lesson n. 3: Applied benchmarking for competitiveness
Outline
ABC
Diagnosis and medicine
What is benchmarking
What gets measured improves |
Prof. Richard Keegan
Manager, Competitiveness Department (encompassing Lean Business and Benchmarking) Enterprise Ireland (Ireland)
|
Lesson n. 4: The diagnosis of benchmarking
Outline
Benchmarking : types
Benchmarking : stages
Practice and performance
Benchmarking : outputs |
Prof. Richard Keegan
Manager, Competitiveness Department (encompassing Lean Business and Benchmarking) Enterprise Ireland (Ireland)
|
Lesson n. 5: The medicine of world class business
Outline
WCB: basic tools
WCB: definition
WCB: basic tools
Philosophy of improvement |
Prof. Richard Keegan
Manager, Competitiveness Department (encompassing Lean Business and Benchmarking) Enterprise Ireland (Ireland)
|
Lesson n. 6: Preliminary actions basic tools to improve competitiveness
Outline
5 basic tools of improvement
Process mapping
Physical flow mapping |
Prof. Richard Keegan
Manager, Competitiveness Department (encompassing Lean Business and Benchmarking) Enterprise Ireland (Ireland)
|
Lesson n. 7: Monitoring tools and staff building
Outline
Basic tools of improvement
Check sheets
Run charts
People development |
Prof. Richard Keegan
Manager, Competitiveness Department (encompassing Lean Business and Benchmarking) Enterprise Ireland (Ireland)
|
Lesson n. 8: First steps for improvement lead time reduction
Outline
Key measure of lean
Batch VS Continuous process
Process flow
Lean office
An example |
(Micheal A. Nolan)
|
Lesson n. 9: Production control systems
Outline
Main production control systems
Make to order
Kanban
Rate based scheduling
Managing stock level |
Prof. Richard Keegan
Manager, Competitiveness Department (encompassing Lean Business and Benchmarking) Enterprise Ireland (Ireland)
|
Lesson n. 10: World class business tools for saving time
Outline
Time is a resource
Tool box & shadow board
Early warning systems
Task flow
Additional measures |
(Homar L. Krout)
|
Lesson n. 11: Maintenance keeping things going!
Outline
Maintenance: introduction
5 types of maintenance
Organisation structures
Skills development
Plant register |
Prof. Richard Keegan
Manager, Competitiveness Department (encompassing Lean Business and Benchmarking) Enterprise Ireland (Ireland)
|
Lesson n. 12: Practical quality "it is cheaper to do-it-right the first time - than to have to do it over"
Outline
WCB VS ISO
Customer complaints as data source
Diagram & Data for process control
Waste elimination |
(Homar L. Krout)
|
Lesson n. 13: Teams and team building
Outline
Company organization
Taem building
Brainstorming
Tools |
(Homar L. Krout)
|
Lesson n. 14: World class sales how to compete for and win profitable business
Outline
The 4 CS
Voice of customer
Competitive analysis
Product analysis
Customer analysis |
(Micheal A. Nolan)
|
Lesson n. 15: Financial Management
Outline
Ratio analysis
3 influences of price
Break even analysis
Managing debtors |
(Micheal A. Nolan)
|
Lesson n. 16: Supply chain management
Outline
Supply chain management
Purchasing management
Stock management
Suppliers |
(Micheal A. Nolan)
|
Lesson n. 17: Innovation and design
Innovation: why?
Innovation management
Innovation strategy
Concurrent engineering
Design process |
(Micheal A. Nolan)
|
Lesson n. 18: Strategic planning. Planning your company's growth and profitability
Outline
Strategic planning cyrcle
Internal analysis
External analysis
SWOT analysis
Mission and objectives
Defining strategies
Action plan |
(Micheal A. Nolan)
|
Lesson n. 19: Process benchmarking
Outline and introduction
General
Benchmarking
Benchmarking project
Failure and success
Benchmarking checklist for success |
(Homar L. Krout)
|
Lesson n. 20: Approaches and technique - 1st part "Tools for the pursuit of excellence"
Outline
Basis: The 5 Ss approach
The total productive maintenance
Overall equipment efficiency
Six sigma approach
Supporting models
Your approach |
(Homar L. Krout)
|
Lesson n. 21: Approaches and technique - 2nd part "Tools for the pursuit of excellence"
Outline
Business excellence model
Value management
Lean production
Target cost management
Knowledge management
Supporting model
Your approach |
(Homar L. Krout)
|