3T SOP

Standard Operating Procedures

Businesses, especially in the commoditized industry suffer because of poor availability of accurate data in terms of machine performance and breakdown. Missing data and indicators of breakdown prove to be hindrances in the preventive as well as conditional maintenance of machines. As a result, the rate of industrial production is adversely influenced. Human dependence in terms of maintenance and implementation of corrective actions further add to the variability of the situation.

Through our 3T SOP model, you gain in-depth knowledge about how your business processes and systems need to work. You get control of each action and make informed decisions followed by timely delivery of products or projects. 

3T SOP Model: Standardizing Processes, Maximizing the Output

The 3Ts are defined as Test, Tolerance, and Target. The idea of 3T SOP is to come up with a deeper way of how a process or a system needs to work.

What do we do?

Priortise

In case of a business, when we are trying to improve the OEE of a machine by performing conditional monitoring, conditional maintenance and preventive maintenance to eradicate the breakdowns, we begin with the principle of prioritizing. We prioritize those black holes in your process which will lead to the most significant financial impact for the business in case a change is to be implemented.

Target CCM

In the process of prioritisation, we initially target Critical Constraint Machine (CCM) in the entire value – chain. We do so by identifying the equipment having the lowest output in comparison to other machines that are responsible for processing the material. Through CCM, we define the final output of your plant.

Critical Analysis

We then carry out a critical analysis which involves ascertaining how the above-listed factors are going to affect the final output.

Breakdown Analysis

We then carry out a critical analysis which involves ascertaining how the above-listed factors are going to affect the final output.

 

Performance Chakra

We then carry out a critical analysis which involves ascertaining how the above-listed factors are going to affect the final output.

Dream about high productivity than higher revenue, the new wave of ‘value-added per hour’ is taking the industries by storm.

Industries are keen to invest in newer machinery and equipment to stay ahead of the competition. But, they are completely overlooking the importance of labor productivity and its impact on their bottom line. While saving cost and increasing revenue are what every industrialist dreams of, there is a need to take a paradigm shift and concentrate more on increasing productivity and reducing waste.

The productivity per hour has fallen by more than 50%. One explanation is that there is no realization of effective utilization of Manpower, Material, and Machines for a given production. Another reason is that the Quality, Quantity, Time, and Cost concerning Manpower, Material, and Machines are not evaluated and predefined.

The Problem of Productivity is in Three Folds in Every Industry 

A rigorous evaluation of ‘what needs to be produced’ against’ what is produced’ with respect to quality, cost, and customer expectations is essential.

Low Productivity of Manpower

In a business day of 8 hours, people work for 2.4-3 hours daily. The productivity is substantially flat and is in between 30-50%.

Low Productivity of Machines

The machines can operate for 24x7, where they only run for roughly 8 to 14 hours keeping the productivity to 30-40%.

Low Productivity of Materials

The process variability promotes overconsumption of materials and causes production defects, procurement mistakes resulting into decreased productivity.

What your business lacks

Process Auditing and Standardization

Your business activities are not designed and aligned with your customers’ expectations.

There is no real-time monitoring and tracking of the activities performed in a day.

Most of your business activities are focused on ‘finishing the project’ than valuing quality, time, and productivity.

There are many non-value adding parameters and failures occurring within the processes that you are unaware of. This is directly impacting your bottom line.

Tool to measure productivity

There is no measurement system or tool to calculate productivity. The essence of productivity is missing. If you do not have a measurement system to calculate productivity, you would believe that the work is being done at full capacity and on time. But, this is not the case. Customer fulfillment is still absent.

Correct division of labor

 ‘Attendance= working’ usually this defines your business output for a day. There is no clarity of ‘who’ is doing ‘what’ amount of work daily. Due to this, over-fragmentation of labor takes place.

The result is that, with the same technology, machine, and similar plant capacity, you employ five times more people.

 

Realization of wastage

Machine productivity is directly influenced by people productivity when wastage of material is eliminated and the inputs given to the machine are appropriate. In the absence of labor productivity, the goods produced by machines are rejected in the quality test. This increases the cost, wastage, and input with each such production.

Remember that ‘low quality = more wastage’ of Material, Manpower, and Machine.

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