Management & Development Center

                  

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M&DC /

M&DC Consulting Services

 

It is the belief of M & DC that consulting services play an important role in organizational development throughout the Egypt and Arab world.  This belief has motivated the M&DC to adopt the following essential consulting strategies:

The Consulting Team

Members of each consulting team are selected from M&DC's pool of experts who are experienced in working together smoothly and efficiently. M&DC follows a multidisciplinary approach that guarantees the integration of each team expert.

Consulting Approaches

Diagnostic Studies

M&DC gives much care to initial diagnostic studies in order to get at the heart of the problems faced by the organization, and to reach realistic and workable solutions.  Problems are ranked according to priority, using quantitative and qualitative techniques which map out all future contingencies.

Specialized Studies

M&DC's specialized studies are based on a systems approach to achieve an integrated and comprehensive view, and to avoid, also, partial and temporary solutions.  Such approach guarantees the flexibility required to meet the continuing evolution of issues in the current and future environments.

Methodology

  • M&DC adopts the TQM approach in all its projects. The following are several important TQM principles that M&DC uses in its methodology:

  • Active participation of all employees through all stages of the consulting process.

  • Setting action plans and programs for the application of suggested solutions and recommendations; determining required resources to carry them out; and coordinating and scheduling these action plans and programs.

  • Following up through all stages of action plan implementation; determining all obstacles or problems as they arise; and suggesting corrective actions to such problems.

Areas of our consultancy services

  • Strategic  Management, Business Planning, SWOT Analysis and Scenario Technique

  • Business Process Re-engineering BPR

  • Total Quality Management TQM, Benchmarking and Best Practice

  • Supply Chain Management, Purchasing management, Contract Management &  Outsourcing

  • Production Planning & Control, MRP I, MRP II

  • Cost, OEE (Overall Equipment Effectiveness), Productivity, Cycle Time Management & Time & Motion Study.

  • Factory Physics & Variability Analysis

  • Project Management

  • Total Asset Management:

    • Reliability Centered Maintenance,

    • Total Productive Maintenance TPM,

    • Value Engineering,

    • Life Cycle Costing   

  • Management Information System MIS

  • Computer & Internet applications for Business:

    • E-commerce (B2B, B2C) & E-procurement

    • ERP Enterprise Resources Planning

    • CMMS Computerized Maintenance Management System

    • Supply Chain Management

    • Project Management

Sample of our expertise

Improving OEE, Productivity & Cycle Time

Phase 1: Assess the actual situation "as is"

  • Production line Process mapping.

  • Measure the OEE Overall Equipment Effectiveness, Cycle time and productivity for slitting line

  • Trace the evolution of the line effectiveness through timeline and draft a "z curve" to demonstrate when & why there were any positive or negative change in the lien effectiveness,

  • Analyze the Slitting line OEE into its three main components: Availability , Performance & Quality, and find out their impact on OEE,

  • Trace their evolution over time and define periods of positive and negative changes,

  • Define Cycle Time, Row Processing Time, Flow Factor FF, Coefficient of Variation, and Utilization U,

  • Draft  the Operating Curve  between cycle time or FF and throughput "Hockey stick effect",

  • Identify the impact of variability on Cycle Time and Operating Curve,

  • Identify the different operating strategies, and the optimum  operating strategy where FF= 3 and U= 80%,

  • Chart the 4 Ms man, m/c, material and methods and synchronize these factors in order to minimize the stoppage time,

  • Measure the Lot size influence on Cycle time and operating Curve & identify the optimum lot size that gives minimum cycle time and the optimum operating curve,

  • Measure the effect of setup time and dedicated batches on operating curve,

  • Identify the source of variability in Cycle time and define levels its 3 levels (low, medium and high),

  • Measure the variability of Cycle time, availability, Effective processing Time & Rate,

  • Recognize the effect of different maintenance strategies on Effective variability,

  • Recognize the impact of setup time and the production rate on variability,

Phase 2: Diagnostic Phase

Diagnostic Techniques to identify Slitting line Productivity, Cycle Time & (OEE) Problems

  • Fishbone to survey all possible factors affecting Productivity, TEEP,OEE & CT

  • Pareto Diagram to focus on the most important problems

  • Root Cause analysis

  • Failure Modes & Effect Analysis (FMEA)

Phase 3: Improvement Phase (To Be)

  • Defining Possible Actions To Improve Productivity, Cycle Time &   (OEE)

  • Improvement Techniques (Lean Manufacturing & Maintenance Techniques)

    • Single Minute Exchange of Dies (SMED)

    • Standard Operations (STOPS)

    • Production Leveling and Takt Times

    • Total Productive Maintenance (TPM)

    • Kaizen (or Continuous Improvement)

    • Value Stream Mapping (VSM)

  • Reaching the Optimum Solution

    • Define Scope of the improvements (time, departmental, functional..)

    • Prioritize improvement areas

    • Define Possible Improvement Alternatives

    • Set Selection Criteria

    • Study pros & cons all alternatives

    • Select optimum solution

    • Identify Solution Side effects & Propose how to handle these  side effects

  • Action Program for Proposed Improvements

    • Activities Assignments & Responsibilities

    • Milestones

    • Time table

    • Feedback & Follow-up

Phase 4:  Continuous Improvement Phase

  •  Embedding Tested & Approved Solution Within The System

    • Review Procedures, Guidelines and Work Instructions concerning Slitting Line  operation, maintenance, quality & scheduling

    • Add, remove, Readjust instructions, procedures and guidelines to implement the tested and approved solutions

    • Document  and publish the new modifications

    • Train all concerned parties and supervise deployment

  • Continuous Improvement

    • Define Continuous Improvement Mechanism

    • Improvement Group & team leader

    • Define responsibilities, procedures & train

Reduction of planned maintenance time

  • Study the maintenance project, define its activities & define best sequencing of these activities

  • Define scientific methods for estimating times of each activity

  • Identify  critical activities and calculate floats for other activities

  • Allocating and balancing resources (required & Available)

  • Identify possible time reduction in maintenance time and re-allocating resources.

  • Use the techniques, method and procedures to organize, plan, schedule, monitor and control maintenance projects.

  • Get the effective steps in using a software project planning.

Multi-Products Marginal analysis

  • To helps top management to have better pricing decisions for multiple products with different variable cost but sharing some overhead cost. The manager can apply  "what if" analysis to find out the impact of each alternative on his SBU profitability, after taking into consideration his to-date performance.

  • The system could include all type of pricing: retail, wholesale, and biding pricing. In addition, the system has the capability to perform unbalanced biding based on a predetermined Profitability.

  • Dr. Ali has successfully applied this in contracting firm, and for holding company for furniture manufacturing 

National Commercial Bank, Jeddah, Saudi Arabia (Employees Test Battery)

  • Design and Implementation of Staff Appraisal, new comers Orientation battery tests & tailored computer performance appraisal package for National & Commercial bank, the biggest financial institution in Saudi Arabia. of a computerized Test Battery for employees orientation and selection.

Integrated Manufacturing System

  • Dr. Ali (the managing director of M&DC) designed a production planning & control system for KATO Aromatic. This System has the capability to schedule a production line with different type of production (Continuous, Batch, and Shifts). It takes into consideration the difference in production rates of each phase and the intermediate stock capacity between phases, where the system could monitor the change in intermediate stock and provide solutions in case of shortage or overflow.

  • Material Requirement Planning is calculated based on Material Balance Sheet for Chemical Industry or Bill of Material for Engineering Industries.

  • The System measures performance indicators and analyzes deviations in order to help management to find out the appropriate solutions.

  • Maintenance Management System Module interacts with production planning to set up a feasible Maintenance Plan that takes into consideration production requirements and available resources. All types of unplanned maintenance are taken into consideration. For Day to Day Scheduling the System suggest Criteria for Priority for different maintenance work (Planned, unplanned, emergency, postponed, and unachieved activities).

  • Spare parts Inventory Management is calculated based on Spare parts interchangeability, and the rate of consumption of each item, in order to reduce stock quantity, reduce cost and to avoid item duplications.

 Management Reporting System

  • Dr. Samir has designed and implemented an Integrated Management & Reporting System for Public Authority for Reconstruction, and its Daughter Companies Cairo, Egypt. This included Diagnosis, Define needs for Design & Implement an Integrated Management Reporting System for the holding company and its daughter companies

Productivity & Standard Costing

  • During his research work in Ph.D. (Measuring & Analysis of Enterprise Total Productivity) Dr. Ali has devised a computerized model measures standard costing based on activities standard performance and learning curves. Taking into consideration measurement errors, the system could calculate the range of values accepted as standard performance. It analyzes different deviations of real performance and defines the impact of each deviation on the total performance of SBU. It takes into consideration deviations due under utilization of plant capacities. The system use Moving Z Curve to analyze performance trend and deviations over a reasonable period of time; then a qualitative analysis would be applied to project the SBU performance in the future. Therefore the system could prioritize the management corrective actions in the future.