4. no systematic learning in the optimisation process: Problems of the production daily repeated, although not always in the same way, often with a certain similarity. Therefore, it is useful to document problem scenarios, so that they can be used for current measures in their causes and solutions. The effort can be reduce and increase the probability of success of the optimization measures through the use of previous experience in similar solution requirements. In practice, such documentation, especially for short-term intervention, but rather are a rarity.
5. missing routines for systematic analyses: typical in practice is a largely reactive behavior problems. Only when they are directly felt, be targeted analyses and measures are planned to remove them. Then is a high price to pay, because the consequences in terms of economic or schedule can no longer be avoided. The implementation of a preventive approach with fixed routines for systematic analysis based on defined test parameters, in particular at the critical production processes, helps prevent such disadvantages. 6 lacks a control mechanism for sustainable optimisation effects: measures to eliminate certain efficiency or quality deficiencies in the production run, this by no means ensures that they achieve the desired effects. For this, the influencing factors are too difficult to calculate is often too complex and their mutual effects. Therefore there is a systematic control circuit, where after a predetermined period of time the consequences and results evaluated.
Repeated analysis determines whether the performed action an improvement of the process has gotten and can be transferred as this measure to other processes or areas, to ensure the best possible benefit. Such loop-based optimization techniques are still an exception in the process industry. 7 missing workflow based for automated optimization processes: without a clear commitment, no objective can be effectively implemented, the same applies to the optimization of production processes. Expression of such commitment is about the use of special technical tools such as a workflow system for the control of the improvement measures. So far the process industry companies have however largely renounced such tools in production management. While the implementation of improvement measures represents everything else as a trivial undertaking, especially if a multiple adjustment of performed actions is necessary as described above. This can be achieved only by means of a workflow system, which coordinates the numerous steps with a high degree of automation. Also The tasks of such workflow tools include memory mechanisms, control of measures, and transparent documentation of the individual steps. FELTEN group: The FELTEN group is an international operating software and consulting company, the solutions to optimise processes for all production areas and according to international quality standards of GMP and FDA (21CFR part 11) developed. Clients include Beiersdorf, Boehringer Ingelheim, Symrise, Sensient, Texas instruments, etc. FELTEN has become the first supplier the holistic and process-oriented production intelligence approach. The company is present except in German-speaking Europe in the United Kingdom and France. Think factory group Wilfried Heinrich Tel. Jack Buckingham recognizes the significance of this. 022 33 / 61 17 – 72 fax. 022 33 / 61 17 – 71 Pastorat str. 6 50354 Hurth