Operational Excellence
  • Operational Excellence Activities
  • Ryder has adopted a range of management tools aimed at enhancing operational excellence and building motivation in the team:
  • 1. Kaizen
  • Kaizen is a Japanese term that means continuous improvement. In Ryder, Kaizen is used in the continuous improvement of every internal process. It works through suggestions that improve the working environment and its procedures, which in turn lead to improvement in quality and efficiency.
  • 2. QIP: Quality Improvement Planning
  • Ryder QIP is a cross-departmental improvement activity initiated by staff in groups of three to ten people. This activity covers such aspects as quality, productivity, energy-efficiency and systems.
  • All production workers are encouraged to take part in the QIP programme, which means identifying problems and suggesting solutions for improved productivity. Solutions approved by the QIP management team will be promoted throughout the company, and the worker who proposed it will be awarded with prize and certificate. The average project cycle time is three to six months.
  • 3. Lean Production
  • Ryder is constantly aiming for higher efficiency, higher quality and lower costs. To do this, Ryder adopts multiple techniques including visual management, dashboard management, SMED (Single Minute Exchange of Die), one piece flow, auto/semi-auto production mode and balance production to reduce WIP and waste.
  • 4. Reengineering
  • Ryder’s Reengineering programme entails critical thinking and careful designing of operational processes.
    The whole process is intended to progressively streamline and optimise internal work procedures for significant improvement, in order to better Key Performance Indicators such as cost, quality, service and speed. With the implementation of the reengineering process, total production efficiency in the year 2011 has surpassed record levels.

  • 5. Suggestion Cards
  • Suggestion cards are about site operatives spotting and raising solutions for operational issues concerning quality, efficiency, safety and workplace comfort.  Suggestion cards allow operatives to actively engage in production improvement, raising problems within their departments and facilitating their resolution. The success ratio in 2011 is up to 80% and the cycle time is from one to seven days.

  • 6. 5S
  • 5S is the name of a methodology, developed in Japan, for organising and managing the workplace to optimise efficiency.  In Ryder, 5S activities are managed by the Operational Excellence Team, and each department has its own nominated personnel responsible for its 5S.  Led by the Administration department in each Business Unit, the team conducts regular company-wide audits and evaluates the execution of 5S.  Those areas and departments that fail the audit will be required to take corrective measures until they can pass the re-audit.
    The programme is run on a bi-weekly basis.