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. 5S : Of Japanese origin, the 5S are a set of principles for organizing and administering the workplace to maximize efficiency, minimize waste, and optimize flow. Ryder brought in the 5S system in 2004. The proactive participation of staff members in the system’s design and application has resulted in a neater and tidier workplace, well organized for visual management and enhanced working efficiency.
- 2. Quality Improvement Plan (QIP): a specialised application of QC instruments. QIP has saved Ryder an estimated HK$ 8,000,000 since its introduction in 2005.
- 3. Lean Production: the production practice famously developed by Toyota, designed to concentrate resources on generating value for the end customer. Ryder began its own Lean Production programme in 2006 with, for example, flexible production lines and an information board, and efficiency gains are already clear, increasing our cost-effectiveness for customers.
- 4. Process Re-Engineering: modification of procedures in rapid response to changing needs from external conditions or customers. Ryder launched a series of re-engineering programmes in 2006 and to date has simplified and optimised 16 procedures.
- 5. Kaizen: another Japanese management practice, Kaizen highlights the importance of continuous improvement. Ryder adopted Kaizen in 2007, and staff have experienced a major change in attitude since then; it is now part of office culture to seek and be open to means of improving all aspects of working life and practice.
- 6. Suggestion Cards: a fluid system of communication which allows a direct line between top management and all levels of the company. The system has enabled timely solutions to employees’ problems. We believe its success is a testament to our people-oriented culture.
