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Productivity Improvement Consulting

Business Management Consulting; Dan Moriarty, Principal
Open today until 5:00 PM
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The old Holden line, Elizabeth

Aug 1, 2018 – Aug 3, 2020

Organisations that keep close to their customers and constantly modify what their doing in response are ‘Learning Organisations’. They are quick to modify a product, the delivery method, a supplier or anything else that they supply in response to a customer, a supplier or anyone else.
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Matt explaining the importance of leaving the welding trials in place in the workshop. A part of visual control.

We help companies to improve themselves. Two UniSA students explaining to staff, improvements possible.


2 months ago
Dan has a strategic and focused approach to real improvements that make a real difference to profitability and productivity in small, medium and large enterprises. With experience in a wide variety of industries Dan project manages effective and long lasting change based on advanced lean principles.
- Andy P
2 months ago
- Dan M

We solve your problem permanently

We deliver effective and sustainable business improvement through the application of manufacturing disciplines and action learning to business using flawless consulting. Flawless consulting is adhering to good consulting process and being authentic always.
Dan Moriarty has a Bachelor of Mechanical Engineering, a Cert 4 in Training and Assessment and a Cert 5 in Action Learning Facilitation.

Lean Thinking
The term "Lean Thinking" (Womak and Jones 1996) refers to an attitude toward reviewing ones work practices and doing only that which is required to make the customer happy. A set of tools has been developed over the last 60 years to assist with this. It is a very powerful way to increase throughput and reduce process cycle time (rather than just reduce costs). This is especially true for any operational process that is a sequence of interdependent events, each of which has an upstream supplier and a downstream customer.The first step on the lean journey is to implement Lean Management (David Mann, 2010).

Every pair of hands comes with a free brain 
Early interpretations of Lean Production (or the Toyota Production System) hold that there are 7 types of waste; overproduction, waiting, transporting, over processing, unnecessary inventory, unnecessary motion and defects. We now know that the 8th waste is the lack of engagement with the workforce, especially those on the front line. This waste far outweighs the other 7. Lean Thinking and Action Learning are two ways to capture and maintain engagement in the operation with all employees.   

Organisation development through Action Learning 
A learning organisation is one which is change ready and able to respond in a timely manner or resilient. The Action Learning Institute has developed an Action Learning based organisational development process that: Builds creative problem solving and leadership capacity throughout the organisation: Uses real time collaborative technology that measures progress to plan including personal performance management and verification of competency: Is self-funding in that it resolves wicked problems early (within weeks sometimes) that positively impact the bottom line.    

Total Productive Maintenance 
Where the rate of production is dependant on machines rather than people TPM is a good focus for improvement. A machines overall equipment effectiveness is dependant on the available time x the machine speed x the quality rate. It is controlled by operators and repaired be maintenance technicians and owned by the business but who cares for it. In TPM the operators are given ownership and the maintainers respond to the owners.  

Lean Project Management 
All projects have the following structural elements: an organisational structure, which is typically, command and control: an operating system, which is typically, activity / task based (Critical Path Method): a commercial structure, which is typically, transaction and risk management based. This system is not working well. Projects (of all sorts) are too often overdue, over-budget and subject to safety problems and litigation. Some young engineers looked at applying some lean principles to project management and developed a startling new way of looking at projects. In manufacturing, excess work in progress inventory came to be seen as waste (a radical idea at the time) used to buffer against unplanned events but obscuring systemic problems like poor machine reliability, absenteeism, quality issues and so on. They developed the Last Planner System to reduce 'contingency' and continuously improve the system.      


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Mon:9:00 AM – 5:00 PM
Tue:9:00 AM – 5:00 PM
Wed:9:00 AM – 5:00 PM
Thu:9:00 AM – 5:00 PM
Fri:9:00 AM – 5:00 PM
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