Charles Dagher


Corporate Solutions



A faster path to improving business performance
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Advantages



A wealth of proven techniques and results, done right first time, lesser time and cost spend on solutions.



Guaranteed Outcomes



Solutions are revolutionary and unique of its type, more than three decades of hands-on experience in leading change.



Management Solutions



COO' Guide to Operational Excellence



Be an inspired and excellent Chief Operating Officer to lead and ignite change



The demands on today’s chief operating officers have expanded far beyond optimizing resources and efficiencies. Successful COOs must also encourage and implement change in their organizations and create a culture that accelerates rather than hinders innovation. The Emerging COO: Driving Innovation and Operational Excellence will give you the strategies and leadership skills to innovate, collaborate, and execute


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Become an Excellent General Manager



A new manufacturing mindset for general / factory manager to steer labor-intensive industry in this new era of manufacturing



The program will provide a clear view on how operations should be managed today with an illustration of tools and techniques that both implement and support the lean manufacturing. These techniques are more generally called Modern Management tools in the era of just in time. Overall, the attendees will realize the way of thinking and supporting toward overall sustained performance and profitability.


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Optimize, Improve & Sustain Manufacturing Costs



Manufacturing costs optimization means producing more with less capital and less resources



No business today can thrive without a solid structure to support its manufacturing platform. Cost optimization should not be confused with reduction of manufacturing resources. Sustainable cost optimization relates to enhancement of manufacturing resources utilization known as the 4Ms (manpower, materials, machinery and methods). By doing more with less, the organization increases and sustains overall profitability through higher manufacturing resources utilization.


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Business Strategy and Performance Excellence



Developing an optimal organizational strategy of achieving excellence in today's challenging, uncertain business environment



A business Strategy defines what the organization stands and aims for. It's the definition of the goals going to pursue, and more importantly the initiatives to pursue to achieve those goals. The program focuses on approaching strategy in a multilateral perspective, starting with the insights, solutions and best practices of developing and implementing strategies, extending to the most advanced techniques of formulation and execution and empowering professionals to choose a short. mid and long-term direction.


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Intro to Lean Management Entreprise



For senior executives - Gaining clarity and visibility of Lean Management to move people towards organizational vision



Are you still learning from Toyota?

Organizations shouldn't starting anew, because leaders will build on what their organization has already done and won’t be depending on others, because leaders are capable to enabling people to keep building on their own. The program is suited for those senior executives who are interested to define where their organization could go and what would take to guide and move towards achieving its vision.


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Manage Resistance to Change



Companies are continually expected to change in order to keep up with the latest business trends. But the reality is that companies don’t change unless their people do.



The length of time it takes to successfully implement change depends on the organization's readiness to change. Virtually every employee in every organization is faced with the challenge of changing how things are done today into how they want to be done tomorrow. In quantitative terms, some 80% of improvement comes as a result of changes in an organization's culture. Effective change is based on the combined results of technical and human improvement. The people side - culture and behavior - represents the bulk of real change while the technical side enables the techniques to carry out the change.


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Office Solutions



Enhance Management Response Time



Building cross-functional management team to support the production teams in a timely manner



Organizations have decentralized functions composed of many profit center divisions. Decentralized profit centers which don't factor in the performance of individual functions cannot easily monitor costs and profits through KPMs and improve for any deviations. Companies must introduce a flat organizational structure where a just-in-time approach allows both managers and staffs real-time decision-making authority when confronted with problems which could potentially cause costly delays and long time response. Effective benefits comes from the involvement of everyone in every department, by including all processes throughout the organization and through the standardization of all value-added activities.


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Improve Workflow and Performance in Office Area



The LEAN OFFICE From Product Design to Launch



Are your drowning in Work in Process and paperwork? Have you ever assessed back office support activities? Are you aware, applying lean principles in office area can reduce the product development cost by 60% and above? Are you aware, Office area pertains more wastes than production area? Almost, 70% of office activities considered as WASTES which can be simplified and or eliminated. Staffs utilization in office area don’t exceed 42%.. Step-by-step approach to applying Lean initiatives to the administrative and office environment. It is a must learn for Lean leaders looking to improve their office work activities and shorten their time response.


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Manufacturing Solutions



Develop Certified Core Lean Manufacturing Leaders



Lean manufacturing redesigned combining yellow to master black belts



There are no prerequisites. this program is designed for corporate

The Lean manufacturing redesigned program combine all the important aspects of a lean journey starting from hello up to master black belt. This program is for anyone who wishes to lead an overall Lean transformation throughout the manufacturing value chain and for corporate who are looking for capacity building of Lean champions to drive overall transformational project.


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Improve Engineering Capacities



Essential tools and techniques to drive core values



In today’s manufacturing industry, engineers are more focused on optimization of manufacturing resources than traditional data collection, reporting and preparing operations bulletins and line set-ups. The factory must improve the capacity of engineering team to drive the key drivers to productivity. The engineering team must be equipped with the essential tools and techniques to carry out their tasks effectively.


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Benchmark & Strategize Internal Performance



Impact assessment and Strategic Recommendations



This program helps your core team to carry out an on-site factory assessment to help determine the current state of the plant for comparison against management´ desired future state. During the process, The assessment covers two broad categories which both affect efficiency, resources utilization, SMVs and throughput time: The outcome of the study is to design an action plan (strategic recommendations) that will assist the factory' management in moving forward factory-wide realizing the long term objectives.


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Conduct Gemba-Walk in Digital Environment



Improve Visibility and Shop-Floor Efficiency Faster



Gemba Walk is an essential tool to understand the challenges of manufacturing frontline. Each manufacturing facility is unique. The best way to solve unique operational challenges is to perform a Gemba Walk focused on specific goals. This program will outline the fundamentals of a Gemba Walk and teach you how to tailor and orient your Gemba Walk to solve frontline challenges faster through digital technology.


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Develop Manufacturing Cells effectively



Implementing a role model in sewing / finishing area



Development and implementation of a role model demonstrating proven results. The results achieved during this program will form the foundation of overall transformation of factory’ manufacturing and management systems and concept. This program has achieved over 390% gains.


Return on investment less than 5 days


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Strategize Quick Order Changeover



Assessing, Designing and Strategizing Transformation



This program addresses the growing importance of shortened order changeover times in high variety small-lot production. It provides the necessary guidance on how to develop an order changeover strategy with a specific focus on effective techniques and applied solutions that will lead to greater results.


Return on investment less than 3 days


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Optimize Manufacturing Resources



Assessing, Designing and Strategizing Transformation



In order to aim to a higher level of improvement, assessing manufacturing resources becomes an important component of the improvement plan. Assessing manufacturing resources is crucial and serve as an important key to maximize the utilization of the manufacturing resources result in higher productivity and less inventories or WIP. This program clarifies the techniques behind the assessment tools used to analyze the current state of all manufacturing resources from dock to dock through the manufacturing chain. It leads to identify the roadblocks and its causes then to the design of new concepts for eliminating current roadblocks.

This program helps organizations in their initiatives to maximize the utilization of Manpower, Machinery, Materials, Methods and Space


Return on investment less than 4 days


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Optimize Cutting Room Resources



Improve processing - labor & cutting equipment utilization



Based on our observations and findings in recent years, cutting techniques and management support concept are outmoded and too traditional and appalled by the vast amounts of working capital tied up in inventory and underutilized cutting resources because of inadequate planning ability. This in turn is due to lack of engineering input. Our experiences revealed a low level of utilization of cutting tables up to 32% and labor up to 43% at max. This program helps organizations to triple their productivity by maximizing resources utilization through the introduction of standardized practices/time values, pull planning, team-based, one point flow, along with point - of-use system that combined are aimed to eliminate retention, simplify management system and shorten processes times


Return on investment less than 2 days


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Standardized Work Overall System



Set the baseline for improvement, enabling people to detect deviations off those standards



Standardized work reduces the variation and chaos in a process. If the work method is random, undefined and undisciplined, it is simply not possible to teach workers how to work reliably without deviations or interrupting the workflow. If the standardized cycle time for each operation is not maintained, the line balancing is affected, in turn creating product or parts backed up as work-in-process, underutilization of labor and lengthened lead time. Company's success lies in its ability to monitor product value-added throughout the manufacturing processes, to systematically and continuously eliminate waste between motions and processes, and finally to achieve the desired profitability.


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Build an Effective Pay Incentive System



When the pay structure of labor is ethically determined or clearly distinguished by job grades, differential pay is rarely a problem



Studies show that organizations that reduce pay differences between the highest and the lowest-paid employees tend to perform much better. Evaluating individual results rather than group results frequently creates competition rather than collaboration among team members and can lead to many other issues including an attitude of negligence amongst workers. In order to encourage collaboration, factory must ensure that profit-sharing formulas reward production teams, not only individuals who have direct responsibility for a single activity. When team members play a significant role in achieving core objectives by performing a complete job within the scheduled time and to the correct quality standards, they should share in any reward or bonus equally.


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Engage key people in problem-solving detection



Participation of employees at all levels in the process of continuous improvement



This program covers the essential approaches to drive continuous improvement towards sustainable excellence and ward off challenges and other threats. This begins with two fundamental problems blocking standards maintenance and improvement. The first is lack of know-how of what to standardize and how those standards are interrelated to core objectives. The second is how improvement policy should be formulated to enable the participation of employees at all levels in problem detection and resolution via PDCA and catchball game.


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Align 5S & Visual Controls with Core Objectives



Creative, practical and economical solution to enhance, align and sustain 5S with visual controls



Visual standards must be aligned, realistic and applicable providing directives, targets and controls leading to continuous improvement opportunities and sustained profitability. Compagnies have been unable to find practical solutions to align 5S and visual controls with factory's core objectives to enable detection of deviations of the standards which require problem-solving. This program provides step-by-step guide on how to identify, design and align primary and secondary standards thrived from core objectives with 5S & visual controls in order to connect the entire organization toward common purpose and objectives.


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Build Bump=Jump Concept in Finishing/Packing area



Flowing product continuously leading to ZERO retention and shorten throughput time.



Direct workers in the finishing and packing areas are regrouped by skills generating a massive amount of unnecessary and repetitive activities require immediate change to maximize the utilization of workforce and to reduce cycle time tremendously. The bump-jump concept is flexible with style changes and permits better team balancing, fast throughput time and lower WIP leading to manpower reduction and to increased productivity. The concept encourages a team spirit and discourages absenteeism and less floor space.


Return on investment less than 1 day


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Total Productive Maintenance System



Eliminate costly breakdowns & improve productivity



TPM emphasizes proactive and preventative maintenance to maximize the operational efficiency of equipment. It blurs the distinction between the roles of production and maintenance by placing a strong emphasis on empowering operators to help maintain their equipment. If companies want to achieve the benefits of Lean Manufacturing, then TPM is one of the improvement strategies to deploy. TPM is one of the primary key driving forces contributing to the optimization of manufacturing resources such as: manpower, machines and space that encourages greater involvement by factory line workers.


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Capacity Building of Line People



Develop the Abilities of Future Production Supervisor



This program aims to develop production supervisor' ability to oversee, coach and lead workers.



In many of today's garment factory, the role of most sewing supervisors is limited to general work such as collecting and distributing bundles and trims, maintaining discipline, planning overtime, managing absenteeism, and providing technical assistance. Some of these tasks are not related to productivity nor are they in line with management’s expectations. In fact, management expects the production supervisors to be able to enhance sewing operator performance and to lead the production line in achieving productivity and quality targets.


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Develop Talented & Flexible Sewing Machine Operators



This program has been piloted in a large number of RMG and sweater factories achieving great results.



In today’s industry, sewing machine operators (SMOs) working in safe and ethical environments are expected to achieve productivity goals set by management. They are also expected to produce right first time quality product and collaborate with fellow line workers in ensuring production flow is smooth and that their lines are balanced. However, SMOs are simply not equipped with the essential knowledge, skills and abilities that would allow them to effectively perform their tasks satisfactorily. There is no standardized procedure to ensure that SMOs can physically perform as required.


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Dr. Charles Dagher




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