Transcript Corporate Powerpoint Template Option 1

Company History
Founded in 1947 by Mr. Joseph
Fleischhacker with an investment of
$400.
Primary focus was to manufacture
fishing lures & tackle.
Original manufacturing location was
a renovated chicken coop behind the
Fleischhacker family home.
Approached by Medtronic to
develop a small diameter pacing
lead coil which led to the move into
the medical device industry.
Company Profile
Remains a family owned OEM
company.
Headquarters in Chaska, Minnesota,
USA.
Manufacturing facility in New Ross,
Ireland.
International Research &
Development Centre in Galway,
Ireland.
Sales Office & Stocking Warehouse
in Shanghai, China.
What is C.I. / Lean?
Continuous Improvement IS NOT….
 About turning the company into a sweat shop
 Cutting corners to reduce cost
 Compromising quality to increase efficiency
What is C.I. / Lean?
Continuous Improvement IS…





All employees applying themselves fully to the task at hand
About striving every day to improve your work
Finding the one best way to carry out a job and standardising it
C.I. requires involvement from everyone in the company
It is about making more with less
 Reducing costs
 Improving quality
 Preventing and eliminating waste
Lean manufacturing provides us with the philosophy and
methods to achieve this…
BACKGROUND TO SHINGO
Named after Japanese industrial
engineer; Dr. Shigeo Shingo
The Prize was established in 1988 to promote
awareness of Lean manufacturing concepts and
recognise companies that achieve world-class
status
Described as the “Nobel Prize for Manufacturing”
by Business Week
Universal, timeless
& self-evident
SHINGO RECOGNITION LEVELS
AWARD
SCORE
The Shingo Prize
775 +
Silver Medallion
675 – 774
Bronze Medallion
575 – 674
SHINGO - MORE THAN JUST A PRIZE
World renowned accreditation – would greatly benefit our
marketing strategy
External recognition of operational excellence
Provides a road map for endless continuous improvement
journey
Highlights our strengths and opportunities for improvement
LRM SHINGO JOURNEY
Jan 2010:
Steering Group
June 2010:
Shingo Workshop in Covidien
Aug 2010:
1st Gap Analysis Audit by The Mfg Ins.
Nov 2011:
2nd Gap Analysis Audit by The Mfg Ins.
Nov 2011:
Submit Results Section
Jan 2012:
Submit Achievement Report
Apr 2012:
Began prepping employees for audit
May 2012:
Official Shingo Audit
Submit Results Section Nov 2011
Dimension 4 – Results: Describe your organizations
philosophy towards creating value as it relates to the
principles outlined in the Shingo model (2 pages)
Provide >3 years data under the following headings:
Quality (2 Pages)
Cost / Productivity (2 Pages)
Delivery (2 Pages)
Customer Satisfaction (2 Pages)
Morale (2 Pages)
Submit Achievement Report Jan 2012
The A.R. (45 Pages) details how the applying organization has
transformed its culture using Shingo principles of Op Ex.
Dimension 1 – Cultural Enablers: Describe how your organization
drive principle based behaviour in each subsection. Clearly discuss
use of tools & systems.
Dimension 2 – Continuous Process Improvement: Describe your
organizations philosophy towards applying lean principles and
concepts.
Dimension 3 – Enterprise Alignment: Describe organizations lean
culture and clearly discuss examples of tools, systems & principles
in each business process.
Areas of clarification
(Achievement Report) 8th May
•
Question 45: Explain the goal to reduce inventory and the benefits you expect
to receive. Show the aggregated inventory figures broken down into
categories over 2011 (by week) i.e. purchased parts, internally manufactured
components, work in progress, raw material, finished parts inventory,
consignment stock. Explain how the inventory measure is relevant to this
business and how it is directly linked to customer satisfaction. How is the
inventory level calculated and linked to principles of the model? Clarify how
the two inventory measures work together.
• Question 60: Please demonstrate, through use of data, how you
systematically identify and eliminate the causes of scrap on your lines
• Question 72: Page 37 shows an hourly target vs hourly actual measurement.
Please explain how the target is calculated, and for what purpose is it used.
Additionally do you pay attention to the target vs actual variance? If so what
is the data used for? Also, further explanation and clarification is needed for
the line side measure.
AGENDA – DAY 1 (MORNING)
DAY 1
Examiners
Wednesday 23rd May 2012
Time
1 2 3 4 5 Location
Reception
06:50 06:55
Activity
06:55
07:05
Large Boardroom
Introductions - meet Director Group
07:05
08:00
Large Boardroom
Overview presentation
08:00
11:00
Start at Shipping
Go-look-see site walk & observation (reverse flow)
11:00
12:00
Large Boardroom
Lunch
12:00
12:30
Large Boardroom
Examiner Caucus
HV Precoat cell #1
Meet with group of front-line staff - HV Precoat
Speciality
Meet with group of front-line staff - CCA
CI Room
Meet with group of Operations Supervisors
Maint. Area (HV)
Meet with group of Technicians
Warehouse (BII)
Meet with group of front-line staff
Tony's Office
Meet with Finance / IT Director
IT Office
Meet with IT Group
Renee's Office
Meet with HR & Training Group
CI Room
Weekly PMR Meeting - Week 4
Maint. Area (HV)
Meet with Maintenance Senior Group
Eddie's Office
Meet with Operations Director
Seamus' Office
Meet with Planning Group
Small Boardroom
Meet with Procurement Group
Eoin's Office
Meet with Operations Senior Supervisors
Large Boardroom
Afternoon refreshments
Small Boardroom
Meet with Quality Director
12:30
13:15
14:00
13:15
14:00
14:45
14:45
Assessors arrive on site, issue visitor badges, etc.
Maint. Area (HV)
Meet with Maintenance Senior Group
Eddie's Office
Meet with Operations Director
Seamus' Office
Meet with Planning Group
Small Boardroom
Wednesday
23rd Group
May 2012
with Procurement
Meet
AGENDA – DAY 1 (AFTERNOON)
14:00
14:45
DAY 1
Examiners
Time
1 2 3 4 5 Location
Eoin's Office
Reception
06:50
14:4506:55
Large Boardroom
Activity
Meet with Operations Senior Supervisors
06:55
07:05
Large Boardroom
Introductions - meet Director Group
07:05
08:00
Large Boardroom
Overview presentation
08:00
11:00
Start at Shipping
Go-look-see site walk & observation (reverse flow)
14:45
11:00
15:30
12:00
CI Room
Large
Boardroom
Meet with Continuous Improvement Group
Lunch
12:00
12:30
Office
Barry'sBoardroom
Large
Engineering Senior Group
Meet with Caucus
Examiner
HV
Precoat
cell #1
Boardroom
Large
Meet with group
Engineersstaff - HV Precoat
of front-line
group of
Speciality
Cust.Service Office
Meet
of front-line
- CCA
Group
Servicestaff
Customer
with group
Meet with
CI Room
Meet with group of Operations Supervisors
Maint. Area (HV)
Meet with group of Technicians
Warehouse (BII)
Meet with group of front-line staff
& Sods
LV Odds
Tony's
Office
staff
group of/front-line
with Finance
Meet with
Meet
IT Director
Packaging
IT
Office
of front-line staff
group
with IT
Meet with
Meet
Group
Renee's
Office
Bulk Packaging
Meet with HR
& Training
Group
staff
of front-line
group
CI
Room
Shipping
Weekly
PMR
Meeting
- Weekstaff
4
of front-line
group
Meet with
Maint. Area (HV)
Design Office / BII
Meet with Maintenance Senior Group
Eddie's Office
Meet with Operations Director
Seamus' Office
Meet with Planning Group
Small Boardroom
Toolroom
Meet with Procurement Group
Large Boardroom
Eoin's
Office
2 scheduleSenior Supervisors
dayOperations
Modify
Meet
with
Large Boardroom
Afternoon
Depart refreshments
Small Boardroom
Meet with Quality Director
12:30
13:15
Small Boardroom
Margaret's Office
Roisin's Office
15:30
13:15
16:15
14:00
17:00
16:15
14:00
17:00
14:45
17:30
14:45
17:30
Donal's Office
CI Room
Assessors
arrive on site, issue visitor badges, etc.
Afternoon refreshments
Meet with Quality Director
Meet with Quality Senior Group
Meet with EHS Group
Meet with Facilities Group
Meet with Automation Design Group
Meet with group of Trainers
Meet with Toolroom Group
SHINGO AUDIT QUESTIONS
What wastes have you eliminated / reduced?
How are you adding value?
Is your opinion valued?
How have you improved your work? – Who was involved?
Why have you done this?
Who are your customers?
Flow
What are your KPI’s
How often do you see directors on the factory floor?
Do you like coming to work at Lake Region ?
ANY QUESTIONS?