Transcript World Class Management

October 15, 2012
Jose Chavez Jr,
Quality & Technical Services Engineer
About MPC Industries
Flat sheet polishing
Formed Parts polishing
Grinding, Sheet & Plate
Backed by over 50 years experience and unique combination of resources.
Time proven competitive advantages, 50,000 Sq. Ft. facility in Irvine, California
Strategic partner in support of customer strategic and supply chain goals.
Flat Sheet Polishing
Formed Parts
Sheet/Plate Grinding
The purpose of the Kaizen Process is to accelerate and create breakthroughs in work-area process performance.
KAIZEN PROCESS
PPT report
Areas Addressed
Setup
Preparation
Value Stream Maps
Project Charter
Upper Management Report
Out
Kaizen Leader collects (CS)
data from work area related to
upcoming Kaizen event
Conduct training (VSM, 7
Waste, Lean, PDCA Process)
Annual Improvement Plan
Kaizen Team Leader
Kaizen Objectives set and
linked to Annual Improvement
Plan (Measures that Matter)
Event
Look & See
Assign action plans
Kaizen Leader confirms
objectives with Process Owner
and Champion
Resources are approved by
Champion
Post Event
Manage event follow-up
(30-60-90 Day)
Feedback
Collect feedback and improve
process
Kaizen Project Closure Report
Out
Pilot run if applicable
Create new standard work and
training
Prepare report out
Kaizen event schedule is set
with specific daily action plans
Present results
3.1.1 Kaizen Process – How does your organization set and review priorities for Kaizen events? How is recognition for team members provided and
who is involved? How are lessons learned shared with others who can benefit? How are process improvements documented and deployed to others
using the same or similar processes? How are internal Kaizen leaders developed and deployed? How are goals set for Kaizen leadership and how is
progress monitored?
5
“What gets measured, gets done”

The highest Quality (Measured by Customer)

The shortest Lead-Time (Measured in Hours)

The lowest Cost (Measured in Profit)

Driving Forces Strategic Plan 
Departmental Goals  Measures that Matter
( SEA Measures)  Departmental Business
Plans  KAIZENS

Team Leader  Teamwork  Output

Allocates Resources

Sets Milestones, Planned
Achievements

Cross Functional Team
 Process Owners
 Departmental Managers
 Volunteers
 Kaizen Facilitator
 Outsider
1.
Review VSM already completed
• Ask the Key Questions
2.
3.
4.
5.
6.
7.
Review notes from process walk while developing current state
map
Review Spaghetti Diagram & Brainstorm issues
Review 5 Whys & 7 Wastes
Identify opportunities to create flow
Prioritize opportunities
Apply Lightning Bursts to Map to highlight specific
improvement ideas
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
Improve
 Measures that Matter
 Identify & Reduce the 7
Wastes
 Non Value Added Activity
 Realize the Annual
Improvement Plan

Contribution
 Kaizen Team Members
 Employees
 Managers

Prioritized



Impact & Potential Saving/ Gains
Area Affected
Facilitates Commitment

R&R

Review & Feedback

Identify even further
Improvement
Opportunities

Closes out the PDCA





Responsible for Department
Dashboard Measures (MTM)
6S Audit Scores
Manpower
Implementing Kaizens
Meeting Departmental Goals
Process Owner Assessment Criteria
Accountable, Determined,
Innovative,
Customer Focused, Positive
Thinking, Smart,
Willing to Communicate,
Deals Well with Stress,
Works at fast pace, English
Communication Skills,
Computer Skills, Leadership
Experience.

Our Process Owners monitor/improve
measures that have true value
▪ Sq. Ft. polished per hour (we want to continue trend up)
▪ Labor hours per 100 Sq. Ft. (we want to continue trend down)
Standardized work time for each individual part
 Targets for qualifying/ prequalifying operators
 Reducing output variation and overtime
 Rearranging Workflow for one piece flow
 Work Items at Point of Use
Measures That Matter
 Cubic inches removed per hour
 Daily tracking of Change Over Time

Improvement Opportunities are everywhere

Involvement Builds Commitment

Kaizens are more effective driven from the
ground up, & supported by management

Don’t disregard even the smallest improvement;
there is value.

Not all Kaizen’s have to be documented.
ISO 9001 and AS9100
Certification
Lean Enterprise System &
Continuous Improvement
“The pursuit of world class
management procedures and
business practices”
“The pursuit of the Highest
Quality, Lowest cost and
Shortest Lead-Time”