Transcript Continuous Improvement - Lean Manufacturing Consulting and

Creating an Environment for
Continuous Improvement
Darren Dolcemascolo
EMS Consulting Group, Inc.
www.emsstrategies.com
Copyright EMS Consulting Group, Inc. 2010
Presentation Agenda
1. Continuous Improvement Overview
2. Pitfalls/Critical Success Factors
3. Techniques for Driving Continuous
Improvement
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Continuous Improvement
Overview
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Continuous Improvement
System
Philosophy
Lean / Toyota
Production
System
•Elimination of
waste
Six Sigma
•Reduction of
defects/variation
Improvement •PDCA
Process/Cycle
•DMAIC
Tools
Process Mapping,
SIPOC, Hypothesis
Testing, DOE,
Control Charts, etc.
VSM, 5S,
Standardized Work,
Leveling, SMED,
TPM, One Piece
Flow, Kanban, etc.
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The TPS TPS
House Diagram
Goal:
Highest Quality,Based
Lowest Cost,on
Shortest
Lead Time
A System
a Structure
Best Safety, High Morale
Just In Time
Right partRight amountRight Time
•Flow
•Takt Time
•Pull
•Quick
Changeover
Jidoka
Built-in-Quality
•Line Stop
•Efficiency
•Visual
Controls
•Error Proofing
•Andon
•5 Whys
Operational Stability
Standardized Work
TPM
5S
Leveled Production
Toyota Production System
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What does Lean do?
Total Lead Time
Lean
Transformation
Total Lead Time
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Value-Creating Time
Non-Value-Creating
Time (waste)
Thinking Lean
5 Principles of Lean
(Womack and Jones, Lean Thinking)
• Specify value
– can only be defined by the ultimate customer
• Identify/Map the value stream
– exposes the enormous amounts of waste
• Create one piece flow
– reduce batch size and WIP
• Let the customer pull product through the value stream
– make only what the customer has ordered
• Seek perfection
– Continuously improve quality and eliminate waste
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8 Types of “Muda” or Waste
7
• Overproduction
• Waiting
• Transporting
• Inappropriate Processing
• Excess Inventory
• Unnecessary / Excess Motion
• Defects
• Underutilization
of Employees’ Minds/Ideas
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PDCA
•
•
•
•
Plan: Develop an
Action Plan for
Improvement
Do: Implement the
Plan
Check: Verify Results
Act: Make Necessary
Adjustments and
Define Next Steps
Act
Check
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Plan
Do
What is Six Sigma?
•
•
•
•
Six Sigma concentrates on reduction of
defects/variation in processes
If you can define and measure customer
requirements, you can determine how well you
meet this requirement.
Six Sigma, in statistical terms, translates to 3.4
defects per million opportunities (DPMO)
The project implementation approach is called
DMAIC (Define Measure Analyze Improve
Control)
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DMAIC
•
•
•
•
•
Define the problem and what the customers
require
Measure the defects and process operation
Analyze the data and discover causes of
the problem.
Improve the process to remove causes of
the defects.
Control the process to make sure defects
don’t recur.
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Kaizen Events
• 3 to 5 day
breakthrough
event
• “Working level”
participants w.
facilitator
• Appropriate for
use with several
lean tools
Kaizen: “Good Change”
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Kaizen Events Overview
Kaizen Process
Learn
Observe
Brainstorm
Improve
Report
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Critical Success Factors and
Common Pitfalls of Continuous
Improvement
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Pitfalls?
•
•
•
•
•
•
Tendency to use Lean/TPS/Six Sigma as a
Cookbook
Tendency to make surface changes without
applying principles properly (customizing to
suit the situation)
Failure to tie improvement initiatives to
Company Business Objectives
Short-Term Thinking at the Expense of Long
Term
Lack of Plans/Methods to Engage All
Employees
Lack of Standardized Work With Metrics
and Audits
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Key Ingredients of Culture Change
Participation
and Ownership
How do we get
to this point?
Learn By
Doing Education
Accountability / Metrics
Organizational Structure
Committed, Knowledgeable Leadership
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Tools to Increase Participation and
Ownership
•
•
•
•
Kaizen Board
5 Why’s
Standard Work Sheet w. Audits
Visual Performance Metrics
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Kaizen Board
Kaizen Board
Area:
Week Ending:
Date
Name
Problem or Improvement Idea
Assigned? Notes
Procedure:
1. Enter a problem or potential improvement idea (Anyone working in area)
2. Supervisor may assign project (if < 1 week duration)
3. At the end of the week during the production meeting with the team, each idea/problem will be recorded
electronically and team will prioritize for potential inclusion in "Top 3."
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The Five Why’s
Level of Problem
There is a puddle of oil on the shop floor.
Because the machine is leaking oil.
Because the gasket has deteriorated
Because we bought gaskets made of inferior
material
Because we got a good deal (price) on those
gaskets
Because the purchasing agent gets
evaluated on short-term cost savings
Corresponding Level of Countermeasure
Clean up the oil.
Fix the machine.
Replace the gasket
Change gasket specifications
Change purchasing policies
Change the evaluation policy for purchasing
agents.
Source: Peter R. Schultz, The Leader’s Handbook, McGraw-Hill, 1998
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Standard Work Sheet
1
2
3
4
7
8
9
Operator Balance Chart
400
Takt Time
350
SWIP = 4
Seconds
300
250
200
150
100
50
1
1
2
3
4
5
6
7
8
9
0
2
Operator #
Task #
1
2
3
4
5
6
7
8
9
Work Element
Inspect strip
Slide jacket Over Strip
Install Marker
Install second marker
Install cover
Install second band
Weld jacket to strip
Place in package
Prep for Shrink-wrap
Time (s)
105
230
40
38
55
55
45
45
97
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Operator
Op1
Op2
Metrics Drive Accountability
• Performance metrics should:
–
–
–
–
–
–
–
–
–
Hour
Plan
Actual
Support the company’s strategy
1
60
25
Be relatively few in number
Be mostly non-financial
2
60
72
Be structured to motivate “lean
3
60
52
behavior”
4
60
76
Be simple and easy to
understand
5
60
49
Measure actual results versus
6
60
55
goals
7
60
44
Measure processes rather than
people
8
60
86
Be timely
Be visual
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Questions?
Email: [email protected]
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