Transcript S.Q.S. Employ Improvement Initiatives

Introduction to S.Q.S.
Continuous
Improvement:
An OpEx Implementation Process
freeleansite.com
Introduction to S.Q.S.
Operational Excellence
starts with a …
“Continuous
Improvement
Mentality”
freeleansite.com
Introduction to S.Q.S.
What is a
Continuous Improvement Mentality ?
Concerted effort of Leadership to
continuously improve work and work
processes utilizing common industrial
engineering application methodologies …
Lean Enterprise (Toyota Production System)
 Six Sigma


Business Process Management/ Analysis
freeleansite.com
Introduction to S.Q.S.
The Lean Enterprise …
- Identify and eliminate Waste (Muda)
and
wasteful practices …
Providing value in the eyes of the customer …
“any part of the process for which the customer is willing
to pay. Value added activities would be those involved in
producing and delivering goods and services.”
freeleansite.com
Introduction to S.Q.S.
Six Sigma …
- Measure defects in a process and …
(with rigor and discipline) systematically
figure out ways to reduce them to zero.
“Puts practical tools to work to root out defects at all levels
achieving tangible results of cost savings, employee,
customer and stakeholder satisfaction.”
freeleansite.com
Introduction to S.Q.S.
Business Process Management/
Analysis …
- Provides Managerial Line of Sight
> clear measurements and priorities that
connect from top to bottom in the
organization.
“Key Performance Indicators”
freeleansite.com
Introduction to S.Q.S.
Continuous Improvement Mentality
Garner Individual and Team participation
through several planned approaches …
Suggestions
 Benchmarking
 Cross-functional Work Teams
 Application Workshops
 Professional Development

freeleansite.com
The S.Q.S. Methodology
Employ Improvement Initiatives !
Within Operations …
We focus efforts on concerns of
Safety, Quality and Speed …
(Productivity)
Let’s …



Describe the purpose of each of the elements
Explore requirements of each element
Define general time commitments
freeleansite.com
The S.Q.S. Methodology
Employ Improvement Initiatives
 “Safety”
 Proactive
Management approach to
preventing workplace Incidents,
Accidents and Personal injury…
freeleansite.com
The S.Q.S. Methodology
Employ Improvement Initiatives
 “Safety” One ½ hr. meeting, 1st of each month…
> Workshop topics may include:
Haz Mat/ Haz Comm
 HR Issues - Technical, Legal, Moral, Ethical
 Fire, EMT’s, First Aid, CPR, Fire Squad/ Fire Drills
 Compliance (Visual Control, Visual Management)
 QWL Issues, Hazards and Operational topics

> Indoctrination, propagation of “5S”
 Continued Implementation/ Follow-up/ Audits
freeleansite.com
The S.Q.S. Methodology
Employ Improvement Initiatives

“5S” Review …

Practical approach to sustaining
workplace productivity …
1S – Sort (organize)
 2S – Set in order (everything in its’ place)
 3S – Shine (cleanliness)
 4S – Standardize (shadow boards, Kanban rules)
 5S – Sustain (spider diagrams from audits)


“5S” teams operate in factory and office areas
freeleansite.com
The S.Q.S. Methodology
Employ Improvement Initiatives

“Quality”

Proactive Management approach to
Defect Reduction and Product and
Process Optimization
Combined with …

Poka - Yoke (Mistake Proofing)
freeleansite.com
The S.Q.S. Methodology
Employ Improvement Initiatives

“Quality”
Weekly Team sessions may include:
> Business Process Management/ Analysis

Value Stream Mapping (Leadership Team)
> Champion Development and Training

Professional Development (Management)
> Six Sigma implementation (Black Belts)
with regularly scheduled team “Report-outs” –
 “Six Sigma Simplicity” modules delivered JIT
freeleansite.com
The S.Q.S. Methodology
Employ Improvement Initiatives
 “Speed”
(productivity)

Proactive Management approach to
Identify and Eliminate Waste
through ‘Lean Linking’ …
freeleansite.com
The S.Q.S. Methodology
Employ Improvement Initiatives
 “Speed”
Weekly sessions may include:
> Book reviews with Leadership Team
> Lean projects following an abbreviated
D/M-A-I-C process with regularly scheduled
Team ‘Report-outs’
Topics/ Projects include:





Kanban / Visual Control / Visual Management
Point-of-Use Tooling, Tools, Supplies
Cells, TAKT, Line Balance/Flow Issues
Total Productive Maintenance, Andon
Set-up, change-over reduction, etc …
freeleansite.com
The S.Q.S. Methodology
Safety
The standard metrics of accident/ incident frequency and severity are sufficient.
Quality
What is meant by quality will vary by company, but it must be quality in the eyes
of the customer. As a result, customer returns or warranty claims are typically the
basis for this metric. It is not a summary of internal quality metrics. It is
important to realize that those metrics are only important to the extent that they
provide information management can use to minimize cost, improve flow and
provide customer “value”.
(Value definition = transformation of form, fit, function or information; done right the first time;
Customer willing to pay for…)
Speed (Delivery performance)
Delivery performance is the percentage of customer orders shipped when the
customer requested them to be shipped. It should not be modified to
accommodate company policies or shipping promises. It is purely a metric of
manufacturing’s (or the service department’s) ability to meet customer
requirements.
freeleansite.com
The S.Q.S. Methodology
With a well-planned implementation,
expected RESULTS may include …
 35%
to 50% reduction in lost time/
safety-related incidents and accidents
 15% to 30% decrease in scrap and rework
 25% to 40% reduction in total cycle time
freeleansite.com
The S.Q.S. Methodology
Check out the Gain$ achieved by companies that
have fully invested in improvement initiatives …
 G.E.
> Added more than $ 2 billion to the bottom line in 1999 alone
 AlliedSignal/
Honeywell
> Report savings of over $ 1.5 billion since 1993
 Motorola
> Saved more than $ 15 billion in first 10 years of Six Sigma inception
freeleansite.com
The S.Q.S. Methodology
Real Improvement:
Let’s begin …
Slow and Sure
freeleansite.com
Introduction to S.Q.S.
(example) Initial Engagement
[Jan – June]
Garner Individual and Team participation
through 7 Productivity Improvement Teams



5S Team (Administration)
5S Team (Floor, electronics)
5S Team (Floor, sheet metal)
--------------------------------------------------------------------------------------------------------------------------------------------------------------


Six Sigma Team (Floor, electronics)
Six Sigma Team (Floor, sheet metal)
---------------------------------------------------------------------------------------------------------------------------------------------------------------


Lean Application Team (Floor, electronics)
Lean Application Team (Floor, sheet metal)
freeleansite.com
Introduction to S.Q.S.
Initial Engagement
Areas addressed -
5S Teams – Safety, Organization, Flow
 Six Sigma Teams – Defects, Scrap, Yield
 Lean Application Teams – Cycle Time, Waste

Objectives:
 Learn and apply C.I. tools/ techniques
 Cost Take-out (savings): approx 5% of sales
freeleansite.com
Introduction to S.Q.S.
Initial Engagement
[Jan – July]
Scheduled Team Report – outs:
“Define”
 “Measure”
 “Analyze”
 “Improve”
 “Control”

Jan
March
April
May
July 1st !
 “20XX” C.I. Plan
(Leadership Team)
freeleansite.com
The S.Q.S. Methodology
Employ Improvement Initiatives
What’s different with this approach ?
- Incorporates Lean and Six Sigma (S-L-O-W-L-Y)
- Voluntary, simple, easy and fun ! (modular, delivered JIT)
- A pro-active approach … (managed, scheduled and planned)
- Implemented on a ‘part-time’ basis (a few hours a week)
- Directly linked to strategic performance goals
- Taps full potential of the organization –
Utilizes Cross-functional Teams/ SME’s/ Mentors
freeleansite.com
The S.Q.S. Methodology
Continuous
Improvement:
Our Destiny !
freeleansite.com