Post on 22-Nov-2018
Technical and Radical Improvement ConceptsBob Yokabitus; Continuous Improvement MgrSupplier DayNovember 9, 2011
2Disclosure or duplication without consent is prohibited
• Repeated incremental improvement steps
• “Point Kaizen” or event driven improvements typical understanding
• “Flow Kaizen” incorporates total operations in Lean Manufacturing (TPS)
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Traditional Improvements
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• Kaikaku can describe radical non-reoccurring improvements or changes
• Sometimes called radical Kaizen
• “Kaikaku Teams” often take control of operations in crisis situation
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Radical Improvement
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• Kaikaku based process improvement (Radical Kaizen).• Uses SDE resources for weeklong detailed process
review and opportunity identification.• With supplier participation quantifies savings
opportunity.• Price reductions immediately taken on 50% of savings
value.• Supplier chooses to move forward to implement savings
ideas and retain remaining 50% of savings, or to simply reduce price.
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• “Clean Sheet” approach to problem solving.• Typically VA focused on design improvement
opportunities.• Requires applications engineering and program support.• SDE and Purchasing using standard VA/VE
methodologies.• Supplier based to focus on specific part improvements
for specific program application.• Commodity based to focus on material commonization,
specification evaluation, etc.
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• Supplier implementation of CI methodologies.• Designed to drive best in class performance in quality,
delivery, customer service and price.• Allows sustained cost improvement opportunities
through on-going manufacturing improvements.• Coordinates supplier value chain activities with Magna
to achieve singular supply chain management efforts.
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Lean Manufacturing
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• Manufacturing improvements & supply cost reduction provide the greatest opportunity for profit improvement.
• For each dollar saved in manufacturing cost or supply cost reduction, approximately $.60 -$.75 is carried to net profit.
• By contrast, for each dollar of incremental sales, profit increases by $.03-.05.
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Why Lean & SCM
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Cost Drivers
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4.5 5
Material Cost Manuracturing Cost
SG&A Cost R&D, Corp. Alloc., etc.
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The Facts – Cost of Business
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“One of my concerns after reading several books on the Toyota production system is that, while such books do outline principles and techniques with detailed explanations, their treatment of the subject is specific and anecdotal rather than systematic.”
Shigeo Shingo
Source: Shigeo Shingo. A study of the Toyota Production System From and Industrial Engineering Viewpoint. Cambridge, MA. Productivity Press, 1989
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Successful Systematic Implementation
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• Lean Manufacturing System– The setting of STANDARDS aimed at continuous
improvement by ALL team members through the constant elimination of waste.
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“Definition of Lean Manufacturing System”
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• Standards– Something used as a rule or “basis of
comparison” to evaluate quality, quantity, value, etc.
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“Standards” From Webster
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LEVEL PRODUCTION
EQUIPMENT RELIABILITY
JUST-INTIME
IN-STATIONPROCESSCONTROL
QUALITY / COST / PRODUCTIVITY / SAFETY / MORALE
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Team Member
Team Facilitator
Group Leader
Critical Missing Link: - Standardized Work - Control of Kanban Systems - Job Instruction Training - Small team Participation - Andon Response Leadership/Problem Solving - Daily Preventative Maintenance - Team Member Assist for Problems
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Organization of Support Continuous Improvement
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• Establish the Vision• Allow the organization the resources to
implement• Resolve the “Fear Factor”• Teach your direct reports the vision and
system you desire• Make lean part of your annual plans to
the entire team• Constantly/Constantly/Constantly
monitor
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Leading a Lean Implementation
17Disclosure or duplication without consent is prohibited
• No short cuts here…. it must be done• Make contacts with lean organizations and go
tour (pick their brains)• Vision should include how you will work
differently with suppliers and customers• Work with reputable lean consultants or groups
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Establish Your Long Term Lean Vision
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• Get them on lean plant tours• Be a personal teacher to them of the vision and
allow/encourage their input
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Teach Your Subordinates the Vision
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• Get them your vision• Draw/establish current and future state layouts• Drive “Learning to See” maps• Establish accountability and reporting structure• Work on improvements
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Form Plant Level CIT Teams
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• Allow time for organizational implementation• Keep the entire organization focused on the
desired system• Utilize policy deployment to cascade through the
organization
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Make Lean a Part of Your Annual Plans
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Constantly
Constantly
Constantly
Constantly15
Monitor the System
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• Hire outside consultants without your lean vision– Your team wants to please you and your company
not outsiders• Kaizen the team lean• Installing Kanban or other tools and state we are
lean
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What I Have Found Will Fail
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“The Toyota Production system is a production system, and a kanban method is merely a means for controlling the system.”
Shigeo Shingo
Toyota:The Benchmark for World Manufacturing
Source: Shigeo Shingo. A study of the Toyota Production System From and Industrial Engineering Viewpoint. Cambridge, MA. Productivity Press, 1989
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• Attempt empowering employees without the lean tools
• Assume management will install lean as you teach them without resources
• Part time won’t cut it• And the worst one
– Is do nothing at all
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What I Have Found Will Fail
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Total Employee Involvement
Just-In-Time
Machine Reliability
Stop the Line
Level Production Visual Delivery System
Preventative Maintenance
Total Productive Maintenance
Traffic Light System
Mistake Proofing
In-Station-Process-Control
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Implementation
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• Create the Vision• Develop Implementation Plans• Be a Teacher• Constantly Follow-up
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In Conclusion
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TOOLS USED: -IPCS -SPC -STANDARD WORK -PROCESS CAPACITY -STANDARD WORK CHARTS -STANDARD WORK COMBINATION SHEETS -ERROR PROOFING -5S -JOB INSTRUCTIONAL TRAINING -JOB BREAKDOWN SHEETS -WORK STANDARDS -PROCESS MAPPING
TOOLS USED: -PM BOXES -PM CHECK SHEETS -SKILLED TRADES PM's -STANDARDIZATION -WORK STANDARDS -ERROR PROOFING -5S -PROCESS MAPPING
TOOLS USED: -TAKT TIME -CYCLE TIME -SMALL BATCH SIZES -5S -HEIJUNKA BOXES -SCHEDULING BOARDS -PROCESS MAPPING
TOOLS USED: -KAN BAN -QUICK CHANGEOVERS -WORK STANDARDS -5S -PROCESS MAPPING
TOOLS USED: -MBP -PMP -FOCUS MEETINGS -PERFORMANCE BOARDS
TOOLS USED: -FACT BASED PROBLEM SOLVING -TRAINING MATRICES -BUILDING FORUMS -PARTICIPATION MODEL
MANUFACTURING PHILOSOPHIES FOR CONTINUOUS IMPROVEMENTDPS
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29Disclosure or duplication without consent is prohibited
Team or AreaSetting Goals
Team LeaderWho isResponsible forAchieving theTeam Goals
Key Issuesor Actionsfor Sub-Teams orIndividualsto Achieveto makeTeam GoalsHappen
UpwardOrganization’sTargets
Team’s TargetObjectives for
the Year
Go als and Ac tion Matrix - FY 9 9.5Team: JFD-SO UTH Leader : JIM BRODIE
1413 System 5 S urvey in %tile for Climate12 IS O14000 Regis tration11 Achieve % Da ily Sc hedule Obtainment10 OSHA Recordables B elow 50% of Nat' l Ave - 98 P PPH 7 Inven tory Tu rns at or Ab ove 6 S crap Cost 5 Over head % S ales 4 S emi-Varia ble % to S ales 3 Sh ort S hips at o r Below 2 CPP M at or Be low 1 LWI Ra te at or Be low
Tea m Objectives O S
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Tar get Champ ion
Own ers
Cus tomers
Sup pliersCommun ity
Employees
Manageme nt By Planning
Key Iss ues or Actio ns for Sub-Teams or Individuals to Achieve to
Make Team Goals Happen (DPS Initiatives)
•Implement PI and PW in Zone 2
•Finalize Fact-Based Problem Solving Pilot
•Successfully Implement 2 Teams with Group Facilitators
•Schedule DN101, LH and Assembly Area to Takt Time
•Finalize Takt Time Counter Installation
•Relocate and Start to Use Andons
•Continue Focus on Defect Free Launches
•Continue Focus on Process Capability
•Continue Work on Setting Up Milk Runs with Suppliers
•Create DPS Library for 2 Zones
•Improve Use of MBP
•Improve Scanlon Literacy at All Levels
•Behavior Based Safety Pilot
•ISO14000 Registration
1.
Identify & Quantify Key Opportunities
Opportunities are quantified in Goal Document
2.
Closure Presentation
Standard Agenda - 30 min
Progress and accomplishments
Lessons learned
Celebrate success
DONNELLY Value Stream Goal Document
Team Name:
% Goal Achieved
METRIC CURRENT STATE TARGET ACTUAL
6.Complete Team Charter & Form Team
Use (1) Charter for each Kaizen activity associated with Value Stream Mapimprovement targets.
Name of Team:
Objective:
Why is This Important?
Leader:
Coach:
Team Members:
Deliverables:
Boundary Conditions:
Coach: Provides educational and directional support to teams upon request of Leader. Coordinates Lean efforts thorughout the site.
METRICS CURRENT CONDITION TARGET CONDITION
Estimated Project Completion Date:
Sponsor: A manager level leader who is underwriting the activity of the team. The sponsor is usually not a member of the team, but provides suport foro the team to succeed, whie also providing accountability. Meets weekly with Leader challenging thinki
Leader: Leads the team and is personally invested in seeing the team succeed. (S)he has te accountability to facilitate the process through to completion. Accountable to Sponsor for continued progress and success.
MBP Goal/Target Action This Supports:
DONNELLY TEAM CHARTER3.
Lean Steering Committee: Review / Priorities
Approve Project Plan
Set boundary conditions
Key metrics
Time Line
ALIGNMENT
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.Name of Team:
Objective:
Why is This Important?
Leader:
Coach:
Team Members:
Deliverables:
Boundary Conditions:
Coach: Provides educational and directional support to teams upon request of Leader. Coordinates Lean efforts thorughout the site.
METRICS CURRENT CONDITION TARGET CONDITION
Estimated Project Completion Date:
Sponsor: A manager level leader who is underwriting the activity of the team. The sponsor is usually not a member of the team, but provides suport foro the team to succeed, whie also providing accountability. Meets weekly with Leader challenging thinki
Leader: Leads the team and is personally invested in seeing the team succeed. (S)he has te accountability to facilitate the process through to completion. Accountable to Sponsor for continued progress and success.
MBP Goal/Target Action This Supports:
DONNELLY TEAM CHARTER
Execute the Project5.ID Task N Dura1 Workc ######
2 Effic ######
3 Too ######
4 Colo 2 wk
5 Wor 2 wk
6 PM 2 wk
7 Heij 2 wk
8 Con 2 wk
9 Takt 4 wk
10 And 4 wk
11 Impl 51 w
Bartrand,Boss
Boss,Bartrand
Bartrand,Boss
Boss,Bartrand
Bartrand,B
Gillette,Ba
Langejans,Boss
Langejans,Boss
rtrand
1/14 1/21 1/28 2/4 2/11 2/18 2/25 3/4 3/11 3/18 3/25 4/1February March April
PROBLEM/SOLUTION TRACKING SHEET
DATE# INITIATOR PROBLEM/SOLUTION COUNTERMEASURE PLAN ITEM WHO RCVD DUE # OF
MISSES
25 Boss Need work Standard for types of glass Write Boss 12/6/00 1/6/00
26 TEAM Strut mount dunnage too high--difficult to get struts out
Investigate shorter dunnage with buyer Boss 12/6/00 1/6/00
27 TEAM Kanban system for components not being used1. Make sure number of cards in system is correct. 2. Make sure cards are being used correctly 3. Have cell added to conveyance route.
Boss/ team
12/6/00 12/12/00
28 TEAM Mislabel - schedule not followed, parts not identified correctly
Follow schedule. Use cross reference list TEAM 12/6/00 12/6/00
29 TEAM Part ID label not always correct D# Add signal to panelview any time D# differs from previous part.
Teunis 12/6/00 12/12/00
30 TEAM Mixed parts at changeover Add signal to panelview any time D# differs from previous part.
Teunis 12/6/00 12/12/00
31 TEAM Appliques hard to get out of tote Reorient - Stack vertically instead of horizontally Tague 12/19/00 1/12/01
32 TEAM Glue head orientation awkward Reorient Athey/ Teunis
12/19/00 1/12/01
33 TEAM Lock pins are not called out on gauge instructions
Add Ivey 12/19/00 1/12/01
34 TEAM LH Hinge pin missing from gauge sheet Add Ivey 12/19/00 1/12/01
35 TEAM
36 TEAM
KEY MEASURE: ScrapJFD-South Performance
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
MoActualYTDActualMo Goal
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Lean Implementation Process
30Disclosure or duplication without consent is prohibited
Team or AreaSetting Goals
Team LeaderWho isResponsible forAchieving theTeam Goals
Key Issuesor Actionsfor Sub-Teams orIndividualsto Achieveto makeTeam GoalsHappen
UpwardOrganization’sTargets
Team’s TargetObjectives for
the Year
Goals and Action Matrix - FY 99.5Team: JFD-SOUTH Leader: JIM BRODIE
1413 System 5 Survey in %tile for Climate12 ISO14000 Registration11 Achieve % Daily Schedule Obtainment10 OSHA Recordables Below 50% of Nat'l Ave -98 PPPH 7 Inventory Turns at or Above 6 Scrap Cost 5 Overhead % Sales 4 Semi-Variable % to Sales 3 Short Ships at or Below2 CPPM at or Below 1 LWI Rate at or Below
Team Objectives OS
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A R
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Achi
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% D
aily
Sch
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Sur
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Obj
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Targ
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14 13 12 11 10 9 8 7 6 5 4 3 2 1
Target Champion
Owners
Customers
SuppliersCommunity
Employees
Management By Planning
31Disclosure or duplication without consent is prohibited
Key Issues or Actions for Sub-Teams or Individuals to Achieve to Make Team Goals Happen
• Implement PI and PW in Zone 2
• Finalize Fact-Based Problem Solving Pilot
• Successfully Implement 2 Teams with Group Facilitators
• Schedule DN101, LH and Assembly Area to Takt Time
• Finalize Takt Time Counter Installation
• Relocate and Start to Use Andons
• Continue Focus on Defect Free Launches
• Continue Focus on Process Capability
• Continue Work on Setting Up Milk Runs with Suppliers
• Create DPS Library for 2 Zones
• Improve Use of MBP
• Improve Scanlon Literacy at All Levels
• Behavior Based Safety Pilot
• ISO14000 Registration
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33Disclosure or duplication without consent is prohibited
Suspected Cause Action Item Responsible Due Finding
Current Condition
Background
Goal
Root Cause Analysis
Countermeasures
Follow‐Up Actions
Action Item Responsible Due Status
Effect Confirmation
A3 Thinking