Elec2017 - Carin Hendriksen - Learning Lean at Walraven: a Manager's Perspective
ELEC2017 2.1 p. anhede - learning lean according to the view of the production system
Transcript of ELEC2017 2.1 p. anhede - learning lean according to the view of the production system
Learning Lean according to the
view of the Production System
Pia Anhede
Revere AB
Consultant
Lean Trainings and Certifications
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Per Elgborn
Getinge AB
Production Manager
Technical Manager
Lean Master
revere
s e e r e f l e c t a c trevere
A Production System is a set of principles,
methods and tools to be implemented …
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• The process and way of working is based on the principles.
• From those principles methods and tools are chosen.
• Using the methods will provide good results.
• If desired results are not achieved the methods or principles are not properly understood or
implemented.
• Principles are revisited to question if the right method was chosen.
A way of thinking
A way of doing
That gives results
Principles
Methods
Results
… and by doing this we will reach results
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… and we will implement it by:
A standard way, (we always start with 5S)
Detailed manuals with routes and processes
Large central Lean Teams (champions, specialists)
Audit driven
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If we instead see our Production System
as a Performance system
We need to see the flow (customer)
Understand what is hindering the flow
Manage the system
Involve employees
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… we will focus on results
(PURPOSE of the system)
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• Current state
• Current
performance
levels
• Problems and
potentials
• Future state
• Future
performance
levels
• Challenges
Guiding principles guide us on how to secure results
Guiding principles are never the purpose in itself.
The purpose is always to reach results!
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… and we will implement it by:
Give people difficult objectives - challenges
Practice - learning by doing
Support by experience coaches – leaders
Building a strong management system
Business driven implementation
– what is needed now?
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If you keep on walking in the same tracks you´ll come to a place were you´ve
already been.
When I joined Getinge, I already had a outline plan for the next years
development:
1. Focus on on-line follow ups.
2. Investments for a tacted moving assembly lines.
3. Linear break down of the factories target into local ones.
4. Startup of a Green belt program
My own change
My own change
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In 2015 we got a new supply chain director, Klas Arildsson. He had 30 years of
manufacturing experience and earned the Swedish Lean prize in 2013, with his
previous employer Gambro.
Klas saw potential rather than experience, still he decided that Växjö would be the
pilot for a lean program within Getinge. To our assistance we had two consultants
to coach us on the way. And march 2015 I wrote first production vision within
Getinge.
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Visual management [PUSH]:
In my previous company, we standardize all production boards for machining and assembly
for the main reason that the supply chain manager easily could see the status during his two
annual production walks.
To really ensure that the darn things were ok, we went around the shop the week before and
updated everything often removing 6 month old charts:
Production system comparison. Example #1
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Visual management [PULL]:
The first workshop was concerning developing the team board and deciding which metrics
that best described the current status to the operators.
I learned that
- The information was always up to date and used for decision making.
- The teams grew taking on new responsibilities.
- All team members could easily in detail explain all information to an external visitor.
Production system comparison. Example #1.
Production system comparison. Example #1
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Without 5S nothing can be achieved [PUSH]:
• During 2002 to 2005 I took part in running >10 kaizen in 5S.
• This and SMED were the most common tools used
• In the end ridicules scenes took place were operators marked the wall
clock
with a clock label.
Production system comparison. Example #2
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After three years still no 5S training in the teams [PULL]:
What I actually learned is that the first 3,5S is implemented and maintained
in the teams without any training. Just because the work becomes more
efficient and It´s safer and easier to keep the production pace.
For our next 3 year vision I will include a 5S training for all teams
competence matrix because now we are ready.
Production system comparison. Example #2
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Leadership [PUSH]:
The managership is based on control and follow ups.
The follow up model was “To Do Lists” in Excel.
The management role contained everything:
- From: Salary admin, Looking for material
- To: Being the constant member of all
everything…
(everything that was not monitored died)
- The dialogue with the employee was during the
performance review 30-60 minutes once a year.
Production system comparison. Example #3
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Leadership [PULL]:
The managing is based on 3 levels:
Weekly:
- The board on the left contains – Goal states/conditions
- The board to the right is weekly activities.
The most important part of my job is for as many of the post-it to the right to align with the ones
on the left.
Production system comparison. Example #3
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Leadership [PULL]:
The managing is based on 3 levels:
Monthly:
- Once a month there as a coaching meeting between employee and manager (job chat).
- Here the progress towards the goal states/conditions are discussed.
- The progress vs the goals in the performance review is discussed 11 times per year,.
Production system comparison. Example #3
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Leadership [PULL]:
The managing is based on 3 levels:
Yearly:
- Approximately 80% of all goal states / conditions have a bearing in an individual employees
performance targets.
- The follow-up is once per monthly and the salary review is therefore newer a surplice.
- The most important task of my production leaders is to support their teams [same as me for
them].
Production system comparison. Example #3