IIE 2008 Minneapolis Conference

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Continuous Improvement Methodology and Tools Supporting a Continuous Improvement Culture

description

Methodology and Tools Supporting a Continuous Improvement Culture

Transcript of IIE 2008 Minneapolis Conference

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Continuous Improvement

Methodology and Tools Supporting a Continuous Improvement Culture

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Andersen Enterprise

• Industry Leader• 14,000 employees• 16 facilities• 12 million windows & doors

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Philosophy behind the Andersen Manufacturing System

KA I ZEN

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Recipe for Continuous Improvement

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Eliminate Interruptions

• Get chaos

out of

the process

Photo by Dave & Anna Douglass. Used with permission.

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3 Types of Interruptions

• Abnormalities

• Process Design Interruptions

• Product Design Differences

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Abnormalities

• Machine

• Material

• Training

• Feedback

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Process Design Interruptions

• Non-cyclical tasks designed into the process that interrupt the cyclical work

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Product Design Differences

• Customer wants variety, choices• Minimize impact to the operator’s

work flow

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What is Standardized Work?

• An agreed upon set of tasks • resulting in the best sequence

of human motion and machine • achieving the best quality output in the

safest manner with the least labor, space, inventory and equipment

• that is continually improved

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4 Step Process

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Process Variation is the Enemy!

VAR IATIO N

Standardized Work not

only a concept but also

a means to identify,

reduce, and eliminate…

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Role of Leadership

SUPPORTIVE – LEADERSHIP MODEL

OPERATOR

TEAM LEADER

VALUE STREAM SUPERVISOR

PLANT MANAGER

ENGIN

EERI

NG

MAINT

ENAN

CE

FULF

ILLM

ENT

SAFE

TY

HUMAN

RES

OURCE

SVALUE STREAM MANAGER

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Never be satisfied

“Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization.”

Steven Spear & H. Kent Bowen

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Scientific Method

• Stating a hypothesis

• Test the hypothesis

• Confirm or disprove hypothesis

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Method of Implementation

REFLECT

Act Plan

Check Do

GRASPTHE SITUATION

HYPOTHESIS

EXPERIMENT

ADJUST

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Three options:• Adjust &

experiment again• Adopt the change• Abandon the idea

• Experiment – test the change

• Develop idea• Determine expected

result

• Monitor & Measure• Analyze gaps between

actual & expected

• Identify the problem• Define current situation• Analyze potential causes

Act Plan

Check Do

GRASPTHE SITUATION

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Changes must improve the process

• Quality

• Efficiency

• Ease of Learning

• Safety

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Summary of Part 1

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Tools of Continuous Improvement

• Continuous Improvement Board

• Focus Board

• Story Board

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Continuous Improvement Board

• Purpose: Employee involvement in process improvement. Captures quick and easy ideas that can be implemented by the employees.

• Process: Use of a card on the Board that follows PDCA methodology and visually shows the progress of the idea.

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Focus Board

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Focus Board

• Purpose: Focus on a specific issue that may involve multiple stations.

• Process: Team problem solving approach. Grasp the situation through run charting and Pareto analysis. Test several hypotheses and look at the impact.

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Story Board

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Story Board

• Purpose: Problem solving requiring deep root cause analysis. Used by team members supporting the value stream (engineers and leaders.)

• Process: The employee uses a standard template to present the problem solving process from problem description, through the 5 Why analysis, to permanent counter measure.

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Summary/Recap• Andersen Manufacturing System Philosophy

– Customers– Continuous Improvement– Operators– Production Floor

• Work Processes– Stabilize– Standardize– Simplify

• Tools– Continuous Improvement Board– Focus Board– Story Board

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28Questions?