Journey to Excellence 2019

Driving Continuous Improvement through

Kaizen

Frank Walsh, Anita Dal PortoTrenchard Aviation

72 Global Kaizen Events achieved over 18 months with 5 Facilitators

It works every time with any culture

How to run a Kaizen

Kaizen Agenda: 30 days before, 30 days after

Day 1 Day 2 Day 3 Day 4 Day 5

Plan = 30 days before Sustain = 30 days after

• Select an area with POTENTIAL!

• Choose a team: CROSS FUNCTIONAL

• Get senior management support.

• Ensure all data needed for current and future state analysis is available.

• Order all material in advance for work place re-organisation.

Kaizen Event• 30-day plan: if it

doesn’t get done in 30 days it doesn’t happen.

• Monitor results.• Review brainstorming

and priority quad for long term projects/Capital projects.

Kaizen Agenda: The event

Day 1• Introduction

• Training• Current state

Analysis• Gemba

Day 2• Brain storming• Prioritization• “action plan”

Day 3• Team morning

briefing• Try-storming

• New standards development

Day 4• Team morning

briefing• New standards

development• How to hold the

gains

Day 5• How to hold the

gains• Team action plan

& Internal team handover

• Final presentation

Kaizen Agenda: The event

Day 1- TrainingVSM – Learning to see

5S

What can we tell from this scene?

Don’t Forget the Saucer!

This Photo by Unknown Author is licensed under CC BY

Kaizen Agenda: The eventDay 2 – Prioritisation & team selection

10

2

5

1

35

3

Kaizen Agenda: The eventDay 3 – Doing the doing

Day 4 – The new way of working

StandardisationRevised savings

Kaizen Agenda: The event

Day 5 – Present and celebrate

Senior teamShare the success

10 rules of kaizen

1.There is No Rank among team members (One person,

One Vote)2. Keep an open mind to

change3.Change is good; more

change is better

4.Maintain a positive attitude

5.Nobody blames anyone for anything

10 rules of kaizen

6. Respect each other 7. There is no such thing as a dumb question

8. Plans are only good if they can be implemented

9. Plans succeed only if the gains are sustained

10. There is no substitute for hard work

Case Study

Airbase 28-29-30/05/2019

Airbase KAIZEN EVENT

SF sewing cell efficiency and workplace re-organization.

28th – 30th May 2019

The team

Nicoleta

16

NicoletaEmmaLizzieAnita EdAnn

Shane

Why do we need a kaizen

Customers requirements not being achieved due to:

Area unorganized, no control of consumables, no clear identification of WIP orders (only MPS no visual),

Demand higher than current assumed capacity.

Late deliveries due to lack of organization (cell and planning).

17

Backlog of 606 curtains ~86 working days with current

capacity

Why do we need a kaizenCustomers requirements not being achieved due to:

Excessive overtime to catch up.

Quality issues (rushing the work through) – get data

Dependency reliance on external supplier

18

1 hour per day is spent for re-

work.

The journey

19

Airbase SF Kaizen event – May 2019

Team 1 – Process improvement

Curtain making process map

Set up for new order.C/T = 8 min

Cutting curtain to size.

C/T = 6 minJoin seams, side

seams Ironing

Marking and sewing header.

C/T = 40-70 minIroning

C/T = 8 min.Stud machine

C/T= 15-20 min

Marking hem sewing hem

C/T = 30-50 min

Over lockingC/T = 10 min

Sewing adjuster limiter and label

C/T = 30 – 40 min

Taking finished goods to inspectionC/T = 10 min

21

Total removed time ~ 20-30 min

Spaghetti diagram before and after

22

Before After

Back and forth from ironing station and overlocking. Removal of cutting steps, double steps and walking to inspection.

Team 2 – 5S

5S process

De-c

lutte

r

5S R

ed ta

g ar

ea

WIP

visu

al m

anag

emen

t

Desig

nate

d ra

ils a

nd a

rea

5S process

Crea

te st

anda

rds

Trai

n an

d di

spal

y

Audi

t in

plac

e &

are

a ow

nwer

ship

Revi

ewed

as p

art o

f the

DM

S

Airbase Kaizen event

26

Kick-off meeting ideas

5S Team Planning Board

JFDI !

THE NEW FLOW

OLD NEW

Airbase Kaizen event

27

‘Personalised’ desks, clutter, excess tooling and equipment underneath work stations

Organized work stations with tool inventories and 5S guidelines

Before After

Airbase Kaizen event

28

Airbase Kaizen event

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No visual identification of ‘material flow’ WIP Areas introduced with 5S guidelines and incorporated into daily workflow (TM/TL/MNG)

Before After

Airbase Kaizen event

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Display board for Kaizen 30 Day Plan and temporarily for new Pre-Shift Checks & T-Card Slots

5S guidelines and incorporated into daily workflow (TM/TL/MNG)

Results

Kaizen event score cardPerformance Indicator Before After Event Improvement

Distance walked (steps) 361 120 66.7%

Cycle time (hr, min) 4hr 46 min per curtain

2hr 50 min per curtain 40.6%

Area house keeping/5S (%)

0 70

Curtain back log (production days)

86 working days 60 working days 26 working days

Lead time ( weeks) 8 weeks3 weeks 62%

32

What does this mean?!

Next steps: monitor results and sustain3. Progress Summary

(*) ave last three weeks

Team KPIs Start Target Current (*) Gap Bridged

40 56.24 -246%-£ #DIV/0!

* only standard pleated and non pleated: no ties, no paper etc.

Curtain output* (pcs/week)

Savings (£/week)

WeekCurtain output*

(pcs/week)

Savings (£/week)

week 23

week 24

week 25week 26week 27week 28week 29week 30week 31week 32

KPI Trend

Case Study

Flatwood

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Can be adopted for overall supply chain solution

TRANETRANE A O SMITH

FW

FWFW

FW

FW

36

ScorecardCurrent New Change

Unit Cost (mat + lab)

€161.9 €146.6 -9.5%

Motor Inventory

£236.1K £103.7K -£132.4K

Duct Inventory

£8.3K £5.1K -£3.2K

Trips off bay 14 0 -100%

Kaizen …………………………………………

……

It works !!

Things to Remember• Choose your Pilot Area carefully

• Chose your Team carefully

• Invite the doubters

• Cross Functional Teams

• Don’t bite off more than you can chew

• Get buy in from entire management team

• Plan early projects carefully to ensure success

• Celebrate every success

• Make managers responsible for implementation

• Follow-up, follow-up, follow-up

• Have Fun!

Questions?