Kaizen Training - Processmapping · PPT file · Web view ·...

1

John DeereSupplier Development

Kaizen TrainingKaizen Training

Competing in the MarketplaceCompeting in the Marketplace“What factors are important to the customer?”

John Deere - Supplier DevelopmentJohn Deere - Supplier Development

2



TIME:TIME: The single best indicator of competitiveness

Customer Lead Time / Delivery Time

Working to reduce or minimize each of these times can make your company more valuable to both its internal and external customers.

Set-up or Change-over Time

Product Development TimeManufacturing Cycle Time

3


Kaizen TrainingKaizen TrainingShrinking Lead Times

Order Lead Times Manufacturing Lead Times Delivery Lead Times

Manufacturing Lead TimesOrder Lead Times Delivery Lead Times

Reducing the overall time from receiving the order to delivering the product makes your company more responsive to the customer. This can become the deciding factor when the customer makes their selection.

As can be seen, manufacturing is only one part of the entire process. Inputting, processing, and issuing orders is an area for improvement, as well as, assembly, loading and delivery to the customer`

4


Kaizen TrainingKaizen TrainingWhere’s the Time in Lead Time

This timeline represents an overall lead-time, with very little time spent on adding value to the product.

Non-Value Added Time (NVA)99% of Total Lead time

Value Added Time (VA)1%

Improvement EffortsConcentrated on reducing VA time, with no attention given to NVA.


VA1/2 %

Results of Common Improvement efforts, did not improve response time. VA time is reduced, but, the costs for those improvements in lead time was substantial.

Common

5


Kaizen TrainingKaizen TrainingWhere’s the Time in Lead Time

NVA Time95% of Total Lead time

VA5%

When we look at attacking the NVA Activities in the Timeline and compare that to the original timeline:


Value Added Time (VA)1%

This shows a 5X improvement in lead timeGreat Job!!

Greatest Opportunities are actually here!

6


Kaizen TrainingKaizen TrainingDifferent Types of Activities

Being able to tell the difference between NVA and VA activities is an important step in the Improvement Process.

Value Added Activity (VA)

An activity that changes raw material to meet customer expectations.

Non Value Added Activity (NVA)

Those activities that take time, or occupy space but do not add to the value of the product.

You must ask yourselves “Would you as a customer be willing to pay for any NVA activity being performed to that NEW 4x4 Pickup you just ordered?”

7


Kaizen TrainingKaizen TrainingSome examples NVA Activities:

Walking Waiting on machine cycle

Transporting parts

Generating useless reports

THE GOAL IS TO ELIMINATE THE THE GOAL IS TO ELIMINATE THE NON-VALUE ADDED ACTIVITIES.NON-VALUE ADDED ACTIVITIES.

Unnecessary motion

Unnecessary stock on hand

8


A definition:

Destroy, in our minds, the concepts and techniques of manufacturing that we practice today.

Create a vision of what our production system and manufacturing techniques should be.

Carry out that Vision by breaking through the status quo.

We must avoid the urge to discover more sophisticated and technological solutions to tasks we shouldn’t be doing at all.

9


Kaizen TrainingKaizen TrainingBasic Rules for Change

Keep an open mind to change

No such thing as a dumb question or idea

Avoid spending money (Capital expense should be a last resort)

Think about how to do it, NOT why it can’t be done

Maintain a positive attitude

Don’t’ make excuses & question current practices

Just do it!!

Have Fun!!!

10


Kaizen TrainingKaizen TrainingSteps on Team Development

FormingForming This is the development of a multi-functional team with a variation of backgrounds and knowledge

NormingNorming Stage where the group agrees how to operate as a team

StormingStorming Open & honest discussion, also brainstorming

PerformingPerforming Agreement on solutions & taking action

AdjourningAdjourning Closing on the continuos improvement process after 30 days

11


Kaizen TrainingKaizen TrainingWhat is TAKT Time?

TAKT time is how many minutes or seconds are needed to make one part when considering the daily volumes, to be produced in that workcell and the total time available to perform the job.

TAKT time is NOT the time it takes to manufacture the product. It is based on customer demand.

Who is the customer?

The next operationCustomer orders

12


Kaizen TrainingKaizen TrainingTAKT Time Calculation

Production Time Available / Period

Number of Required Units / PeriodTAKTTAKT

Production Time Available / Period (one shift):

Breaks - 2 @ 10 minutesShift Time ( 8 hrs. )

Clean-up at end of shiftProduction Time Available:

- 20 mins.480 mins.

- 5 mins.455 mins.

Units Required / Period (one shift):10,500 Units Sold Monthly21 Working shifts / month

27,300 secs.or

500 Required units / shift

TAKT Time:TAKT Time: 27,300 secs / shift500 units / shift

54.6 secs.

13


Kaizen TrainingKaizen TrainingThe 5S Housekeeping StandardsFirst Step towards Continuos Improvement

The aim of 5S is to create an atmosphere to keep a clean, organized, safe and efficient workplace for everyone.

The foundation for the practice of 5S, comes from a Japanese program derived from these words, seiri, seiton, seiso, seiketsu and shitsuke. The 5S’s are a conventional approach towards maintaining and improving the work place. The following words have been chosen for the 5S acronym’s.

Sort

Sustain

Sanitize (Safety)

Straighten

Sweep

14


Kaizen TrainingKaizen TrainingMeaning of the 5S’s

Sort

Straighten

Sweep(Scrubbing clean)

Examine everything at the workplace & identify what is needed and what can be discarded

Organizing the way things are put away with efficiency, quality, and safety in mind. Need to decide where and how things should be put away and what rules should be obeyed to insure that it is maintained.

Sweeping, scrubbing and cleaning of the building, machines, fixtures & tools so that all areas of the workplace are neat & tidy. This leads to early detection of mechanical problems before they become major breakdowns. Machines cry!

15



Sanitize (Safety)

Sustain(Standardize)

Meaning of the 5S’s

Insuring that each workplace is properly designed for safety. This is to protect every member from the dangers during the performance of their assigned tasks.

Developing the practice necessary to continually participate in the 5S process. This requires that each of the S’s become a personal habit. This is the most difficult of the 5S’s, but it is the most important factor in achieving long term success. Establishing routines and procedures for maintaining and improving on the first four (S’s), incorporating visual management tools.

16


WASTE


17



Do MORE with LESS

Waste Productivity

Staffing Productivity

18


SHIFT MINDSETCURRENT

THINKINGREQUIRED

THINKING

WASTE NOT DEFINEDREACT TO LARGE EXAMPLESREACTIVE IMPROVEMENT

WASTE IS "TANGIBLE”IDENTIFY MANY SMALL OPPORTUNITIES -LEADS TO LARGE OVERALL CHAGECONTINUOUS IMPROVEMENT

WASTE TYPES OF

WASTE

Correction

Processing

Motion

Waiting

Inventory

Transportation

Over- Production

19


1. Transportation - Transporting 1. Transportation - Carrying farther than necessary or Tools to Point of Usetemporarily locating, filing,stacking and moving parts(people, paper, information) iswaste.

2. Correction - Doing something 2. Correction - Redo an Activityover is waste. Because of Error

3. Overproduction - Generating 3. Overproduction - Number of excess paper or information, or Copiesgenerating information or papertoo soon in a process is waste.

Definition Example

ELEMENTS OF WASTE

20


4. Motion - Unnecessary work 4. Motion - Tools in drawers movements are a form of waste.

5. Waiting - Waiting for people, 5. Waiting - Meetings to start paper and information is waste - it stops work.

6. Inventory - Too much of 6. Inventory - Supplies anything is waste.

7. Processing - this is waste in 7. Processing - Typed when the process itself. Redundant handwritten would be activities sufficient

Definition Example

ELEMENTS OF WASTE

21



Standards

Enforce Inspect

.

Stabilize

IdentifyWaste

Improve

Problem Solve

Standardize

• Process requires ongoing inspection and enforcement to ensure “Standardized Work” is being followed

• Process does not improve automatically

- Following standards will only maintain, not improve, the process.- Improvement focuses on the entire process.

Kaizen Training - Processmapping · PPT file · Web view ·...

Documents

Transcript of Kaizen Training - Processmapping · PPT file · Web view ·...