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1
Next Generation Next Generation
Lean ManufacturingLean Manufacturing
Carlo Carlo ScodanibbioScodanibbio presents:presents:
”” if it doesn't add value, if it doesn't add value,
it is wasteit is waste””
a training event organised by:a training event organised by:
….the world has changed….
Key-Words: lean, manufacturing, power, point, presentation, value, waste, client, service, industry, perform, performance, world, class,
operations, adding, management, productive, process, takt, time, pitch, buffer, safety, inventory, finished, goods, supermarket, wip, work, in
progress, continuous, flow, processing, batch, push, pull, otdr, on-time, delivery, rate, kanban, production, levelling, stock, unbalance, bottleneck,
pipeline, 5S, lot, conveyor, one-piece, one, piece, cell, u-cell, line, sequence, equipment, cycle, vertical, layout, total, quality, poka-yoke, defects,
zero, inspection, testing, discipline, mistake-proofing, creativity, set-up, machine, inlet, outlet, people, method, tpm, maintenance, 6, big, losses,
autonomous, quick, change, over, change-over, internal, external, stream, mapping, materials, information, current, future, state, map, arrow,
diagram, group, technology, razing, kaizen, improvement, hr, human, resources, strategy, strategies, tei, employee, involvement, responsibilities,
course, carlo, scodanibbio
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COMPLEXITYCOMPLEXITY
3
clients are monstersclients are monsters……..
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manufacturingmanufacturingyesterdayyesterday today/tomorrowtoday/tomorrow
Approach:Approach:
Make good products Make good products
cheaply and quicklycheaply and quickly
The present market cake is not
growing much larger, but varietyvariety is,
due to diversity of customers’ needs.
Besides, customers request and
expect shorter delivery schedulesshorter delivery schedules,
higher qualityhigher quality, and high reliabilityhigh reliability.
This dictates a “higher varietyhigher variety--small small
lotslots” style of production, featuring
high quality, speedy delivery and
assured safety/reliability.
PQCDS approachPQCDS approach(diversified PRODUCTS, of high (diversified PRODUCTS, of high
QUALITY, at low COST, with QUALITY, at low COST, with
speedy DELIVERY and assured speedy DELIVERY and assured
SAFETY/RELIABILITY)SAFETY/RELIABILITY)
QCD approachQCD approach(Quality (Quality -- Cost Cost -- Delivery)Delivery)
SellerSeller’’s Markets Market BuyerBuyer’’s Markets Market
Costs associated Costs associated
with with WasteWaste could could
be built into be built into
ProductProduct’’s prices price
Clients are no Clients are no
longer prepared to longer prepared to
subsidise subsidise
manufacturersmanufacturers’’
costs associated costs associated
with with WasteWaste
manufacturingmanufacturingyesterdayyesterday today/tomorrowtoday/tomorrow
5
Factory Management Factory Management
determines Production determines Production
CapacityCapacity
Costs + Profit = Selling PriceCosts + Profit = Selling Price
(Product(Product--Out approach)Out approach)
Customers determine Customers determine
Production Capacity Production Capacity
Selling Price Selling Price -- Profit = CostsProfit = Costs
(Market(Market--In approach)In approach)
(Estimate(Estimate--based Levelling)based Levelling) (Reality(Reality--based Levelling)based Levelling)
manufacturingmanufacturingyesterdayyesterday today/tomorrowtoday/tomorrow
Profit is something that Profit is something that
comes naturally out of comes naturally out of
the manufacturing and the manufacturing and
marketing processmarketing process
Profit is something Profit is something
that must be created that must be created
and earned through and earned through
hard workhard work
Manufacturing Cycle Manufacturing Cycle
TimeTime
>> Selling Cycle Time>> Selling Cycle Time
Manufacturing Cycle Manufacturing Cycle
Time Time
--> = Selling Cycle Time> = Selling Cycle Time
manufacturingmanufacturingyesterdayyesterday today/tomorrowtoday/tomorrow
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ManufacturingManufacturing
is the businessis the business
of makingof making
productsproducts
ManufacturingManufacturing
is a is a
SERVICESERVICE
INDUSTRYINDUSTRY
manufacturingmanufacturingyesterdayyesterday today/tomorrowtoday/tomorrow
why enterprises donwhy enterprises don’’t t ““performperform””......…….the root causes of poor performance date .the root causes of poor performance date
back to over 2 centuries agoback to over 2 centuries ago……....
…….we have gone into the .we have gone into the
21st century, with 21st century, with
enterprises designed in the enterprises designed in the
18th and 19th centuries to 18th and 19th centuries to
perform well in the 20thperform well in the 20th……....
7
8
VAMVAM
VALUE ADDING VALUE ADDING
MANAGEMENTMANAGEMENT
the VAM approach to the productive processthe VAM approach to the productive process
process process
time time
analysisanalysis
9
homework ?homework ?
..oh, yes !!!..oh, yes !!!
SEWSEWSYSTEMATIC SYSTEMATIC
ELIMINATION OF WASTEELIMINATION OF WASTE
VALUE!VALUE!
10
11
SUMMARY OF THE MAIN TYPES OF WASTESUMMARY OF THE MAIN TYPES OF WASTE
��OverproductionOverproduction
��TransportationTransportation
��Waiting/idlingWaiting/idling
��DefectsDefects
��ControlControl
��MotionMotion
��UnUn--needed processing stepsneeded processing steps
��StockStock
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WASTE WASTE –– THE TABLE OF EXCUSES THE TABLE OF EXCUSES -- OLDOLD1) That's the way we have always done it1) That's the way we have always done it
12) I wasn't hired to do that12) I wasn't hired to do that
11) I thought I told you11) I thought I told you
10) I'm so busy I just can't get around to it10) I'm so busy I just can't get around to it
9) I didn't think it was very important9) I didn't think it was very important
8) I forgot8) I forgot
7) Wait till the boss comes back & ask him7) Wait till the boss comes back & ask him
6) That's his job 6) That's his job -- not minenot mine
5) I am waiting for an OK5) I am waiting for an OK
4) No one told me to go ahead4) No one told me to go ahead
3) That's not in my department3) That's not in my department
2) I didn't know you were in a hurry for it2) I didn't know you were in a hurry for it
WASTE WASTE –– THE TABLE OF EXCUSES THE TABLE OF EXCUSES -- NEWNEW1) That's the way we have always done it1) That's the way we have always done it
12) All machines eventually give problems12) All machines eventually give problems
11) We must control quality or clients will complain11) We must control quality or clients will complain
10) Set10) Set--up time cannot be reduced furtherup time cannot be reduced further……..
9) We need stock: it9) We need stock: it’’s a good investments a good investment
8) Impossible8) Impossible
7) You mean we are stupid the way we do it???7) You mean we are stupid the way we do it???
6) Managers and consultants6) Managers and consultants……. Only able to mess us up. Only able to mess us up
5) We have tried in the past, and it didn5) We have tried in the past, and it didn’’t workt work……
4) Why change? We are already so busy4) Why change? We are already so busy……..
3) This way we know it works3) This way we know it works……..
2) There is no better way, believe me2) There is no better way, believe me……..
13
spot the waste!spot the waste!
the productive process the productive process
in manufacturingin manufacturing
14
some definitionssome definitions
the productive process in manufacturingthe productive process in manufacturing
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
15
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
16
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
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““cataloguecatalogue”” manufacturingmanufacturing
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
““cataloguecatalogue”” manufacturingmanufacturing
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
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““orderorder”” manufacturingmanufacturing
TRADITIONAL SOLUTIONTRADITIONAL SOLUTION
AccommodateAccommodate a new Customer Order to fit into
actual Production Plan or declinedecline new Order.
If new Order can be “squeezed in”, often this may
only be done at the expenses of delaying Orders-
on-hand through a Production Plan rescheduleProduction Plan reschedule.
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
19
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
TAKT TIME TAKT TIME -- EXAMPLEEXAMPLEPRODUCT: Brake Cylinder
PRODUCT CODE: BC 0183
MONTH PRODUCTION SCHEDULE
22 Working days
2 Shifts of 8 Hours each
Theoretical working time per shift (h:min) 8:00
Breaks & precautionary resting time (h:min) 0:20
Effective working time per shift (h:min) 7:40
Effective working time per day (h:min) 15:20
Effective working time per day (sec) 55.200
REQUIREMENT
Monthly requirement (pieces/month) 18.000
Daily requirement (pieces/day) 818
EFFECTIVE WORKING TIME PER DAYEFFECTIVE WORKING TIME PER DAY 55.200 (seconds/day)
TAKT TIMETAKT TIME = ------------------------------------------------------ = ------------------------------ = 67 (seconds/piece)67 (seconds/piece)
DAILY REQUIREMENTDAILY REQUIREMENT 818 (pieces/day)
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
20
OVERPRODUCTION
spot the waste!spot the waste!Manufacturing Industry Manufacturing Industry -- 22
FACTS AND FIGURESFACTS AND FIGURES
Current sales: 500.000 packs/year Current sales: 500.000 packs/year –– slight peak in summerslight peak in summer
Current production (only from March to October): 18.000 packs/daCurrent production (only from March to October): 18.000 packs/day (8 hours)y (8 hours)
Current TAKT: 6.336.000/500.000 = 12,6 secondsCurrent TAKT: 6.336.000/500.000 = 12,6 seconds
Current speed of production: 28.800/18.000 = 1,6 seconds/packCurrent speed of production: 28.800/18.000 = 1,6 seconds/pack
Production Speed: 7,8 times faster than TAKTProduction Speed: 7,8 times faster than TAKT
21
OPERATIONAL TAKT TIMEOPERATIONAL TAKT TIME
It is used to balance the productive process to cater for cater for
possible failurespossible failures (equipment downtime, absenteeism,
sudden change in customer demand…..).
Faster than the real Takt Time, it’s a fictitious,
precautionary timeprecautionary time.
In the previous example (TAKT TIME = 67 seconds), the
OPERATIONAL TAKT TIME might be set at 60 seconds.
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
PITCHPITCHCustomers normally expect products to be delivered in standard packstandard pack--out out
quantitiesquantities (cartons, pallets…..).
Pitch is the amount of time – based on TAKT TIME – required for any upstream
operation to release a predetermined pack-out quantity of product (or
components, sub-assemblies….) to a downstream operation.
Therefore
PITCH = TAKT TIME x PACKPITCH = TAKT TIME x PACK--OUT QUANTITYOUT QUANTITY
In the previous example, if the Brake Cylinders were packed in cartons of 24,
the PITCH would be 67 x 24 = 1608 seconds (26,8 minutes)
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
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BUFFER INVENTORY (BUFFER STOCK)BUFFER INVENTORY (BUFFER STOCK)Buffer Stock is used when Customer Demand suddenly increasesCustomer Demand suddenly increases, and the
productive process is not capable of meeting a reduced TAKT TIME.
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
FINISHED GOODS SUPERMARKETFINISHED GOODS SUPERMARKETA system used in the most downstream zone of a productive process to store a a
set amount of finished goods, ready to be despatchedset amount of finished goods, ready to be despatched to Customers.
System used wherever is not feasible to achieve a continuous flow.
NB: The SUPERMARKET Stock Level does not include BUFFER nor
SAFETY Stocks.
SAFETY INVENTORY (SAFETY STOCK)SAFETY INVENTORY (SAFETY STOCK)Safety Stock is used to cater for possible internal problemspossible internal problems (from power
outages to poor equipment reliability, quality problems, etc.).
in a LEAN environment, both types of Stock are considered temporin a LEAN environment, both types of Stock are considered temporary measuresary measures
WIP WIP –– WORK IN PROGRESSWORK IN PROGRESSThe number of workwork--piecespieces (products, by-products,
semi-products….) requiredrequired or anyhow “present” at any
processing station for processing.
DAYS OF WIP ON HANDDAYS OF WIP ON HANDSum of all WIP present along the entire manufacturing
process of a product, divided by the (average) daily
volume of product delivered to customers.
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
23
which flow component is which flow component is ““eatingeating”” leadlead--time ???time ???
24
PUSH and PULL PRODUCTION METHODSPUSH and PULL PRODUCTION METHODS
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
PUSH and PULL PRODUCTION METHODSPUSH and PULL PRODUCTION METHODS
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the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
PUSH and PULL PRODUCTION METHODSPUSH and PULL PRODUCTION METHODS
BATCH (PUSH) PRODUCTION vs. BATCH (PUSH) PRODUCTION vs.
CONTINUOUS FLOW (PULL) PRODUCTIONCONTINUOUS FLOW (PULL) PRODUCTION
the productive process in manufacturingthe productive process in manufacturing
26
ONON--TIME DELIVERY RATE (OTDR)TIME DELIVERY RATE (OTDR)Degree of reliabilityreliability of any upstream operation to release in due time its output
to a downstream operation.
A Flow System may compound problems and reduce considerably the overall
process’ OTDR unless the entire process is improved/streamlined:
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
the the kanbankanban method method
overviewoverview
27
the the kanbankanban methodmethod
Pull-style re-ordering system by which a downstream
process requests goods from an upstream process.
The request is by means of a rere--ordering Tagordering Tag
(kanbankanban).
The method may be extended to the entire
manufacturing process or only to part of it.
It is normally applied to repetitive operations.
simplified examplesimplified example
the the kanbankanban methodmethod
28
flash 1flash 1
the the kanbankanban methodmethodsimplified examplesimplified example
the the kanbankanban methodmethodsimplified examplesimplified example
flash 2flash 2
29
the the kanbankanban methodmethodsimplified examplesimplified example
flash 3flash 3
the the kanbankanban methodmethodsimplified examplesimplified example
flash 4flash 4
30
the the kanbankanban methodmethodsimplified examplesimplified example
flash 5flash 5
the the kanbankanban methodmethodsimplified examplesimplified example
flash 6flash 6
31
the the kanbankanban methodmethodsimplified examplesimplified example
flash 7flash 7
the the kanbankanban methodmethodsimplified examplesimplified example
flash 8flash 8
32
� work-pieces’ containers must contain always the
same (prepre--defineddefined) number of itemsnumber of items
� the parking areaparking area of “full” containers is pre-defined and
fixed
� a kanban tag is always for a pre-defined number of
pieces (base quantitybase quantity)
�� multiples of the base quantitymultiples of the base quantity are produced against a
corresponding number of tags
the the kanbankanban method method –– the rulesthe rules
� tags must necessarily be attached to containersattached to containers
� containers may be moved only if the associated tag is
there
� a kanbankanban tag showstag shows: item description - item code -
quantity of items in the container - total number of
items to be produced
the the kanbankanban method method –– the rulesthe rules
33
the the kanbankanban method method –– types of types of kanbankanban::
SIGNAL SIGNAL KanbanKanban::Printed Card indicating the number of parts that need to be producedparts that need to be produced to
replenish what a downstream operation has pulleddownstream operation has pulled
WITHDRAWAL WITHDRAWAL KanbanKanban::Printed Card indicating the number of parts to be removedparts to be removed from a previous
operation to be supplied downstreamto be supplied downstream
PRODUCTION PRODUCTION KanbanKanban:Printed Card indicating the number of parts that need to be producedparts that need to be produced to
replenish what customers have pulledcustomers have pulled
��stockstock and wipwip can be accurately measuredmeasured and knownknown at a
glance
the the kanbankanban method method –– benefits benefits -- remarksremarks
the the kanbankanban method is a method is a ““pullpull”” production method, production method,
but not necessarily a but not necessarily a ““flowflow”” and and ““leanlean”” methodmethod
� the higher the inefficiencies above, the higher the wip
�production planning must consider : non-conformities -
equipment losses - set-ups
��production planningproduction planning based on the kanban method is easiereasier
��overproductionoverproduction is eliminated or at least controlledcontrolled
34
kanbankanban in actionin action
PRODUCTION LEVELLINGPRODUCTION LEVELLINGEvenly distributingdistributing over a day (or a shift) the workthe work required all along the
product’s manufacturing process to meet customers demandto meet customers demand (based on
TAKT TIMETAKT TIME)
(Unlevelled production means some Processing Stations fall behind with their
schedule, causing idle time downstream, while other wait for work)
(Production Levelling applies to the entire Manuf. Process)
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
METHODS FOR PRODUCTION LEVELLINGMETHODS FOR PRODUCTION LEVELLINGCM=“Catalogue” Manufacturing OM=“Order” Manufacturing
•• Continuous FlowContinuous Flow (all situations that allow it – CM and OM)
•• KanbanKanban (all situations – CM and combination OM/CM)
•• Paced WithdrawalPaced Withdrawal (narrow variety of products along the same
processing line - CM only)
•• HeijunkaHeijunka Box/Runner systemBox/Runner system (large variety of products along the
same processing line – CM only)
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PACED WITHDRAWALPACED WITHDRAWALSystem for moving small batches of product from one
Processing Station to the next at time intervals equal at time intervals equal
to the to the pitchpitch (or a small multiple of it).
The pitch determines the frequency with which
containers are released from Processing Station to
Processing Station and eventually to shipping.
the productive process in manufacturingthe productive process in manufacturingsome definitionssome definitions
the the ““stockstock”” issueissue
36
effects of the effects of the ““pushpush”” (and (and
““nonnon--leanlean”” pull) methodspull) methods
the the ““stockstock”” issueissue
the STOCK issuethe STOCK issue
why does stock pile up ?why does stock pile up ? ((……and sometimes floods the factoryand sometimes floods the factory……))
(OBSOLETE) MENTALITY(OBSOLETE) MENTALITY
PROCESS UNBALANCES & BOTTLENECKSPROCESS UNBALANCES & BOTTLENECKS
PRODUCTS CONVERGING FROM VARIOUS PROCESSESPRODUCTS CONVERGING FROM VARIOUS PROCESSES
PRODUCT DISTRIBUTION TO VARIOUS PROCESSESPRODUCT DISTRIBUTION TO VARIOUS PROCESSES
WAITING FOR WAITING FOR ““ROAMINGROAMING”” OPERATORSOPERATORS
WAITING FOR CHANGEWAITING FOR CHANGE--OVEROVER
37
““ENDEND--OFOF--THETHE--MONTHMONTH”” FEVERFEVER
SEASONAL PRODUCTION/SALESSEASONAL PRODUCTION/SALES
and ERRORS; MISUNDERSTANDINGS; and ERRORS; MISUNDERSTANDINGS;
WRONG PLANNING (PRODUCTION and PROCUREMENT);WRONG PLANNING (PRODUCTION and PROCUREMENT);
INADEQUATE STOREINADEQUATE STORE--KEEPING/KEEPING/
/ADMINISTRATION/STOCK MANAGEMENT; /ADMINISTRATION/STOCK MANAGEMENT;
TECHNICAL/COMMERCIAL OBSOLESCENCE; etc. etc.TECHNICAL/COMMERCIAL OBSOLESCENCE; etc. etc.…….. ..
the STOCK issuethe STOCK issue
why does stock pile up ?why does stock pile up ? ((……and sometimes floods the factoryand sometimes floods the factory……))
how much does stock cost ? how much does stock cost ?
…one year of carrying raw materials, wip and finished goods can cost 35% of their value…..
the STOCK issuethe STOCK issue
……one year of carrying raw materials, one year of carrying raw materials,
wipwip and finished goods can cost 35% and finished goods can cost 35%
of their valueof their value……....
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LEAN MANUFACTURING LEAN MANUFACTURING
and FLOW PRODUCTIONand FLOW PRODUCTION
the target:the target:
p i p e l i n e f l o wp i p e l i n e f l o w
c o n t i n u o u s f l o wc o n t i n u o u s f l o w
Lean Manufacturing uses less of everything Lean Manufacturing uses less of everything
compared with mass production:compared with mass production:
half the human effort in the factory, half the half the human effort in the factory, half the
manufacturing floor space, half the investment manufacturing floor space, half the investment
in tools, half the engineering hours to develop in tools, half the engineering hours to develop
a new product in half the time. a new product in half the time.
Also it requires keeping far less than half the Also it requires keeping far less than half the
needed inventory and results in fewer needed inventory and results in fewer
defectsdefects……....James P Womack – Daniel T Jones – Daniel Roos
(The machine that changed the world)
39
APPROACHESAPPROACHES
to to
TOTAL TOTAL
PRODUCTIVITYPRODUCTIVITY
in in
MANUFACTURINGMANUFACTURING
FIGHTING WASTE IN PRODUCTIONFIGHTING WASTE IN PRODUCTIONthe enemies and the weaponsthe enemies and the weapons
40
FIGHTING WASTE IN PRODUCTIONFIGHTING WASTE IN PRODUCTIONthe enemies and the weaponsthe enemies and the weapons
the the ““SOCOSOCO”” (5S) approach(5S) approach
41
the nonthe non--socosoco factoryfactory
a a socosoco storystory
5S in action5S in action
42
a a socosoco factoryfactory
5S in action5S in action
a a socosoco factoryfactory
5S in action5S in action
43
LOT (BATCH) LOT (BATCH)
PRODUCTIONPRODUCTIONVS.VS.
FLOW FLOW
PRODUCTIONPRODUCTION
LOT PRODUCTIONLOT PRODUCTION VS. FLOW PRODUCTIONVS. FLOW PRODUCTION
44
LOT PRODUCTIONLOT PRODUCTION VS. FLOW PRODUCTIONVS. FLOW PRODUCTION
LOT PRODUCTIONLOT PRODUCTION VS. FLOW PRODUCTIONVS. FLOW PRODUCTION
45
LOT PRODUCTIONLOT PRODUCTION VS. FLOW PRODUCTIONVS. FLOW PRODUCTION
LOT PRODUCTIONLOT PRODUCTION VS. FLOW PRODUCTIONVS. FLOW PRODUCTION
46
fake flow productionfake flow production
the conveyor methodthe conveyor method
LOT PRODUCTIONLOT PRODUCTION VS. FLOW PRODUCTIONVS. FLOW PRODUCTION
47
““batch productionbatch production”” vs. vs.
““oneone--piece flowpiece flow””
batch production vs. onebatch production vs. one--piece flowpiece flow
analysis
ANALYSISANALYSIS
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UU--CELL CELL
MANUFACTURINGMANUFACTURING
ONEONE--PIECE FLOWPIECE FLOW
UU--CELL MANUFACTURINGCELL MANUFACTURINGTRADITIONAL LINE/UTRADITIONAL LINE/U--LINE COMPARISONLINE COMPARISON
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UU--CELL MANUFACTURINGCELL MANUFACTURINGTRADITIONAL LINE/UTRADITIONAL LINE/U--LINE COMPARISONLINE COMPARISON
MAIN TYPES OF PRODUCTION CELLSMAIN TYPES OF PRODUCTION CELLS
UU--CELL MANUFACTURINGCELL MANUFACTURING
50
UU--CELL MANUFACTURINGCELL MANUFACTURINGMAIN TYPES OF PRODUCTION CELLSMAIN TYPES OF PRODUCTION CELLS
cell manufacturingcell manufacturing
labourlabour--intensive situationintensive situation
51
ASSEMBLY CELLS ASSEMBLY CELLS -- ERGONOMICSERGONOMICSRemember the three primary ergonomic operating zones:Remember the three primary ergonomic operating zones:
the optimum work zonethe optimum work zone
the optimum grab zonethe optimum grab zone
the maximum grab zonethe maximum grab zone
parts presentation, the assembly sequenceparts presentation, the assembly sequence
and tool organisation should all be limitedand tool organisation should all be limited
to the optimum zones as much as possibleto the optimum zones as much as possible
Remember: people move in arcs, not straight linesRemember: people move in arcs, not straight lines
THE CLASSIC 7 REQUIREMENTS FOR THE CLASSIC 7 REQUIREMENTS FOR
CONTINUOUS FLOW MANUFACTURINGCONTINUOUS FLOW MANUFACTURING
1. 1. ““OneOne--piecepiece”” flowflow
2. Machines/Workplaces positioned in 2. Machines/Workplaces positioned in
processing sequenceprocessing sequence
3. 3. ““CompactCompact”” Equipment (both specialised & Equipment (both specialised &
general purpose)general purpose)
4. Multi4. Multi--process operations (worker moves process operations (worker moves
from operation to operation down the from operation to operation down the
line)line)
52
5. Well studied cycle5. Well studied cycle--time (process must be time (process must be
synchronised to keep pace with Clientssynchronised to keep pace with Clients’’
needs/next processneeds/next process’’ needs)needs)
6. Multi6. Multi--skilled workersskilled workers
7. Standing (chair7. Standing (chair--free) operationsfree) operations
THE CLASSIC 7 REQUIREMENTS FOR THE CLASSIC 7 REQUIREMENTS FOR
CONTINUOUS FLOW MANUFACTURINGCONTINUOUS FLOW MANUFACTURING
continuous flow golden rulescontinuous flow golden rules
Production Production ““pitchpitch”” coco--ordinated with Customersordinated with Customers’’ needs.needs.
1st RULE1st RULE
MANUFACTURING CYCLEMANUFACTURING CYCLE--TIME = TAKT TIMETIME = TAKT TIME
(Produce daily what you sell daily....Produce daily what you sell daily....)
number of items to be produced = number of items to be produced =
number of items required by Customersnumber of items required by Customers
53
MANUFACTURING CYCLEMANUFACTURING CYCLE--TIME = TAKT TIMETIME = TAKT TIME
MICROMICRO--MIX = MACROMIX = MACRO--MIXMIX
continuous flow golden rulescontinuous flow golden rules1st RULE1st RULE
2nd RULE2nd RULE
Large pieces of equipment, intended for Large pieces of equipment, intended for
batch production or designed for FMS batch production or designed for FMS
(Flexible Manufacturing System) are not (Flexible Manufacturing System) are not
suited for Flow Production/Onesuited for Flow Production/One--Piece FlowPiece Flow
BASE EQUIPMENT CAPACITY / BASE EQUIPMENT CAPACITY /
/ UTILISATION ON TAKT/ UTILISATION ON TAKT--TIMETIME
continuous flow golden rulescontinuous flow golden rules
54
3rd RULE3rd RULE
Market demand data are directed only to Market demand data are directed only to
the Assembly process (final process), and the Assembly process (final process), and
from here relayed upfrom here relayed up--streamstream
PULL PRODUCTION PRINCIPLEPULL PRODUCTION PRINCIPLE
continuous flow golden rulescontinuous flow golden rules
4th RULE4th RULE
An horizontal (job shop) layout is not An horizontal (job shop) layout is not
suited to Flow Production/Onesuited to Flow Production/One--Piece FlowPiece Flow
VERTICAL LAYOUT (FLOW LAYOUT)VERTICAL LAYOUT (FLOW LAYOUT)
continuous flow golden rulescontinuous flow golden rules
55
cell manufacturingcell manufacturing
labour/machines situationlabour/machines situation
56
Lean Manufacturing and Lean Manufacturing and
Total Quality ManagementTotal Quality Management
THE POKATHE POKA--YOKE DISCIPLINEYOKE DISCIPLINE
100% TESTING APPROACHES100% TESTING APPROACHES
THE 6 SIGMA METHODOLOGYTHE 6 SIGMA METHODOLOGY
FLOW PRODUCTION FLOW PRODUCTION -- THE QUALITY ISSUETHE QUALITY ISSUE
““If a system is not If a system is not
fundamentally designed for fundamentally designed for
quality, all the SPC consultants quality, all the SPC consultants
in the world wonin the world won’’t help. Your t help. Your
fate is designed infate is designed in”” [Jim Swartz]
57
The 5 QA Achievement Levels
FLOW PRODUCTION FLOW PRODUCTION -- THE QUALITY ISSUETHE QUALITY ISSUE
5) Processes do not create defects to begin with5) Processes do not create defects to begin with
4) Processes do not send defects downstream4) Processes do not send defects downstream
3) Factory reduces defects3) Factory reduces defects
2) Factory does not deliver defective products2) Factory does not deliver defective products
1) Factory delivers defective products1) Factory delivers defective products
Flow Production is Flow Production is
based on QA level 5: based on QA level 5:
ZERO DEFECTSZERO DEFECTS
FLOW PRODUCTION FLOW PRODUCTION -- THE QUALITY ISSUETHE QUALITY ISSUE
58
Quality Inspection Quality Inspection builtbuilt--intointo the the
productive process: 100% inspectionproductive process: 100% inspection
PokaPoka--Yoke devices builtYoke devices built--into the into the
productive process for guaranteed qualityproductive process for guaranteed quality
If defects occur, the process is stopped, If defects occur, the process is stopped,
and the cause/s found and eliminatedand the cause/s found and eliminated
No double check/double inspectionNo double check/double inspection
Inspection Department IS Inspection Department IS
the Production Departmentthe Production Department
FLOW PRODUCTION FLOW PRODUCTION -- THE QUALITY ISSUETHE QUALITY ISSUE
6 Sigma methodology in extreme or 6 Sigma methodology in extreme or
well suited situationswell suited situations
100% testing100% testing
Flash Images of fully automated Flash Images of fully automated
and semiand semi--automated calibrating automated calibrating
and testing lines for the and testing lines for the ““Common Common
RailRail”” Diesel Injection System.Diesel Injection System.
Lines engineered by AEA Lines engineered by AEA SrlSrl of Italy.of Italy.
59
a worlda world--class enterprise dedicated class enterprise dedicated
to 100% quality testingto 100% quality testing
100% testing100% testing100% testing
The 6-SigmaThe 6The 6--SigmaSigma
MethodologyMethodologyMethodologyoverview
60
pokapoka--yokeyoke
61
MISTAKEMISTAKE--PROOFING IN EVERYDAYPROOFING IN EVERYDAY’’S LIFES LIFE
MISTAKEMISTAKE--PROOFING IN EVERYDAYPROOFING IN EVERYDAY’’S LIFES LIFE
62
MISTAKEMISTAKE--PROOFING IN EVERYDAYPROOFING IN EVERYDAY’’S LIFES LIFE
POKAPOKA--YOKE APPLICATIONSYOKE APPLICATIONS
63
POKAPOKA--YOKE APPLICATIONSYOKE APPLICATIONS
POKAPOKA--YOKE APPLICATIONS YOKE APPLICATIONS -- CYTOCARECYTOCARE
BEFORE
Syringes loading by means of
rollers and force of gravity.
Possibility of mistaken loading.
AFTER
Dedicated loading system.
No possibility of mistakes.
64
YEARS 2000YEARS 2000
FACTORS OF COMPETITIVENESSFACTORS OF COMPETITIVENESS
C r e a t i v i t yC r e a t i v i t y
the 6 thinking hatsthe 6 thinking hats
65
EXERCISE???EXERCISE???
……..oh, yes!!!..oh, yes!!!pokapoka--yoke ityoke it……..
FLOW PRODUCTION FLOW PRODUCTION -- THE QUALITY ISSUETHE QUALITY ISSUEThe “turn-this-board” strategy
66
FLOW PRODUCTION FLOW PRODUCTION -- THE QUALITY ISSUETHE QUALITY ISSUEThe “turn-this-board” strategy
FLOW PRODUCTION + UFLOW PRODUCTION + U--CELL MANUFACTURINGCELL MANUFACTURING
the correct approach to equipmentthe correct approach to equipment
Capacity: conservative rather than optimisticCapacity: conservative rather than optimistic
Adhere to the oneAdhere to the one--piecepiece--flow ruleflow rule
Equipment conceived for qualityEquipment conceived for quality
Fast enough to cope with the Fast enough to cope with the TaktTakt--TimeTime
67
Specialised, inexpensive machines (not GP)Specialised, inexpensive machines (not GP)
Compact, easy to moveCompact, easy to move
Standardised, easy to operateStandardised, easy to operate
Man & Machine: separate valueMan & Machine: separate value--addingadding
FLOW PRODUCTION + UFLOW PRODUCTION + U--CELL MANUFACTURINGCELL MANUFACTURING
the correct approach to equipmentthe correct approach to equipment
Fast to setFast to set--up, easy to maintainup, easy to maintain
Inlet and Outlet on the same sideInlet and Outlet on the same side
Simple, human automationSimple, human automation
Simple, foolSimple, fool--proof devices/accessoriesproof devices/accessories
FLOW PRODUCTION + UFLOW PRODUCTION + U--CELL MANUFACTURINGCELL MANUFACTURING
the correct approach to equipmentthe correct approach to equipment
68
why machine inlet and outlet why machine inlet and outlet
should be on the same sideshould be on the same side
the correct approach to equipmentthe correct approach to equipment
First improve people, then methods, First improve people, then methods,
then equipmentthen equipment
Go for the Go for the ““poor manpoor man”” approachapproach
Be Be ““people orientedpeople oriented”” and and
““customercustomer--orientedoriented”” rather rather
than than ““machinemachine--orientedoriented””
FLOW PRODUCTION + UFLOW PRODUCTION + U--CELL MANUFACTURINGCELL MANUFACTURING
the correct approach to equipmentthe correct approach to equipment
69
cell manufacturingcell manufacturing
labour/machines situation2labour/machines situation2
UU--CELL MANUFACTURINGCELL MANUFACTURING
70
cell productioncell production
oneone--piece flowpiece flow
continuous flowcontinuous flow
HEAVY MECHANISATION / HEAVY MECHANISATION /
AUTOMATIONAUTOMATION
LEAN MANUFACTURING LEAN MANUFACTURING
and TPMand TPM
TOTAL PRODUCTIVE MAINTENANCETOTAL PRODUCTIVE MAINTENANCE
71
72
““traditionaltraditional”” TPMTPM
PARTICIPATIVEPARTICIPATIVE PROGRAMS DESIGNED TO INCREASE EQUIPMENT EFFECTIVENESS (PRODUCTIVITY - QUALITY -SAFETY) AIMING AT VARIOUS GOALS:
definitiondefinition
�AUTONOMOUS MAINTENANCE ACTIVITIES TO
MAINTAIN BASIC EQUIPMENT CONDITIONS
�ELIMINATION OF ACCELERATED DETERIORATION
�RESTORATION OF EQUIPMENT TO OPTIMAL
OPERATING CONDITIONS
�ELIMINATION OF THE 6 BIG LOSSES6 BIG LOSSES, IN ORDER TO
MAXIMISE EQUIPMENT EFFECTIVENESS
““traditionaltraditional”” TPMTPMgoalsgoals
�INCREASE IN EFFICIENCY AND COST-EFFECTIVENESS
OF MAINTENANCE FUNCTION
�INCREASE OF OPERATION AND MAINTENANCE SKILLS
�MAINTENANCE PREVENTION
�MAINTAINABILITY IMPROVEMENT AND DEVELOPMENT
OF A MAINTENANCE SYSTEM FOR THE EQUIPMENT
LIFE
73
““traditionaltraditional”” TPMTPM
�TOTAL INVOLVEMENT OF PEOPLE FROM ALL DEPTS.
THAT PLAN, DESIGN, USE OR MAINTAIN EQUIPMENT
�AND OTHERS
�MAX. SAFETY AND ENVIRONMENT CONSERVATION/
/POLLUTION CONTROL
�INVOLVEMENT OF TOP MANAGEMENT
goalsgoals
““todaytoday’’ss”” TPMTPM
today’s TPM focuses on the entire
productive processproductive process to assure that the right equipment is part of a valuevalue--
adding/wasteadding/waste--freefree series of operations
and to assure (by deploying “traditional”TPM approaches) that equipment
contributes “effectively” to the primary objective of valuevalue--generationgeneration
74
spot the wastespot the waste……
……around machinesaround machines……
75
THE 6 BIG LOSSESTHE 6 BIG LOSSES
76
THE 6 BIG LOSSESTHE 6 BIG LOSSES
THE 6 BIG LOSSESTHE 6 BIG LOSSES
77
PREVENTIVE MAINTENANCEPREVENTIVE MAINTENANCE
AUTONOMOUS MAINTENANCEAUTONOMOUS MAINTENANCE
the hearts of TPMthe hearts of TPM
The new relationship between The new relationship between
Maintenance and ProductionMaintenance and Production
CAN TPM BE ASSOCIATED TO OTHERCAN TPM BE ASSOCIATED TO OTHER
yes, it can!
PREDICTIVE MAINTENANCEPREDICTIVE MAINTENANCE
(or CBM – CONDITION BASED MAINTENANCE)
for instance:
and others
IPF IPF –– INSTRUMENT PROTECTIVE FUNCTIONINSTRUMENT PROTECTIVE FUNCTION(emergency shut-down systems – gas and fire systems)
RCM RCM –– RELIABILITY CENTRED MAINTENANCERELIABILITY CENTRED MAINTENANCE(for critical rotating equipment and as a “maintenance policy-maker”)
RBI RBI -- RISKRISK--BASED INSPECTIONBASED INSPECTION (for pressure vessels and piping)
““TECHNICALTECHNICAL”” MAINTENANCE DISCIPLINES?MAINTENANCE DISCIPLINES?
78
ACHIEVING QUICK CHANGEACHIEVING QUICK CHANGE--OVEROVER
1. Changing1. Changing--over efficiently over efficiently
and effectively requires a and effectively requires a
high level of knowledge high level of knowledge
and ability, which areand ability, which are
the result of long the result of long
training and experiencetraining and experience
OBSOLETE, TRADITIONAL ASSUMPTIONS ON C/OOBSOLETE, TRADITIONAL ASSUMPTIONS ON C/O
79
OBSOLETE, TRADITIONAL ASSUMPTIONS ON C/OOBSOLETE, TRADITIONAL ASSUMPTIONS ON C/O
2. Producing in large lots2. Producing in large lots
mitigates the effects andmitigates the effects and
counterbalances the costscounterbalances the costs
of long c/o timesof long c/o times
OBSOLETE, TRADITIONAL ASSUMPTIONS ON C/OOBSOLETE, TRADITIONAL ASSUMPTIONS ON C/O
3. Producing with the 3. Producing with the
criterion of "economic lot criterion of "economic lot
size" does also size" does also
counterbalance the cost counterbalance the cost
of (large) inventory, of (large) inventory,
consequent to largeconsequent to large--lotlot
productionproduction
80
OBSOLETE, TRADITIONAL ASSUMPTIONS ON C/OOBSOLETE, TRADITIONAL ASSUMPTIONS ON C/O
E.L.S. (ECONOMIC LOT SIZE) = E.O.Q. (ECONOMIC ORDER QUANTITY)E.L.S. (ECONOMIC LOT SIZE) = E.O.Q. (ECONOMIC ORDER QUANTITY)
effects of long seteffects of long set--upsups
81
changechange--over timeover time
= interval of time elapsed between = interval of time elapsed between
production of production of last defectlast defect--free itemfree item
(product, by(product, by--product, workproduct, work--piece....) piece....)
of of previous lotprevious lot, and , and first defectfirst defect--free free
itemitem of of next lotnext lot
definitionsdefinitions
INTERNAL CHANGEINTERNAL CHANGE--OVER TIMEOVER TIME
throughout this time throughout this time no no
value is added to productsvalue is added to products
Interval of time during which Interval of time during which the productive the productive
process stopsprocess stops: this : this should beshould be the real and proper the real and proper
changechange--over timeover time, that begins when the current , that begins when the current
lot process finishes, and ends when the next lot lot process finishes, and ends when the next lot
process produces the 1st defectprocess produces the 1st defect--free item.free item.
definitionsdefinitions
82
EXTERNAL CHANGEEXTERNAL CHANGE--OVER TIMEOVER TIME
part of this time may elapse before Internal part of this time may elapse before Internal
ChangeChange--Over Time, and part afterOver Time, and part after
Interval of time during processing (of previous Interval of time during processing (of previous
and next lot), during which and next lot), during which changechange--over related over related
activitiesactivities (like transport, preparation, etc.) may (like transport, preparation, etc.) may
and and should beshould be implemented by various implemented by various
personnel (fitters, workers, operators....).personnel (fitters, workers, operators....).
definitionsdefinitions
OVERALL CHANGEOVERALL CHANGE--OVER TIME OVER TIME = = Internal ChangeInternal Change--Over Time + Over Time +
External ChangeExternal Change--Over Time.Over Time.
definitionsdefinitions
83
ACHIEVING QUICK CHANGEACHIEVING QUICK CHANGE--OVEROVER
objectivesobjectives
streamlinestreamline (essential) (essential) external c/o activitiesexternal c/o activities
eliminateeliminate/minimise /minimise adjustmentsadjustments
minimise timeminimise time required for (essential) required for (essential) internal c/o activitiesinternal c/o activities
make make easyeasy all c/o operations, so that they can be implemented all c/o operations, so that they can be implemented
by medium/lowby medium/low--skilled workersskilled workers
eliminate eliminate wastewaste
ACHIEVING QUICK CHANGEACHIEVING QUICK CHANGE--OVEROVER
objectivesobjectives
streamlinestreamline (essential) (essential) external c/o activitiesexternal c/o activities
eliminateeliminate/minimise /minimise adjustmentsadjustments
minimise timeminimise time required for (essential) required for (essential) internal c/o activitiesinternal c/o activities
make make easyeasy all c/o operations, so that they can be implemented all c/o operations, so that they can be implemented
by medium/lowby medium/low--skilled workersskilled workers
eliminate eliminate wastewaste
84
flow production and quick changeflow production and quick change--overover
the missing link...the missing link...Charlie Rev. 0 Charlie Rev. 0
22 minutes22 minutes
85
CHANGECHANGE--OVER CHECKOVER CHECK--TABLETABLE
back to Charlieback to Charlie……
rev. 1rev. 1Charlie Rev. 1 Charlie Rev. 1
4 minutes4 minutes
86
from SMED to OTEDfrom SMED to OTED
Charlie Rev. 5 Charlie Rev. 5
1 second1 second
is it possible?is it possible?
a QCO casea QCO casepositioning jig for automated positioning jig for automated
robotrobot--welding of silencerswelding of silencers
87
QCOQCOdream or reality?dream or reality?
……are Lean are Lean
Manufacturing Manufacturing
and Flow and Flow
Production Production
suited to you?suited to you?
88
The answer is always:The answer is always:
yes!!yes!!
LEAN MANUFACTURINGLEAN MANUFACTURING
PRINCIPLESPRINCIPLES
IN THE MININGIN THE MINING
INDUSTRYINDUSTRY
89
LEAN THINKING PRINCIPLES IN THE MINING INDUSTRYLEAN THINKING PRINCIPLES IN THE MINING INDUSTRY
2 main operational processes:2 main operational processes:
��the ore treatment processthe ore treatment process
��the extraction processthe extraction process
EXAMPLES
Spot the Waste!Spot the Waste!
Mining Industry: Ore ProcessingMining Industry: Ore Processing
90
LEAN MANUFACTURINGLEAN MANUFACTURING
ANDAND
THE CONTINUOUSTHE CONTINUOUS
PROCESS INDUSTRYPROCESS INDUSTRY
LEAN MANUFACTURING AND THE LEAN MANUFACTURING AND THE
CONTINUOUS PROCESS INDUSTRYCONTINUOUS PROCESS INDUSTRY
Targets:Targets:
c) c) assure the Flowassure the Flow: through TPM & other technical : through TPM & other technical
Maintenance disciplinesMaintenance disciplines
b) b) pull the Flowpull the Flow: relate Operations to the Market: relate Operations to the Market
a) a) balance the Flow:balance the Flow: through Continuous Flow techniquesthrough Continuous Flow techniques
91
LEAN MANUFACTURING AND THE LEAN MANUFACTURING AND THE
CONTINUOUS PROCESS INDUSTRYCONTINUOUS PROCESS INDUSTRY
��eliminate the residual waste around the Floweliminate the residual waste around the Flow
Additional Target:Additional Target:
EXAMPLES
The Control Room syndromeThe Control Room syndrome
92
VALUE VALUE
STREAM STREAM
MANAGEMENTMANAGEMENT
Descending from Value Adding Management and Process Engineering,
Value Stream Management (VSM) is a discipline for planning and
linking “lean” initiatives.
VALUE STREAM MANAGEMENTVALUE STREAM MANAGEMENT
This is done operationally by deploying the Value Stream Mapping
technique, that calls for systematic data collection and analysis.
The primary target:
Manufacturing leadManufacturing lead--time (throughput time) reduction time (throughput time) reduction
through waste eliminationthrough waste elimination
Although it might be used for improving any process, VSM is generally adopted to
improve the Manufacturing (operations) process.
93
How?How?
Understanding/analysing Flow of Materials and Flow of Information
along the selected Value Stream/s.
To become effective, VSM must be understood, supported and driven by
Top Management – and understood/known operationally by Managers,
Supervisors, Team Leaders and key frontline personnel.
VSM actually does link the needs of Top Management (aiming at
tangible improvement results) with the needs of the
operations/improvement groups (needing practical tools).
The common tool for both is the VSM storyboardstoryboard (a poster size
framework holding all key data for planning lean initiatives).
VALUE STREAM MANAGEMENTVALUE STREAM MANAGEMENT
VALUE STREAM MANAGEMENTVALUE STREAM MANAGEMENT
VSM storyboardVSM storyboard
94
9 major steps:
A) Strong commitment to “lean”
B) Identify, select and choose “Value StreamsValue Streams” (per “product” or “class of products”)
C) Learn “lean” practices
D) “Current StateCurrent State” Mapping
E) Determine applicable “metrics”
F) “Future StateFuture State” Mapping
G) Set Kaizen-style Improvement Plans
H) Implement Improvement Plans
I) Monitor
VALUE STREAM MANAGEMENTVALUE STREAM MANAGEMENT
VALUE STREAM MANAGEMENTVALUE STREAM MANAGEMENT
A) Strong Commitment to A) Strong Commitment to ““LeanLean””
Key Points:
Top Management must “understand” LEAN
TM must never confuse a lean exercise with a cost-cutting exercise
TM must understand that the lean project must be top-driven, supported
and monitored in all its stages
TM must make a “loud declarationloud declaration” that the enterprise is now going
into the lean direction
+ Appointment of a Lean Project + Appointment of a Lean Project
Manager (LPM)Manager (LPM)
95
VALUE STREAM MANAGEMENTVALUE STREAM MANAGEMENT
B] Identify, select and choose Value Stream/sB] Identify, select and choose Value Stream/s
Value StreamValue Stream:
Is that sequence of processing activities that produce as an output a
product or range of products (or service/s, or both).
A value stream is a process, the entire process required to produce a
product or range of products, including all its processing stations,
manufacturing lines, etc.
It begins in the incoming raw materials area, and ends at the product/s
despatching area.
under the VSM angle of view, a value stream begins at under the VSM angle of view, a value stream begins at
supplier's premises and ends at client/s' premisessupplier's premises and ends at client/s' premises
How many Value Streams?How many Value Streams?
VALUE STREAM MANAGEMENTVALUE STREAM MANAGEMENT
c] Learn lean practicesc] Learn lean practices
Key Points:
Formal and informal training
Including: awareness generation/sensitisation to identification +
elimination of waste - rather comprehensive presentation of lean
benefits, limitations, constraints and implications - an initial, broad
presentation of the available lean disciplines and their areas of
deployment - illustration of practical VSM procedures and tools - tips
on how to generate and maintain the "lean momentumlean momentum".
+ Train the Trainers program!+ Train the Trainers program!
Train: Train: allall those concerned!those concerned!
96
VALUE STREAM MAPPINGVALUE STREAM MAPPING
the the ““StoryboardStoryboard””
D) Mapping the D) Mapping the ““Current StateCurrent State””
PRELIMINARY STEP:
Round-the-table Team work
• The LPMLPM re-defines the Project
• highlights the reasons for selecting the chosen value stream/s
• re-explains briefly the VSM approach/procedures
• re-defines the operational Teams appointed for the task
• sets time-frames
• and assigns duties to the co-ordinators (subsub--PMPM) of the Operational
Teams
VALUE STREAM MAPPINGVALUE STREAM MAPPING
97
D) Mapping the D) Mapping the ““Current StateCurrent State””
OPERATIONAL STEPS:
1) Map the Process1) Map the Process (Arrow DiagramArrow Diagram) – identifying all Processing
Components (both ValueValue--addingadding AND nonnon--ValueValue--addingadding) in the
selected value stream process - clearly identifying Value-adding
Operations points (Processing StationsProcessing Stations) – draft Process’ Map to
scale
VALUE STREAM MAPPINGVALUE STREAM MAPPING
all physical constraints (pillars, walls, etc.) as well as any dall physical constraints (pillars, walls, etc.) as well as any difference ifference
of floor level must be indicatedof floor level must be indicated
Benefits (for the Future State):
• illustrating all physical constraints may come extremely useful to
identify both criticalities and opportunities
• it open the doors to Process RazingProcess Razing and Group TechnologyGroup Technology studies
PROCESS MAPPINGPROCESS MAPPING
98
PROCESS MAPPINGPROCESS MAPPING
The symbols
(VSM icons)
Or your own!
VALUE STREAM MAPPINGVALUE STREAM MAPPINGD) Mapping the D) Mapping the ““Current StateCurrent State””
OPERATIONAL STEPS:
2) Preliminary Drafting of the CS2) Preliminary Drafting of the CS
99
D) Mapping the D) Mapping the ““Current StateCurrent State””
VALUE STREAM MAPPINGVALUE STREAM MAPPING
OPERATIONAL STEPS:
2) Preliminary Drafting of the CS2) Preliminary Drafting of the CS
D) Mapping the D) Mapping the ““Current StateCurrent State””
VALUE STREAM MAPPINGVALUE STREAM MAPPING
OPERATIONAL STEPS:
4) Drafting the Current State 4) Drafting the Current State –– Flow of MaterialsFlow of Materials
100
D) Mapping the D) Mapping the ““Current StateCurrent State””
VALUE STREAM MAPPINGVALUE STREAM MAPPING
OPERATIONAL STEPS:
4) Drafting the Current State 4) Drafting the Current State –– Flow of MaterialsFlow of Materials
Use the TimeTime LineLine in the lower part of the Current State Map to show
significant time-related (hours, days or weeks) data, such as:
- overall typical or average time to processtime to process at each Processing Station
- typical/average time gaptime gap between Processing Stations – etc.
D) Mapping the D) Mapping the ““Current StateCurrent State””
VALUE STREAM MAPPINGVALUE STREAM MAPPING
OPERATIONAL STEPS:
5) Data Collection (Current State 5) Data Collection (Current State –– Flow of Information)Flow of Information)
TargetTarget: identify all relevant data regarding information flow for the
selected Value Stream/s between:
- Client/s and Enterprise
- Enterprise and Supplier/s
- within the Enterprise: to Production Management, Planning and
Scheduling. Two essential "units" must be investigated:
the let's call it CentralCentral ProcessingProcessing UnitUnit
and the let's call it ProductionProduction Planning/ControlPlanning/Control UnitUnit
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D) Mapping the D) Mapping the ““Current StateCurrent State””
VALUE STREAM MAPPINGVALUE STREAM MAPPING
OPERATIONAL STEPS:
5) Mapping Current State 5) Mapping Current State –– Flow of InformationFlow of Information
VALUE STREAM MAPPINGVALUE STREAM MAPPINGE) Determine applicable E) Determine applicable ““MetricsMetrics””
VITAL! to compare (eventually) the present state of affairs
with a proposed, future, leaner one.
Details are not so important, especially for Top Management.
What TM needs is INDICESINDICES! (few, global and meaningful)
the selected Metric Parameters/Indices the selected Metric Parameters/Indices
must be must be ““universallyuniversally”” agreedagreed
102
Identify and enter in the Storyboard pertinent “Metrics”.
RecommendedRecommended Metric Parameters/Indices describing broadly but effectively the system "performance“:
Total Cycle-Time (ΣΣΣΣ Value-Adding Time)
Throughput Time
Ratio: Ratio: ΣΣΣΣΣΣΣΣ ValueValue--Adding Time/Throughput TimeAdding Time/Throughput Time
Defective Parts per Million (DPPP) Defective Parts per Million (DPPP) –– or Sigma Levelor Sigma Level
Overall Equipment EffectivenessOverall Equipment Effectiveness
Inventory turns
Days of inventory on-hand
Total ProcessTotal Process’’ WIPWIP
Uptime Rate
On-time Delivery (OTD) Index
VALUE STREAM MAPPINGVALUE STREAM MAPPINGE) Determine applicable E) Determine applicable ““MetricsMetrics””
Identify and enter in the Storyboard pertinent “Metrics”
The “Metrics” area should be conveniently subdivided to display:
- The Current State MetricsCurrent State Metrics
- The FutureFuture StateState MetricsMetrics
- The proposedproposed SystemSystem PerformancePerformance ImprovementImprovement
VALUE STREAM MAPPINGVALUE STREAM MAPPINGE) Determine applicable E) Determine applicable ““MetricsMetrics””
103
F) Mapping the F) Mapping the ““Future StateFuture State””
Implemented by the various VSM Teams by deploying:
- Their "lean" know-how
- Creative Thinking
VALUE STREAM MAPPINGVALUE STREAM MAPPING
The goal:
Produce a proposed, Future State Map that will be "leanerleaner" than the
present one (as lean as possible), bringing up a number of KaizenKaizen--style style
Improvement ProjectsImprovement Projects suited to the circumstance
The real targets are:
- Continuous FlowContinuous Flow
- PulledPulled by the Client/s
- With as little residual waste as possibleas little residual waste as possible
- With the shortest possible Throughput Timeshortest possible Throughput Time
- Maximising the main "lean" index: ΣΣVAVA--Time / Throughput TimeTime / Throughput Time
F) Mapping the F) Mapping the ““Future StateFuture State””
OPERATIONAL STEPS
1) Draw icons representing Client/s, Supplier/s, Central Processing Unit
and Production Planning/Control Unit – prepare Data Boxes
VALUE STREAM MAPPINGVALUE STREAM MAPPING
104
OPERATIONAL STEPS
7) PROCESS RAZING/GROUP TECHNOLOGY STUDY
This is where the previously drawn Process MapProcess Map (using the Arrow Arrow
DiagramDiagram tool) comes handy.
The study serves to identify machines/equipment/processing stations
required to process a number of products (or parts).
Target of the study: “group” together similar families of products or
parts, having in common similar processing steps carried out using
similar machines/processing stations.
Result of the study: a GROUP TECHNOLOGY LineGROUP TECHNOLOGY Line (or CellCell)
suitable to process all the concerned products/parts.
VALUE STREAM MAPPINGVALUE STREAM MAPPINGF) Mapping the F) Mapping the ““Future StateFuture State””
PROCESS ROUTE ANALYSIS PROCESS ROUTE ANALYSIS -- GROUPGROUP--TECHNOLOGYTECHNOLOGY
exampleexample
105
PROCESS ROUTE ANALYSIS PROCESS ROUTE ANALYSIS --GROUPGROUP--TECHNOLOGYTECHNOLOGY
exampleexample
PROCESS ROUTE ANALYSIS PROCESS ROUTE ANALYSIS -- GROUPGROUP--TECHNOLOGYTECHNOLOGY
exampleexample
106
PROCESS ROUTE ANALYSIS PROCESS ROUTE ANALYSIS -- GROUPGROUP--TECHNOLOGYTECHNOLOGY
exampleexample
PROCESS ROUTE ANALYSIS PROCESS ROUTE ANALYSIS -- GROUPGROUP--TECHNOLOGYTECHNOLOGY
exampleexample
107
PROCESS ROUTE ANALYSIS PROCESS ROUTE ANALYSIS -- GROUPGROUP--TECHNOLOGYTECHNOLOGY
exampleexample
PROCESS ROUTE ANALYSIS PROCESS ROUTE ANALYSIS -- GROUPGROUP--TECHNOLOGYTECHNOLOGY
exampleexample
The VSM Team tackling this
particular area of the Future
State may conclude that it is
possible to establish "Flow Flow
ProcessingProcessing" by means of 2
Group Technology CellsGroup Technology Cells (GT
Cells): the first to handle
processing of Products b and c,
and the second to handle
processing of Products a and d -
each manned by a multi-
skill/multi-function operator
108
F) Mapping the F) Mapping the ““Future StateFuture State””
OPERATIONAL STEPS
8) Brainstorming: is there any physical constraint or limitation
imposed by the factory layout (refer to Process Mapping)?
On the other hand, is there any hidden opportunity arising from the
factory layout that can be exploited?
VALUE STREAM MAPPINGVALUE STREAM MAPPING
Remember: the force of gravityforce of gravity
exists everywhere and is
freefree ofof chargecharge!
F) Mapping the F) Mapping the ““Future StateFuture State””
OPERATIONAL STEPS
8) Brainstorming: how will you then control upstream
production: KANBANKANBAN? - pure PULL/FLOW PULL/FLOW ? - ININ--
PROCESSPROCESS SUPERMARKETS SUPERMARKETS ? - or traditional
MRPMRP?
VALUE STREAM MAPPINGVALUE STREAM MAPPING
The real challenge is to try to go
for pure PULL/FLOWPULL/FLOW all along
the future value stream, if at all
possible.
109
F) Mapping the F) Mapping the ““Future StateFuture State””
OPERATIONAL STEPS
14) Finally, draw FLOW OF MATERIALSFLOW OF MATERIALS in the Future State Map
VALUE STREAM MAPPINGVALUE STREAM MAPPING
F) Mapping the F) Mapping the ““Future StateFuture State””
OPERATIONAL STEPS
15) Draw the Flow of InformationFlow of Information (electronic and manual): to/from
Customer/Supplier - to/from Production Planning/Control from/to
Processing Stations (include Production Supervisors' boxes in
between as required)
VALUE STREAM MAPPINGVALUE STREAM MAPPING
NB1: In a much leaner and pull system the Flow of Information between the
Planning/Control Unit and the Processing Stations becomes extremely simple:
information on orders to be produced are transmitted to the most downstream Station
(4/5/6 in the example) and simultaneously to the others. The entire system then gets
into motion in a pull style, and the continuous flow gets established.
NB2: In the VSM exercise also the entire Planning/Control Unit, as well as the
Central Processing Unit, may get totally "re-engineered" to suit the new system.
In a "lean" system no functional area remains untouched! In a "lean" system no functional area remains untouched!
110
G) SET KAIZENG) SET KAIZEN--STYLE LEAN IMPROVEMENT PLANSSTYLE LEAN IMPROVEMENT PLANS
The VSM Teams now have on hand all what is required to get to the
Future State system.
All data are available.
The systems (present and future) are no mystery.
The "direction" (the lean directionthe lean direction) is clear.
All is clear.
What is missing are three main items:
� A complete list of what needs to be done to get there
� In what sequence (what comes first, and second, and third......)
� The "who-is-going-to-be-in-charge-of-what“ issue
VALUE STREAM MAPPINGVALUE STREAM MAPPING
G) SET KAIZENG) SET KAIZEN--STYLE LEAN IMPROVEMENT PLANSSTYLE LEAN IMPROVEMENT PLANS
Eventually a "Lean Lean
Master PlanMaster Plan" can be
produced
VALUE STREAM MAPPINGVALUE STREAM MAPPING
111
WHAT A WHAT A
DIFFERENCE, DIFFERENCE,
COMPARED TO COMPARED TO
A TRADITIONAL A TRADITIONAL
IMPROVEMENTS IMPROVEMENTS
LISTLIST……..
G) SET KAIZENG) SET KAIZEN--STYLE LEAN IMPROVEMENT PLANSSTYLE LEAN IMPROVEMENT PLANS
� Calculate the overall investment associated with the implementation
of the Lean Master Plan
� Calculate the benefits associated with the implementation of the Lean
Master Plan (by comparison: CURRENT METRICS/FUTURE CURRENT METRICS/FUTURE
METRICSMETRICS)
� Calculate the ROIROI
� Get the LMP formally approved by Top Management
� Post the approved LMP next to the Storyboard
VALUE STREAM MAPPINGVALUE STREAM MAPPING
112
H] IMPLEMENT IMPROVEMENT PLANSH] IMPLEMENT IMPROVEMENT PLANS
KEY POINTS
� Lean Project PlanningLean Project Planning! (Last Planner Last Planner –– PPC PPC –– 5Why5Why)
� Review/touch-up as required
VALUE STREAM MAPPINGVALUE STREAM MAPPING
A Lean ProjectLean Project is ongoingongoing!
The target is a moving target.
There is no end to the lean trip.....There is no end to the lean trip.....
Implementation Time SpanImplementation Time Span: open debate
I] MONITORI] MONITOR
KEY POINTS
�� Continuous Monitoring/ControlContinuous Monitoring/Control!
� EverybodyEverybody!
� Co-ordinated by LPM
� Regular reportingreporting to Top Management
�� CelebrateCelebrate Milestone achievements!
VALUE STREAM MAPPINGVALUE STREAM MAPPING
FINAL REMARKSFINAL REMARKS
No easy/simple shortcut to VSM!
In simple cases: Spaghetti DiagramSpaghetti Diagram
And/or: start from downstream and “hithit thethe wallwall”!
113
CAN FLOW PRODUCTION BE CAN FLOW PRODUCTION BE
EXTENDED FACTORYEXTENDED FACTORY--WIDE ?WIDE ?
RELATIONSHIP WITH RELATIONSHIP WITH
SUPPLIERS IN A SUPPLIERS IN A
WORLDWORLD--CLASS CLASS
ENVIRONMENTENVIRONMENT
the the
““VENDORSVENDORS’’ CLASSIFICATION, CLASSIFICATION,
EVALUATION & RATINGEVALUATION & RATING””
disciplinediscipline
114
the valuethe value--chainchain
115
VENDORS CLASSIFICATIONIV CLASS - "NORMAL"
SUPPLIER
III CLASS - "PERFORMING" SUPPLIER II CLASS - "INTEGRATED"
SUPPLIER (Operational Comakership)
I CLASS - "PARTNER"
SUPPLIER
(Business Comakership)
RELATIONSHIP
DEVELOPMENT
CONVENTIONAL APPROACH° Negotiation focused on price° Minimal infos & quality specs° Conflictual interests° Little reciprocal trust° Governed by contractual power° Single-order purchases with little exception° Short-term purchases horizon° Many suppliers
"IMPROVEMENT" APPROACH° Primary attention to quality/price ratio° Large infos° More reciprocal trust° Many open orders & extensive purchases planning° Start-up of long-term relationship° Reduction of suppliers number (= selection)° Some experimental comakership° Target: vendor's improvement° Decentralization of production and responsibilities
OPERATIONAL INTEGRATION° Great attention to "total" process° Long-term relationship regularly (+- yearly) reviewed° Open infos (including market's feed-back)° High level of trust° Mutually agreed vendor's "recovery" procedures° Price fluctuations allowed with mutually agreed criteria° Systematic (and jointly defined) vendor's Kaizen programs (price-quality-process)° Open orders as a rule° Consulting/training services to Vendor
STRATEGIC INTEGRATION° Great attention to common business° Open doors, open "value-chain" and open info system° Benchmarking together° Full trust: vendor thrives on vendee's business and vendee thrives on vendor's support to business° Top level agreement on policies and strategies° Proper business partnership with some suppliers
QUALITY
ISSUE
° Vendor responsible only for conformity to specs° Systematic acceptance Inspections/Tests° Max guarantee only on a 100% test basis (sampling/AQL techniques and free-pass carry high risk)° Some inspections at source° Some "formal" certification (2nd and 3rd party) of vendor's QA system
° Extensive certification of vendor's QA
system
° Vendor's rating on "absolute" quality° Start-up of "auto-certification" programs
° Vendor responsible for conformity to use
° Quality improvement programs imposed to vendor
° Mix tests on acceptance/free-pass
° Extensive auto-certification° Focus on vendor's CWQC system° Quality guaranteed and auto-certified with jointly agreed criteria)° Vendor's global responsibility on consequences of non-conformities (product liability)° Free-pass with/without bonus° Integrated improvement programs (QA – TQM)
° Maintenance of auto- certification° Focus on GWQC° Co-design of quality specs and QFD° Free-pass as a rule° Vendor's globally responsible for end-user's satisfaction
LOGISTICS
° Buffer stocks: safe/necessary ° Start-up of JIT supplies (mainly Kanban)° Some buffer stocks
° JIT supplies (frequent/small-lots) directly to productive areas° No buffer stocks° Some synchro-supplies
° Global vendor's integration in vendee's productive flow – synchro supplies only° Common informatics and planning
PRODUCT-
PROCESS
DEVELOPMENT
° None/minimal vendor's involvement ° Some vendor's involvement° Vendee's imposition of vendor's process improvement programs
° Co-engineering & Co-design° Some common use of QFD° Some joint R & D investments
° Extensive, joint PPD and QFD° Extensive, joint R & D investments° Global involvement
EVALUATION
& RATING
° Price° Quality: compliance to specs° Reliability & Performance° Evaluation of QA system (2nd party certification)
° QA system evaluation/audit° Rating based on "absolute" quality° Evaluation/Rating based on Total Costs of (non-) quality
° Global Process capability audit° Evaluation and rating at Total Costs
° Global Vendor's Organization audit
MOTTO "Shop around for the best price" "Let's improve together" "The productive process starts at
vendor's premises"
"Let's make business together"
116
comakershipcomakership
the present and the futurethe present and the future
International Lean Supply Chain International Lean Supply Chain -- exampleexample
117
EXERCISE???EXERCISE???
……..oh, yes!!!..oh, yes!!!earn a diplomaearn a diploma……
OPERATIONS MANAGEMENT OPERATIONS MANAGEMENT
in a lean environmentin a lean environment
““simple is beautiful!simple is beautiful!””
““small is beautiful!small is beautiful!””
118
small is beautiful!small is beautiful! -- 11
PaulanerPaulaner BrBrääuhausuhaus
Clock TowerClock Tower
Cape Town WaterfrontCape Town Waterfront
119
120
121
small is beautiful!small is beautiful! -- 22
Bakeries todayBakeries today
122
123
small is beautiful! small is beautiful! -- 33
williamwilliam
124
williamwilliam
small is beautiful! small is beautiful! -- 44
edithedith
125
edithedith
LM and PEOPLELM and PEOPLE
and: the importance of Top Management commitment and: the importance of Top Management commitment
in implementing a LM programin implementing a LM program
126
…….so, you would like your people to be:.so, you would like your people to be:
ResponsibleResponsible
EfficientEfficient
Serious and reliableSerious and reliable
Dedicated to their workDedicated to their work
Committed to improvementCommitted to improvement…………
CostCost--consciousconsciousAccountableAccountable
????????
????????????
127
…….so, you would like your people to be:.so, you would like your people to be:
Efficient Efficient –– Responsible Responsible -- CostCost--
conscious conscious -- Dedicated to their work Dedicated to their work --
Serious and reliable Serious and reliable –– Accountable Accountable ––
Committed to improvementCommitted to improvement………… --
???? ???? -- ????? ????? -- ??????????????????????????
..in a nutshell: you would like your people to..in a nutshell: you would like your people to
performperform
128
This is possible: it can be achievedThis is possible: it can be achieved……
…….it depends on you, .it depends on you,
entrepreneurs and managersentrepreneurs and managers……....
..it..it’’s just your choice..s just your choice..
But:But: there are 3 necessary stepsthere are 3 necessary steps……
…….you would like your people to be: responsible .you would like your people to be: responsible –– accountable accountable ––
efficient efficient -- dedicated to their work dedicated to their work –– committed to improvementcommitted to improvement…………
THE 3 NECESSARY STEPSTHE 3 NECESSARY STEPS
1) Understand the environmental 1) Understand the environmental
change and manage itchange and manage it
2) Be prepared to abandon the 2) Be prepared to abandon the
““formulaformula””
3) Have a clear direction and tell 3) Have a clear direction and tell
people about itpeople about it……..
4) 4) …….and something more.and something more……....
129
Why do all traditional HR management and Why do all traditional HR management and
motivational techniques somehow fail?motivational techniques somehow fail?
Management by Objectives, Effective Leadership, Diversification,
Z Theory, Situational Leadership, Effective Communication, Zero-
based-Budgeting, Decentralisation, Team Building, Management
by Exception, Dale Carnegie techniques, Interpersonal Skills,
Quality Circles, Excellence, Restructuring, Portfolio Management,
Interactive Management, Matrix Organisational Structure, Total
Quality Management, ISO 9000..... and One-Minute Managing......
Why is communication so difficult in Why is communication so difficult in
many Traditional Enterprises?many Traditional Enterprises?
Why isWhy is therethere a communication problema communication problem in in
many enterprises?many enterprises?
And why is And why is ““talking to peopletalking to people”” considered a considered a
waste of time in many enterprises?waste of time in many enterprises?
..we have to look at organisational structures..we have to look at organisational structures……
130
……..that support an effective ..that support an effective
Employee Involvement scheme Employee Involvement scheme
and allow higher levels of and allow higher levels of
PerformancePerformance
ORGANISATIONAL ORGANISATIONAL
STRUCTURESSTRUCTURES
ORGANISATIONAL STRATEGIES
131
effective Human Resourceseffective Human Resources
Management StrategiesManagement Strategies
EFFECTIVE HR MANAGEMENT STRATEGIESEFFECTIVE HR MANAGEMENT STRATEGIES
132
““...the worst thing that could possibly ...the worst thing that could possibly
happen to an enterprise and its employees happen to an enterprise and its employees
is the adoption of an ineffective H R is the adoption of an ineffective H R
Management strategy......Management strategy......””
EXAMPLES OF EXAMPLES OF ““MISMIS--MATCHMATCH””
E2 M2
M1
E1
133
finally:finally:
a a ““traditionaltraditional”” enterprise is like a lawn mowerenterprise is like a lawn mower……
……if a person at the top is the most important, see what if a person at the top is the most important, see what
happens if a person at the bottom walks awayhappens if a person at the bottom walks away……..
134
As people's best motivations come from their As people's best motivations come from their own own
ideasideas, TEI stimulates people to release, in a , TEI stimulates people to release, in a
channelled mode, their channelled mode, their own creative energyown creative energy
for the benefit of the Customers, the Organisation's for the benefit of the Customers, the Organisation's
and their ownand their own
TEI is TEI is everyoneeveryone in the Organisation deeply involved, in the Organisation deeply involved,
using own using own brain powerbrain power, in , in problemproblem--solvingsolving, , learning, ,
continuous improvementcontinuous improvement activities, and systematic activities, and systematic
search for opportunitiessearch for opportunities
in a nutshell
HIGH (TOTAL) INVOLVEMENTHIGH (TOTAL) INVOLVEMENT
TEI is a system for organisational and people's TEI is a system for organisational and people's
changechange. .
It is a system that improves people's working It is a system that improves people's working
conditions by their own actions.conditions by their own actions.
TEI is a system for direct participation of people to TEI is a system for direct participation of people to
Organisation's success, by letting them take Organisation's success, by letting them take
responsibilitiesresponsibilities. .
TEI wants people to be responsible for their own TEI wants people to be responsible for their own
motivation and their own improvement: simply by motivation and their own improvement: simply by
letting them know the letting them know the scorescore........
HIGH (TOTAL) INVOLVEMENTHIGH (TOTAL) INVOLVEMENT
in a nutshell
135
TEI is a system that TEI is a system that
stimulates people to stimulates people to
become become responsibleresponsible agentagent
for their own for their own securitysecurity..
HIGH (TOTAL) INVOLVEMENTHIGH (TOTAL) INVOLVEMENT
in a nutshell
…….responsible.responsible agentagent for for
their own their own securitysecurity……..
the worm
136
TEI represents a continuous TEI represents a continuous
challengechallenge to people, by letting them to people, by letting them
set the path to their set the path to their fulfilmentfulfilment at at
work, work, enjoyingenjoying the very process......the very process......
HIGH (TOTAL) INVOLVEMENTHIGH (TOTAL) INVOLVEMENT
in a nutshell
high involvementhigh involvement……..
137
high involvement in manufacturinghigh involvement in manufacturing……..
involvement: special cases involvement: special cases
138
involvement: special cases involvement: special cases
Necessary rolesNecessary roles……. . with simple job descriptions (1 with simple job descriptions (1 –– 2 items)2 items)
Retailing personnelRetailing personnel
Service establishments personnelService establishments personnel
Public officialsPublic officials
BottomBottom--ofof--thethe--ladder personnelladder personnel
The IWT triumph!The IWT triumph!
139
high involvementhigh involvement……..
getting highly involvedgetting highly involved……..
140
the Pygmalion effectthe Pygmalion effect
BELIEVE IN BELIEVE IN
PEOPLE!PEOPLE!
Mc Mc GregorGregor and the Xand the X--Y theoryY theory
LegaLega del del filofilo dd’’orooro
http://www.legadelfilodoro.itNon-profit Organisation – Osimo – Italy
Assisting the blind, deaf and dumb.
Communication: MALOSSI
141
a practical model for TEIa practical model for TEI
142
….shift
from: TGIF
to: TGIM!!to: TGIM!!
TEI and beyond - TEP: TOTAL EMPLOYEE PERFORMANCE
143
…….so you would like your people to be: responsible .so you would like your people to be: responsible –– accountable accountable ––
efficient efficient -- dedicated to their work dedicated to their work –– committed to improvementcommitted to improvement…………
THE CHOICE IS YOURSTHE CHOICE IS YOURS……
methods
traditional
responsibilities
limited
waste
involvement
high
little/none
Job Satisfaction??Job Satisfaction??
…….so you would like your people to be: responsible .so you would like your people to be: responsible –– accountable accountable ––
efficient efficient -- dedicated to their work dedicated to their work –– committed to improvementcommitted to improvement…………
THE CHOICE IS YOURSTHE CHOICE IS YOURS……
methods
lean
value added
high
responsibilities
high
involvement
Job Satisfaction!!Job Satisfaction!!
high
144
Next Generation Next Generation
Lean ManufacturingLean ManufacturingA course presented by Carlo A course presented by Carlo ScodanibbioScodanibbio
Organised by:Organised by:
CREDITSCREDITS
The documentary material of this course is based on papers and wThe documentary material of this course is based on papers and works by:orks by:
and on personal experience and development by Carlo and on personal experience and development by Carlo ScodanibbioScodanibbio
Copyright Copyright ©© Carlo Carlo ScodanibbioScodanibbio 20092009
Next Generation Next Generation
Lean ManufacturingLean Manufacturing
““““““““a cultural a cultural a cultural a cultural a cultural a cultural a cultural a cultural revolutionrevolutionrevolutionrevolutionrevolutionrevolutionrevolutionrevolution””””””””
145
LEAN MANUFACTURING
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