Nick Sykes Lean Six Sigma Black Belt 01/21/13. Company Overview Awarded SEA’s Leadership &...
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Transcript of Nick Sykes Lean Six Sigma Black Belt 01/21/13. Company Overview Awarded SEA’s Leadership &...
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Company Overview
Awarded SEA’s Leadership & Culture, Leadership Excellence, Supply Chain Innovation, and Operational Excellence Awards
Hixson has been servicing the military, aerospace, and commercial aircraft industry for over 50 years.
135 Full-time Employees SEA Stage 1 Certified
(2010) Nadcap Accredited AS9100/AS9110/
ISO9001 Certified
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Hixson’s Capabilities
Anodize Chem Film Cad Plating Nickel Plating Tin Plating Chrome
Plating Copper Plating Gold Plating Silver Plating
Black Oxide Vacuum Cad Shot Peen Passivate NDT Phosphate Painting Grind More…
Communicate
Details•Create report outs•Communicate results (ref-1.1.2)
Ongoing
Assessment
Details•Monitor and assess implemented improvement initiatives•Adjust and improve process initiatives as needed
Ongoing
Kaizen Process 3.1.1
Champion: Greg Gannon Process Owner: Nick Sykes Master Trainer: Jennifer Kent
Key Steps in Process:
Inputs
Details
•Strategic Goals•Continuous Improvement Management Plan•Leadership Communication Process•Value Stream Maps
Preparation
DetailsDevelop Kaizen Process Plan
•Strategic Goals•Continuous Improvement Objectives•Value Stream Maps
Annual
Planning
Details•Review collected data•Select Kaizen events•Select Champion, Process Owner, and Kaizen Leader/Team•Schedule Kaizen event•Obtain Champion approval and resources
Annual
Implement
Details•Review collected data•Brainstorming•Select improvement initiatives•Implement improvement initiatives•Create standard work•Implement training
Ongoing
Outputs
Details
•Improvement Results•Report Out Presentation•Standard Work Instructions•Training
REFDOC://VSM_3.1.1_Kaizen Process_RevB.pptx/NSykes
Kaizen Selection Process Criteria for Kaizen Event
Problem is identified, but solution is unknown Small in scale with urgency needed for process
improvement
Kaizen Selection Committee Meets prior to annual Strategic Planning Meeting Representative of all areas of the company Drafts proposal for Kaizen Schedule Strategic Planning Team reviews and approves
Kaizen Events
Kaizen Team• Team Leader – Facilitates event and ensure action
items are assigned and completed• Co-leader – Training to be a future Kaizen Team Leader• Event Coordinator – Liaison with all stakeholders and
responsible for preparing final report out presentation• Process Champion – Management representative
responsible for attaining necessary resources for team• Process Owner – Process user responsible for
sustaining change• Subject Matter Experts (SME’s) – Experienced process
users• Outsider – Usually supplier and/or customer to process
Pre-Work
• Occurs at least one week prior to kaizen event• Kaizen refresher training• Review/create value stream map• Create kaizen scope sheet
• Estimate budget and submit for pre-approval
Preparation for Kaizen• Occurs during the week prior to kaizen event• Purchase pre-identified equipment and supplies• Ensure that maintenance crew will be on call
during event• Coordinate with Production to ensure that all
kaizen team members’ job duties are covered if necessary
Day 1- Kaizen Rules• One person=one vote• There are no bad ideas• No ideas are criticized!• Keep an open mind to
change• Keep a positive
attitude• No blame for anything
• Respect each other• Ask questions• Plans must be
sustainable to be successful
• Work hard• Have fun!
Day 1 - Planning• Begin brainstorming in dedicated kaizen room• Use spaghetti diagram flowchart, document suggestions, etc.• Move to work area to discuss ideas and continue brainstorming• Rate ideas according to impact on business and difficulty to
implement
Implement Changes• Select improvement
initiatives• Assign tasks to each person• No “normal work” is allowed• Team leader assigns new
tasks and monitors progress• Organize action items list for
any outstanding items to be completed
Assessment & Follow-up• Debrief team• Identify most valuable and least valuable changes• Solicit ideas to improve kaizen process• Update department dashboard to measure results• Meet at least once per week for the following
month to review results, change ineffective items, and audit process
• 30 day, 90 day, 1 year follow-up for sustainability
Goal Description Baseline Target Actual % Improvement
Reduce total walking distance for 1 job 1739 feet 370 feet 382 feet 78% reduction
Increase Value Added Time 17.26% 26.43% 26.43% 53% increase
Decrease Paint Dept. average throughput velocity
38.15 hrs (30 day avg.) <32.4 hrs 35.62 hrs 6.6% reduction
Decrease Final Inspection average throughput velocity
5.15 hrs (30 day avg.) <4.4 hrs 4.57 hrs 11.3% reduction
Decrease Shipping average throughput velocity
8 hrs (30 day avg.) <6.8 hrs 6.82 14.75% reduction
Document Results
Standard Work & Training• Update/create standard work instructions• Train all process users to follow new process
Report Out• Present kaizen event’s success to executive
leadership• Occurs approximately one month after kaizen
event• All team members participate in presentation
(not just team leader or management)• Executive leadership is not allowed to criticize
improvements• Executive leadership should ask, “what else do
you need from me to continue successfully?”
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Thank You!
Contact Information:Nick Sykes
Quality/Continuous ImprovementLean Six Sigma Black Belt(949) 645-4800 ext. 4641
www.hixsonmetalfinishing.com