Uploaded bykhoang74
PPT, PDF130 views

Plant Managers Workshop.ppt

The document outlines a workshop agenda for lean enterprise plant managers, focusing on improving safety, quality, and productivity through various tools and assessments. Participants will engage in exercises on safety, scoring, and lean methodologies like A3 proposals and value stream mapping, aiming to demonstrate measurable improvements in factory KPIs. The objectives include understanding the A3 tool, completing assessments on lean elements, and fostering employee engagement for continuous improvement.

Download to read offline
1 Lean Enterprise Plant Managers Workshop
2 Lean Enterprise – Plant Managers Workshops Agenda DAY 1: 09:00 - 9:30 Intro to Lean Enterprise & fit into Henkel Strategy 09:30 - 10:00 Safety Risk Assessments Safety Walkarounds Safety Assessments Near Miss Reporting Safety Training 10:00 - 11:00 Safety Walkaround & Site Visit 11:00 - 12:30 1st production Round 12:30 -13:15 Lunch 13:15 - 13:45 Bangpakong scoring - Training 13:45 – 14:45 All Sites Scoring 14: 45 – 15:30 People and Flow 5S, Standardized Work Changeover time Value Stream Mapping, Pull System A3 15:30 - 16:30 A3 Coaching Exercise & A3 Proposal for game 16:30 – 17:30 Scoring Breakout Session DAY 2: 09:00 – 10:15 People, Flow and Quality TPM, OEE Problem Solving FMEA, Management of Change, Control Plan Standard KPI’s and Scorecard, Communication Boards, Visual Factory 10:15 – 11:15 2nd production Round 11:15 - 12:15 Scoring Breakout Session 12:15 -13:00 Lunch 13:00 – 13:45 Driving and Sustaining Results Error Proofing Statistical Controls, Six Sigma, CI Workshops Mentoring & Coaching Qualification Matrix, Performance Remuneration 13:45 - 14:45 Scoring Breakout Session 14:45 – 16:00 A3 Proposal & Final Competition 16:00 - 16:45 Roadmap & Next Steps 16:45 - 17:15 Feed-back & Wrap up 2
3 Objectives By the end of this session, participants will be able to • Demonstrate measurable improvements in the Lean Enterprise Model Factory KPI’s • Show understanding of A3 tool by using it to organize and drive the Model Factory improvements • Complete Assessments on all 27 Lean Enterprise Elements for your Site (Plant Managers only) 3
4 Lean is everyone improving safety, quality and productivity for the long term, through engagement and empowerment. What is Lean? Lean is getting quality product to our customers faster, with less cost and reduced waste. We value, challenge and reward our people. We put our customers at the center of what we do. We drive excellent financial performance. We are committed to leadership in sustainability. Lean Enterprise gives us the tools to realize our Vision and Values. We build our future on our family-business foundation.
5 First we need to identity what is waste and what is not… Value Added Work Any process that changes the nature, shape or characteristic of the product in line with the customer requirements. This is what we are selling and our customer pays for! Non-Value Added Work Necessary under current conditions but does not increase product value. Ex: Inspection, Tool changes, Clean-outs, Maintenance, controlling activities. Waste This is activity or materials that no one will pay for apart from US! Evaluating the Work
6 Waste Elimination • To aide the memorization of the Seven Types of Waste, use the acronym TIMWOOD: • Transportation • Inventory • Motion • Waiting • Over Processing • Overproduction • Defects 7 FORMS OF WASTE
7 3 Success Cases Danaher Danaher Business System • A set of management tools borrowed from Toyota Production System • 4 P’s (People – Plan – Process – Performance) 7
8 3 Success Cases Danaher Source: Elliott Major (VP Operations Kollmorgen), Danaher Business System, http://www.cpe.vt.edu/gsm/presentations/ElliottMajor-Kollmorgen.pdf, accessed on May 7, 2013 8
9 3 Success Cases Clariant 9
10 3 Success Cases Wiremold Metric Improvement Improvement Rate/Year* Lead Time 42 days to 2 days 25% Customer Service 50% to 98% 9% Productivity 162% 6% Sales 400% 19% EBITDA Margin 6.2% to 20.8% 16% Gross Profit 38% to 51% 4% Working Capital / Sales 21.8% to 6.7% 14% Inventory Turns 3 to 18 25% Enterprise Value 2467% 49% * Compounded annual rate over 9 years 10
11
12 Lean at Henkel Lean Enterprise Vision CUSTOMER Dimensions 1. Safe Environment 2. People Engagement 3. Built in Quality 4. Optimized Flow Actions • Value Stream Mapping • Continuous Improvement Workshops • Six Sigma Projects • Best Practice Replication Voice of our customers Voice of our people Elements 12
13 Driving the 4 Dimensions Dimensions and their Element Clusters • Risk assessments • Safety walkarounds • Safety Assessments • Safety Trainings • Near Miss Reporting Safe Environment • Problem Solving • Failure Mode & Effect Analysis • 6 Sigma • Control Plan • Statistical Controls • Error Proofing Built in Quality • Value Stream Mapping • Continuous Improvement Workshops • Pull System • Total Productive Maintenance • Overall Equipment Effectiveness • Change Over Time • Visual Factory Optimized Flow People Engagement • A3 • Mentoring & Coaching • Qualification Matrix • Performance Remuneration • 5S • Management of Change • Standardized Work • Standard KPIs and Scorecard • Communication Boards Foundation Roll Out (in red) – Recommended Starting Point Next focus (in black) 13
14 Lean at Henkel Fit to Adhesive Technologies Strategy 2016 Ambition Outperform Globalize Simplify Inspire A global leader in brands and technologies NES [bn.€] 11 EBIT [bn.€] 2 14
15 Operations & Supply Chain Our global ambition for 2018 Safety 0 (Incidents) Service 100% (ECSL) Cost 10% (TSCC) Benchmark across all dimensions - setting industry standards Inventory -20% (Value) Quality -50% (Complaints Product & Logistics) 15
16 Levels Of Excellence
17 Reporting – Assessment of Sites and Identification of gaps Region 1 Region 2 Region 3 Region 5 Built in Quality Optimized Flow People Engagement 1.2 2 2 1 1.2 1.8 1.5 2.2 1.4 1.5 1.3 1.8 2.3 2.8 0.9 3 2.1 3 0.5 1 3 1 3 1.6 1.1 1.9 1.7 1 1.5 1.3 1.6 3 1.1 3 2.3 1 2.3 1 1.3 1.5 1.2 2.1 3 1.6 3 1.5 3 1.1 1.5 1.9 3 3 Region/ 4 1.4 … … … … Mean value Spider overview 1.2 Element Dimension Plant level Region 0 1 2 3 Safe Environment Built in Quality Optimized Flow People Engagement Plan Actual Safe Environment 1 0 0 3 2 3 3 2 3 1 0 3 3 1 0 2 2 3 3 3 0 0 0 0 3 0 0 For mean value calculation: Same weight for all tools/elements/plants
18 What is People Engagement ? 1. It’s Ownership, Action and Improvement 2. It’s Measurable via activities and participation 3. True engagement drives higher performance 4. Employee satisfaction and motivation are secondary outcomes • Employee View - Develop, Empower, Expose, Reward & Recognize • Job enrichment not enlargement 5. Breaks from dependency of manager culture…Manager changes too 6. Need engagement plan and strategy
19 Your Roles Lean Leaders – At The Shop Floor (Gemba) 1. Daily Management at the Point of Adding Value 2. Go and See the Shop Floor (Gemba) to grasp actual condition 3. Strong, Visible Commitment to Lean Enterprise 4. People do what Upper Management wants Tell them on the Shop Floor - 80 % of our resources are there 5. Servant Leadership… ask “How can I support your plan?” 6. Primary Focus of Attention… Fix Operator Struggles
20 Driving the 4 Dimensions Dimensions and their Element Clusters • Risk assessments • Safety walkarounds • Safety Assessments • Safety Trainings • Near Miss Reporting Safe Environment • Problem Solving • Failure Mode & Effect Analysis • 6 Sigma • Control Plan • Statistical Controls • Error Proofing Built in Quality • Value Stream Mapping • Continuous Improvement Workshops • Pull System • Total Productive Maintenance • Overall Equipment Effectiveness • Change Over Time • Visual Factory Optimized Flow People Engagement • A3 • Mentoring & Coaching • Qualification Matrix • Performance Remuneration • 5S • Management of Change • Standardized Work • Standard KPIs and Scorecard • Communication Boards Foundation Roll Out (in red) – Recommended Starting Point Next focus (in black) 20
21 Benefits • Safe workplace • Hazards in the workplace assessed • Controls in place to reduce/ eliminate hazards Risk Assessments Levels of Excellence Drivers: • Perform task assessments • Percent of tasks/chemicals/ equipment/processes having risk assessments • Action closed on time • Risk Assessment schedule published
22 Benefits • Fewer injuries! • Fewer unsafe situations! • Reinforces commitment to safety EXAMPLE: Safety Walkarounds Levels of Excellence Drivers: • Go to the place where the work is being performed and DO them • Follow the standard template (SHE.com) • Do MORE of them Stop! No PPE! How can this be prevented in the future?
23 Benefits • Increasing safe behavior • Strengthening safety awareness • Reducing injuries • Eliminating at-risk behavior • Sharing best practices EXAMPLE: External requirements: OHSAS 18001 Safety, ISO 14001 Environmental Internal requirements: SHE standards Safety Assessments Levels of Excellence Drivers: • Perform Audits • Drive to eliminate non- conformities
24 Benefits • Minimize accidents • Identify weaknesses • Heighten awareness • Proactive commitment • Open communication • Encourage feedback • EXAMPLE: Near Miss Reporting Levels of Excellence Drivers: • Near misses are being reported • Formal process in place • Top management is involved • Corrective action is being taken
25 Benefits • Reduce injuries • Avoid property damage • Prevent legal liabilities • Promote and effective safety culture EXAMPLE: make it visual Safety Training Levels of Excellence Drivers: • Documented training • Meeting training schedule • Everyone participates Before After Chemical Splash Risk: Inadequate PPE Back injury Risk: poor ergonomics while tilting drum PPE Improved Hand Pump used ergonomics risk Reduced
26 • Where in your site would you begin with this Element? • Can you give an example where this Element could lead to a substantial improvement? • Do you have an example of a corrective action you’ve taken resulting from one of these Elements? Safety Dimension – Reflection Questions
27 GEMBA – Site Safety Walkaround Objective • Use the template to look at the existing operations • Try to identify places where people are doing the right thing • Try to identify people that are respecting the rules • Positive reinforcement is more effective than negative • Try to identify opportunities for improvement.
28 OVERVIEW • Get familiar with the setup • Define roles • Run the simulation • Review our KPI’s • Review the wastes • Review safety walkaround feedback Let’s go to the Gemba! 1st Production Round
29 • Basic Instruction on How to Score • Score all Safety Dimension Elements • We will score this site together and then all the plant managers will be required to score their own. Scoring Breakout Session
30 Driving the 4 Dimensions Dimensions and their Element Clusters • Risk assessments • Safety walkarounds • Safety Assessments • Safety Trainings • Near Miss Reporting Safe Environment • Problem Solving • Failure Mode & Effect Analysis • 6 Sigma • Control Plan • Statistical Controls • Error Proofing Built in Quality • Value Stream Mapping • Continuous Improvement Workshops • Pull System • Total Productive Maintenance • Overall Equipment Effectiveness • Change Over Time • Visual Factory Optimized Flow People Engagement • A3 • Mentoring & Coaching • Qualification Matrix • Performance Remuneration • 5S • Management of Change • Standardized Work • Standard KPIs and Scorecard • Communication Boards Foundation Roll Out (in red) – Recommended Starting Point Next focus (in black) 30
31 What is it? • A system to make your job easier, safer and more efficient by doing: Sorting, Set in Order, Systematic Cleaning, Standardizing, Sustaining 5S Benefits • Risk reduction (SHE & Q) • Employee engagement and culture change • Space saving • Efficiency of movement
32 How do I do it? • Learn by doing – start with a 5S workshop 5S Levels of Excellence Drivers: • Choose your site expert • Divide your site into 5S areas • Train your people with workshops • Visual management, sustained with team agreements and action list • Regular cleaning for inspection schedules BEFORE AFTER
33 What is it? • a consistent, documented method for performing a series of tasks consistently, and in-line with customer demand Standardized Work Benefits • Efficient and repeatable work • Eliminate waste • Make work safer and easier • Clarify the process • Document thebest known method • Ensure operating consistency • Use for employee training • Provide baseline for improvement Key Links to other Elements • 5S
34 How do I do it? Standardized Work, continued Levels of Excellence Drivers: • Perform Work Element Analysis • Show Cycle Time reduction • Review multiple times to drive out more waste • Audit • Train • Identify improvement opportunities • Audit • Train • Identify improvement opportunities Improvements (Kaizens) Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Improvements (Kaizens) Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Time Study Motion Analysis Work Element Analysis S tep # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 5 5 5 35 40 5 5 45 50 5 5 65 5 5 55 60 70 5 5 75 80 5 5 85 90 5 5 95 100 5 5 105 110 5 5 115 120 5 5 125 130 5 5 135 140 5 5 145 150 5 5 155 160 25 30 C ycl e Ti m e: 5 5 5 5 D ate P repared: 5 Total : 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 140 145 110 115 120 125 150 155 160 P repared B y: R evi ew ed B y: 130 135 U ni ts/ S hi ft: S tep D escri pti on W al k A ut o M anual 5 K ey: O perati on N am e: W ork G roup: S tandard W ork C om bi nati on S heet 5 10 15 20 Ti m e TaktTi m e: P roductN am e /# : O perator : of M anual A ut om at i c W al ki ng W ai t i ng From: To: Symbol Number of WIP Quality Check Takt Time Cycle Time Operator Number Safety Precaution Standard Work In Process Team Leader: Supervisor: Standard Work Chart Date: Prepared by: Dept./Location: Time Study Motion Analysis Work Element Analysis S tep # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 5 5 5 35 40 5 5 45 50 5 5 65 5 5 55 60 70 5 5 75 80 5 5 85 90 5 5 95 100 5 5 105 110 5 5 115 120 5 5 125 130 5 5 135 140 5 5 145 150 5 5 155 160 25 30 C ycl e Ti m e: 5 5 5 5 D ate P repared: 5 Total : 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 140 145 110 115 120 125 150 155 160 P repared B y: R evi ew ed B y: 130 135 U ni ts/ S hi ft: S tep D escri pti on W al k A ut o M anual 5 K ey: O perati on N am e: W ork G roup: S tandard W ork C om bi nati on S heet 5 10 15 20 Ti m e TaktTi m e: P roductN am e /# : O perator : of M anual A ut om at i c W al ki ng W ai t i ng From: To: Symbol Number of WIP Quality Check Takt Time Cycle Time Operator Number Safety Precaution Standard Work In Process Team Leader: Supervisor: Standard Work Chart Date: Prepared by: Dept./Location: S tep # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 5 5 5 35 40 5 5 45 50 5 5 65 5 5 55 60 70 5 5 75 80 5 5 85 90 5 5 95 100 5 5 105 110 5 5 115 120 5 5 125 130 5 5 135 140 5 5 145 150 5 5 155 160 25 30 C ycl e Ti m e: 5 5 5 5 D ate P repared: 5 Total : 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 140 145 110 115 120 125 150 155 160 P repared B y: R evi ew ed B y: 130 135 U ni ts/ S hi ft: S tep D escri pti on W al k A ut o M anual 5 K ey: O perati on N am e: W ork G roup: S tandard W ork C om bi nati on S heet 5 10 15 20 Ti m e TaktTi m e: P roductN am e /# : O perator : of M anual A ut om at i c W al ki ng W ai t i ng From: To: Symbol Number of WIP Quality Check Takt Time Cycle Time Operator Number Safety Precaution Standard Work In Process Team Leader: Supervisor: Standard Work Chart Date: Prepared by: Dept./Location: Quality Safety Sampling Tool STD WIP 1 2 3 4 5 6 7 8 9 10 TOTAL: STD WIP Team Leader: Dept./Location: Prepared by: Notes Time Takt Time Supervisor: Required Qty: Cycle Time Job Instruction Sheet Part# Part Name Step # Quality Check Date: Job Instruction Sheet Quality Safety Sampling Tool STD WIP 1 2 3 4 5 6 7 8 9 10 TOTAL: STD WIP Team Leader: Dept./Location: Prepared by: Notes Time Takt Time Supervisor: Required Qty: Cycle Time Job Instruction Sheet Part# Part Name Step # Quality Check Date: Job Instruction Sheet Standard Work Combination Table and Chart S tep # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 5 5 5 35 40 5 5 45 50 5 5 65 5 5 55 60 70 5 5 75 80 5 5 85 90 5 5 95 100 5 5 105 110 5 5 115 120 5 5 125 130 5 5 135 140 5 5 145 150 5 5 155 160 25 30 C ycl e Ti m e: 5 5 5 5 D ate P repared: 5 Total : 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 140 145 110 115 120 125 150 155 160 P repared B y: R evi ew ed B y: 130 135 U ni ts/ S hi ft: S tep D escri pti on W al k A ut o M anual 5 K ey: O perati on N am e: W ork G roup: S tandard W ork C om bi nati on S heet 5 10 15 20 Ti m e TaktTi m e: P roductN am e /# : O perator : of M anual A ut om at i c W al ki ng W ai t i ng From: To: Symbol Number of WIP Quality Check Takt Time Cycle Time Operator Number Safety Precaution Standard Work In Process Team Leader: Supervisor: Standard Work Chart Date: Prepared by: Dept./Location: Standard Work Combination Table and Chart S tep # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 5 5 5 35 40 5 5 45 50 5 5 65 5 5 55 60 70 5 5 75 80 5 5 85 90 5 5 95 100 5 5 105 110 5 5 115 120 5 5 125 130 5 5 135 140 5 5 145 150 5 5 155 160 25 30 C ycl e Ti m e: 5 5 5 5 D ate P repared: 5 Total : 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 140 145 110 115 120 125 150 155 160 P repared B y: R evi ew ed B y: 130 135 U ni ts/ S hi ft: S tep D escri pti on W al k A ut o M anual 5 K ey: O perati on N am e: W ork G roup: S tandard W ork C om bi nati on S heet 5 10 15 20 Ti m e TaktTi m e: P roductN am e /# : O perator : of M anual A ut om at i c W al ki ng W ai t i ng From: To: Symbol Number of WIP Quality Check Takt Time Cycle Time Operator Number Safety Precaution Standard Work In Process Team Leader: Supervisor: Standard Work Chart Date: Prepared by: Dept./Location: S tep # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 5 5 5 35 40 5 5 45 50 5 5 65 5 5 55 60 70 5 5 75 80 5 5 85 90 5 5 95 100 5 5 105 110 5 5 115 120 5 5 125 130 5 5 135 140 5 5 145 150 5 5 155 160 25 30 C ycl e Ti m e: 5 5 5 5 D ate P repared: 5 Total : 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 140 145 110 115 120 125 150 155 160 P repared B y: R evi ew ed B y: 130 135 U ni ts/ S hi ft: S tep D escri pti on W al k A ut o M anual 5 K ey: O perati on N am e: W ork G roup: S tandard W ork C om bi nati on S heet 5 10 15 20 Ti m e TaktTi m e: P roductN am e /# : O perator : of M anual A ut om at i c W al ki ng W ai t i ng From: To: Symbol Number of WIP Quality Check Takt Time Cycle Time Operator Number Safety Precaution Standard Work In Process Team Leader: Supervisor: Standard Work Chart Date: Prepared by: Dept./Location:
35 Example Standard Work Sheet: Automotive
36 Example Standard Work Sheet: Automotive
37 What is it? • The time that is required to change the equipment setup from one article to an other (last good part to first good part). • A Method to continuously improve the c/o Activities at the equipment. Change Over Time Benefits • Greater flexibility • Reduction of change over losses (technical losses) • OTIF Improvement due to higher Flexibility (Lot Size reduction) • Less CAPEX needs Key Links to other Elements • MOC • 5S • TPM • OEE “We can have your car ready in four hours, Sir…”
38 How do we do it? • Select pilot equipment • Analyze Change Over Time and Activities • Separate external and internal activities and find Optimum • Define new improved Change Over Standards and train Staff • Implement a System to follow up Change Over Time • Continue improving by use of PDCA cycles Change Over Time, continued Levels of Excellence Drivers: • System to follow up Change Over Times is in Place • Change Over Activities are standardized • Change Over Time is reduced by Continuous Improvement Workshops
39 What is it? • a method to visualise a process from end to end, showing all material and information flows • Provides relevant process data, e.g. production time, inventory levels, etc Value Stream Mapping Benefits • Shows improvement potential • Highlight activities that add no value to the Customer • Basis for the Roadmap • Allows development of a Lean Future State • Makes improvements measurable Key Links to other Elements • Pull System • A3 • Six Sigma, CI Workshops
40 How do I do it? • Follow material on Shop Floor and information flow, e.g. planning process • Collect all relevant data and handling steps EXAMPLE: Value Stream Mapping, continued Levels of Excellence Drivers: • Map Current State product families • A3 Projects and Action Plans completed on time • Visual Management in place Value- add vs. Non- value add
42 What is it? • A system that controls the material flow (e.g. raws, articles, consumables, spare parts) by the demand of the next process step. • Basis for just in time (JIT) production • This is achieved by reversing the information flow to pull the material Pull System Benefits • Reduce and control inventory • Reduced throughput time leads to more flexibility • Reduction of required space • Quality problems not hidden in inventory • JIT production (right part, right quality, right time, right quantity, right place.) Key Links to other Elements • VSM • 5S Push Pull
43 How do I do it? • Define standardized amount work in progress (WIP) • Define communication between process steps (as visual as possible) e.g. supermarket or Kanban methods Pull System, continued Levels of Excellence Drivers: • Increase product availability to improve on time shipments • Reduce inventory • Implement Kanban systems Pull system Pull system Precision control system SAP
44 What is it? • …more than just a standard paper size. It is a template, and • a way of structured thinking • Guides and visualizes the solution process • Can be handwritten or electronic and used by everyone. A3 Benefits • The format simplifies the solution process • Transparency • Smart documentation • Tracking until final solution Key Links to other Elements • Value Stream Mapping • Problem Solving • Management of change • Near miss reporting • CI workshops and 6Sigma
45 How do I do it? • Following the structure of the form • Keep wording SMART • Apply problem solving techniques to find root cause • Update until successful implementation. A3, continued Levels of Excellence Drivers: • Start using in a team approach • Clear documentation and follow up to completion • Link it with VSM • Transform into Control plans
46 A3 Exercise • A3 Exercise • Split into teams • Reference Standardized Work and VSM exercises • Use A3 in your team to drive improvements • Plant Manager to provide restrictions • Conduct next Production run, then review KPI’s, etc.
47 • Score all People and Flow Dimension Elements reviewed • 5S • Standardized Work • Value Stream Mapping • Pull System • Changeover Time • A3 • Review and Calibration of our Scores Scoring Breakout Session
48 Driving the 4 Dimensions Dimensions and their Element Clusters • Risk assessments • Safety walkarounds • Safety Assessments • Safety Trainings • Near Miss Reporting Safe Environment • Problem Solving • Failure Mode & Effect Analysis • 6 Sigma • Control Plan • Statistical Controls • Error Proofing Built in Quality • Value Stream Mapping • Continuous Improvement Workshops • Pull System • Total Productive Maintenance • Overall Equipment Effectiveness • Change Over Time • Visual Factory Optimized Flow People Engagement • A3 • Mentoring & Coaching • Qualification Matrix • Performance Remuneration • 5S • Management of Change • Standardized Work • Standard KPIs and Scorecard • Communication Boards Foundation Roll Out (in red) – Recommended Starting Point Next focus (in black) 48
49 What is it? • Program to continuously improve the condition and availability of equipment • Involvement and engagement of employees in maintenance and asset care activities • Apply standard to design or specification of all new equipment TPM – Total Productive Maintenance Benefits • Lower CAPEX needs • Scrap reduction • Quality improvement • Lower maintenance cost • Lower downtime
50 How do I do it? • Select pilot equipment • Top to bottom cleaning with operators & management • Detect and repair technical defects • Define TPM tasks, required spare parts and preventive maintenance in a team • Continue improving by use of PDCA cycles TPM, continued Levels of Excellence Drivers: • Operators are involved in maintenance of machines and equipment • Root causes of losses are systematically detected • Preventive maintenance is planned based on the facts & figures • New machinery is planned based on the data and experience
51 What is it? • OEE is a KPI to measure and understand the effectiveness of the equipment. • The objective is to reduce production losses and produce profitable products. OEE – Overall Equipment Effectiveness Benefits • Greater system availability • Better performance and quality • Reduced manufacturing costs
52 How do I do it? • Select pilot equipment • Establish system to document downtimes • Implement standard calculation for OEE • Continue improving by use of PDCA cycles OEE, continued Levels of Excellence Drivers: • Weekly analysis are done • OEE / PDCA cycle is in place and running • A trend of increasing OEE is evident • OEE implementation for all bottleneck machines Collection of Data OEE Discussion/ Mapping OEE Optimizing Action/Improving Collection of Data OEE Discussion/ Mapping OEE Optimizing Action/Improving
53 What is it? • A key element of a learning organization is to deeply reflect on existing problems • Set of tools to understand and fix problems • The tool to be applied depends on the complexity of the problem Problem solving Benefits • Standardized and structured way of problem solving. • Detect and eliminate the real root cause of the problem. • Prevent repetition of issues and problems • Reduction of e.g. offspec product, scrap, customer complaints Key Links to other Elements • Control Plan • A3 • CI workshops, Six Sigma Simple Complex Problem is: A3 6 Sigma 8D Use this tool: At the gemba In the office Where: 30 mins 3 months Takes: Fishbone diagram, 5Why-Analysis, One point lesson, 5W 2H Apply technique:
54 How do I do it? • Describe problem in detail using the A3 mode of thinking • Select appropriate problem solving tool to address magnitude of issue • Do not stop at immediate causes • Ensure sustainable solutions Problem solving, continued Levels of Excellence Drivers: • Problem solving is done by multidisciplinary teams. • Problem solving and its effectiveness (follow-up) are documented. • Problem solving tools are used for customer complaints and all internal deviations. Fishbone PROBLEM People Materials Machine Method Environment Measurement 5-Why
55 What is it? • An analytical method to anticipate all potential deviations and address them systematically • A Continuous Improvement tool • A living document, applied to products, processes and systems • One of three linked documents: Failure Modes and Effects Analysis Benefits • Improve knowledge and robustness of product and process • Supports reduction of complaints and off-specs corrective  preventative • Saves time by getting the process and product right first time Control Plan FMEA Flowchart Breaks Cracks Spills Explodes 100 30 120 270 3 9 17 19 Tape Gauge Rheomet Fix Dis Acc 3 9 17 19 Test Spec Plan # 3m+/-0.5 > 2.0 1+/- 0.1 Levels of Excellence Drivers: • Complete FMEAs for customer processes in production • Link to problem solving activities • Roll out to all processes and review similar ones. video
56 What is it? • Structured review process by cross-functional team to evaluate changes Management of Change Benefits • Traceability of changes • Customer satisfaction • Legal obligations • Reduced risk of changes with respect to safety and quality • Checks and approvals from different perspectives • Solidified changes • Controlled process • Thorough communication of changes Create a MOC entry in the Formal Documentation System Provide Change Proposal Details, Reason for Change and Validation Plan Documented Approval – of Change Proposal and Validation Plan Execute Validation Plan Documented Approval of Henkel Internal Validation Results Communication of change to Customers for Validation and/or approval as required Implement Change and update procedures accordingly Close Change Process Levels of Excellence Drivers: • Use of the existing MOC system is in place, and • utilized for all changes
57 What is it? • A summary of the systems used to minimize product & process variation. • It describes the actions required to ensure that selected output characteristics are in a state of control. • One of three linked documents: Control Plan Benefits • Shows up problems before they cost you money • Improvement in quality performance • Finds problems more cheaply, and sooner in the process than inspection plan Control Plan FMEA Flowchart Breaks Cracks Spills Explodes 100 30 120 270 3 9 17 19 Tape Gauge Rheomet Fix Dis Acc 3 9 17 19 Test Spec Plan # 3m+/-0.5 > 2.0 1+/- 0.1 Levels of Excellence Drivers: • Complete Control Plans for customer processes in production and all new products • Link to FMEA • Roll out to all processes and review similar ones.
58 Standard KPI’s and Scorecard • Objectives • Support site managers to steer their plants successfully • Give quantitative information on how well the plant is performing • Enable everybody to speak the same "performance / KPI language" • Benefits • long term target achievement by focusing on short-term (daily/weekly), KPI supported Performance Management • Standard KPIs are: • Best practice steering concepts on • plant level and • shop floor level (department and machine level) • Which ensure a holistic performance measurement on five categories: Lean Progress Cost/Cash Service Quality SHE Lean Progress Cost/Cash Service Quality SHE
59 TORISVolume [ton] PY PL M M-1 ACT DPL DPL PY PL ACT DPY DPL M [%] [abs] [ton] YTD [%] [%] Hotmeltsw/oPU Hotmelts 0 0 0 0 0 *** 0 0 0 *** *** Waterbased 701 1.123 823 746 833 -25,8 ||||||| 2.980 4.292 3.290 +10,4 -23,3 Polyurethanes 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 408 602 544 450 593 -1,4 2.017 2.301 2.176 +7,9 -5,4 Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** ConsumerProducts 0 0 0 0 0 *** 0 0 0 *** *** Sealants, Silicones& Coatings 0 0 0 0 0 *** 0 0 0 *** *** SurfaceTreatments 0 0 0 0 0 *** 0 0 0 *** *** Thermosets 0 0 0 0 0 *** 0 0 0 *** *** Other 17 36 441 608 559 >100 |||||||||||| 155 137 1.763 >100 >100 Volume 1.126 1.760 1.807 1.804 1.985 +12,8 ||||| 5.152 6.730 7.229 +40,3 +7,4 Communication Boards Layout – for plant and department level Steering KPIs Action list Further Highlights SHE Quality Service Cost/ Cash Lean Progress Plant [33.]* [20.]* [56.]* [45.]* [15.]* [34.]* * plant rank in factory league table Management Sign-In Date, Signature Updated by … (date: dd.mm.yy) Overviews • Lean Six Sigma • CI Workshops • Value Stream Maps • … TORISVolume [ton] PY PL M M-1 ACT DPL DPL PY PL ACT DPY DPL M [%] [abs] [ton] YTD [%] [%] Hotmeltsw/oPU Hotmelts 0 0 0 0 0 *** 0 0 0 *** *** Waterbased 701 1.123 823 746 833 -25,8 ||||||| 2.980 4.292 3.290 +10,4 -23,3 Polyurethanes 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 408 602 544 450 593 -1,4 2.017 2.301 2.176 +7,9 -5,4 Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** ConsumerProducts 0 0 0 0 0 *** 0 0 0 *** *** Sealants, Silicones& Coatings 0 0 0 0 0 *** 0 0 0 *** *** SurfaceTreatments 0 0 0 0 0 *** 0 0 0 *** *** Thermosets 0 0 0 0 0 *** 0 0 0 *** *** Other 17 36 441 608 559 >100 |||||||||||| 155 137 1.763 >100 >100 Volume 1.126 1.760 1.807 1.804 1.985 +12,8 ||||| 5.152 6.730 7.229 +40,3 +7,4 Remark: No standard layout for machine level communication boards in order to use “optimal” boards for the local requirements.
60 KPI Board for Morning Meeting SHE Action Log 1.2 1.3 1.4 1.5 1.6 1.8 SHE Action Log SHE Action Log 1.2 1.3 1.4 1.5 1.6 1.8 Quality Action Log 2.5 2.3 2.4 2.6 2.8 2.9 2.13 Quality Action Log 2.5 2.3 2.4 2.6 2.8 2.9 Quality Action Log Quality Action Log 2.5 2.3 2.4 2.6 2.8 2.9 2.13 Service Action Log 3.1 3.4 3.5 3.9 3.10 Service Action Log 3.1 3.4 3.5 3.9 3.10 Service Action Log Service Action Log 3.1 3.4 3.5 3.9 3.10 Cost Action Log 4.8 4.10 4.11 4.12 4.13 4.17 4.20 Cost Action Log 4.8 4.10 4.11 4.12 4.13 Cost Action Log 4.8 4.10 4.11 4.12 4.13 Cost Action Log Cost Action Log 4.8 4.10 4.11 4.12 4.13 4.17 4.20 Lean Action Log GB Savings 5.1 5.2 5.3 5.5 # of Worksho ps Held OEE Lean Action Log Lean Action Log GB Savings 5.1 5.2 5.3 5.5 # of Worksho ps Held OEE KPI numbers/definition are in this file -> 2:15
61 21.03.2023 Page 61 LE Performance LA 2014 Overview 0 2 4 6 8 10 12 14 Q1 Q2 Q3 Q4 Cost Avoidance (€k) 0 20 40 60 80 100 120 Q1 Q2 Q3 Q4 # of Completed A3s 0 10 20 30 40 50 60 Q1 Q2 Q3 Q4 Cost Savings (€k) 0 10 20 30 40 50 60 70 Q1 Q2 Q3 Q4 # of CI Workshops
62 What is it? • Easily recognized visuals that indicate the Performance and Flow of the operation to drive action Visual Factory Benefits • Clear, real-time information to drive improvements prior to adverse Quality and Productivity incidents • Optimized workstations • People engagement • “30-second” Management Key Links to other Elements • Pull System • 5S Attainment to Standard Work Station Performance generic example Heidelberg example
63 How do I do it? • Create real-time visuals for process performance (output, quality, etc.) • Create visual standards for material flow and equipment / tool location (5S) • Reaction Plan in place for use of this information EXAMPLE: Visual Factory, continued Levels of Excellence Drivers: • Easily visible indications of the following across the site: • Material Flow • Work Stations (e.g. 5S) • Performance
64 New Automated Tube Filling Line - EU OEE Logging Screen Auto-Labeling Auto-Palletization
65 Operator Aids: Designed & Built, fit for Purpose (1) Kanban storage for Work Orders with necessary materials Kanban storage at the line for label rolls
66 Operator Aids: Designed & Built, fit for Purpose (2) Operator table for line-side work Line-side tool material/storage The correct materials in place
67 Operator Aids: Designed & Built, fit for Purpose (3) Good Quality material trolleys with locator marks Segregated waste in easy to use containers
68 Operator Aids: Designed & Built, fit for Purpose (4) Purpose built Line-side Operator work station Kanban Tape supply Funneled edge for easy location
69 Operator Aids: Designed & Built, fit for Purpose (5) Easy to clean under conveyors Different Materials for easy identification
70 Operator Aids: Designed & Built, fit for Purpose (6) Dynamic Storage with rollers
71 Standardized Work - 1 Line Servicer Routes TPM Activities
72 Standardized Work - 2 All roles indicated & Visual
73 Standardized Work - 3 Standard Job lists/Activity Lists Operator generated modifications
74 • What benefits would participants get from participating in a VSM Workshop? • What strategies would you use to implement changeover time reductions in your facilities? • What do we know about true customer demand? People and Flow – Reflection Questions
75 • What would you do differently Let’s go to the Gemba! 2nd production Round
76 • Score all People and Flow Dimension Elements reviewed • MOC • Problem Solving • FMEA • Control Plan • OEE • TPM • Standard KPI’s and Scorecard • Visual Factory • Communication Boards • Review and Calibration of our Scores Scoring Breakout Session
77 Driving the 4 Dimensions Dimensions and their Element Clusters • Risk assessments • Safety walkarounds • Safety Assessments • Safety Trainings • Near Miss Reporting Safe Environment • Problem Solving • Failure Mode & Effect Analysis • 6 Sigma • Control Plan • Statistical Controls • Error Proofing Built in Quality • Value Stream Mapping • Continuous Improvement Workshops • Pull System • Total Productive Maintenance • Overall Equipment Effectiveness • Change Over Time • Visual Factory Optimized Flow People Engagement • A3 • Mentoring & Coaching • Qualification Matrix • Performance Remuneration • 5S • Management of Change • Standardized Work • Standard KPIs and Scorecard • Communication Boards Foundation Roll Out (in red) – Recommended Starting Point Next focus (in black) 77
78 How do I do it? • Create a design that does not require human intervention to avoid an error EXAMPLE: Error-Proofing Levels of Excellence Drivers: • Train EVERYONE • Implement solutions and share • EVERYONE can demonstrate examples in their workplace • Show the link to Control Plans and FMEA’s
79 What is it? • A method which allows us to understand variation in our processes and drive action to lead to increased capability • Identify common and special causes Statistical Controls Benefits • High quality product • Data made visual • Stabilized and controlled processes • Increased productivity by first time right • Move from quality control to quality assurance 23 21 19 17 15 13 11 9 7 5 3 1 120000 110000 100000 90000 80000 70000 60000 Sample Sample Mean _ _ X=78137 UCL=96049 LCL=60225 1 1 1 Xbar Chart of Viscosity Out of Control discuss the situation Levels of Excellence Drivers: • Measurement System Analysis program established • Control Charts in place • Analysis and Reaction Plans being used • Variation Reduction improvement activities
80 What is it? • Project based problem solving initiative which uses powerful statistical methods • A cross functional team based activity with duration of 3 to 6 months Six Sigma Benefits • Reduction of variation to minimize defects • Alignment with customer requirements • Annual savings in avg.: Green Belt project 30k€ Black Belt project 60k€ • Identification of high potentials Levels of Excellence Drivers: • Training of Green Belts and Black Belts • Execute projects • Realization of savings
81 What are they? • A cross-functional team rapidly realising sustainable improvements • where the solution is not known • participating for 3-10 days • using lean thinking Continuous Improvement Workshops Benefits • Rapid improvement • eg safety, cost, quality • Engagement of people in improving their own work • Develops lean thinking Key Links to other Elements • Safety walkaround • 5S • Value Stream Mapping • Failure Modes and Effects Analysis 100% exemption from work must be ensured during participation in the workshop
82 How do we do it? Continuous Improvement Workshops, cont. Levels of Excellence Drivers: • Train people • Use eg. A3 or FMEA • Run workshops • Involve everyone (not just factory) in CI workshop participation. A3 proposal Safety issue VSM FMEA Lean topic training Measure current status Brainstorm improvements Implementation Check and A3 report Follow-up Set scope & targets Plan Do Check Act
83 What is it? • A process to develop individuals and teams to implement a strong Lean culture that will lead to sustainable financial performance Mentoring and Coaching Benefits • Increase motivation • The voice of our people is heard and action is taken • Employee retention “If the learner hasn’t learned, the teacher hasn’t taught” Levels of Excellence Drivers: • Coaching Plan is structured and visible • Cascade Coaching to the Gemba
84 What is it? • A spreadsheet that defines the global Lean Enterprise skill level of our people • A standard process for continuous assessment and development of our people Qualification Matrix Benefits • Increase motivation • Increase positive impact (efficiency and effectiveness) of our improvement efforts • Employee retention Coach Lead Improvement Perform The Qualification needed to drive Improvement at the GEMBA…the place where the work is being done Levels of Excellence Drivers: • Skill improvement Strategy and Plan • Plan achieved and openly displayed • All employees are included
85 Performance Based Remuneration Objectives and Benefits • Ensure a performance based remuneration system is in place to help drive operations improvement to KPIs, LE elements and ultimately business metrics through monetary and non-monetary based awards and recognition. • Clearly communicate the selected targeted measures and progress to the organization, at the place of work, through visual metrics and on communication boards.
86 Driving & Sustaining Results - Reflection Questions What will you start? What will you stop? What will you continue?
87 • Score all People and Flow Dimension Elements reviewed • Error Proofing • Statistical Controls • Six Sigma • CI Workshops • Mentoring & Coaching • Qualification Matrix • Performance Remuneration • Review and Calibration of our Scores Scoring Breakout Session
88 3rd production Round A3 Proposal & Final Competition • Let’s go to the Gemba! • What would you do differently
89 Plant Roadmap • Activities and Progress Lean Enterprise Roadmap AMBITION KPIs & Milestones Site: XX ZERO Incidents 1 LTC Owner: M. Smith 100% ECSL 100% ECSL Last updated on: 7/4/2013 20% Inventory Value Reduction 8 M€ Inv. valu Last updated by:: M. Smith 10 % TSCC 50% Complaint Reduction/yr Lean Elements Score CCDB Savings (€) enter start dates for any short term initiative activity such as Timeline w/ Initiative + Targets Oct Nov Dec Jan Feb Mar Apr May Jun Site Dimension Initiative Title Responsible Person xx People Engagement: Communication Boards Visual Mgmt of Plant KPI M. Smith XX Optimized Flow: CI Workshops Cell 2 Changeover Efficiency M. Smith 10/5 XX Built in Quality: Six Sigma Cell 3 Mixing Defects Reduction L. Page XX Built in Quality: Audit Initial Element Self Assessment P. Manager 12/20 XX People Engagement: CI Workshops 1-Day Lean Campus P. Manager 12/1 XX People Engagement: Audit Corporate Element Audit I. Lean 2/3 XX People Engagement: Standardized Work Restocking of Returns B. Jones XX People Engagement: CI Workshops 3-Day Lean Campus M. Smith XX People Engagement: CI Workshops Lean Foundation Training M. Smith 12/15 2/26 4/1 XX Built in Quality: Six Sigma Fork Truck Battery Life A. Worker XX Safe Environment: Safety Assessments Site Safety Assessment C. She XX Optimized Flow: Overall Equipment Effectiveness OEE Infrastructure at Plant A. Engineer XX Optimized Flow: Visual Factory IPK Set up on Packaging Line A. Worker Q4 2013 Q1 2014 Q2 2014 - on target - below target KPI Key - on time - plan - late - complete Initiative Key
90 Best practice replication • We can all improve separately • We can re-invent the wheel in every site • This will give us localised Continuous Improvement and waste reduction. (pockets of success) • BUT • As a Lean Enterprise, we can share our successes, and our mistakes openly. • This will give us rapid improvement “across everywhere”. • Understand the root cause of success  found in the A3
91 Lean Enterprise Leadership Principles 1. Lean Enterprise is the Strategy… This is how we run the plants 2. Must be Driven and Led from the Top • Lead by Example • Learn by Doing • Commit to becoming a Lean Expert • Communication … continuous 3. System + Culture = Results 4. Transform the People… Only Asset that Appreciates Without application of these principles we will fail! Leadership will be the Key Ingredient!
92 Next Steps • FIRST…did we meet our Objectives for this Workshop? • Implement what you’ve learned • Teach others • Relentless Pursuit of Waste Elimination • Pursuit of Perfection • Keep in Touch • Your Plan Roadmap to LE Group in two weeks • HAVE FUN! …and fill out evaluation NOW…we also want to continuously improve!
93 THANK YOU! Lean Enterprise LEAN LEAN LEAN LEAN

More Related Content

PPT
Core Lean Tools
byNina Segura
 
PDF
Exploring Brand Equitty: Converse Case Study
bySpyros Langkos
 
PDF
Lanvin
bysharon_chang_0205
 
PPT
Musica en Roma
byAntonio Iglesias Rodríguez
 
PPTX
La música en la Edad Media
byEstrella
 
PPTX
Versace
byBillietackas
 
DOC
Baudelaire y la poesía moderna
byElisa Hernández
 
PDF
WCM_World_Class_Manufacturing_Outline_v1
byRadmila Petrovic
 
Core Lean Tools
byNina Segura
 
Exploring Brand Equitty: Converse Case Study
bySpyros Langkos
 
Lanvin
bysharon_chang_0205
 
Musica en Roma
byAntonio Iglesias Rodríguez
 
La música en la Edad Media
byEstrella
 
Versace
byBillietackas
 
Baudelaire y la poesía moderna
byElisa Hernández
 
WCM_World_Class_Manufacturing_Outline_v1
byRadmila Petrovic
 

Similar to Plant Managers Workshop.ppt

PPT
Alternate Hourly Lean Introduction
byHarold Philbrick
 
PPTX
Weekend lssyb1.3san
byHarsha Subbanna
 
PPT
Hourly Lean Introduction
byHarold Philbrick
 
PDF
10 Keys to Lean Daily Management
byTom Fabrizio
 
PDF
Introduction To Lean
byGoLeanSixSigma.com
 
PDF
Lean manufacturing the complete presentation.pdf
bybilalmetidja1
 
PPT
Lean Manufacturing 2009 - By Jerry Helms
byNon Stop Portals
 
PPT
Process Improvement Workshop
byelliando dias
 
PPTX
Introduction to lean manufacturing
byleangeekcanada
 
PPT
0 RIVA Lean Enterprise Overview 12.11.15
by•Joe Perillo
 
PPT
Lss pharma presentation2-2006
byOmnex Inc.
 
PPT
introduction dans les prarique de Lean.ppt
byJabirArif
 
PDF
Lean Event 2013
bySAIGlobalAssurance
 
PDF
lean manufacturing.pdf
byAngel Valencia Ramos
 
PPT
Lean Ideas And Methods Heath 07 21 11
byTony Heath, PhD, CPHQ
 
PDF
lean_guide
bytheleancoach
 
PPTX
Lean for Non Profits - Full Presentation
byASQ_Lafayette
 
PPT
Presentation on Lean Manufacturing and waste elimination
byshivithakur110
 
PDF
Kanbans, Kaizens, and Kata: Demystifying Continuous Improvement
byWiLS
 
PDF
Kitsap intro tolss_trainingworkshop_10022015
byM Ogun, ASQ CMQ/OE, CQIA, LSSBB, MSc
 
Alternate Hourly Lean Introduction
byHarold Philbrick
 
Weekend lssyb1.3san
byHarsha Subbanna
 
Hourly Lean Introduction
byHarold Philbrick
 
10 Keys to Lean Daily Management
byTom Fabrizio
 
Introduction To Lean
byGoLeanSixSigma.com
 
Lean manufacturing the complete presentation.pdf
bybilalmetidja1
 
Lean Manufacturing 2009 - By Jerry Helms
byNon Stop Portals
 
Process Improvement Workshop
byelliando dias
 
Introduction to lean manufacturing
byleangeekcanada
 
0 RIVA Lean Enterprise Overview 12.11.15
by•Joe Perillo
 
Lss pharma presentation2-2006
byOmnex Inc.
 
introduction dans les prarique de Lean.ppt
byJabirArif
 
Lean Event 2013
bySAIGlobalAssurance
 
lean manufacturing.pdf
byAngel Valencia Ramos
 
Lean Ideas And Methods Heath 07 21 11
byTony Heath, PhD, CPHQ
 
lean_guide
bytheleancoach
 
Lean for Non Profits - Full Presentation
byASQ_Lafayette
 
Presentation on Lean Manufacturing and waste elimination
byshivithakur110
 
Kanbans, Kaizens, and Kata: Demystifying Continuous Improvement
byWiLS
 
Kitsap intro tolss_trainingworkshop_10022015
byM Ogun, ASQ CMQ/OE, CQIA, LSSBB, MSc
 

Recently uploaded

PPTX
Evaluation of strategies and performance measurement.pptx
byMarlboroRed2
 
PDF
Expert Diagnostics and Repair Services for Mercedes Gear Shifting Problems
byEuropean Service Center
 
PPT
index models.pptffffffffffffffffffffffffffff
byamirkhan282373
 
PPTX
wwwwffffffffffffffffffffffffw.try it.pptx
bymarionmoreno2004
 
PDF
John Deere 9870STS Combine Diagnostic (TM101819) Technical Manual
byabjekGoogle
 
PDF
Case study100011100000000000011000011.pdf
bykhaledsameh950
 
PDF
Alternator Volvo EC160CL Excavator Repair Manual
byjeffreyepstein
 
PDF
Volvo A40E Articulated Dump Truck Hauler Pdf Repair Service Manual.pdf
byDonaldtrump
 
PPTX
Circular Functions (1).pptxjekdidjhdhhdhdhdjjsjsjejjejeje
byvicangelomanuba828
 
PPTX
Insulin-Resistance presentation doc.pptx
byfardeensattar785
 
PPTX
MA 8 Q3 0302 Asian Court Theater PS.pptx
byArtjason1
 
PPTX
Hormones_(mid_terms)_by_dr_rida[1].pptxhubhuh by bi
byyousafmuzammil19
 
PPTX
Diseases of the gastrointestinal tract.pptx
bylionel10adres10messi
 
PPTX
COMPARATIVE AND SUPERLATIVE ADJsADVs.pptx
bytaoqiyang1
 
PDF
DUI by the Numbers: The Hidden Toll of Drunk Driving
byBisnar Chase Personal Injury Attorneys
 
PPTX
Things To Keep In Mind Before Importing A JDM Car In The US
byAgnik International Private Limited
 
PDF
Anhang 23-10-25.pdf address mailfunction-
byAstrid Gerhard
 
DOCX
UCSP_LaudatoSI Recognizing Social Inequalities and Stratification.docx
byJenelynBIrlandez
 
PPTX
UCSP-AGULLO-ESPINOSA-TEJADA.pptx.............
byJenelynBIrlandez
 
PDF
Presentation 2.pdf4444444444444444444499
byfedealessioschet
 
Evaluation of strategies and performance measurement.pptx
byMarlboroRed2
 
Expert Diagnostics and Repair Services for Mercedes Gear Shifting Problems
byEuropean Service Center
 
index models.pptffffffffffffffffffffffffffff
byamirkhan282373
 
wwwwffffffffffffffffffffffffw.try it.pptx
bymarionmoreno2004
 
John Deere 9870STS Combine Diagnostic (TM101819) Technical Manual
byabjekGoogle
 
Case study100011100000000000011000011.pdf
bykhaledsameh950
 
Alternator Volvo EC160CL Excavator Repair Manual
byjeffreyepstein
 
Volvo A40E Articulated Dump Truck Hauler Pdf Repair Service Manual.pdf
byDonaldtrump
 
Circular Functions (1).pptxjekdidjhdhhdhdhdjjsjsjejjejeje
byvicangelomanuba828
 
Insulin-Resistance presentation doc.pptx
byfardeensattar785
 
MA 8 Q3 0302 Asian Court Theater PS.pptx
byArtjason1
 
Hormones_(mid_terms)_by_dr_rida[1].pptxhubhuh by bi
byyousafmuzammil19
 
Diseases of the gastrointestinal tract.pptx
bylionel10adres10messi
 
COMPARATIVE AND SUPERLATIVE ADJsADVs.pptx
bytaoqiyang1
 
DUI by the Numbers: The Hidden Toll of Drunk Driving
byBisnar Chase Personal Injury Attorneys
 
Things To Keep In Mind Before Importing A JDM Car In The US
byAgnik International Private Limited
 
Anhang 23-10-25.pdf address mailfunction-
byAstrid Gerhard
 
UCSP_LaudatoSI Recognizing Social Inequalities and Stratification.docx
byJenelynBIrlandez
 
UCSP-AGULLO-ESPINOSA-TEJADA.pptx.............
byJenelynBIrlandez
 
Presentation 2.pdf4444444444444444444499
byfedealessioschet
 

Plant Managers Workshop.ppt

  • 1.
  • 2.
    2 Lean Enterprise –Plant Managers Workshops Agenda DAY 1: 09:00 - 9:30 Intro to Lean Enterprise & fit into Henkel Strategy 09:30 - 10:00 Safety Risk Assessments Safety Walkarounds Safety Assessments Near Miss Reporting Safety Training 10:00 - 11:00 Safety Walkaround & Site Visit 11:00 - 12:30 1st production Round 12:30 -13:15 Lunch 13:15 - 13:45 Bangpakong scoring - Training 13:45 – 14:45 All Sites Scoring 14: 45 – 15:30 People and Flow 5S, Standardized Work Changeover time Value Stream Mapping, Pull System A3 15:30 - 16:30 A3 Coaching Exercise & A3 Proposal for game 16:30 – 17:30 Scoring Breakout Session DAY 2: 09:00 – 10:15 People, Flow and Quality TPM, OEE Problem Solving FMEA, Management of Change, Control Plan Standard KPI’s and Scorecard, Communication Boards, Visual Factory 10:15 – 11:15 2nd production Round 11:15 - 12:15 Scoring Breakout Session 12:15 -13:00 Lunch 13:00 – 13:45 Driving and Sustaining Results Error Proofing Statistical Controls, Six Sigma, CI Workshops Mentoring & Coaching Qualification Matrix, Performance Remuneration 13:45 - 14:45 Scoring Breakout Session 14:45 – 16:00 A3 Proposal & Final Competition 16:00 - 16:45 Roadmap & Next Steps 16:45 - 17:15 Feed-back & Wrap up 2
  • 3.
    3 Objectives By the endof this session, participants will be able to • Demonstrate measurable improvements in the Lean Enterprise Model Factory KPI’s • Show understanding of A3 tool by using it to organize and drive the Model Factory improvements • Complete Assessments on all 27 Lean Enterprise Elements for your Site (Plant Managers only) 3
  • 4.
    4 Lean is everyone improvingsafety, quality and productivity for the long term, through engagement and empowerment. What is Lean? Lean is getting quality product to our customers faster, with less cost and reduced waste. We value, challenge and reward our people. We put our customers at the center of what we do. We drive excellent financial performance. We are committed to leadership in sustainability. Lean Enterprise gives us the tools to realize our Vision and Values. We build our future on our family-business foundation.
  • 5.
    5 First we needto identity what is waste and what is not… Value Added Work Any process that changes the nature, shape or characteristic of the product in line with the customer requirements. This is what we are selling and our customer pays for! Non-Value Added Work Necessary under current conditions but does not increase product value. Ex: Inspection, Tool changes, Clean-outs, Maintenance, controlling activities. Waste This is activity or materials that no one will pay for apart from US! Evaluating the Work
  • 6.
    6 Waste Elimination • Toaide the memorization of the Seven Types of Waste, use the acronym TIMWOOD: • Transportation • Inventory • Motion • Waiting • Over Processing • Overproduction • Defects 7 FORMS OF WASTE
  • 7.
    7 3 Success Cases Danaher DanaherBusiness System • A set of management tools borrowed from Toyota Production System • 4 P’s (People – Plan – Process – Performance) 7
  • 8.
    8 3 Success Cases Danaher Source:Elliott Major (VP Operations Kollmorgen), Danaher Business System, http://www.cpe.vt.edu/gsm/presentations/ElliottMajor-Kollmorgen.pdf, accessed on May 7, 2013 8
  • 9.
  • 10.
    10 3 Success Cases Wiremold MetricImprovement Improvement Rate/Year* Lead Time 42 days to 2 days 25% Customer Service 50% to 98% 9% Productivity 162% 6% Sales 400% 19% EBITDA Margin 6.2% to 20.8% 16% Gross Profit 38% to 51% 4% Working Capital / Sales 21.8% to 6.7% 14% Inventory Turns 3 to 18 25% Enterprise Value 2467% 49% * Compounded annual rate over 9 years 10
  • 11.
  • 12.
    12 Lean at Henkel LeanEnterprise Vision CUSTOMER Dimensions 1. Safe Environment 2. People Engagement 3. Built in Quality 4. Optimized Flow Actions • Value Stream Mapping • Continuous Improvement Workshops • Six Sigma Projects • Best Practice Replication Voice of our customers Voice of our people Elements 12
  • 13.
    13 Driving the 4Dimensions Dimensions and their Element Clusters • Risk assessments • Safety walkarounds • Safety Assessments • Safety Trainings • Near Miss Reporting Safe Environment • Problem Solving • Failure Mode & Effect Analysis • 6 Sigma • Control Plan • Statistical Controls • Error Proofing Built in Quality • Value Stream Mapping • Continuous Improvement Workshops • Pull System • Total Productive Maintenance • Overall Equipment Effectiveness • Change Over Time • Visual Factory Optimized Flow People Engagement • A3 • Mentoring & Coaching • Qualification Matrix • Performance Remuneration • 5S • Management of Change • Standardized Work • Standard KPIs and Scorecard • Communication Boards Foundation Roll Out (in red) – Recommended Starting Point Next focus (in black) 13
  • 14.
    14 Lean at Henkel Fitto Adhesive Technologies Strategy 2016 Ambition Outperform Globalize Simplify Inspire A global leader in brands and technologies NES [bn.€] 11 EBIT [bn.€] 2 14
  • 15.
    15 Operations & SupplyChain Our global ambition for 2018 Safety 0 (Incidents) Service 100% (ECSL) Cost 10% (TSCC) Benchmark across all dimensions - setting industry standards Inventory -20% (Value) Quality -50% (Complaints Product & Logistics) 15
  • 16.
  • 17.
    17 Reporting – Assessmentof Sites and Identification of gaps Region 1 Region 2 Region 3 Region 5 Built in Quality Optimized Flow People Engagement 1.2 2 2 1 1.2 1.8 1.5 2.2 1.4 1.5 1.3 1.8 2.3 2.8 0.9 3 2.1 3 0.5 1 3 1 3 1.6 1.1 1.9 1.7 1 1.5 1.3 1.6 3 1.1 3 2.3 1 2.3 1 1.3 1.5 1.2 2.1 3 1.6 3 1.5 3 1.1 1.5 1.9 3 3 Region/ 4 1.4 … … … … Mean value Spider overview 1.2 Element Dimension Plant level Region 0 1 2 3 Safe Environment Built in Quality Optimized Flow People Engagement Plan Actual Safe Environment 1 0 0 3 2 3 3 2 3 1 0 3 3 1 0 2 2 3 3 3 0 0 0 0 3 0 0 For mean value calculation: Same weight for all tools/elements/plants
  • 18.
    18 What is PeopleEngagement ? 1. It’s Ownership, Action and Improvement 2. It’s Measurable via activities and participation 3. True engagement drives higher performance 4. Employee satisfaction and motivation are secondary outcomes • Employee View - Develop, Empower, Expose, Reward & Recognize • Job enrichment not enlargement 5. Breaks from dependency of manager culture…Manager changes too 6. Need engagement plan and strategy
  • 19.
    19 Your Roles Lean Leaders– At The Shop Floor (Gemba) 1. Daily Management at the Point of Adding Value 2. Go and See the Shop Floor (Gemba) to grasp actual condition 3. Strong, Visible Commitment to Lean Enterprise 4. People do what Upper Management wants Tell them on the Shop Floor - 80 % of our resources are there 5. Servant Leadership… ask “How can I support your plan?” 6. Primary Focus of Attention… Fix Operator Struggles
  • 20.
    20 Driving the 4Dimensions Dimensions and their Element Clusters • Risk assessments • Safety walkarounds • Safety Assessments • Safety Trainings • Near Miss Reporting Safe Environment • Problem Solving • Failure Mode & Effect Analysis • 6 Sigma • Control Plan • Statistical Controls • Error Proofing Built in Quality • Value Stream Mapping • Continuous Improvement Workshops • Pull System • Total Productive Maintenance • Overall Equipment Effectiveness • Change Over Time • Visual Factory Optimized Flow People Engagement • A3 • Mentoring & Coaching • Qualification Matrix • Performance Remuneration • 5S • Management of Change • Standardized Work • Standard KPIs and Scorecard • Communication Boards Foundation Roll Out (in red) – Recommended Starting Point Next focus (in black) 20
  • 21.
    21 Benefits • Safe workplace •Hazards in the workplace assessed • Controls in place to reduce/ eliminate hazards Risk Assessments Levels of Excellence Drivers: • Perform task assessments • Percent of tasks/chemicals/ equipment/processes having risk assessments • Action closed on time • Risk Assessment schedule published
  • 22.
    22 Benefits • Fewer injuries! •Fewer unsafe situations! • Reinforces commitment to safety EXAMPLE: Safety Walkarounds Levels of Excellence Drivers: • Go to the place where the work is being performed and DO them • Follow the standard template (SHE.com) • Do MORE of them Stop! No PPE! How can this be prevented in the future?
  • 23.
    23 Benefits • Increasing safebehavior • Strengthening safety awareness • Reducing injuries • Eliminating at-risk behavior • Sharing best practices EXAMPLE: External requirements: OHSAS 18001 Safety, ISO 14001 Environmental Internal requirements: SHE standards Safety Assessments Levels of Excellence Drivers: • Perform Audits • Drive to eliminate non- conformities
  • 24.
    24 Benefits • Minimize accidents •Identify weaknesses • Heighten awareness • Proactive commitment • Open communication • Encourage feedback • EXAMPLE: Near Miss Reporting Levels of Excellence Drivers: • Near misses are being reported • Formal process in place • Top management is involved • Corrective action is being taken
  • 25.
    25 Benefits • Reduce injuries •Avoid property damage • Prevent legal liabilities • Promote and effective safety culture EXAMPLE: make it visual Safety Training Levels of Excellence Drivers: • Documented training • Meeting training schedule • Everyone participates Before After Chemical Splash Risk: Inadequate PPE Back injury Risk: poor ergonomics while tilting drum PPE Improved Hand Pump used ergonomics risk Reduced
  • 26.
    26 • Where inyour site would you begin with this Element? • Can you give an example where this Element could lead to a substantial improvement? • Do you have an example of a corrective action you’ve taken resulting from one of these Elements? Safety Dimension – Reflection Questions
  • 27.
    27 GEMBA – SiteSafety Walkaround Objective • Use the template to look at the existing operations • Try to identify places where people are doing the right thing • Try to identify people that are respecting the rules • Positive reinforcement is more effective than negative • Try to identify opportunities for improvement.
  • 28.
    28 OVERVIEW • Get familiarwith the setup • Define roles • Run the simulation • Review our KPI’s • Review the wastes • Review safety walkaround feedback Let’s go to the Gemba! 1st Production Round
  • 29.
    29 • Basic Instructionon How to Score • Score all Safety Dimension Elements • We will score this site together and then all the plant managers will be required to score their own. Scoring Breakout Session
  • 30.
    30 Driving the 4Dimensions Dimensions and their Element Clusters • Risk assessments • Safety walkarounds • Safety Assessments • Safety Trainings • Near Miss Reporting Safe Environment • Problem Solving • Failure Mode & Effect Analysis • 6 Sigma • Control Plan • Statistical Controls • Error Proofing Built in Quality • Value Stream Mapping • Continuous Improvement Workshops • Pull System • Total Productive Maintenance • Overall Equipment Effectiveness • Change Over Time • Visual Factory Optimized Flow People Engagement • A3 • Mentoring & Coaching • Qualification Matrix • Performance Remuneration • 5S • Management of Change • Standardized Work • Standard KPIs and Scorecard • Communication Boards Foundation Roll Out (in red) – Recommended Starting Point Next focus (in black) 30
  • 31.
    31 What is it? •A system to make your job easier, safer and more efficient by doing: Sorting, Set in Order, Systematic Cleaning, Standardizing, Sustaining 5S Benefits • Risk reduction (SHE & Q) • Employee engagement and culture change • Space saving • Efficiency of movement
  • 32.
    32 How do Ido it? • Learn by doing – start with a 5S workshop 5S Levels of Excellence Drivers: • Choose your site expert • Divide your site into 5S areas • Train your people with workshops • Visual management, sustained with team agreements and action list • Regular cleaning for inspection schedules BEFORE AFTER
  • 33.
    33 What is it? •a consistent, documented method for performing a series of tasks consistently, and in-line with customer demand Standardized Work Benefits • Efficient and repeatable work • Eliminate waste • Make work safer and easier • Clarify the process • Document thebest known method • Ensure operating consistency • Use for employee training • Provide baseline for improvement Key Links to other Elements • 5S
  • 34.
    34 How do Ido it? Standardized Work, continued Levels of Excellence Drivers: • Perform Work Element Analysis • Show Cycle Time reduction • Review multiple times to drive out more waste • Audit • Train • Identify improvement opportunities • Audit • Train • Identify improvement opportunities Improvements (Kaizens) Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Improvements (Kaizens) Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Department: Project# or QN#: Completion Date: Kaizen Type Safety Waste: Motion Overproduction Quality Transportation Waiting Defects Inventory Overprocessing A Kaizen must address Safety, Quality or Waste to quantify the benefit of the improvement. Before After Check all that apply Kaizen P Time Study Motion Analysis Work Element Analysis S tep # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 5 5 5 35 40 5 5 45 50 5 5 65 5 5 55 60 70 5 5 75 80 5 5 85 90 5 5 95 100 5 5 105 110 5 5 115 120 5 5 125 130 5 5 135 140 5 5 145 150 5 5 155 160 25 30 C ycl e Ti m e: 5 5 5 5 D ate P repared: 5 Total : 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 140 145 110 115 120 125 150 155 160 P repared B y: R evi ew ed B y: 130 135 U ni ts/ S hi ft: S tep D escri pti on W al k A ut o M anual 5 K ey: O perati on N am e: W ork G roup: S tandard W ork C om bi nati on S heet 5 10 15 20 Ti m e TaktTi m e: P roductN am e /# : O perator : of M anual A ut om at i c W al ki ng W ai t i ng From: To: Symbol Number of WIP Quality Check Takt Time Cycle Time Operator Number Safety Precaution Standard Work In Process Team Leader: Supervisor: Standard Work Chart Date: Prepared by: Dept./Location: Time Study Motion Analysis Work Element Analysis S tep # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 5 5 5 35 40 5 5 45 50 5 5 65 5 5 55 60 70 5 5 75 80 5 5 85 90 5 5 95 100 5 5 105 110 5 5 115 120 5 5 125 130 5 5 135 140 5 5 145 150 5 5 155 160 25 30 C ycl e Ti m e: 5 5 5 5 D ate P repared: 5 Total : 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 140 145 110 115 120 125 150 155 160 P repared B y: R evi ew ed B y: 130 135 U ni ts/ S hi ft: S tep D escri pti on W al k A ut o M anual 5 K ey: O perati on N am e: W ork G roup: S tandard W ork C om bi nati on S heet 5 10 15 20 Ti m e TaktTi m e: P roductN am e /# : O perator : of M anual A ut om at i c W al ki ng W ai t i ng From: To: Symbol Number of WIP Quality Check Takt Time Cycle Time Operator Number Safety Precaution Standard Work In Process Team Leader: Supervisor: Standard Work Chart Date: Prepared by: Dept./Location: S tep # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 5 5 5 35 40 5 5 45 50 5 5 65 5 5 55 60 70 5 5 75 80 5 5 85 90 5 5 95 100 5 5 105 110 5 5 115 120 5 5 125 130 5 5 135 140 5 5 145 150 5 5 155 160 25 30 C ycl e Ti m e: 5 5 5 5 D ate P repared: 5 Total : 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 140 145 110 115 120 125 150 155 160 P repared B y: R evi ew ed B y: 130 135 U ni ts/ S hi ft: S tep D escri pti on W al k A ut o M anual 5 K ey: O perati on N am e: W ork G roup: S tandard W ork C om bi nati on S heet 5 10 15 20 Ti m e TaktTi m e: P roductN am e /# : O perator : of M anual A ut om at i c W al ki ng W ai t i ng From: To: Symbol Number of WIP Quality Check Takt Time Cycle Time Operator Number Safety Precaution Standard Work In Process Team Leader: Supervisor: Standard Work Chart Date: Prepared by: Dept./Location: Quality Safety Sampling Tool STD WIP 1 2 3 4 5 6 7 8 9 10 TOTAL: STD WIP Team Leader: Dept./Location: Prepared by: Notes Time Takt Time Supervisor: Required Qty: Cycle Time Job Instruction Sheet Part# Part Name Step # Quality Check Date: Job Instruction Sheet Quality Safety Sampling Tool STD WIP 1 2 3 4 5 6 7 8 9 10 TOTAL: STD WIP Team Leader: Dept./Location: Prepared by: Notes Time Takt Time Supervisor: Required Qty: Cycle Time Job Instruction Sheet Part# Part Name Step # Quality Check Date: Job Instruction Sheet Standard Work Combination Table and Chart S tep # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 5 5 5 35 40 5 5 45 50 5 5 65 5 5 55 60 70 5 5 75 80 5 5 85 90 5 5 95 100 5 5 105 110 5 5 115 120 5 5 125 130 5 5 135 140 5 5 145 150 5 5 155 160 25 30 C ycl e Ti m e: 5 5 5 5 D ate P repared: 5 Total : 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 140 145 110 115 120 125 150 155 160 P repared B y: R evi ew ed B y: 130 135 U ni ts/ S hi ft: S tep D escri pti on W al k A ut o M anual 5 K ey: O perati on N am e: W ork G roup: S tandard W ork C om bi nati on S heet 5 10 15 20 Ti m e TaktTi m e: P roductN am e /# : O perator : of M anual A ut om at i c W al ki ng W ai t i ng From: To: Symbol Number of WIP Quality Check Takt Time Cycle Time Operator Number Safety Precaution Standard Work In Process Team Leader: Supervisor: Standard Work Chart Date: Prepared by: Dept./Location: Standard Work Combination Table and Chart S tep # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 5 5 5 35 40 5 5 45 50 5 5 65 5 5 55 60 70 5 5 75 80 5 5 85 90 5 5 95 100 5 5 105 110 5 5 115 120 5 5 125 130 5 5 135 140 5 5 145 150 5 5 155 160 25 30 C ycl e Ti m e: 5 5 5 5 D ate P repared: 5 Total : 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 140 145 110 115 120 125 150 155 160 P repared B y: R evi ew ed B y: 130 135 U ni ts/ S hi ft: S tep D escri pti on W al k A ut o M anual 5 K ey: O perati on N am e: W ork G roup: S tandard W ork C om bi nati on S heet 5 10 15 20 Ti m e TaktTi m e: P roductN am e /# : O perator : of M anual A ut om at i c W al ki ng W ai t i ng From: To: Symbol Number of WIP Quality Check Takt Time Cycle Time Operator Number Safety Precaution Standard Work In Process Team Leader: Supervisor: Standard Work Chart Date: Prepared by: Dept./Location: S tep # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 5 5 5 35 40 5 5 45 50 5 5 65 5 5 55 60 70 5 5 75 80 5 5 85 90 5 5 95 100 5 5 105 110 5 5 115 120 5 5 125 130 5 5 135 140 5 5 145 150 5 5 155 160 25 30 C ycl e Ti m e: 5 5 5 5 D ate P repared: 5 Total : 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 140 145 110 115 120 125 150 155 160 P repared B y: R evi ew ed B y: 130 135 U ni ts/ S hi ft: S tep D escri pti on W al k A ut o M anual 5 K ey: O perati on N am e: W ork G roup: S tandard W ork C om bi nati on S heet 5 10 15 20 Ti m e TaktTi m e: P roductN am e /# : O perator : of M anual A ut om at i c W al ki ng W ai t i ng From: To: Symbol Number of WIP Quality Check Takt Time Cycle Time Operator Number Safety Precaution Standard Work In Process Team Leader: Supervisor: Standard Work Chart Date: Prepared by: Dept./Location:
  • 35.
    35 Example Standard WorkSheet: Automotive
  • 36.
    36 Example Standard WorkSheet: Automotive
  • 37.
    37 What is it? •The time that is required to change the equipment setup from one article to an other (last good part to first good part). • A Method to continuously improve the c/o Activities at the equipment. Change Over Time Benefits • Greater flexibility • Reduction of change over losses (technical losses) • OTIF Improvement due to higher Flexibility (Lot Size reduction) • Less CAPEX needs Key Links to other Elements • MOC • 5S • TPM • OEE “We can have your car ready in four hours, Sir…”
  • 38.
    38 How do wedo it? • Select pilot equipment • Analyze Change Over Time and Activities • Separate external and internal activities and find Optimum • Define new improved Change Over Standards and train Staff • Implement a System to follow up Change Over Time • Continue improving by use of PDCA cycles Change Over Time, continued Levels of Excellence Drivers: • System to follow up Change Over Times is in Place • Change Over Activities are standardized • Change Over Time is reduced by Continuous Improvement Workshops
  • 39.
    39 What is it? •a method to visualise a process from end to end, showing all material and information flows • Provides relevant process data, e.g. production time, inventory levels, etc Value Stream Mapping Benefits • Shows improvement potential • Highlight activities that add no value to the Customer • Basis for the Roadmap • Allows development of a Lean Future State • Makes improvements measurable Key Links to other Elements • Pull System • A3 • Six Sigma, CI Workshops
  • 40.
    40 How do Ido it? • Follow material on Shop Floor and information flow, e.g. planning process • Collect all relevant data and handling steps EXAMPLE: Value Stream Mapping, continued Levels of Excellence Drivers: • Map Current State product families • A3 Projects and Action Plans completed on time • Visual Management in place Value- add vs. Non- value add
  • 41.
    42 What is it? •A system that controls the material flow (e.g. raws, articles, consumables, spare parts) by the demand of the next process step. • Basis for just in time (JIT) production • This is achieved by reversing the information flow to pull the material Pull System Benefits • Reduce and control inventory • Reduced throughput time leads to more flexibility • Reduction of required space • Quality problems not hidden in inventory • JIT production (right part, right quality, right time, right quantity, right place.) Key Links to other Elements • VSM • 5S Push Pull
  • 42.
    43 How do Ido it? • Define standardized amount work in progress (WIP) • Define communication between process steps (as visual as possible) e.g. supermarket or Kanban methods Pull System, continued Levels of Excellence Drivers: • Increase product availability to improve on time shipments • Reduce inventory • Implement Kanban systems Pull system Pull system Precision control system SAP
  • 43.
    44 What is it? •…more than just a standard paper size. It is a template, and • a way of structured thinking • Guides and visualizes the solution process • Can be handwritten or electronic and used by everyone. A3 Benefits • The format simplifies the solution process • Transparency • Smart documentation • Tracking until final solution Key Links to other Elements • Value Stream Mapping • Problem Solving • Management of change • Near miss reporting • CI workshops and 6Sigma
  • 44.
    45 How do Ido it? • Following the structure of the form • Keep wording SMART • Apply problem solving techniques to find root cause • Update until successful implementation. A3, continued Levels of Excellence Drivers: • Start using in a team approach • Clear documentation and follow up to completion • Link it with VSM • Transform into Control plans
  • 45.
    46 A3 Exercise • A3Exercise • Split into teams • Reference Standardized Work and VSM exercises • Use A3 in your team to drive improvements • Plant Manager to provide restrictions • Conduct next Production run, then review KPI’s, etc.
  • 46.
    47 • Score allPeople and Flow Dimension Elements reviewed • 5S • Standardized Work • Value Stream Mapping • Pull System • Changeover Time • A3 • Review and Calibration of our Scores Scoring Breakout Session
  • 47.
    48 Driving the 4Dimensions Dimensions and their Element Clusters • Risk assessments • Safety walkarounds • Safety Assessments • Safety Trainings • Near Miss Reporting Safe Environment • Problem Solving • Failure Mode & Effect Analysis • 6 Sigma • Control Plan • Statistical Controls • Error Proofing Built in Quality • Value Stream Mapping • Continuous Improvement Workshops • Pull System • Total Productive Maintenance • Overall Equipment Effectiveness • Change Over Time • Visual Factory Optimized Flow People Engagement • A3 • Mentoring & Coaching • Qualification Matrix • Performance Remuneration • 5S • Management of Change • Standardized Work • Standard KPIs and Scorecard • Communication Boards Foundation Roll Out (in red) – Recommended Starting Point Next focus (in black) 48
  • 48.
    49 What is it? •Program to continuously improve the condition and availability of equipment • Involvement and engagement of employees in maintenance and asset care activities • Apply standard to design or specification of all new equipment TPM – Total Productive Maintenance Benefits • Lower CAPEX needs • Scrap reduction • Quality improvement • Lower maintenance cost • Lower downtime
  • 49.
    50 How do Ido it? • Select pilot equipment • Top to bottom cleaning with operators & management • Detect and repair technical defects • Define TPM tasks, required spare parts and preventive maintenance in a team • Continue improving by use of PDCA cycles TPM, continued Levels of Excellence Drivers: • Operators are involved in maintenance of machines and equipment • Root causes of losses are systematically detected • Preventive maintenance is planned based on the facts & figures • New machinery is planned based on the data and experience
  • 50.
    51 What is it? •OEE is a KPI to measure and understand the effectiveness of the equipment. • The objective is to reduce production losses and produce profitable products. OEE – Overall Equipment Effectiveness Benefits • Greater system availability • Better performance and quality • Reduced manufacturing costs
  • 51.
    52 How do Ido it? • Select pilot equipment • Establish system to document downtimes • Implement standard calculation for OEE • Continue improving by use of PDCA cycles OEE, continued Levels of Excellence Drivers: • Weekly analysis are done • OEE / PDCA cycle is in place and running • A trend of increasing OEE is evident • OEE implementation for all bottleneck machines Collection of Data OEE Discussion/ Mapping OEE Optimizing Action/Improving Collection of Data OEE Discussion/ Mapping OEE Optimizing Action/Improving
  • 52.
    53 What is it? •A key element of a learning organization is to deeply reflect on existing problems • Set of tools to understand and fix problems • The tool to be applied depends on the complexity of the problem Problem solving Benefits • Standardized and structured way of problem solving. • Detect and eliminate the real root cause of the problem. • Prevent repetition of issues and problems • Reduction of e.g. offspec product, scrap, customer complaints Key Links to other Elements • Control Plan • A3 • CI workshops, Six Sigma Simple Complex Problem is: A3 6 Sigma 8D Use this tool: At the gemba In the office Where: 30 mins 3 months Takes: Fishbone diagram, 5Why-Analysis, One point lesson, 5W 2H Apply technique:
  • 53.
    54 How do Ido it? • Describe problem in detail using the A3 mode of thinking • Select appropriate problem solving tool to address magnitude of issue • Do not stop at immediate causes • Ensure sustainable solutions Problem solving, continued Levels of Excellence Drivers: • Problem solving is done by multidisciplinary teams. • Problem solving and its effectiveness (follow-up) are documented. • Problem solving tools are used for customer complaints and all internal deviations. Fishbone PROBLEM People Materials Machine Method Environment Measurement 5-Why
  • 54.
    55 What is it? •An analytical method to anticipate all potential deviations and address them systematically • A Continuous Improvement tool • A living document, applied to products, processes and systems • One of three linked documents: Failure Modes and Effects Analysis Benefits • Improve knowledge and robustness of product and process • Supports reduction of complaints and off-specs corrective  preventative • Saves time by getting the process and product right first time Control Plan FMEA Flowchart Breaks Cracks Spills Explodes 100 30 120 270 3 9 17 19 Tape Gauge Rheomet Fix Dis Acc 3 9 17 19 Test Spec Plan # 3m+/-0.5 > 2.0 1+/- 0.1 Levels of Excellence Drivers: • Complete FMEAs for customer processes in production • Link to problem solving activities • Roll out to all processes and review similar ones. video
  • 55.
    56 What is it? •Structured review process by cross-functional team to evaluate changes Management of Change Benefits • Traceability of changes • Customer satisfaction • Legal obligations • Reduced risk of changes with respect to safety and quality • Checks and approvals from different perspectives • Solidified changes • Controlled process • Thorough communication of changes Create a MOC entry in the Formal Documentation System Provide Change Proposal Details, Reason for Change and Validation Plan Documented Approval – of Change Proposal and Validation Plan Execute Validation Plan Documented Approval of Henkel Internal Validation Results Communication of change to Customers for Validation and/or approval as required Implement Change and update procedures accordingly Close Change Process Levels of Excellence Drivers: • Use of the existing MOC system is in place, and • utilized for all changes
  • 56.
    57 What is it? •A summary of the systems used to minimize product & process variation. • It describes the actions required to ensure that selected output characteristics are in a state of control. • One of three linked documents: Control Plan Benefits • Shows up problems before they cost you money • Improvement in quality performance • Finds problems more cheaply, and sooner in the process than inspection plan Control Plan FMEA Flowchart Breaks Cracks Spills Explodes 100 30 120 270 3 9 17 19 Tape Gauge Rheomet Fix Dis Acc 3 9 17 19 Test Spec Plan # 3m+/-0.5 > 2.0 1+/- 0.1 Levels of Excellence Drivers: • Complete Control Plans for customer processes in production and all new products • Link to FMEA • Roll out to all processes and review similar ones.
  • 57.
    58 Standard KPI’s andScorecard • Objectives • Support site managers to steer their plants successfully • Give quantitative information on how well the plant is performing • Enable everybody to speak the same "performance / KPI language" • Benefits • long term target achievement by focusing on short-term (daily/weekly), KPI supported Performance Management • Standard KPIs are: • Best practice steering concepts on • plant level and • shop floor level (department and machine level) • Which ensure a holistic performance measurement on five categories: Lean Progress Cost/Cash Service Quality SHE Lean Progress Cost/Cash Service Quality SHE
  • 58.
    59 TORISVolume [ton] PY PLM M-1 ACT DPL DPL PY PL ACT DPY DPL M [%] [abs] [ton] YTD [%] [%] Hotmeltsw/oPU Hotmelts 0 0 0 0 0 *** 0 0 0 *** *** Waterbased 701 1.123 823 746 833 -25,8 ||||||| 2.980 4.292 3.290 +10,4 -23,3 Polyurethanes 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 408 602 544 450 593 -1,4 2.017 2.301 2.176 +7,9 -5,4 Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** ConsumerProducts 0 0 0 0 0 *** 0 0 0 *** *** Sealants, Silicones& Coatings 0 0 0 0 0 *** 0 0 0 *** *** SurfaceTreatments 0 0 0 0 0 *** 0 0 0 *** *** Thermosets 0 0 0 0 0 *** 0 0 0 *** *** Other 17 36 441 608 559 >100 |||||||||||| 155 137 1.763 >100 >100 Volume 1.126 1.760 1.807 1.804 1.985 +12,8 ||||| 5.152 6.730 7.229 +40,3 +7,4 Communication Boards Layout – for plant and department level Steering KPIs Action list Further Highlights SHE Quality Service Cost/ Cash Lean Progress Plant [33.]* [20.]* [56.]* [45.]* [15.]* [34.]* * plant rank in factory league table Management Sign-In Date, Signature Updated by … (date: dd.mm.yy) Overviews • Lean Six Sigma • CI Workshops • Value Stream Maps • … TORISVolume [ton] PY PL M M-1 ACT DPL DPL PY PL ACT DPY DPL M [%] [abs] [ton] YTD [%] [%] Hotmeltsw/oPU Hotmelts 0 0 0 0 0 *** 0 0 0 *** *** Waterbased 701 1.123 823 746 833 -25,8 ||||||| 2.980 4.292 3.290 +10,4 -23,3 Polyurethanes 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 408 602 544 450 593 -1,4 2.017 2.301 2.176 +7,9 -5,4 Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** Acrylates& Acrylics 0 0 0 0 0 *** 0 0 0 *** *** ConsumerProducts 0 0 0 0 0 *** 0 0 0 *** *** Sealants, Silicones& Coatings 0 0 0 0 0 *** 0 0 0 *** *** SurfaceTreatments 0 0 0 0 0 *** 0 0 0 *** *** Thermosets 0 0 0 0 0 *** 0 0 0 *** *** Other 17 36 441 608 559 >100 |||||||||||| 155 137 1.763 >100 >100 Volume 1.126 1.760 1.807 1.804 1.985 +12,8 ||||| 5.152 6.730 7.229 +40,3 +7,4 Remark: No standard layout for machine level communication boards in order to use “optimal” boards for the local requirements.
  • 59.
    60 KPI Board forMorning Meeting SHE Action Log 1.2 1.3 1.4 1.5 1.6 1.8 SHE Action Log SHE Action Log 1.2 1.3 1.4 1.5 1.6 1.8 Quality Action Log 2.5 2.3 2.4 2.6 2.8 2.9 2.13 Quality Action Log 2.5 2.3 2.4 2.6 2.8 2.9 Quality Action Log Quality Action Log 2.5 2.3 2.4 2.6 2.8 2.9 2.13 Service Action Log 3.1 3.4 3.5 3.9 3.10 Service Action Log 3.1 3.4 3.5 3.9 3.10 Service Action Log Service Action Log 3.1 3.4 3.5 3.9 3.10 Cost Action Log 4.8 4.10 4.11 4.12 4.13 4.17 4.20 Cost Action Log 4.8 4.10 4.11 4.12 4.13 Cost Action Log 4.8 4.10 4.11 4.12 4.13 Cost Action Log Cost Action Log 4.8 4.10 4.11 4.12 4.13 4.17 4.20 Lean Action Log GB Savings 5.1 5.2 5.3 5.5 # of Worksho ps Held OEE Lean Action Log Lean Action Log GB Savings 5.1 5.2 5.3 5.5 # of Worksho ps Held OEE KPI numbers/definition are in this file -> 2:15
  • 60.
    61 21.03.2023 Page 61 LEPerformance LA 2014 Overview 0 2 4 6 8 10 12 14 Q1 Q2 Q3 Q4 Cost Avoidance (€k) 0 20 40 60 80 100 120 Q1 Q2 Q3 Q4 # of Completed A3s 0 10 20 30 40 50 60 Q1 Q2 Q3 Q4 Cost Savings (€k) 0 10 20 30 40 50 60 70 Q1 Q2 Q3 Q4 # of CI Workshops
  • 61.
    62 What is it? •Easily recognized visuals that indicate the Performance and Flow of the operation to drive action Visual Factory Benefits • Clear, real-time information to drive improvements prior to adverse Quality and Productivity incidents • Optimized workstations • People engagement • “30-second” Management Key Links to other Elements • Pull System • 5S Attainment to Standard Work Station Performance generic example Heidelberg example
  • 62.
    63 How do Ido it? • Create real-time visuals for process performance (output, quality, etc.) • Create visual standards for material flow and equipment / tool location (5S) • Reaction Plan in place for use of this information EXAMPLE: Visual Factory, continued Levels of Excellence Drivers: • Easily visible indications of the following across the site: • Material Flow • Work Stations (e.g. 5S) • Performance
  • 63.
    64 New Automated TubeFilling Line - EU OEE Logging Screen Auto-Labeling Auto-Palletization
  • 64.
    65 Operator Aids: Designed& Built, fit for Purpose (1) Kanban storage for Work Orders with necessary materials Kanban storage at the line for label rolls
  • 65.
    66 Operator Aids: Designed& Built, fit for Purpose (2) Operator table for line-side work Line-side tool material/storage The correct materials in place
  • 66.
    67 Operator Aids: Designed& Built, fit for Purpose (3) Good Quality material trolleys with locator marks Segregated waste in easy to use containers
  • 67.
    68 Operator Aids: Designed& Built, fit for Purpose (4) Purpose built Line-side Operator work station Kanban Tape supply Funneled edge for easy location
  • 68.
    69 Operator Aids: Designed& Built, fit for Purpose (5) Easy to clean under conveyors Different Materials for easy identification
  • 69.
    70 Operator Aids: Designed& Built, fit for Purpose (6) Dynamic Storage with rollers
  • 70.
    71 Standardized Work -1 Line Servicer Routes TPM Activities
  • 71.
    72 Standardized Work -2 All roles indicated & Visual
  • 72.
    73 Standardized Work -3 Standard Job lists/Activity Lists Operator generated modifications
  • 73.
    74 • What benefitswould participants get from participating in a VSM Workshop? • What strategies would you use to implement changeover time reductions in your facilities? • What do we know about true customer demand? People and Flow – Reflection Questions
  • 74.
    75 • What wouldyou do differently Let’s go to the Gemba! 2nd production Round
  • 75.
    76 • Score allPeople and Flow Dimension Elements reviewed • MOC • Problem Solving • FMEA • Control Plan • OEE • TPM • Standard KPI’s and Scorecard • Visual Factory • Communication Boards • Review and Calibration of our Scores Scoring Breakout Session
  • 76.
    77 Driving the 4Dimensions Dimensions and their Element Clusters • Risk assessments • Safety walkarounds • Safety Assessments • Safety Trainings • Near Miss Reporting Safe Environment • Problem Solving • Failure Mode & Effect Analysis • 6 Sigma • Control Plan • Statistical Controls • Error Proofing Built in Quality • Value Stream Mapping • Continuous Improvement Workshops • Pull System • Total Productive Maintenance • Overall Equipment Effectiveness • Change Over Time • Visual Factory Optimized Flow People Engagement • A3 • Mentoring & Coaching • Qualification Matrix • Performance Remuneration • 5S • Management of Change • Standardized Work • Standard KPIs and Scorecard • Communication Boards Foundation Roll Out (in red) – Recommended Starting Point Next focus (in black) 77
  • 77.
    78 How do Ido it? • Create a design that does not require human intervention to avoid an error EXAMPLE: Error-Proofing Levels of Excellence Drivers: • Train EVERYONE • Implement solutions and share • EVERYONE can demonstrate examples in their workplace • Show the link to Control Plans and FMEA’s
  • 78.
    79 What is it? •A method which allows us to understand variation in our processes and drive action to lead to increased capability • Identify common and special causes Statistical Controls Benefits • High quality product • Data made visual • Stabilized and controlled processes • Increased productivity by first time right • Move from quality control to quality assurance 23 21 19 17 15 13 11 9 7 5 3 1 120000 110000 100000 90000 80000 70000 60000 Sample Sample Mean _ _ X=78137 UCL=96049 LCL=60225 1 1 1 Xbar Chart of Viscosity Out of Control discuss the situation Levels of Excellence Drivers: • Measurement System Analysis program established • Control Charts in place • Analysis and Reaction Plans being used • Variation Reduction improvement activities
  • 79.
    80 What is it? •Project based problem solving initiative which uses powerful statistical methods • A cross functional team based activity with duration of 3 to 6 months Six Sigma Benefits • Reduction of variation to minimize defects • Alignment with customer requirements • Annual savings in avg.: Green Belt project 30k€ Black Belt project 60k€ • Identification of high potentials Levels of Excellence Drivers: • Training of Green Belts and Black Belts • Execute projects • Realization of savings
  • 80.
    81 What are they? •A cross-functional team rapidly realising sustainable improvements • where the solution is not known • participating for 3-10 days • using lean thinking Continuous Improvement Workshops Benefits • Rapid improvement • eg safety, cost, quality • Engagement of people in improving their own work • Develops lean thinking Key Links to other Elements • Safety walkaround • 5S • Value Stream Mapping • Failure Modes and Effects Analysis 100% exemption from work must be ensured during participation in the workshop
  • 81.
    82 How do wedo it? Continuous Improvement Workshops, cont. Levels of Excellence Drivers: • Train people • Use eg. A3 or FMEA • Run workshops • Involve everyone (not just factory) in CI workshop participation. A3 proposal Safety issue VSM FMEA Lean topic training Measure current status Brainstorm improvements Implementation Check and A3 report Follow-up Set scope & targets Plan Do Check Act
  • 82.
    83 What is it? •A process to develop individuals and teams to implement a strong Lean culture that will lead to sustainable financial performance Mentoring and Coaching Benefits • Increase motivation • The voice of our people is heard and action is taken • Employee retention “If the learner hasn’t learned, the teacher hasn’t taught” Levels of Excellence Drivers: • Coaching Plan is structured and visible • Cascade Coaching to the Gemba
  • 83.
    84 What is it? •A spreadsheet that defines the global Lean Enterprise skill level of our people • A standard process for continuous assessment and development of our people Qualification Matrix Benefits • Increase motivation • Increase positive impact (efficiency and effectiveness) of our improvement efforts • Employee retention Coach Lead Improvement Perform The Qualification needed to drive Improvement at the GEMBA…the place where the work is being done Levels of Excellence Drivers: • Skill improvement Strategy and Plan • Plan achieved and openly displayed • All employees are included
  • 84.
    85 Performance Based Remuneration Objectivesand Benefits • Ensure a performance based remuneration system is in place to help drive operations improvement to KPIs, LE elements and ultimately business metrics through monetary and non-monetary based awards and recognition. • Clearly communicate the selected targeted measures and progress to the organization, at the place of work, through visual metrics and on communication boards.
  • 85.
    86 Driving & SustainingResults - Reflection Questions What will you start? What will you stop? What will you continue?
  • 86.
    87 • Score allPeople and Flow Dimension Elements reviewed • Error Proofing • Statistical Controls • Six Sigma • CI Workshops • Mentoring & Coaching • Qualification Matrix • Performance Remuneration • Review and Calibration of our Scores Scoring Breakout Session
  • 87.
    88 3rd production Round A3Proposal & Final Competition • Let’s go to the Gemba! • What would you do differently
  • 88.
    89 Plant Roadmap • Activitiesand Progress Lean Enterprise Roadmap AMBITION KPIs & Milestones Site: XX ZERO Incidents 1 LTC Owner: M. Smith 100% ECSL 100% ECSL Last updated on: 7/4/2013 20% Inventory Value Reduction 8 M€ Inv. valu Last updated by:: M. Smith 10 % TSCC 50% Complaint Reduction/yr Lean Elements Score CCDB Savings (€) enter start dates for any short term initiative activity such as Timeline w/ Initiative + Targets Oct Nov Dec Jan Feb Mar Apr May Jun Site Dimension Initiative Title Responsible Person xx People Engagement: Communication Boards Visual Mgmt of Plant KPI M. Smith XX Optimized Flow: CI Workshops Cell 2 Changeover Efficiency M. Smith 10/5 XX Built in Quality: Six Sigma Cell 3 Mixing Defects Reduction L. Page XX Built in Quality: Audit Initial Element Self Assessment P. Manager 12/20 XX People Engagement: CI Workshops 1-Day Lean Campus P. Manager 12/1 XX People Engagement: Audit Corporate Element Audit I. Lean 2/3 XX People Engagement: Standardized Work Restocking of Returns B. Jones XX People Engagement: CI Workshops 3-Day Lean Campus M. Smith XX People Engagement: CI Workshops Lean Foundation Training M. Smith 12/15 2/26 4/1 XX Built in Quality: Six Sigma Fork Truck Battery Life A. Worker XX Safe Environment: Safety Assessments Site Safety Assessment C. She XX Optimized Flow: Overall Equipment Effectiveness OEE Infrastructure at Plant A. Engineer XX Optimized Flow: Visual Factory IPK Set up on Packaging Line A. Worker Q4 2013 Q1 2014 Q2 2014 - on target - below target KPI Key - on time - plan - late - complete Initiative Key
  • 89.
    90 Best practice replication •We can all improve separately • We can re-invent the wheel in every site • This will give us localised Continuous Improvement and waste reduction. (pockets of success) • BUT • As a Lean Enterprise, we can share our successes, and our mistakes openly. • This will give us rapid improvement “across everywhere”. • Understand the root cause of success  found in the A3
  • 90.
    91 Lean Enterprise Leadership Principles 1.Lean Enterprise is the Strategy… This is how we run the plants 2. Must be Driven and Led from the Top • Lead by Example • Learn by Doing • Commit to becoming a Lean Expert • Communication … continuous 3. System + Culture = Results 4. Transform the People… Only Asset that Appreciates Without application of these principles we will fail! Leadership will be the Key Ingredient!
  • 91.
    92 Next Steps • FIRST…didwe meet our Objectives for this Workshop? • Implement what you’ve learned • Teach others • Relentless Pursuit of Waste Elimination • Pursuit of Perfection • Keep in Touch • Your Plan Roadmap to LE Group in two weeks • HAVE FUN! …and fill out evaluation NOW…we also want to continuously improve!
  • 92.