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2/28/2011 R. Keefe - LCP10CONV.ppt 1

Lean / Flow Manufacturing Everyone has a Role!Launching the Conversion

Importance of Education

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P otential Changes in Roles

P roductionSchedulingMaintenance Management

QualityP urchasingEngineeringAccountingHuman ResourcesMarketing and Sales

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S upporting the change wall-to-wall

P roduction Decentralize support roles Team problem-solving and improvement Workplace organization

Scheduling Rely on pull systems Monitor & control fewer work centers Manage via visual control systems

Maintenance Management

Availability and reliability become the focus Cell/flow line performs P M and manages downtime

Set-up Quick changeovers and flexibility become the focus Cell/flow line manages tools, changeovers

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P roduction Changes

F irst line Supervisors need new skills: Team F acilitation Leading structured problem solving

Managing with Visual Control Systems5S needs to be measured and made a habitSupport functions such as P rod. Control and Mfg.Engineering often join a F ocused F actory rather than remain a separate departmentEveryone needs to begin looking for constraints rather than problems

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S cheduling

Transition from weekly scheduling and dailyexpediting to daily scheduling and more master planning

Learn to rely on and frequently update kanbansystemsChange Schedulings focus from workcenter loading to F low Line scheduling; workcenter loading will be managed through pull signals

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Quality Build checkpoints into the process (self check, successive

check) Mistake-proof wherever possible

Support cell/flow line team in tackling improvementsP urchasing

Supply linked to demand pull rates Rules will change for supply base Suppliers may need training and technical support

Engineering Support team activities and improvements Assess impact on capital needs P rovide feedback to Manufacturing on product/process

improvements

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uality

F IRST P ASS YIELD measurement methods andanalysisIdentifying TQCs - Total Quality Checks

Greater involvement in P oke-Yoke and Design for Quality initiativesTeam facilitation for root cause identification andproblem solving

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P urchasing

Develop suppliers to adapt to pull signalswhere applicableMonitor and measure supplier quality and

reliability (constraint ID) more rigorouslyEventually, lead supplier development program

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E ngineering

P roduct DF M / DF A emphasis Standardize products F irst P ass Yield designs Reduce cycle time for engineered and configured products

P rocess Transition from initiator to supporter of improvements (where

applicable) Standardize processes

Adapt to Line Rate/Takt time thinking, and away from traditionalefficiency of work station thinking P oke-Yoke (error-proof) processes Alter capital request focus from efficiency improvement to

constraint removal (bottlenecks, capability, reliability andflexibility)

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Accounting Backflush labor & material Revise performance measures and reporting needs Reduce need for inventory, PO s, shippers, etc. due to

standardized systemsHuman Resources

Assist with the training plan Support problem-solving teams/suggestion system Assess changes to organization and performance measures

Marketing and Sales

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A ccounting

F latter Bills of Materials and BackflushingP erformance measures likely to be different;

line rate adherence and standard staffing vs. gross

utilization total resource /cost vs. DL and IDL ratios total resource changes for investments vs. standard

minutes reduction

Greater reliance on visual control systems rather

than standard paper trails ( P .O .s, shippers,matching documents, labor inputs, etc.)

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H uman Resources

Renew focus on education and trainingBattle practices that are constraints (e.g.,individual incentive programs)

Teach skills in facilitation, conflict resolution andteam participationHelp to reorganize from departments toprocess flow organization

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Marketing and S ales

Match inflow of orders to the capability of Manufacturing to outflow productsAvoid artificial demand peaks

Increase pre-planning for volume spikes due topromotionsManage SKU proliferationHelp tie Manufacturing and Distribution for better synchronizationAvoid giving away cycle time improvementswith lead time promises ( P /D < 1)Initiate formal Sales and O perations P lanningactivities

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W hat Now?

J ust StartingIm in F low; but not World ClassIm fully Implemented

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J ust S tarting

P reparation for ChangeImportance of DATA!!!How long

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P reparation for Change

Incentive -- Is there a clear reason to change; doesmost of the organization know it; is leadership leading

Vision -- Do most people know what you are

changing to; this is where education focusesAction P lan -- Well structured plan; wellcommunicated

Skills -- Do you have the skills to proceed;

importance of trainingResources -- Is there sufficient people time to moveforward; is there budget flexibility

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Not P repared?

Without Incentive -- Gradual ChangeWithout Vision -- ConfusionWithout Action P lan -- F alse StartsWithout Skills -- AnxietyWithout Resources -- F rustration

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D ata is Critical

Without data, your just another opinionF ocused Lines based on common process flowsUnderstand REAL Work Content; not just

standards Standard Work vs. Work Standards

F low Charting

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H ow Long?

Will differ in each environmentSuggest aggressive schedules; perhaps faster than normal projects

Depends on pace of culture changeTypical:

P ilot area - 6-12 weeks F irst Wall-to-Wall line - 8-16 weeks P lant - 2-3 years

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I n Flow; but not W orld Class

Take out safety margins; create opportunitiesto solve problems:

Shorten Manufacturing Cycle Times Remove or Shrink Kanbans

Kaizen Blitzes - areas of constraint F irst Time Through targetMore Benchmarking

Supplier P

rogram

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I m Fully I mplemented

Assertive Supplier P rogramO pportunities for Growth - Convertingcompetency to new opportunities in Value

ChainNew Technology

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T he S trategy* of Converting to Lean

Getting Started (first 6 months)Create a New O rganization (6 months thru 2 years)

New Business Systems(Years 3 and 4)

Expand to Total Value Stream (Year 5)

* Based primarily on the recommendations from the book LeanThinking by J ames Womack and Daniel J ones

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T he S trategy of Converting to Lean

Getting Started(6 months)

Create a New O rganization

New Business SystemsExpand to Total Value Stream

I dentify a Change A gent A cquire Knowledge

Find a crisis; or create one

Map Value S treamsD o something visible and dramatic

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Getting Started

Create a New O rganization(6 months thru 2 Years)

New Business Systems

Expand to Total Value Stream

Reorganize by P roduct Family

Create a Lean FunctionD evise P olicy for excess peopleD evise a Growth S trategy

Remove anchor draggers

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Getting StartedCreate a New O rganization

New Business Systems(Years 3 & 4)

Expand to Total Value Stream

Lean A ccounting P ay and P erformance

Right size tools

Universal Lean S kills

Lean Office

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Getting StartedCreate a New O rganizationNew Business Systems

Expand to Total ValueStream

(Year 5)

A pply to S uppliersA pply to Customers

Global S trategy

Convert to bottom-up

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H ow T o - T he P ath

LeadershipBusiness Unit / P lant

Corp ManufacturingConsultant C

P

LeadershipBusiness Unit / P lantCorp ManufacturingConsultant

C

F

R

R


RF

RC

P = P articipantC = Contributor R = ResourceF = F acilitator

O perationsStrategicP lanning

ExecutiveEducation

O rganizationalEducation P ull Scheduling

KanbanContinual

Improvement

Additional Training (as required)

O ther Tools (as needed)

Set-Up reductionError P roofing

P reventive maintenanceP roblem Solving

BalancingLine Design

Training

Data Collection- Baseline Metrics- P roduct / P rocess- Volume / Mix- F low Charts- Work Content

P reliminaryDesign


F

C

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S ummary of Roles

Leadership Establish Strategy Communicate Vision Help overcome problems

Business Units / P lants Contribute knowledge and resources P rimary implementers

Corporate Manufacturing Leadership Education F acilitate strategy development Qualify/Guide/Help Select Consultants Resource for problem solving

Consultants Education for Business Units F acilitate data collection, line design and pull scheduling (if needed) Resource for problem solving

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E ducation I ssues

Why? Who?How manyTypes of Education and Training

WhenP roviders

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W hy? W ho?

Lean Manufacturing is a systemic process of Change; not rearrangement of the shop floor Converting from push to pull requires all key

resources on the same pageCannot apply a formula or copy someone elseWho?

Division Leadership needs fundamental education Management and Staff needs sound educational base F low leaders and implementers need advanced

education Everyone needs awareness

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H ow Many?

Approximately 10% of an organization needssound education baseKey F low leaders and implementers need

advanced (from 5-15 people)Everyone eventually needs awareness

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T ypes of E ducation and T raining

Education (Understanding) Lean Leadership Lean / F low Manufacturing P rinciples(2-4 day

Workshops) Awareness (4-8 hour sessions)

Training ( P reparation for Doing) Advanced; Mixed Model and Techniques Train-Do training; Set-up Reduction, Error P roofing,

StructuredP

roblem Solving, TP

M, etc.

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W hen?

Generally before starting; likely to start in thewrong place and get frustratedNear the time of starting; half life of education

might be as low as two weeks!Tools and Techniques; at time of need andimplementation.

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P roviders

Corporate Manufacturing O perations P lanning Leadership Education

Consulting Resources Train the Trainer O n-Site Lean Mfg Workshop

(1 to 2 days) Train - Do Workshops Implementation P lanning and

Support O ther Specialties (materials,

engineering, processes)

List of Consulting Resources Hi-F ocused Improvements J CIT Kaufman Consulting Group Lockwood Greene Manufacturing Engineering Net Results P roductivity, Inc. R & T Group RWD St. O nge Company Stratotech Systems for World Class

Competitiveness Technical Change Associates The George Group The O perations Management Group

Summary of Providers can be obtained from Corporate Manufacturing or by visiting the Corporate Manufacturing Intranet Site

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S elf- E ducation?

Generally not recommended (at beginning)unless you have an experienced staff personMay begin to assume responsibility after

someone gets and has applied the basicsInternal awareness for the masses can usually bedone internallyAll slides available from CorporateManufacturing; do not reinvent the wheel

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Corporate Manufacturing/Quality W ebsite

How to access: https://corp.emrsn.com:4000 Enter User Id ( first initial & first six letters of last name)

and P assword (initially: password)

Select Manufacturing from the drop-down menu

Some of the things you will find: Calendar & materials for Lean Leadership Conferences

and Lean ChampionP

rograms Customer Delivery P erformance Lean Scorecard Education and Consulting Links

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Documents