value stream driven kaizen workshops
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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Lean Shipbuilding & Repair Forum
June 6, 2002
Value Stream DrivenKaizen Workshops
Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
What are Kaizen Workshops?? A Tool for Lean Implementation.
? Utilizing Empowered Teams.
? That are Cross-Functional in Nature.
? Representing Multiple Levels of the Organization.
? Focused on a Specific Area.
? Properly Supported.
? Rewarded for Creative Thinking.
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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Lean Transformation
1. Find a change agent.
2. Find a sensei (teacher)
3. Seize (or create) a crisis to motivate action
4. Map the enti re value stream for all your
product famil ies
5. Pick something important and get started
removing waste quickly.
“Learning to See”Rother & Shook
Lean Enterprise Institute, 1999
Foreword by Jim Womack and Dan Jones
Kaizen Workshops!
Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
The Power of Kaizen
? Possible Results (based on actuals):
? 95% Lead Time Reduction.
? 95% WIP Reduction.
? 50% Floor Space Savings.
? 40% Productivity Improvement.
? 50% Improvement in Quality.
? 50% Changeover Time Reduction.
? Improvements in Scrap, Capital Utilization, and Safety.
? Real Results, Real Fast
? Usually realized within 1 week.
? Follow-up items usually within 1 - 3 months.
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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Pipe Shop Before Kaizen
Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Welding Stations Before
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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Clearing Floor for Pilot Zone
Area Cleared - waiting for Straighten!
All items removed to
determine what is needed!
Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
“After” Pictures
Aisles Clearly
Marked!
New Fitter
Workstation!
Fitting Standards
Clearly Posted!
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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Before and
After
Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Succeeding With Kaizen? Selecting Project & Setting Boundaries:
?Prerequisites.
?Workshop Charter.
? Establishing Kaizen Team.
? Planning for Follow-up:
?
Target Tracking?Open Issues
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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Prerequisites to Kaizen
1. Lean Champion:
? Senior Manager with “Right Stuff”
?Visible, Active Support
?Knowledgeable of Lean
?Dissatisfied with Current State
?Change Agent
?
Must be “Internal”
Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Prerequisites to Kaizen
2. Kaizen Facilitator:
– Well Trained.
– Extensive, Varied Experience
– Process Expert, Not ProductExpert
– Can be Internal or External
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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Prerequisites to Kaizen
3. Steering Committee:
– Key Operational Managers orLeaders.
– Lean Experts:
– Facilitators.
– Advocates.
– Lead by Lean Champion.
– Optional in some circumstances.
Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Prerequisites to Kaizen
4. Lean Vision:
– Vision is Top-Down (Kaizen is Bottom-up).
– Select Model Line.
– Long Term Vision - Short Term Action Plan.
– Deep Implementation, not Wide Introduction.
– Utilize Value Stream Methodology
– Strive for Culture Change - not Tool
Implementation.
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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Lean Vision Example
? 5 Year Stretch Goals:
?Cut Lead Time by 50% (Total Process).
?Cut Inventory by 70% (WIP & Raw).
?Improve Availability of CriticalEquipment to 99%.
?Reduce Rework by 70%.
?Improve Financial Performance by
12%.
Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Setting Workshop Boundaries? Observe Current State of Selected Area:
?Facilitator, Team Leader & Process Owner.
?Look for Wastes.
? Workshop Charter:
?Set Physical Boundaries.
?Set 2 or 3 Targets for Improvement.
?Measurable.
? Not Specific.
? Experience is Key.
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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Target Examples - Good & Bad
? Target - “Reduce WIP & Purchased
Inventory.”
? Target - “Implement a Bar-code
KanBan System in Raw Materials
Warehouse.”
Good - Directs team toward Vision withoutinhibiting creativity.
Poor - Inhibits creativity - assumes only onepossible solution.
Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Kaizen Team Make-up? Team Leader Characteristics:
?Open-minded, Change Agent.
?Action Oriented Disposition.
? Previous Experience recommended.
? Team Characteristics:
? 6 - 10 Members.
?Cross-functional, multi-level.
? 40% Internal, 60% External (support groups).
? “Fresh Eyes” Member.
?Maintenance.
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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Kaizen Team Empowerment
? Clearly Specify Action Expectation:?Within Charter Boundaries.
?Daily Updates to Mgt. (not permission).
? Arrange Support:
?Maintenance (contractors if necessary).
?Union Support (if necessary).
?Customer Approval (if required).
?Safety Items for Team.
Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Types of Kaizen
? Flow Kaizen
? Quick Changeover (50% or more)
? Pull Systems
? TPM
?
Quality Improvement? Business Process
Actual Example – 1 Hour, 10 minutes to 19 minutes,10 seconds.
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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Kaizen Examples - TPM
Before Kaizen – Multiple FluidLeaks – Breakdowns Inevitable
After Kaizen –Leaks Fixed andDaily Visual Inspections
Implemented – BreakdownsReduced
Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Kaizen Example - TPMWelder Daily A.M. ProcedureDescription Tools Required Comments Photo
Step 3a Inspect and Clean
Nozzle.
Company Issued
Needle-nosed pliers.
Checks and Inspections
should be done every 20
- 30 minutes.
Step 3b Nozzle Should Look like
this after cleaning.
Company Issued
Needle-nosed pliers.
Allows for continued
utilization of nozzles of
same material with
minimum cleaning time.
Slag Build-up (B.B.s)
Company Issued
Needle Nose Pliers
Residue from
minor cleaning
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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Workshop Charter Targets
? Begins at Workshop Charter Stage:
?Team establishes Baseline.
?Team establishes Tracking System.
?Team implements improvements.
? Team Leader & Steering Committee:
?Monitor progress of Target Attainment.
?Ensure Proper Support Post-workshop.
Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Kaizen NewspaperKaizen Newspaper
Problem / Improvement Who Target Date CompletionNo. Opportunity (Solution) (Person) Start Complete Date
A1 Control wire at console in water, trip hazard. Encase wires to protect them from the water
AG, Charlie,
Wayne 7-Mar 7-Mar 7-Mar
A2 Electric cables for carriage damaged Order and Install parts Maintenance 7-Mar 15-Mar
A3 Hydraulic hoses to transport carriage leaking - damaged. Replace hydraulic hoses Maintenance 6-Mar 8-Mar 8-Mar
A4 Wireway by oil resv. - damaged wires. Fix / Replace damaged wires Maintenance 6-Mar 14-Mar
A5 Hydraulic hose leaking on loader bed. Replace hose Maintenance 7-Mar 8-Mar 8-Mar
A7 Automatic grease lines on carriage leaking. Fix / Replace lines George 6-Mar 7-Mar 7-Mar
C2 External / Internal Clamps Worn Replace Worn Clamps Tooling 6-Mar 3-May
C3 Adj motor for ext. clamp removed Replace Motor and re-establish process Tooling 7-Mar 3-May
C4 Identify reservoirs Label Plates Warren 6-Mar 7-Mar 7-Mar
C6 Mech chain on loader needs lubricant Lubricate, & include in P.M. Program Warren 6-Mar 7-Mar 7-Mar
C7 Emergency stop inoperable Fix / Replace E-stops Dennis 6-Mar 7-Mar 7-Mar
C8 Shims used at wiper blades Remove and eliminate need for them George, Erie 6-Mar 6-Mar 6-Mar
Building Lean Enterprise Excellence
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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence
Kaizen Newspaper
? Open Issues Tracking:?Team Generates Newspaper.
?Team Closes Issues where possible.
?Goal - 80% or more closed.
? Team Leader & Steering Committee:
?Conduct Regular Meetings to close open issues.
?Avoid Adding to Newspaper.
?Officially Close Workshop when all issues closed.
? Identify Follow-up Workshops.
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