implementing a sustainable continuous improvement process at … 5-09.… · employees are asking...

Reflection and analysisReflection and analysisWhich approach should we take in order to continuously improve the process?

• Be people-focused: use “5 Whos” to hold employees accountable

• Train 16-year-seniority employees on product specifications for the nth time

• Replace supervisors and team leaders if results are not achieved

• Hire more engineers to improve operations

Trial solution

Objectives

ProblemProblem

SituationSituation

DefinitionsDefinitionsKaizen: Continuous and incremental improvement to remove waste, variation, and overburden. Teian Kaizen: System used for generating and implementing employee ideas with a special focus on the rate of implementation rather than the dollar value of the ideas.Waste: Everything that is not adding value in the eyes of the customer (think TIM WOOD: Transportation, Inventory, Motion, Waiting, Overproduction, Over processing, Defects)

Implementing a Sustainable Continuous Improvement Process at Andersen Corporation

Outcomes

Resources

• In the mean time…

Not There!

Engineering

Operators just need to follow Standard

Work!

Quality

Operators need training to do their job

TRAININGTRAINING

Some people

If only supervisors were holding operators

accountable for mistakes!

Supervisor

I am tired of playing whack-a-mole with the

same problems every day

Employee

I work hard every day. I became numb to these

recurring problems

Employee fillsout suggestioncard

Supervisorreviewsand signs

Managerassigns anengineer

Engineerevaluatesfeasibility

Engineermanagerapproves

Administrativeassist. loadsthe database

Committeefor finalreview

Engineerimplementssuggestion

Financial auditfor potentialreward

• The current suggestion system has been in use since the 1960s• 379 suggestions per year from the 1500 employees, with 125 implemented (0.1 per employee)

• The process:

• Many mistakes and flow interrupters keep recurring everyday• The process is unstable and the expected production output is unpredictable• Many “solutions” are put forward with fingers pointing in many directions

• Be process focused: use “5 Whys” to find the root cause of the problems

• Develop employees into problem solvers with PDCA expertise

• Redefine supervisor roles as teachers in waste, variation, overburden elimination

• Functional support and leaders using supportive leadership approach.

Single-Point LessonFocused Learning on Vital Practices

42 Target Fifth Issue 2009 Target.ame.org

Reflection and analysis

Trial solutionTrial solution

ObjectivesObjectives

Problem

Situation

Definitions

OutcomesOutcomes

ResourcesResourcesDidier Rabino, Andersen Corporation ([email protected]) David Mann, DMLC ([email protected])Creating a Lean Culture (ProductivityPress.com)Have a suggestion or source for a Single-Point Lesson? Contact David Mann, Single-Point editor: [email protected]

Situation

Leaders are teachers:on-going PDCA coaching

Suppor�ve Leadership

Improvement is structured as a set of experiments

Supervisors &Team Leads

ManagersProduction Employees

Supervisors &Team Leads

ManagersProduction Employees

LEADER’S ROLE EMPLOYEE’S ROLE

Three options:

1. Adjust & experiment again

2. Adopt the change3. Abandon the idea

Three options:



• Experiment – test the change


• Develop idea• Determine

expected result


expected result

• Monitor & Measure• Analyze gaps between

actual & expected


actual & expected

• Identify the problem• Define current situation• Analyze potential causes


Act Plan

Check Do

GRASP THESITUATIONThree options:



Three options:

1. Adjust & experimentagain


ThrThTherreeeeeeeoptioptoptoiioonoonns:nnss1.11 AdjusAdjusAdjustsstt& tt &&ex&& exexpxxpperipperermiimmentmmentent

agaagaagaiaaniinn22222 AdAdAdoddoopooppt the cppt the ct the chcchhahhaanaanngenngege33333 AbAbAbabbaandon taandon tndon thtthhehheeie diiddeddeeaeeaa

Three options:




• Experiment – testthe change

•• ExperiExperiExperimmmmmeeententent ––– testesestttttthhhhheeeee chachachannnnngggggeeeee



expected result


expected result

•• DDDeveDDeveDevelllllloo ididop ididop idop ideeeeeaaaaa•• DDDeeeeettterterermmmmmiiinnnnneeeee

exexexpppppeeececectttteeeeeddddd reeeeesssssuuultultult


expected result


actual & expected


actual & expected

Ch••• MoMoMonoonninntoiitotoroo &rr &&MMMeasureMMeasureeasure•• AnAnAnannaalyaalylyzyyzzezzee gae gagapaapps ppssbbbebbeetweetwtwewweeeneeenennn

actual &actual &actual &ex&& exexpxxppecppecectccttedtteded


actual & expected



•• IdIdIdenIddendenttttifififififyiffyfy ttthhhhhhhheeeee prprprooooobbbbbbbblllllleeememem•• DDDeeeeefififinfinfineeeee cucucurrrrrreeeeennnnntttt sisisittttuuuuuaaaaattttiiiooononon•• AnAnAnaaaaalllyyyzzzzzeeeee pppoooootttteeeeennnnnttttiiialalal cccaaaaauuuuussssseeeseses


Act Plan

Check Do

GRASP THESITUATION

Focus on own sta�on and gaps in business goals

ENGIN

EERI

NG &

MAI

NTEN

ANCE

FULF

ILLM

ENT

SAFE

TY &

HUM

AN R

ESOUR

CES

OPERATOR

TEAM LEADER

SUPERVISOR

PLANT MANAGER

MANAGER

Protect Std. workand supportits improvement by removing:

• waste• variation • overburden

More than four thousand ideas implemented per year (6 per employee) Employees are asking to be involved in quality circles and kaizen activities Teams are exchanging ideas, discoveries, and best practices during lunch hours Process reliability (OEE) is consistently improving

THE CONTINUOUS IMPROVEMENT BOARD PROCESS0. Blank card is retrieved by the employee Card is documented with idea, and expected quantitative result1. Card placed into idea box2. Supervisor approves idea; card is placed in engineer bucket

3. Team selects ideas to do (max 5 on the board)4. Employee experiments and checks result against plan5. Idea is adopted and $2 are banked for the team If necessary documents (std. work) are updated … Team spends $ for food, party, or goodies.

Business:• Eliminate recurring issues to meet business goals• Reach predictable output in terms of quantity and quality• Improve value proposition

People:• Feel good about contribution• Develop new skills• Feel respected and valued• Easier job to do• Have fun!

Target.ame.org Target Fifth Issue 2009 43

Marvin Klein, co-founder ofPortionPac Chemical Corporation,never stops learning about ways toimprove organizational performance.The author of the Target Third Issue2008 article, “Green Is a GoldenOpportunity for You,” he countsenvironmental responsibility as akey to organizational high perform-ance and long-term success. Kleinrecently shared recommendationsfor resources that contribute tounderstanding and better outcomesin sustainability.

“First, I am primarily a listenerrather than a reader,” Klein said.“There are many amazing books onsustainability. It is hard to separatethe good ones; however, landmarkbooks include Natural Capitalism:The Next Industrial Revolution byPaul Hawken, Amory B. Lovins, andHunter Lovins. The authors’ goalwas to help industry understandthat lean environmental programsare also very profitable. Books are avaluable resource to learn and gaina more in-depth analysis, but wherepossible, I enjoy interactive learningthat is free and painless.”

Call on educators who are on topof what’s happening in sustainabili-ty, suggested Klein. “For example,

we have great education and supportfrom the Illinois Institute of Technology’sStuart School of Business,” he said.

“Trade shows, especially Greenbuild(www.greenbuildexpo.org) are someof my favorite sources,” Klein contin-ued. “I pick one or two subjects such

as lighting, heating, building materi-als, etc. that I would like to knowmore about and then go around thefloor, stopping at every booth thatmight be involved in the subject. Idrop off my card at those booths,and in two weeks I have a folder full

ResourcesBooks and Other Essential Reference Materials

Marvin Klein of PortionPac: Listen,

Learn about SustainabilityLea A.P. Tonkin

44 Target Fifth Issue 2009 Target.ame.org

Sustainability/Environmental

About Marvin Klein

Marvin Klein is the co-founder of Chicago, IL-basedPortionPac Chemical Corporation. The companypioneered high-concentrate detergent formulations,portion control packaging, and environmentally-sus-tainable programs in 1964. Concepts such as saferchemicals and custodial training programs wereintroduced to the cleaning industry by PortionPac.Klein’s goal is to improve cleaning effectivenesswhile reducing the organization’s environmentalimpact. He has worked for Ekco Products Companyand Hild Floor Machine Company and also servedin the army as an intelligence officer.

Klein’s civic and community activities include the Industrial Council ofNearwest Chicago and the Child Nutrition Association. He is on the board of theChicago Manufacturing Center, the Healthy Schools Campaign, and the JohnHoward Association for Prisoner Rights. He has worked with janitorial, foodser-vice, and corrections industry associations to improve the professionalism, safety,and recognition of cleaning workers. Klein is the co-author with Karen Wan of anew book, It’s Time to Be an Idealistic Environmental Capitalist: Your Guide toCreating a Sustainable Business and Career (2009).

implementing a sustainable continuous improvement process at … 5-09.… · employees are asking...

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