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Implementing Sustainability Into Your Existing Lean and Six Sigma Program

June 2014Brion Hurley

© 2014 Rockwell Collins All rights reserved.

Techmotiv Example

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http://asq.org/quality-progress/2010/03/lean/leaning-toward-green.html?WT.dcsvid=OTA2NDMxNDY0MgS2&WT.mc_id=EM118436

Processes should be optimized across the entire life cycle, in order to achieve the best Lean and Six Sigma (LSS) and environmental benefits

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Insert pictures into these angled boxes. Height should be 3.44 inches.

Rockwell Collins

• A global company operating from more than 60 locationsin 27 countries

• 19,000 employees on our team

• Provides navigation, communications and display products and systems for military and commercial customers

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Agenda

• Sustainability and Business• ES&H and Facilities• Why Lean Six Sigma is not enough• Rockwell Collins Examples• Modified Tools• Resources• Actions

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What is sustainability?

• Meeting the needs of the present without compromising the ability of future generations to meet their own needs

• Triple Bottom Line

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Sustainability

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Triple Bottom Line

• Profit – price listed on the item or the shelf, very clear• People – nutritional value, calories/fat, cruelty-free, Fair Trade• Planet– Local sources (low food miles), most only use words

(organic, GMO-free, no additives/coloring)

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Carbon Reduction Labelcourtesy of Carbon Trust

PROFIT PEOPLE PLANET

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Financial reasons for sustainability

• 7 areas of financial benefit for companies

1. Increased revenue2. Reduced energy expenses3. Reduced waste expenses4. Reduced materials and water expenses5. Increased employee productivity6. Reduced employee attrition expenses7. Avoided risk to profit

From Bob Willard http://www.sustainabilityadvantage.com 7

“No environment, no consumers in society, no business”

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Lean ElectronicsSM at Rockwell Collins

• Started in 1998

• Heavy on Lean tools initially

• Incorporated Six Sigma tools in 2007

• Umbrella over all improvement programs

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Use existing improvement program, not something new

Theory of Constraints

(TOC)

Six Sigma

LeanTotal Quality Management

(TQM)

Change Management

Lean ElectronicsSM

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7 Forms of Waste

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Waste Type Environmental Impacts

Overproduction • More raw materials consumed in making the unneeded products• Extra products may spoil or become obsolete requiring disposal• Extra hazardous materials used result in extra emissions, waste disposal, worker exposure, etc.

Inventory • More packaging to store work-in-process• Waste from deterioration or damage to stored WIP• More materials needed to replace damaged WIP• More energy used to heat, cool, and light inventory space

Transportation and Excessive Motion

• More energy use for transport• Emissions from transport• More space required for WIP movement, increasing lighting, heating, and cooling demand and energy

consumption• More packaging required to protect components during movement• Damage and spills during transport• Transportation of hazardous materials requires special shipping and packaging to prevent risk during

accidents

Defects • Raw materials consumed in making defective products• Defective components require recycling or disposal• More space required for rework and repair, increasing energy use for heating, cooling, and lighting

Over Processing • More parts and raw materials consumed per unit of production• Unnecessary processing increases wastes, energy use, and emissions

Waiting • Potential material spoilage or component damage causing waste• Wasted energy from heating, cooling, and lighting during production downtime

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What is the problem?

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Warehouse

Prep

Machinery

Assembly

Test and Inspect

Packaging

Shipping

ElectricityChemicals

LightingHeating/Cooling

LightingElectricity

LightingTrash

Chemicals

LightingElectricity

LightingTrash

Heating/Cooling

FuelElectricityLighting

Lean Six Sigma identifies waste

within the processes

“Green” identifies waste outside the

processes

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Why can’t LSS address environmental issues?

• Improvement opportunities may be found outside of normal working hours and areas

• “Cost of doing business,” not viewed as opportunity• Small impact at process level

• Costs and impacts can be blanketed across many areas, hard to isolate data to biggest users

• Environmental and human health risks are often not explicitly considered in business decisions

• Side benefits of efforts not anticipated or factored in• Take-back, talent acquisition, employee engagement

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Six Sigma Project (Facilities)

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Lean Event Format (ES&H)

• Four primary “Go and See” sessions (can vary by facility)

1. Off shift2. Start-up3. Working time (w/breaks)4. Shut down/Transfer

• Break into appropriate groups and review defined area• Need mix of process and technical experts, fresh set

of eyes, and different levels of organization13

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ES&H and Facilities

ES&H• “Bottoms Up” with

People– Turn off equipment– Recycling and

composting– Hazardous waste

processes– Water conservation– Air leak prevention

Facilities• “Top Down” with

Infrastructure– Renewable Energy– Efficiency Upgrades– Green Cafeteria– Electric Charging

Station– LEED buildings– Showers for bikers

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Approach sustainability from both directions

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• Useful when ES&H or Facilities personnel cannot attend event

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Physical Environment

As a result of the Lean event, will there be: Unk Yes No

Any changes to the locations where either maintenance work or use of hazardous chemical/material will occur?

Any changes to your personnel’s work zone assignments?

Any new equipment or modifications to existing equipment, or movement of existing equipment that has the potential to produce air or water emissions (e.g., rinse equipment/operations, cleaning tank, heating ovens)?

Any changes to the facility (e.g., vents, stacks, floor drains, oil/water separators)?

Any changes in the location(s) of the current flammable storage locker/areas?

Any new confined space entry activities or procedures (e.g., personnel entering fuel tanks for cleaning)?

Event Checklist

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Material/Chemical Use and Storage

As a result of the Lean event, will there be: Unk Yes No

Any changes to the type or volume of materials issued to personnel and/or used?This includes the introduction of new chemicals, elimination of chemicals, etc.

Any changes to the chemical introduction or issuance procedure for chemicals/materials containing hazardous materials?

Any changes in the volume of chemicals/materials stored?

Any flammable materials that are not returned to the storage cabinets at the end of each shift?

Waste Management

As a result of the Lean event, will there be: Unk Yes No

Any change(s) to the waste profiles for wastes stored at any initial accumulation points?

Any change(s) to the location or number of initial waste accumulation points?

Any change(s) to the volume of waste(s) that require disposal (i.e., wastewater, hazardous or solid waste) or to the volume of material that will be recycled or reused?

Event Checklist (cont’d)

http://gsn.nist.gov/tech/tools.html?id=lean_clean 16

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Modified Tools

• SIPOC– Add Earth as a

customer

• QDIP boards– Add “E” for

environment

• DMAIC DMAGIC– G is for “Green”

impacts

• VSM– Add water, energy and

chemicals to data box– Show usage on

timeline

• OEE– Add Energy

Consumption to calculation

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Examples

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© 2014 Rockwell Collins All rights reserved.

Books

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Websites

• US Environmental Protection Agency (EPA)– Lean, Energy and Climate Toolkit, Lean and Environment Toolkit,

The Environmental Professional’s Guide to Lean & Six Sigma, Lean and Chemicals Toolkit, Lean and Water Toolkit, Lean Manufacturing and the Environment (with Case Studies), Design for the Environment (DfE)

• Green Supplier Network• Zero Waste Network – Case Studies• Purdue/SME Green Manufacturing Workshops• GM Landfill Free 9-Step Process• Lean and Green Kaizen Model (Cardiff University)• Lean Ecology: Kaizen Workshop for EH&S Professionals• Lean Six Sigma for the Environment Blog

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© 2014 Rockwell Collins All rights reserved.

Integrating Sustainability into Lean and Six Sigma

Strategy Focus improvement efforts specifically on social and

environmental metrics Relate environmental and social issues to core business

needs and priorities (money, risk, reputation, etc) All process improvements naturally reduce impact on the

environment, now start capturing the benefits! Share this presentation with Facilities, ES&H and LSS

personnelTools

Add Earth as a customer on your SIPOC Add environmental usage and costs to data boxes on VSM Add environmental impacts to 7 forms of waste definitions Integrate environmental checklists into event templates

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© 2014 Rockwell CollinsAll rights reserved.

Brion HurleyRockwell CollinsPrincipal Lean Consultant319-263-1011bmhurley@rockwellcollins.com

For more information, visit www.rockwellcollins.com

“No environment, no consumers in society, no business” – Bob Willard #IIEAnnual