lean consortium 7 28 submittedmichiganlean.org/resources/documents/2015 conference...

7/28/15

1

Rebuilding Lives with Lean Nicole Meengs, Richard Whitman, Brian DeVries

Agenda

•  Objectives •  About us •  About our organizations •  How we came together •  Our journey

•  HMS U •  The event

•  After the event

7/28/15

2

Objectives

• Use of Lean in a non-traditional environment •  Importance of Customer focus •  Importance of planning • Respect for people • Living your Values

3

About Us

Nicole •  Introduced to basic lean

concepts and tools in late 90’s in the summers at college and then for a few years after

•  Re-introduced at this event, so still a novice!

•  Been with HRM 1 year

Rick •  Lean Journey began in Late

80’s in Automotive •  Direct interaction with

Toyota through BAMA •  Haworth for 7 years •  Still Learning

Brian •  Began Lean journey in 2012

with Steelcase •  Spent 10 years in the Golf

Course Maintenance Industry

•  At Haworth for 8 months

4

7/28/15

3

Attendee’s Intros

• For your table, summarize: – Industries – Roles – Lean Experience – Your Company Values – Community involvement – Expectations

– Summarize to Flip Chart

5

About Holland Rescue Mission

•  A shelter that seeks to meet the needs of homeless men, women and children along the West Michigan Lakeshore.

•  OUR MISSION: Holland Rescue Mission exists to glorify God by proclaiming and demonstrating His love through Christ-centered programs of excellence for the homeless and less fortunate.

•  501c3 Non Profit

6

7/28/15

4

7

8

7/28/15

5

Holland Rescue Mission •  SERVICES and PROGRAMS •  Open 365 days/year •  Offer meals 3x/day to anyone •  Two housing facilities •  Emergency Shelter and Long Term Program •  ROCK Urban Youth Ministry •  TUMI •  Restoration Academy

•  Rely on financial donations and profits from our 4 thrift stores •  70% of sales from Clothing alone

9

Holland Rescue Mission

•  A faith–based recovery program for those that struggle with destructive life issues such as drug and alcohol abuse, past criminal history, or continuing homelessness.

•  48 weeks •  Comprised of multiple tiers •  Individual Counseling •  Addictions Groups •  Personal and Corporate Bible Study •  Academic Career Classes •  Core Classes on Parenting, Finances, and

Relationships •  WORK THERAPY

10

7/28/15

6

RESTORATION CENTER

•  Restoration Academy Work Stations

•  Clothing Line •  Hard Goods Production •  Baling •  Donation Intake •  Call Center (TBD) •  Fork Lift Operator •  Book Scanning

Centralized Processing

11

Haworth

12

7/28/15

7

Our journey so far •  1948 - GW opens a small shop in a garage •  1970’s - Dick Haworth benchmarks Japan

–  Began Quality circles

•  Values established in 1976 •  Recognized with the Michigan Quality Award •  TPM/Six Sigma initiative ultimately was

unsuccessful •  HMS Strategy Developed

–  Re-introduced Lean in Manufacturing –  Annual Manufacturing Lean Assessments –  Introduced Lean in the Office –  Introduced Value Stream Approach –  Developed an Enterprise approach with HMS

13

Haworth

We value •  Our customers •  Members •  Integrity •  Continuous learning •  Results •  Our world

14

7/28/15

8

Path Forward

•  Shingo Model •  Culture based lean assessment •  HMS U •  Champion Development •  Model Cells •  Standardized kaizen approach •  Office and rest of enterprise •  Policy Deployment

15

HMS – Haworth Management System

A Culture of Continuous Improvement Focused on: •  Eliminating Waste & NVA Activities •  Driving toward True North •  Driven by Members

Using proven tools and techniques to see, understand, quantify and address problems

7/28/15

9

Franco Bianchi, Matthew Haworth, Dick Haworth

“There’s not a single thing we are

doing that we can’t do better”

Continuous Improvement Process

1.  Assess (Understand) Current State 2.  Develop Future State 3.  Identify gaps, obstacles & root causes 4.  Identify solutions and implement plan 5.  Implement & document New process 6.  Measure & track results 7.  Reflect & Share

Current Condition

Target Condition

Vision Obstacles

7/28/15

10

The Story

19

How We Came Together

Chance encounters •  Marc Anthony, Andy Baldus, Tony Hayes •  Nicole, Scott

Leadership •  Dick Haworth and Darrell Bartlett •  Leadership relationship

Really by Chance? Nope •  Living our values brought us together •  Haworth: Value Community

20

7/28/15

11

HMSU Training

HMS U Training •  Nicole & Scott @ HMS U •  Hurricane Sandy Video •  The relationship helping us Both on our

Journey •  Personal, organizational "aha's“

–  HRM: Gemba Academy –  Haworth: Pilot our Kaizen Process through living

our values

21

Gemba Academy

Holland Rescue Mission adopts Gemba Academy as part of their academics program

Opportunity for Haworth to pilot our Standard Kaizen Approach

22

Standard Kaizen Approach

7/28/15

12

The Event

•  Planning and Preparation •  Understanding the people •  Understanding the need •  Understanding the process (CS) •  Planning the training

•  Conducting the event •  Follow-up

23

•  Understanding the Customer, The Students & Staff •  Students & Staff had limited to no lean experience •  Some Students & Staff had no manufacturing

experience •  Current State Assessment Planning helped us tailor

our training. •  Basics •  Simulation (3 Rounds) •  Kaizen the simulation (2 Kaizens) •  Related the Simulation to their clothing process line

•  Founded in the 4C’s and the CI Process •  Emphasized Customer Focus

24

Understanding the People – Keeping the Customer(s) in Focus

7/28/15

13

Understanding the Need – Keeping the Customer(s) in Focus

•  Understanding the Customer, Thrift Stores •  4 area stores •  In total, the stores needed 16 racks of clothing

a day •  The stores were currently sorting the clothes

when they arrived at the facility •  Men’s •  Children’s •  Women’s Tops •  Women’s Bottoms

25

Understanding the Process

•  Development of: •  Charter

•  Customer Demand

•  SIPOC •  Current Area Layout

•  Left the Spaghetti for the event participants

•  Current Operator Balance Chart •  Current Inventory Levels •  Current State Value Stream Map

•  Helped guide the group

•  Working in the Gemba 26

7/28/15

14

27

Store Collections

Pre Sort Sort Price Tag

2 People43m per Gaylord

2 People8s per piece



Store

2-4 Trucks A day Delivered

2-4 Trucks a day to stores

10 Gaylords to be Sorted 8 Finished Racks

96 Gaylords of Seasonal

Dump Galord

1 Person26s per Gaylord

Hang

1 Person11s per piece

Value Stream Map – Current State

2400 Seconds

26 Seconds

2520 Seconds

2580 Seconds

300 Seconds

8 Seconds

2500 Seconds

10 Seconds

250 Seconds

18 Seconds

7970 Seconds

2653 Seconds11 Seconds

Donations to Center Local Pick-Up

From Start…

28

7/28/15

15

To Finish…

29

30

Gaylord

Storage

Gaylord Gaylord Gaylord

Gaylord Gaylord Gaylord Gaylord Gaylord Gaylord Gaylord

Gaylord

Table Table Table

Table Table Table Table

Tabl

e

Tabl

e

Tabl

e

Tabl

e

Dump Table

Gaylord Gaylord Gaylord Gaylord Gaylord Gaylord

Table

Table

Table

Table

Table

Gaylord

Gaylord

DumpsterRack

Rack

Rack

Rack

Rack

Rack

Rack

Rack

Finished Racks

Belts Purses Baseball Caps

Stuffed Animals

Scarves Hats

GlovesTies Un-

marked


Stuffed Animals

Scarves Hats

GlovesTies Un-

marked

Bin Bin

Price Bin

Price Bin

Price Bin

Price Bin

Price Bin

Price Bin

Price Bin

Price Bin

Price Bin

Price Bin

7/28/15

16

What is our Takt Time?

31

32

7/28/15

17

Station Analysis

33

34

7/28/15

18

The Event – Training & Current State

•  Training Model: •  Show, Practice, apply •  Simulation, practice the CI process and associated tools •  Cycles of “Experiment and Learn” embedded throughout •  Getting the students accustomed to thinking with a problem solving mindset

•  Apply to real life process •  Filling in the holes from our higher level picture of the CS

•  Waste Walk •  Spaghetti

•  Drive Student understanding of Wastes, flow, and ownership of the issues.

35

36

7/28/15

19

37

The Event - Future State Development & Experimentation

38

7/28/15

20

39

40

7/28/15

21

41

The Event – Refining the improvements

42

7/28/15

22

The Event – The Results

43


44

7/28/15

23


45

Key Improvement, sort by type

46

7/28/15

24


People:

47

I didn't know I

could think like that

48

HMS

Rev #:

Who: When: %"C omplete"""""""""""""""""""""""""""""""25""""""50 """"75""""100 """"""

Nicole, Holly 6/1/2015

Students 6/19/2015

Scott 7/6/2015

Scott 7/6/2015

Students 6/1/2015

Students 6/26/2015

Students 6/12/2015

Box 1 Box 2 Box 3 Box 4 Box 5 Box 6 Box 7 Box 8 Box 9100% 100% 100% 100% 100% 100% 70% 100% 100%0% 0% 0% 0% 0% 0% 30% 0% 0%

Productivity Rate .68 Racks / Person / Day

Productivity Rate 1 Rack / Person / Day

Also want to keep the Point of Sale system in our sights. Should be working to sort the clothes per the customer's request - Men's, Children's, Women's tops,

Women's Bottoms.

Currently hang clothes in randomized order, stores (customer) then has to do an additional sort when the racks arrive at facility.

Box 6. Experiments DO

Racks / DayFloor SpacePeopleThroughput TimeWIP

Then We Expect…Hit productivity goals, reduce number of stations, reduce floor space, and reduce WIP

11 / Day2560 Sq. Ft.16 Stations35 Seconds36 Bins

If We…

14 Stations20 Seconds

Box 9. Lessons Learned ACTRemoved 5 tables from the line, combined pricing & tagging stations. We also created 4 FIFO lanes before the Price/Tag station that were sorted into Men's, Children's, Women's tops, Women's bottoms (per customer request).

Experiment showed some room for improvement, most specifically with work station layout and moving the sort to the hanging station.

After completing this experiment, it was demonstrated that the students could hit the goal of 16 racks per day with the two lines running.

Box 3. Future State PLAN

Future State Metric Description:

Racks / DayFloor SpacePeopleThroughput TimeWIP

Future State Metric Score:

16 / Day1800 Sq. Ft.

30 Bins

What could be improved?

What hindered?

Timing of the simulation - Keep it to one day

6/3/2015

Team Members:

Rev Date:

Sector:

Consolidate the line, Create a FIFO flow lane, Balance the work

Box 4. Gap Analysis PLAN

Learned the power of human potential and finding it in many different places and forms

The extra couple of hours we used to finish the training would have been helpful in pushing on into the event

Project Owner:

Executive Sponsor:Brian DeVries

HMS Facilitator:

Rick Whitman

Delivery to storeDonations process

Location:

Box 5. Hypothesis PLAN

Box 1. Business Case PLANCurrent production levels of 11 racks a day are short of the customer demanded 16 racks per day

Additionally current operations/inventory has expanded to available space limiting the ability to create Store within facility. Clothing production line occupies 2560 sq ft and resides in proposed store footprint

Box 2. Current State PLAN

Holland Rescue Mission - Kaizen

Project Name:

Value Stream:

In Scope Out of Scope

Haworth / Holland Rescue Mission

Current State Metric Description: Current State Metric Score:

What went well?

What we learned?

HRM Students are Awesome!

Box 8. Confirmed State CHECK

Box 7. Completion Plan: DO

Values:Original Creation Date:

Actually hosting Kaizen event for airplane exerciseStaggering training throughout the simulation

A3

Action Item /What:

Provide Training to students

Complete Std Work, JBS

Install better lighting

Install better floor mats

Move HxH board closer to line

Host additional Airplane exercise

Convert other lineGaylord

Storage

Gaylord Gaylord Gaylord

Gaylord Gaylord Gaylord Gaylord Gaylord Gaylord Gaylord

Gaylord

Table Table Table

Table Table Table Table

Tabl

e

Tabl

e

Tabl

e

Tabl

e

Dump Table

Gaylord Gaylord Gaylord Gaylord Gaylord Gaylord

Table

Table

Table

Table

Table

Gaylord

Gaylord

DumpsterRack

Rack

Rack

Rack

Rack

Rack

Rack

Rack

Finished Racks


Stuffed Animals

Scarves Hats

GlovesTies Un-

marked


Stuffed Animals

Scarves Hats

GlovesTies Un-

marked

Bin Bin

Price Bin

Price Bin

Price Bin

Price Bin

Price Bin

Price Bin

Price Bin

Price Bin

Price Bin

Price Bin

7/28/15

25

After the Event

•  Follow-up •  Tour of Haworth

•  Waste Walk structure •  Learning opportunities for

both

49

Continued Improvements!

50

7/28/15

26

Continued Improvements!

51

Objectives

• Use of Lean in a non-traditional environment •  Importance of Customer focus •  Importance of planning • Respect for people • Living your Values

52

We value •  Our customers •  Members •  Integrity •  Continuous learning •  Results •  Our world

7/28/15

27

Q&A

53

54

lean consortium 7 28 submittedmichiganlean.org/resources/documents/2015 conference...

Documents