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Download The Lean Enterprise Standardized Operations/ Standard Work Lean Foundations Continuous Improvement Training Lean Foundations Continuous Improvement Training

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  • The Lean Enterprise Standardized Operations/ Standard WorkLean FoundationsContinuous Improvement Training

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  • Learning ObjectivesGenerate Ideas to Improve Existing ProcessUtilize Expertise of all Team MembersPrioritize and Implement the ChangesIdentify Future Process Improvements

    Identify three advantages of standardizing operations in your area

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  • Learning ObjectivesImprove your work area utilizing Standardized Operations

    Kaizen your area with simple, effective changes

    Share key learnings with others

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  • By-Products of unorganized WorkplaceSafety risks due to physical obstacles and hidden hazards

    Product defects and equipment breakdowns resulting from a dirty environment

    Lost productive time searching for material & tools

    Poor customer responsiveness and incorrect shipments

    Difficulty in distinguishing between what is good/ bad or needed/ unneeded

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  • Goals of StandardizingCapture and use the safest, best and easiest method

    Build safety, quality, WIP limits & productivity into the process

    Change easily (Continuous Improvement Mentality)

    Identify Areas of Waste Opportunities Any opportunities here?

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  • Waste The elements of work that add no value.

    Waste only adds cost and time.

    Things to remember about Waste Waste is not the problem; it is a symptom Waste points to problems within the system (At both process and value stream levels) We need to find and address the cause of Waste

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  • Simply, Standardization is the... FastestBestSafestmethod to do your job !

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  • Standardization incorporates Visual Management techniques

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  • Benefits of StandardizationTeamworkEveryone is able to participate and make improvements

    CommunicationImproved relations between workers and between workers and management

    EducationImproved problem solving

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  • Benefits of StandardizationAwarenessUnderstanding of broad issues and objectives

    ConfidenceStronger feelings of self worth

    EmpowermentIncreased control over the job and work environment

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  • Provides Benefits to All EmployeesSuccess of the company safer operations and better personal job security

    Improved quality of life in the workplace

    Improvement in solving problems, making decisions and improving product quality due to shorter time frames

    Control/ ownership over the improvements in your process/ job function

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  • 3 Elements of Standardized Operations/ Standard Work Machine Utilization Work Sequence Standard Work-In-Process Stock

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  • Machine UtilizationDocument "Best" Methods

    Time: Balance/ Fairness

    Time: Baseline for Continuous Improvement

    Responsibility: Operations

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  • Methods StudyDocument "Best" Methods

    Time: Balance/ Fairness

    Time: Baseline for Continuous Improvement

    Responsibility: Operations

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  • BMinSplit (1)00002.000000.00LapRecallTime Elapsed From Start to Current Operation Lap Time Lap Time Between Operations Split/Lap Time/Set ResetRecallModeStartStopSelectADC1/100 Methods Study Refer to Lean tools Module

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  • Time Observation Sheet - example

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  • Measure Waste With Data Examine and analyze Time in 3 areas People:Time in a Typical Plant Materials:Time in a Typical PlantTime in a Typical PlantMachines:"Waste":waitingformaterials,watching machinesrun,producingdefects,looking fortools,fixingmachinebreakdowns, producing unnecessary items, etc."Waste":transportation,storage, inspection and rework."Waste":unnecessarymovementof machine,setuptime,machinebreakdown, unproductivemaintenance,producing defectiveproducts,producingproducts when not needed, etc.WasteValue-Added Portion of TimeWasteValue-Added Portion of TimeWasteValue-Added Portion of Time

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  • Measure Waste With Time People:Time in a Typical Plant"Waste":waitingformaterials,watching machinesrun,producingdefects,looking fortools,fixingmachinebreakdowns, producing unnecessary items, etc.WasteValue-Added Portion of TimePeople Best Practices Demand adherence to standard operations Document your standard operations Train to achieve consistent performance Record key measures daily Keep measures continually updated

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  • Measure Waste With Time Materials:Time in a Typical Plant"Waste":transportation,storage, inspection and rework.WasteValue-Added Portion of TimeMaterials Best Practices Distribute work evenly by volume and variety to allow smaller orders by the customer

    Understand customer demand of products Implement continuous flow

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  • Measure Waste With TimeTime in a Typical PlantMachines:"Waste":unnecessarymovementof machine,setuptime,machinebreakdown, unproductivemaintenance,producing defectiveproducts,producingproducts when not needed, etc.WasteValue-Added Portion of TimeMachines Best PracticesMeasure/ Manage Equipment States: Production Time Downtime Set-up Time Non-production time

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  • Takt TimeDefinition: The beat of production - or -Customer demand stated in time

    Work Time Available Average Demand

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  • Synchronizes Pace of Productionto Match Pace of Sales

    Rate for producing a product, and itscomponents, based on sales rate.Takt Time59 sec.59 sec.59 sec.

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  • Calculating Takt Time1 shift = 8 hours x 60 min = 480 minBreaks = 30 min / shift480 min - 30 min = 450 min / shift availableTakt Time=Time Available in 1 day Number of Units Sold that DayTakt Time=1 shift x 450 min / shift x 60 sec 900 Units SoldTakt Time =27,000 sec=30 sec/unit 900 units"Line Takt Time"=30 sec/unit x 90% = 27 sec/unit

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  • Takt Time / Cycle Time

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  • Use Bar Chart to Eliminate Waste

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  • Re-balance Work Loads/ Tasks

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  • 3 Elements of Standardized Operations Machine Utilization Work Sequence Standard Work-In-Process Stock

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  • Work Sequence - exampleProducts are made using consistent best methodsThese best methods are followed by the teams as the baseline for the next improvement

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  • Process Documentation Set (IPO)ProcessInputsOutputs All work is the result of a process A process is comprised of Activities A process has owners and accountabilitiesWho supplies?To what specsWho specifiesHow often; by whenWhat QC existsWho are the customers?Are their needs met; what changes are wantedHow do they use the outputsWhat measures are usedWho performs the tasks?How often; by whenHow long does it take; level of effortWhat problems existHow are they correctedWhat QC existsInformation management technology

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  • Standardized Operations Improvement Questions There are 3 levels of Process Detail

    What follows is a extensive list of Questions to ask at each level and with each action during the Process Analysis team activities

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  • Process BoundariesWhat activities or events begin (trigger) the process?

    What activity or event ends the process?

    Who are the departments/groups involved (swim lane titles)

    What is the operating cycle of the process? How long does it take? Is is done periodically? Or on demand?Level 1 Process Detail

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  • Process BoundariesHow (direct, indirect) is the process owned and by whom (sole or shared ownership) Where and how is ownership defined?

    How is functional reporting aligned to the process or activity sub sets? (i.e. if you own it, can you control it?)

    Which process activities are mission critical?Level 1 Process Detail

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  • Example of Level 2 Process Map (swim lane)Weekly Planning - Process MapMaintenance Management

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  • Suppliers, Performers, and CustomersWho is involved in this process?Who supplies the information to the process?Who uses the information?Who receives the information?Level 2 Process DetailPerformers of the process(Customers)Information(SuppliersOr Customers)Upstream ProcessDownstream Process

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  • Process Measures and Calculation DefinitionWhat are the process measures?How are they used?What are the specific measures for the individual process activities?What considerations does the process owner use to judge the process?Level 2 Process Detail

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  • Process Measures and Calculation DefinitionWhat process metrics and stats do you get from other plants? What else would you like to get?Do you feel the present process measures reflect, accurately, the operation of the plant and its production variances?What process measures are monitored daily; weekly; monthly; annually?Level 2 Process Detail

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  • Information Management Technical DimensionsWhat software (commercial, home grown) tools are used for each activity?control, monitoring, reporting, remediationWhat hardware platforms are those software pieces resident on (LAN, WAN, PC)?If information is transmitted off-site, which network is it done on?Level 2 Process

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  • Information Management Technical DimensionsWhat volume and frequenc

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