Lean Professional Deliverables - Week 3 of 6
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Lean Professional Deliverables - Week 3 of 6

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- Lean Performance Management System ...

- Lean Performance Management System
- Andon Visual Communication Systems
- Lean KPI's
- Overall Equipment Effectiveness (OEE)
- Downtime Paretos
- 5 Whys
- Machine Priority Cube
- Fish Bone Diagrams
- Single Minute Exchange of Dies (SMED)

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    Lean Professional Deliverables - Week 3 of 6 Lean Professional Deliverables - Week 3 of 6 Presentation Transcript

    • ® © 2006 Lean Alliance. All Rights Reserved. This product, and any parts thereof, may not be reproduced in any form or used in any manner whatsoever without direct permission from the owners of the Lean Alliance. Deliverables Report Lean Professional® Training Week 3 Name: Brandon Kingcaid
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 2 Visual Management – LPMS at Bottleneck 2.3 M/C: _________ Shift: __________ Date: __________ Time Size Goal Actual Reject Reject % Downtime > 5 mins C/O 5:30 AM 1000 mL 1800 1500 20 1.3% 3 - 7:30 AM 1000 mL 1800 2 - 9:30 AM 1000 mL 1800 4 - 11:30 AM 1000 mL 1800 4 - 1:30 PM 1000 mL 1800 0 - 3:30 PM 1000 mL 1200 750 5 0.7% 1 22 mins 5:30 PM 1000 mL 1800 - 7:30 PM 1000 mL 1800 - 9:30 PM 1000 mL 1800 - 11:30 PM 1000 mL 1800 - 1:30 AM 1000 mL 1800 - 3:30 AM 1000 mL 1800 - 5:30 AM 1000 mL 1800 - Changeover Target CS Corner Seal L Leaker XS Cross Seal F Fill Volume S2 Station 2 D Dropped Bag BP Barcode Printer BHS Blue Hot Stamp LPMS 1 Board Codes / Comments BP, BHS addressed by mechanic. L, F addressed by FFS attendant Reject Target Downtime / Reject CodesShift Action Items Identify root causes of small downtimes < 5 mins 22 mins 1%
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 3 Visual Management – LPMS 2 Rolling Area Board 2.3 Front Back
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 4 .  These lights indicate the status of the line. Green is running, yellow is ready to start and red is stopped.  The FFS operators were having trouble seeing these lights through the tiny window. To improve the situation, lights were installed inside the primary to indicate that downstream is ready. Visual Management – Andon Walk  The message board displays the date, lot number, lot quantity and expiration date for each production line.  Currently, the board is updated by remote to the new lot information during the changeover.  A possible improvement would be to have the board automatically updated when the operator scans the process order into EBR (Electronic Batch Record). 2.1, 2.4, 4.2
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 5  The main hallway is the path for many forklifts and pedestrian traffic.  These overhead lights turn on to indicate to the forklift drivers that a person is exiting the room.  A possible improvement would be to add a buzzer to have both visual and audible indicators. Visual Management – Andon Walk  The primary gowning room is a highly regulated GMP area. There are signs all over to remind people of what is required to enter into the next room.  To prevent two doors from being open at the same time, a possible improvement would be to have an automatic locking mechanism that allows only one door to open at a time. 2.1, 2.4, 4.2
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 6  Irvine, CA KPIs Visual Management - KPI Most KPIs do not drive Lean behavior 1,2,3,4,5,6 KPI’s for Quarter 1 *PA Jan Feb Mar Q1 Month Target Month Actual Month’s Performance Stock Status (%) 1 85% 87% 2% Favorable to Target Back Order ($000) 1 $300 $414.8 $114.8K Unfavorable to Target NLR’s (%) 1 5.3% 6.9% 1.6% Unfavorable to Target PIR’s (DPM) 1 4.0 2.2 1.8 DPM Favorable to Target Total Inventory (ROC in weeks) 1 13.6 13.2 0.4 weeks Favorable to Target Cost Savings (reported Quarterly) 3 $0 $225 $225K Favorable to Target Material Scrap ($000) 1 $236.5 $206.2 $30.3K Favorable to Target Standard Cost Variance ($000) 2 ($44.3) ($839.2) ($794.8K) Favorable to Target - PA = Points Available Total Points 5/8 4/8 9/11 18/27 Score 63% 50% 82% 67% Gainsharing ($000) Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec YTD MV $34 ($879) ($476) ($1,321) Irvine Manufacturing Variance (MV) = YTD MV excluding Purchase Price Variance (PPV)
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 7  Suggested KPI’s to Drive Lean Behavior Visual Management - KPI Focusing on these Lean metrics will lead to an increase in quality and decrease in product cost. KPI’s for Quarter 3 *PA July Aug Sep Q3 Month Target Month Actual Month’s Performance Inventory Turns 1 On Time Delivery 1 Overtime 1 OEE 1 Average Kanban Replenishment Time 1 Cost Savings (reported Quarterly) 3 Material Scrap ($000) 1 Leadtime 2 - PA = Points Available Total Points 8/8 Score 100% Gainsharing ($000) Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec YTD MV $34 ($879) ($476) ($1,321) 1,2,3,4,5,6
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 8  OEE for Excel Filling Line TPM - OEE A well developed tracking system is needed to properly calculate OEE and bring problems to the surface. 2.1,2.3,4.2 Lead: Plant Operating Time Shift Length Hours = Minutes Planned Shut Down Minutes Each Meetings Breaks @ 30 Min Total= 30 Total Planned DT Minutes Equipment Availability 85.64% Changeovers Minutes Sanitization Minutes Total UnPlanned DT Minutes Performance (Efficiency) 97.89% Size 250 mL 500 mL 1000 mL Total FFS Machine Cycles 19500 19500 Units Transferred 19089 19089 Ther. Output/Min 33.0 33.0 33.0 Theoretical Time Required @ 100% 0 578 0 578 Speed Loss (Time) Minutes Quality Rate 97.89% Total Pieces (Gross) Pieces Reject Pieces Pieces Quality Loss (Time) Minutes Fully Productive Time OEE Factor My OEE% Availability 85.64% Efficiency 97.89% Quality 97.89% Overall OEE 82.07% 75.0% 19,500 411 12 92.0% 98.0% 67.6% 578 Target 720 0 12 40 0 99 30 DAY 1 Shift: # DAYS Total Time Available vs. Losses 578 120 99 30 0 50 100 150 200 250 300 350 400 450 500 550 600 650 700 750 Minutes used in Shift Minutes Planned Shutdown Downtime Loss Speed Loss Quality Loss Fully Productive Time Day Shift OEE 85.64% 97.89% 97.89% 82.07%80% 90% 100% Avail. Perf. Qual. OEE Quality Rate 97.89% Total Pieces (Gross) Pieces Reject Pieces Pieces Quality Loss (Time) Minutes Fully Productive Time OEE Factor My OEE% Availability 85.64% Efficiency 97.89% Quality 97.89% Overall OEE 82.07% 75.0% 19,500 411 12 92.0% 98.0% 67.6% 578 Target 0 50 100 150 200 250 Minutes used in Shift Day Shift OEE 85.64% 97.89% 97.89% 82.07% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% OEE Avail. Perf. Qual. OEE 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% OEE Avail. Effic. Qual. OEE We need to improve tracking of our downtime and primary room rejects.
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 9 TPM – Downtime Pareto More work is needed to further break down the top reason codes 2.1,3.2,4.2
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 10 TPM – Downtime Pareto Some root cause analysis should be done on why we hit the Overwrap Emergency Stop so often. 2.1,3.2,4.2
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 11  Ask 5 times “Why” for your pareto #1! TPM – 5 Why? Downtime reason WHY? Operator engages the Overwrap E-Stop Fault Overwrap machine is chopping bags Bags not properly spaced out as the overwrap is applied As the overwrap film roll unwinds, the tension does not remain consistent The older design overwrap machine has more variation in its cycles The overwrap machine on line 7 was never upgraded Upgrade the overwrap machine to the newest technology 2.1,3.2,4.2
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 12 x y z Impactontheproductionsystem PositionintheValeStream Impactonthecustomer RANKING FFS Machine 8 7 4 F Checkweigher 8 7 4 F HVLD 8 7 4 F Overwrap Machine 8 7 4 F Automated Loader 2 2 1 A Automated Unloader 2 2 1 A Case Sealer 3 2 4 A Robot Palletizer 9 9 4 F TPM – Machine priority cube A – Not critical to value stream Disruptive to production system Low effect on customer F – Critical to value stream Disruptive to production system Low effect on customer 1,2.1
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 13 TPM – Ishikawa Diagram The analysis shows that we need: 1) A system for tracking label plates / type chase characters and 2) A system for separating operator / maintenance tasks 2.1,2.4,4.2 MACHINE METHOD / PROCEDURES MAN Handling Temperature Humidity (lo, controlled) Setup Storage Heat Plate Fear of reporting bad print = NLR Schedule Water Settings Settings Location Latch left off of pad drawer (unlocked) Pad adjustment not done by qualified personnel Too much torque applied to screws on heat plate Dropping label plates causes damage Handling label plates carelessly causes damage Check pad for flatness when replacing Adding shims to compensate for parallelism of worn characters Screws get stripped Key inserts missing Belts Break Cylinder Leaks Air Heater not heating sufficiently RTD malfunction Foil tracking / Bad bearings Accuracy Repeatability Lack of measure No measuring when plates / characters are worn No measuring how many cycles a plate has been used No preventive maintenance / replacement for label plates / characters Character / type chase storage Using two pads for backing Hot Stamp Barcode We do not check pad performance when changing Too many adjustments to blocks / characters (exp, etc) Shimming with pads has loose tolerances that affect consistency of label quality Ineffective system for red flagging bad plates Hot stamp check sheet insufficient Unit Labeling Failure Modes: Blue Hot Stamp and Barcode Machine ENVIRONMENTMEASUREMENTMATERIALS Controller Roller position for pitch Scanner Position R-Value Air Pressure Gap Not running label out far enough after lot change Barcode Settings Forcing Pieces Together Hot Stamp can be disengaged while machine is running Too many small adjustments Hot stamp belts break too often (right material?) Dirty plates / type chase characters Dirty plates / type chase characters Manual manipulation of film throws off shift register Wrinkles in barcode foil Film wavy on barcode side Printhead 5 5 5 5 5 5 5 5 5 5 4 4 3 5 5 5 Setup new characters at some frequency No measure for human readable quality 5 Dwell time may not allow heat transfer Solenoid located too far away E stop causes next cycle no print Solenoid fails Barcode ribbon cable issues Tension on blue foil take up roll Heater control design Hot Stamp Barcode The enclosure for the unit controller box heats up Room not kept at spec temperature 5 5 5 5 5 5 3 5 No optimum sequence for replacing parts/screws Procedure says to make a test label after each adjustment Insufficient PM for hot stamp belts Forcing Pieces Together 5 Too many small adjustments Check bag label at some frequency
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 14  Videotape Changeover  Decompose Video  Analyze Work Content  Internal  External  Non-Value-Added  Identify Opportunities Technical Planning – Primary / Overwrap SMED 3.2
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 15 Technical Planning - SMED During optimum staffing levels, an extra operator can assist with primary changeovers, thereby reducing the changeover time by 23% Primary Changeover 40RESOURCE 4 32128 OPERATION TIME (15 SEC) 9288 9652 76 80 84 Machine 16 20 7264 686024 28 36 QC - Primary QC - Primary RESOURCE 72 OPERATION TIME (15 SEC) Machine FFS Operator 16 20 FFS Operator 60 64 6828 36 404 8 12 9244 48 56 76 80 84 8824 100 20 mins 25 mins15 mins10 mins5 mins 44 48 56 FFS HELPER 96 100 5 mins 10 mins 15 mins 20 mins 25 mins 5232 3.2
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 16 Technical Planning - SMED Overwrap Changeover HDH HELPER 1 25 mins 523224 5 mins 10 mins 15 mins 20 mins 15 mins10 mins5 mins 44 48 56 88 100 20 mins 25 mins 96 1004 8 12 9244 48 56 76 80 8464 6828 36 40 QC - Overwrap QC RESOURCE 72 OPERATION TIME (15 SEC) Machine 1 HDH Operator 1 16 20 60 Machine 1 16 20 7264 686024 28 36 40 9288 9652 76 80 84RESOURCE 4 32128 OPERATION TIME (15 SEC) HDH Operator 2 HDH Operator 2 HDH HELPER 2 Machine 2 Machine 2 HDH Operator 1 When the line is down, the employees that manually load bags onto trays can be further utilized to assist in changeover activities. 3.2
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 17  The overwrap film roll on this line can be changed out WHILE the line is still running. Technical Planning - SMED  The red hot stamp foil on this line can be changed out WHILE the line is still running. 3.2
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 18  Previously, when the packing line was changed to a different size, the mechanic needed to loosen 2 screws to make the adjustment. Technical Planning - SMED  This button in the automated trayloader disengages the loaded pallet and allows the new pallet to be loaded  It was improved by adding an ergonomic twist locking mechanism. 3.2
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 19 Project list Before After % Improvement Annualized Savings ($) 1-off cashflow Value Stream Projects 1 Value Stream Planning 1.1 VSM Waste identification 90.0% 100% 1.2 VSD Future state vision to drive towards 0.0% #DIV/0! 2 Basic Waste Reduction (Point Kaizen) 2.1 Increase OEE in Bag Forming and Packing Availability, Performance, Quality Calculations 60.5% 100% percentage 2.2 6S 6S Audit Score 40.0% 100% radar chart 2.3 LPMS Boards Increased awareness and teamwork 5.0% 100% open action items 2.4 Mistake Proofing (Poka Yoke) Decreased employee/machine defects 20.0% 100% Deviations 3 Pacemaker 3.1 Increase Sterilization Capacity Increased capacity and flow 60.0% 100% capacity 3.2 SMED Reduced changeover of a vessel 60.0% 100% minutes 3.3 Level Load Production Decreased Waiting for a sterilizer 40.0% 100% waiting time 4 Flow production (Flow Kaizen) 4.1 Tray Load/Unload Automation Decreased Labor Costs 15.0% 100% dollars 4.2 Standard Work in Primary, Overwrap & Packing Consistent, Repeatable Cycle Times 10.0% 100% seconds 4.3 Pre-sterile / Post-sterile pallet staging system Decreased Tray Damage & Repairs 5.0% 100% dollars 4.4 Reduce Quarantine Cycle Time Release Time #DIV/0! seconds 5 Kanban (Pull Kaizen) 5.1 Kanban Loop Kanban Cards #DIV/0! 5.2 Transport Kanban #DIV/0! 5.3 Production Kanban #DIV/0! 5.4 Milkrun Level Loading #DIV/0! 5.5 Triangle Kanban/ Batch Building Level Loading #DIV/0! 5.6 Saddle Kanban Days Inventory 80.5% 100% days 5.7 Inventory Reduction Days Inventory days 5.8 Heijunka Scheduling Board Level Loading 6 PDCA 6.1 Training Percentage of workforce taken Lean fundamentals #DIV/0! percentage 6.2 Implementation CI feedback loop 5.0% 100% completed forms 6.3 Process Confirmation #DIV/0! 6.4 Variation/Error Management & Rapid Reaction System #DIV/0! Lean Assessment Indicator Metric
    • Deliverables Report Lean Professional Training © Lean Alliance GmbH • All rights reserved • www.lean-alliance.com Page 20 Contact us! Lean Alliance® GmbH Im Schlosshof 4a • D-82229 Seefeld • Germany • Tel: +49 (08152) 7944-94• Fax: +49 (08152) 7944-93 Lean Alliance Inc. 5750 New King Street, Suite 200 • Troy, Michigan, 48098-2611 • U.S.A.