An Introduction toManufacturing Awareness LimitedChris McKellen<br />
Publications<br />A Journey Towards Manufacturing Excellence<br />Quick reference sources:-<br />	QRS for Lean in Manufact...
Typical Customers<br />
Typical Customers<br />
Typical Customers<br />
What do we do?<br />Help organisations implement Business Improvement Techniques<br />Consult<br />Train<br />Facilitate<b...
Business Improvement Techniques<br />Business Improvement Techniques:<br />Must be applied to the whole organisation<br />...
An Example<br />A retiring GP who was sick of the system said:<br />	“I know the patient’s age, size, weight, smoking habi...
How do we do it?<br />Ideally<br />Work with senior management team to<br />Develop vision <br />Turn vision in to strateg...
How do we do it?<br />Chief Executive / Managing Director<br />Must have an absolute & total commitment<br />Need a full u...
Beware of Tools and Techniques<br />Use on the tools and techniques that you really need<br />
Beware of Buzzwords<br />Andon<br />Heijunka<br />Shojinka<br />Muda<br />Gemba<br />Jidoka<br />Teian<br />Chaku-Chaku<br...
Beware of Some Consultants<br />Rolling Forecast 90 days<br />PRODUCTION CONTROL<br />Bar & ForgingSuppliers<br />Orders<b...
Let’s compare some philosophies <br />Lean:<br />Delighting the customer<br />Identifying and minimising wastes throughout...
Let’s compare some philosophies <br />Agile:<br />Responding to customer’s more frequent changing demands<br />Prospering ...
Let’s look at some examples<br />Lean:<br />Delighting the customer<br />Reducing the amount of walking by an employee in ...
Our training methodology<br />We:<br />Training should be relaxed, and fun<br />Attempt to avoid ‘death by PowerPoint<br /...
Product Used for Simulation<br />KanDo trolleys<br />12 Variants<br />Increasing customer demand<br />Reduction of Takt ti...
Can we help you?<br />www.manufacturing-awareness.com<br />
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An Introduction

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An Introduction

  1. 1. An Introduction toManufacturing Awareness LimitedChris McKellen<br />
  2. 2. Publications<br />A Journey Towards Manufacturing Excellence<br />Quick reference sources:-<br /> QRS for Lean in Manufacturing<br /> QRS for Lean in the office<br /> QRS for Lean in Construction<br />Pocket Guide to Lean (Chinese)<br />Implementing Business Improvement Techniques<br />Various articles in technical/professional journals<br />
  3. 3. Typical Customers<br />
  4. 4. Typical Customers<br />
  5. 5. Typical Customers<br />
  6. 6. What do we do?<br />Help organisations implement Business Improvement Techniques<br />Consult<br />Train<br />Facilitate<br />Mentor<br />
  7. 7. Business Improvement Techniques<br />Business Improvement Techniques:<br />Must be applied to the whole organisation<br />All changes should be considered from the customer’s viewpoint<br />Should involve ‘everybody’ throughout the business, empowering and developing them as necessary<br />Must look at the root cause of an issue<br />
  8. 8. An Example<br />A retiring GP who was sick of the system said:<br /> “I know the patient’s age, size, weight, smoking habits, blood pressure, pulse rate, BMI, etc, but I can’t remember what is wrong with him. <br /> The system is so geared to collecting data, that you forget that you are there to treat people”<br />
  9. 9. How do we do it?<br />Ideally<br />Work with senior management team to<br />Develop vision <br />Turn vision in to strategy<br />Train all levels in the organisation<br />Introducing appropriate business improvement techniques<br />Train and work with individuals and groups<br />To implement the culture change<br />Using some of the lean / business improvement technique tools<br />Mentor individuals and teams<br />To ensure change is sustained<br />
  10. 10. How do we do it?<br />Chief Executive / Managing Director<br />Must have an absolute & total commitment<br />Need a full understanding of the tools and techniques<br />Senior Management Team<br />Become experts and facilitators<br />Key employees<br />Awareness & become team members<br />All Employees<br />Ongoing, continuous improvement and mentoring<br />
  11. 11. Beware of Tools and Techniques<br />Use on the tools and techniques that you really need<br />
  12. 12. Beware of Buzzwords<br />Andon<br />Heijunka<br />Shojinka<br />Muda<br />Gemba<br />Jidoka<br />Teian<br />Chaku-Chaku<br />Nagara<br />Use terms that everybody understands<br />
  13. 13. Beware of Some Consultants<br />Rolling Forecast 90 days<br />PRODUCTION CONTROL<br />Bar & ForgingSuppliers<br />Orders<br />OE & Aftermarket Customers<br />Monthly Schedule 30 days<br />Weekly demand 7 days<br />2 X Per Month<br />Daily Priorities<br />Daily<br />Shop Orders<br />Supervision<br />FRICTION WELD<br />CUT BAR<br />GRIND<br />PROFILE TURN<br />BALANCE<br />ASSEMBLE<br />SHIP<br />I<br />I<br />I<br />I<br />I<br />I<br />I<br />I<br />I<br />Staging<br />1<br />1<br />1<br />1<br />1<br />6<br />3 days<br />4 days<br />3 days<br />2 days<br />2 days<br />2 days<br />15 days<br />C/T = 20 sec<br />C/T = Op 10 sec M/c 30 sec<br />C/T = Op 15 sec M/c 42 sec<br />C/T = Op 10 sec M/c 60 sec<br />C/T = Op 10 sec M/c 48 sec<br />C/T = Op 210 sec<br />C/O = 60 min<br />C/O = 60 min<br />C/O = 180 min<br />C/O = 60 min<br />C/O = 120 min<br />C/O = 60 min<br />Uptime 100%<br />Uptime 90%<br />Uptime 80%<br />Uptime 70%<br />Uptime 90%<br />Uptime 100%<br />Operators 1<br />Operators 1<br />Operators 1<br />Operators 1<br />Operators 6<br />GRIND CASTING<br />1<br />20 days<br />4 days<br />C/T = 30 sec<br />C/O = 85 min<br />Total LT = 37 days<br />Uptime 100%<br />3 days<br />4 days<br />2 days<br />2 days<br />20 days<br />2 days<br />4 days<br />Total VA = 420 sec<br />30 sec<br />30 sec<br />42 sec<br />210 sec<br />48 sec<br />60 sec<br />Have a vision and strategy – don’t go off at tangents<br />
  14. 14. Let’s compare some philosophies <br />Lean:<br />Delighting the customer<br />Identifying and minimising wastes throughout the organisation<br />Making/doing what the customer wants, when they want it<br />Continuous improvement<br />Theory of Constraints:<br />Identifying the constraint that restricts the whole business<br />Resolving the issues at the constraint<br />Balancing the whole business to the constraint<br />Six-sigma:<br />Achieving less than 3.4 pars per million defects<br />Identifying variation in a process<br />Making improvements to eliminate variation<br />
  15. 15. Let’s compare some philosophies <br />Agile:<br />Responding to customer’s more frequent changing demands<br />Prospering and thriving in an environment of constant and unpredictable change<br />Quick Response:<br />Never ending process to reduce lead times throughout the business<br />Maximum flexibility and response in business systems<br />20 Keys:<br />Series of 20 keys used as a method to assess and improve the whole business<br />The keys are ‘scored’ on a scale of 1, low, to 5, high and an improvement programme developed on initial ‘score’.<br />
  16. 16. Let’s look at some examples<br />Lean:<br />Delighting the customer<br />Reducing the amount of walking by an employee in an office<br />Making what the customer wants, when they want it<br />Continuous improvement<br />Theory of Constraints:<br />Identifying the constraint that restricts the whole business<br />Determining why there are queues of people in a casualty department<br />Balancing the whole business to the constraint<br />Six-sigma:<br />Achieving 3.4 pars per million defects, or better<br />Eliminating variation in the analysis of blood samples<br />Making improvements to eliminate variation<br />
  17. 17. Our training methodology<br />We:<br />Training should be relaxed, and fun<br />Attempt to avoid ‘death by PowerPoint<br />Use real life examples – wherever possible<br />We use simple simulations:<br />Putting paper in envelopes<br />Moving coins through a ‘production’ process<br />Making trolleys with ‘KanDo Lean’<br />
  18. 18. Product Used for Simulation<br />KanDo trolleys<br />12 Variants<br />Increasing customer demand<br />Reduction of Takt time from 60 seconds to 30 seconds<br />
  19. 19. Can we help you?<br />www.manufacturing-awareness.com<br />
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