An Introduction
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An Introduction

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This si just a short introduction to Manufacturing Awareness

This si just a short introduction to Manufacturing Awareness

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An Introduction An Introduction Presentation Transcript

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