NG BB 50 Rapid Improvement Event

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NG BB 50 Rapid Improvement Event

  1. 1. UNCLASSIFIED / FOUO National Guard Black Belt Training Module 50 Rapid Improvement Event (RIE) UNCLASSIFIED / FOUO
  2. 2. UNCLASSIFIED / FOUOCPI Roadmap – Improve 8-STEP PROCESS 6. See 1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize Counter- the Performance Improvement Root Counter- Results Successful Measures Problem Gaps Targets Cause Measures & Process Processes Through Define Measure Analyze Improve Control TOOLS ACTIVITIES •Brainstorming • Develop Potential Solutions •Replenishment Pull/Kanban • Develop Evaluation Criteria •Stocking Strategy • Select Best Solutions •Process Flow Improvement • Develop Future State Process Map(s) •Process Balancing • Develop Pilot Plan •Standard Work • Pilot Solution •Quick Change Over • Develop Full Scale Action/ •Design of Experiments (DOE) Implementation Plan •Solution Selection Matrix • Complete Improve Gate •„To-Be‟ Process Mapping •Poka-Yoke •6S Visual Mgt •RIE Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO 2
  3. 3. UNCLASSIFIED / FOUO Learning Objectives  Identify opportunities for quick improvements, whether „Just Do Its‟ or RIE improvements  Learn the conditions that may lead to a quick improvement  Discuss the RIE methodology for quick improvement  Learn the difference between a project „Just Do It‟ and a RIE UNCLASSIFIED / FOUO 3
  4. 4. UNCLASSIFIED / FOUO Quick Improvement Method  The CPI training focuses on a disciplined roadmap to Process Improvement (8-Steps or DMAIC)  The key to effect process improvement is successful completion of the Measurement and Analysis phases  They set the stage for Improvement  However:  Opportunities may be identified early in the project that do not warrant extensive analysis  „Just Do Its‟ or „Quick Wins‟ bypass Analyze and go straight to Improve Phase  RIE improvements still follow the DMAIC/8-Step format but the Define, Measure, and Analyze portions are accelerated UNCLASSIFIED / FOUO 4
  5. 5. UNCLASSIFIED / FOUO Just Do It (Quick Win) UNCLASSIFIED / FOUO 5
  6. 6. UNCLASSIFIED / FOUO Just Do It  Often we are able to find some opportunities for immediate improvement early in the project using basic tools  Process map  Pareto chart  Fishbone Diagram  Metric Implementation (Hawthorne effect) Productivity Y Process Map Pareto Chart Cause & Effect UNCLASSIFIED / FOUO 6
  7. 7. UNCLASSIFIED / FOUO Just Do It  When we find these opportunities there is no need to wait months for implementation  We should implement change as soon as possible to begin reaping the benefits  We by-pass the Analyze phase and move straight to Improve $$ Define Measure Analyze Improve Control UNCLASSIFIED / FOUO 7
  8. 8. UNCLASSIFIED / FOUO Just Do It Improvement Criteria  Minimal or no capital expenditure  Low risk  Narrow scope  Buy-in to solutions by all stakeholders  Certainty the change will generate a positive impact  Improvements may be implemented quickly (within 1- 2 weeks)  The project team has the authority to implement the desired changes UNCLASSIFIED / FOUO 8
  9. 9. UNCLASSIFIED / FOUO Just Do It - Examples  Process Step Elimination  Procedure Change  Safety Stock Elimination (Just in Case Inventory)  Communication Improvement  Supplier Price Reduction  Part Substitution  Training on Best Practices  Error Proof a Process Step  Process Balancing / Layout UNCLASSIFIED / FOUO 9
  10. 10. UNCLASSIFIED / FOUO Just Do It - CAUTIONS  Risk assessment must be an essential part of the „Just Do It‟ decision process  What are the potential „Just Do It‟ impacts on:  Customers/Suppliers  Other functional areas  Cost/Benefit analysis  Other teams‟ efforts UNCLASSIFIED / FOUO 10
  11. 11. UNCLASSIFIED / FOUO Quick Improvement Control Plans  Quick improvements, whether „Just Do It‟ or Rapid Improvement Events, must have implemented Control Plans in place before being considered complete  It is desirable to implement improvements as soon as possible but implementation without control can be worse than no implementation at all  See the Control Plan Module for Control Plan implementation and details UNCLASSIFIED / FOUO 11
  12. 12. UNCLASSIFIED / FOUO Rapid Improvement Events UNCLASSIFIED / FOUO 12
  13. 13. UNCLASSIFIED / FOUO Rapid Improvement Event Facilitation  RIE is the application of continuous improvement to a specific, targeted process objective  RIE assembles cross-functional teams aimed at improving a process or problem identified within a specific area UNCLASSIFIED / FOUO 13
  14. 14. UNCLASSIFIED / FOUO What is an RIE?  An RIE is an Event  Defined duration (clear start & end point)  Where Improvements are made  Changes happen during event  In a Rapid fashion  Event duration is short & changes happen fast UNCLASSIFIED / FOUO 14 14
  15. 15. UNCLASSIFIED / FOUO Important Considerations  Events last from 3 to 5 days and during this period production may be negatively affected  This requires planning to avoid affecting customer deliveries  Anticipate a learning curve on the changes implemented  Document as the event happens – for example, complete Value Stream Maps and Standardized Worksheets during the event UNCLASSIFIED / FOUO 15
  16. 16. UNCLASSIFIED / FOUO RIE Facilitation Is and Is Not RIE is: RIE is not:  A tactical facilitation  A tool to be used to method for reaching reduce headcount strategic goals  A strategic approach  A way to do pet projects  The involvement of all  Just an expert activity stakeholders  Well planned out  A haphazard event UNCLASSIFIED / FOUO 16
  17. 17. UNCLASSIFIED / FOUO When to Use Rapid Improvement Events  When obvious waste sources have been identified As the result of Process Mapping,  When the scope and boundaries of a work area tour, data collection, etc., problem are clearly defined and obvious sources of understood instability and waste are identified  When implementation risk is minimal Examples:  When results are needed immediately - Standardization (SOPs), 6S, Generic i.e., capacity constraints, setup Pull, Setup reduction, acute quality problems, Reduction safety/ergonomic issues  In the early stages of a project to gain momentum and build credibility UNCLASSIFIED / FOUO 17
  18. 18. UNCLASSIFIED / FOUO RIE Facilitation Approach  Team is 5 days full-time vs. 4 months part-time  Actual team hours may be similar  Resources are dedicated  100% dedicated for the event (5 days)  Scope is completed and problem is identified going in  Team does not have time for scope assessment  Basic data is gathered  Be ready to implement immediately  Complete as much as possible the week of event  May use tribal knowledge vs. detailed analysis  Solution may be known but historically not listened to  Allow 30-day follow-up on action items  Items that cannot be finished that week UNCLASSIFIED / FOUO 18
  19. 19. UNCLASSIFIED / FOUO RIE Approach  RIE is a vehicle to implement „Quick Wins‟ A. Pre-Event Prep: Identify and plan narrow scope events B. RIE: Implement do-now quick hit solutions during the RIE C. Follow-up Action Items: RIE activity typically ends 30 days following RIE  The RIE approach follows the DMAIC/8-Step process Typical RIE Timeline Pre-Event RIE Event Follow-up Prep (3-5 days) (15-30 days) (3-5 days) UNCLASSIFIED / FOUO 19
  20. 20. UNCLASSIFIED / FOUO RIE Follows the DMAIC/8-Step Structure Define (Prep Week)  Clearly define the RIE objective  Pre-Event prep: Select team members, perform logistics, notifications, data collections, and prepare training Measure (Prep Week and Monday of Event)  Validate the value-stream map of the process. Complete a resource flow layout for all operations or tasks if necessary (people, paper, material, information)  Carefully observe, then collect needed metrics for tasks or steps in the selected process UNCLASSIFIED / FOUO 20
  21. 21. UNCLASSIFIED / FOUO RIE Follows the DMAIC/8-Step Structure  Analyze (Tuesday-Wednesday)  Quickly validate root causes and identify/review sources of waste  Review waste elimination techniques, then brainstorm process improvements for eliminating non-value added tasks (CVA and NVA-R as well) and reducing variation  Improve (Wednesday-Friday)  Create action item list to accomplish improvements  Implement process improvements, train employees, then test, fine-tune, and ensure the process is capable  Control (Thursday-Friday)  Create Standard Operating Procedures to document and sustain improvements  Present results to Management Team, complete follow-up, monitor results over time UNCLASSIFIED / FOUO 21
  22. 22. UNCLASSIFIED / FOUO RIE Preparation Preparation Phase (1-2 Weeks before start of event)  Data Collection/Analysis  Resources Alerted  Team Selection/Notified  Create “Specialized” Training  Scope Identified  Equipment  $$ Savings Determined  Logistics Arranged  Process Map UNCLASSIFIED / FOUO 22
  23. 23. UNCLASSIFIED / FOUO “Specialized” Training for Team  The entire team should be trained to use the following tools:  6s Work place organization  Time study  Takt time  Standard work layouts  Standard work combination sheets  Spaghetti diagrams  Run charts  Value add  Process capability UNCLASSIFIED / FOUO 23
  24. 24. UNCLASSIFIED / FOUO Logistics  Meeting room near work area  Quiet  Work spaces for individuals and team meetings  Tools needed for team work  Flip charts, masking tape, and markers  Computer, projector, screen  White board  Telephone  Typical office equipment  Post Its!!! UNCLASSIFIED / FOUO 24
  25. 25. UNCLASSIFIED / FOUO General RIE Week Structure Area Discovery Brainstormed Ideas Issue List Goal Team Training Cause & Effect 5.0 4.5 3 4.0 9 3.5 8 3.0 67 What Who When Status 2.5 Benefit 2.0 4 1 1.5 5 10 2 1.0 .5 .5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 Action Items Final Implementation Effort Presentation UNCLASSIFIED / FOUO 25
  26. 26. UNCLASSIFIED / FOUO Typical Timeline Monday Tuesday Wednesday Thursday Friday 8AM Future State Des Mid-Week Review Finalize Future State Measure Implement Complete Training (Present State Future State Des Finalize Improvements on Std Work Analysis) 10AM Pre-Event Perform Process Prep Participant Training Implement Tweak Design Improvements Final Presentation Analyze 12PM Lunch Lunch Lunch Lunch Lunch & Celebration RIE Kickoff Lean/RIE Training Create and 2PM Analyze Implement Standard Specialized Training Brainstorm Ideas Implement Work Improvements Idea Effort/Impact Measure Future Perform Process Idea Prioritization State Participant Training Future State Design Calculate Actual Tweak Design 4PM Benefits Measure (Present State Analysis) Process Part Design Create Final Review Presentation 6PM UNCLASSIFIED / FOUO 26
  27. 27. UNCLASSIFIED / FOUO RIE Schedule - Example Mon, Sep 9 Tue, Sep 10 Wed, Sep 11 Thu, Sep 12 Fri, Sep 13 7:00 AM Review plan for the day Review plan for the day Review plan for the day Review plan for the day 7:30 AM 8:00 AM 8:30 AM Area Observations 9:00 AM Continue Continue 9:30 AM Brainsorm Solutions implementation implementation 10:00 AM Guest Speaker, Intro & Prepare presentation 10:30 AM Training Area Observations 11:00 AM 11:30 AM 12:00 PM Lunch Lunch & status review Lunch & status review Lunch & status review Lunch & status review 12:30 PM 1:00 PM Problems seen Affinitize list of possible Presentation & Define & assign roles 1:30 PM Fishbone diagram solutions Questions Area Discovery 2:00 PM Complete Effort / Impact 2:30 PM Matrix Continue 3:00 PM Assign Action Items implementation 3:30 PM Cause & effect Prepare presentation Area Discovery 4:00 PM Begin Implementation 4:30 PM 5:00 PM Capture observations & ideas Status review & updates Status review & updates Status review & updates 5:30 PM 6:00 PM Time to go home Time to go home Time to go home Time to go home UNCLASSIFIED / FOUO 27
  28. 28. UNCLASSIFIED / FOUO RIE Team Rules  Be open to change  Maintain a positive attitude  Never leave disagreements unspoken  We‟re not interested in assigning blame - only in creating solutions  Practice mutual respect  Treat others as you want to treated  One person, one vote – position doesn‟t matter  The only stupid questions are the ones not asked  Have fun  Understand the process and…JUST DO IT! UNCLASSIFIED / FOUO 28
  29. 29. UNCLASSIFIED / FOUO Facilitation Keys  Keep Team Busy!  Tendency for emails, voicemails, etc.  Event will be stressful  Forcefully stay on track  Be a part of scope and team selection if possible  Plant seeds but don‟t overpower the team with your ideas  Give something back to area personnel UNCLASSIFIED / FOUO 29
  30. 30. UNCLASSIFIED / FOUO RIE Detail Schedule Monday or Before  Team Training  What is a RIE?  Project and Goal Background  Present Data/Burning Platform  Specialized Training Geared Toward Project Goal  Discovery  Team Spends Afternoon in Project Area  Gather Insights from Personnel  Observe Issues/Conduct Studies  Keep Detailed Notes UNCLASSIFIED / FOUO 30
  31. 31. UNCLASSIFIED / FOUO Discovery Phase  The team “Discovery” is the most important part of the RIE  It is during the Discovery that the team identifies opportunity for improvement  Keys to Discovery success:  Is a rotation schedule needed?  Write everything down  Are more backup data needed?  Keep everyone busy  Expect long hours UNCLASSIFIED / FOUO 31
  32. 32. UNCLASSIFIED / FOUO Capture/Brainstorm Ideas UNCLASSIFIED / FOUO 32
  33. 33. UNCLASSIFIED / FOUO Toolset Used During RIE  Any tool may be used to aid the team during a RIE from a Process Map to a Designed Experiment  Bottom line is you use any tool that is needed!  Pareto  C & E matrix  Fishbone  4 Step Set Up Reduction  Process map  Personnel/Skillset Matrix  Spaghetti Diagram  Brainstorming  Takt Time  Affinity Diagram  NVA Analysis  Prioritization Tools  Time Studies  Pilot Plans UNCLASSIFIED / FOUO 33

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