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# 3 PPT - Expose Your Hidden Problems Using Visual Management
 

# 3 PPT - Expose Your Hidden Problems Using Visual Management

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Learn how Visual Management enables you to:

Learn how Visual Management enables you to:
See workflow disruption
Solve workflow constraints
Create continuous flow in the value stream

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# 3 PPT - Expose Your Hidden Problems Using Visual Management # 3 PPT - Expose Your Hidden Problems Using Visual Management Presentation Transcript

  • # 3: Using Visual Management to Expose your Hidden Problems & Waste through Standard Work
  • Rhonda Kovera is an Industrial Engineer with 25 years of continuous process improvement experience, including the use of visual management, to identify and eliminate waste. Rhonda is CEO of Visual Workplace Inc. Phil Kirby coaches executives on performance improvement using Visual Management. He has over 25 years of operations management and process improvement experience in all business sectors. His third book, The Process Mind, is scheduled for release this Fall. Visual Management Webinar Sponsors
  • Visual Management Webinar Series Using Visual Management to… # 1…improve your business performance. # 2…optimize your workflow. # 3…expose your hidden problems & waste through Standard Work. # 4…build a problem-solving environment and create a culture of continuous learning.
  • Visual Management: Recap 1. Safety 2. Throughput 3. Cycle-Time 4. Productivity 5. Operating Expense
  • Visual Management: Recap Workplace Structure Navigation Presence Organization Process Improvement Identification Documentation Measurement Employee Engagement Ownership Problem-solving Communication
  • Visual Management: What is Standard Work Work instructions Clear, visual, current best approach Baseline for improvements
  • Visual Management: Why Standard Work Maintain changes Reduce variations Training Drive C.I.
  • Standard Work Drives Continuous Improvement 1. Establish Standard > See workflow disruption 2. Monitor Standard > Define variances 3. Problem-solve Variances > Create flow
  • Standard Work Drives Continuous Improvement Establish Standard Monitor Standard Problem-Solve Variances Scheduling Board Run at Rate Chart Fishbone Diagram
  • Establish Standard: See Workflow Disruption Scheduling Board (Material)
  • Establish Standard: See Workflow Disruption Scheduling Board (Information)
  • Establish Standard: See Workflow Disruption Scheduling Board (Shipping)
  • Establish Standard: See Workflow Disruption Reliable Methods
  • Establish Standard: See Workflow Disruption Shadow Board KanBan Board Reliable Methods
  • Sub-Assembly Shipping Procedure 1. 8” and 10” Boots: 1. Place 2 rows of 3 back to back 2. Secure with wire 2. 13” Boots: 1. Place 2 rows of 2 back to back 2. Secure with wire Establish Standard: See Workflow Disruption Reliable Methods
  • Baggage Tag Placement Purpose: To improve the aircraft loading process Service Agent will assist with the proper placement of the baggage tag on the bag as shown: 1) The tag is placed on the handle located on the short side of the bag 2) The tag is NOT placed on the handle located on the long side of the bag . X Establish Standard: See Workflow Disruption Reliable Methods
  • Establish Standard: See Workflow Disruption Reliable Methods
  • Monitor Standard: Define Variances Run at Rate Chart
  • Monitor Standard: Define Variances Run at Rate Chart
  • Monitor Standard: Define Variances Scorecard
  • Monitor Standard: Define Variances 01050 Operators Time(seconds) 8/31/2004 Scope of Operations From Kit Delivery Dept. Head Supervisor Percent Loading Chart Date Prepared or Revised L. Simpson Dave W. Dan To Finished Goods B. Simpson Part Number Part Name Fitting and Wedging 87-RF Fitted Snorgle Process Name 900750600450300150 Randy Dave S * * = In training ** = Supports other areas Takt Time = 575 seconds Cell 435 Minutes Leader 26,100 Seconds Date 400 65 Seconds Step Process Description Machine # Manual Time (Secs) Machine Time (Secs) # of pcs per change Change Time Tool Change Time Total Time to Complete Processing Capacity Remarks 1 Mill 7502 4 65 100 120 1.2 70.2 371 2 Drill 6532 3 35 50 75 1.5 39.5 660 3 Tap 8405 4 25 200 60 0.3 29.3 890 4 Grind 3271 4 85 0.0 89.0 293 Process Capacity Form Available Time Daily Demand Takt Time Process Tool Change 5 77 95674, 95671 Standard Work In Process Operator Number Takt Time (Seconds) Number of Pieces of Standard Work In Process Safety PrecautionQuality Check Process Name Part Number Part Name Bracket Fabrication 9876-43C Bracket Scope of Operations From To Finished Goods Standard Work Sheet R. Coltrain D. Duke 8/31/2004 Date Prepared or Revised SupervisorDept. HeadRaw Material MillDrillTap Grind Assembly Test Pack Raw Material Finished Goods 12345 6 1 2 3 4 5164 Plug 56-AD Final Machining Manual Auto Walk Wait 1 5 2 20 20 3 5 5 4 5 5 5 15 15 6 5 5 20 35 15 35 Note: Make sure to account for all the work to be done, including gaging, tool changes, set-up, etc. N/A N/A Takt Time (seconds) 70 Demand Per Shift Time 395 10:00 AM Standard Work Combination Sheet 70Total Process Time Component Totals Operator removes part from machine Machine Part Load part into lathe Operator removes part from debur machine Machine debur Load part into auto debur 90 100 Time (seconds) Operation Working Time (in seconds) 10 20 30 40 50 60 70 80 Manual Automatic Walking Wait Description of Operation Part Number Part Name Work Center Process Name Step No. Date Prepared By Kaizen # Event 8/31/2004 J. John Date TOTAL 5S LEVEL: (Lowest of individual audit levels) Sort (record audit level) Level Sort Identify & eliminate what is not needed 1 2 3 4 5 Set in order (record audit level) Level Set in Order A place for everything and everything in its place 1 2 3 4 5 Shine (record audit level) Level Shine An effective, organized environment 1 2 3 4 5 Standardize (record audit level) Level Standardize Develop standards and stick to them 1 2 3 4 5 Sustain (record audit level) Level Sustain 5S is a way of life 1 2 3 4 5 Comments Comments Necessary and unnecessary items are mixed together in the work area. Necessary and unnecessary items are separated. All unnecessary items have been removed from the work area. A dependable, documented method has been established to keep the work area free of unnecessary items. Waste is immediately visible and triggers a planned response with root cause analysis and corrective action. Tools, supplies and materials are randomly located. Designated location established for all items as needed. Designated locations are marked to make organization more visible (color, outlines, labels, numbers, etc). Documented method of visual sweep to identify items out of place or exceeding quantity limits. Defined process to evaluate and improve movement and motion. Work/break areas and machinery are dirty and disorganized. Work/break areas and machinery are cleaned on a regularly scheduled basis. Key items identified. Substantial process documentation is available and followed. Everyone is continually seeking the elimination of waste with changes documented and information shared. Visual Controls are in place for labeling and quantity levels. Machines are cleaned daily. 5S techniques are understood and practiced continually. 5S schedules are posted and followed. Dependable, documented method of preventative cleaning and maintenance. Work place methods are not consistently followed and are not documented. Area: 5S Audit Sheet Comments There is a general appearance of a confident understanding of, and adherence to, the 5S principles. Work place checks are randomly performed and there is no visual measurement of 5S performance. A recognizable effort has been made to improve the condition of the workplace. 5S schedules and safety practices have been developed and are utilized. Follow through with 5S schedules and safety practices is evident. Methods are being improved, but changes have not been documented. Working environment changes are documented and performed the same by all employees. Visual Controls are in place for labeling and quantity levels. Name: Comments Comments 5S Audit Sheet Std Work Documents # Pareto Chart Item Root Cause Action Impact Owner Due Date Status 1 2 3 4 5 Acton Item List # Pareto Chart Item Root Cause Action Impact Owner Due Date Status 1 2 3 4 5 Acton Item List 0 5 10 15 20 25 a b c d other # Pareto Chart Item Root Cause Action Impact Owner Due Date Status 1 2 3 4 5 Acton Item List # Pareto Chart Item Root Cause Action Impact Owner Due Date Status 1 2 3 4 5 Acton Item List Action Items Month to Date Pareto Monthly Measure CostDeliveryQualitySafety Metric Tracking 0 1 2 3 4 5 6 7 8 9 10 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec OSHAIncidents Target Actual Metric Tracking 0% 20% 40% 60% 80% 100% 120% M T W T F S M T W T F S FPY Target Actual Metric Tracking 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec OTD Target Actual Pareto of Causes 0 1 2 3 4 5 Cut finger Back injury OSHAIncidents Pareto of Causes 0 5 10 15 20 25 30 Burrs Oversized Part 234 backw ards Part 543 loose QualityIncidents Pareto of Causes 0 2 4 6 8 10 Sick days Rew ork Late to w ork Scrap Hourslost Metric Tracking 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 1 2 3 4 5 6 7 8 9 10 11 12 Week Units/Person/Hour Target Actual Daily Measure Metric Tracking 0 1 2 3 4 5 6 7 8 9 10 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec OSHAIncidents Target Actual Metric Tracking 0% 20% 40% 60% 80% 100% 120% M T W T F S M T W T F S FPY Target Actual Metric Tracking 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec OTD Target Actual Metric Tracking 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 1 2 3 4 5 6 7 8 9 10 11 12 Week Units/Person/Hour Target Actual Skills Matrix Date: Aug. 20, 2009Team/Area: Rapture Cell Team/Area Leader: Carl M illing D rillin g S ub-A ssy Fin alA ssy P ackin g S hip pin g D e-b urr in g G rindin g P ain ting R iv eting Skill Name 1 2 (1 / 2) * 100 % Harry Bob M illing D rillin g Tom Dick S ub-A ssy Fin alA ssy P ackin g S hip pin g D e-b urr in g G rindin g P ain ting R iv eting Legend Total # of skill levels attained: Total % Skill Attainment 58 93 Untrained Learner Practitioner Developer Coach Total # of potential skill levels: 160
  • Problem-Solve Variances: Create Flow Fishbone Diagram
  • Problem-Solve Variances: Create Flow Fishbone Diagram
  • Problem-Solve Variances: Create Flow Fishbone Diagram Problem Statement Red Dot Concentration: Indicates high-priority problem Effect Description
  • Problem-Solve Variances: Create Flow Andon Lights
  • Problem-Solve Variances: Create Flow Accountability Board
  • Problem-Solve Variances: Create Flow Huddle Meeting
  • Problem-Solve Variances: Create Flow Job Assignment Board
  • 29 Standard Work Drives Continuous Improvement Visual Display Room
  • Fishbone Diagram Standard Work Accountability Board Standard Work Drives Continuous Improvement Visual Display Room Fishbone Diagram
  • Standard Work Drives Continuous Improvement 59 WEEKLY SCHEDULE Customer Stamping 342 S. Weld # 1 I I I I Coils 5 days Shipping I I 81 202122 Assembly Test 90 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Lead Time - 34 Days Competitive Lead Time = 3 Days Orders/day = 36 Queue = 1.5 Days SR2 Demand = 900 per month Takt Time = 593 Seconds Project on 67% Yield 1.5 day order queue Eliminate order entry Kanban Kaizen Combine Ops Supplier Kanban Daily Delivery Eliminate MRP Eliminate and Ship Direct SR Co=10 min. Uptime=70% Co=0 min. Uptime=100% 2 shifts Co= 23 min FPY = 67% 5 days 1 sec 7.6 days 1.8 days 2.7 days 4.5 days 2 days Lead Time =23.7 days 1 shift Cycle Time = 2861 sec CT=1sec Co=1 hr. Uptime=85% 1 shift CT=180 sec CT= 1200 sec CT= 1240 sec 1 shift CT= 240 sec 180 sec 1200 sec 1240 sec 240 sec CT > TTUptime 70% TPM Setup Reduction Setup Reduction 2 DAILY SCHEDULE 1414 WEEKLY SCHEDULE Customer Stamping 342 S. Weld # 1 I I I I Coils 5 days Shipping I I 81 202122 Assembly Test 90 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Lead Time - 34 Days Competitive Lead Time = 3 Days Orders/day = 36 Queue = 1.5 Days SR2 Demand = 900 per month Takt Time = 593 Seconds SR Co=10 min. Uptime=70% Co=0 min. Uptime=100% 2 shifts Co= 23 min FPY = 67% 5 days 1 sec 7.6 days 1.8 days 2.7 days 4.5 days 2 days Lead Time =23.7 days 1 shift Cycle Time = 2861 sec CT=1sec Co=1 hr. Uptime=85% 1 shift CT=180 sec CT= 1200 sec CT= 1240 sec 1 shift CT= 240 sec 180 sec 1200 sec 1240 sec 240 sec 2 DAILY SCHEDULEl m A8 - Information Technology Improvements m m m m l m l A7 - Planning Optimization l l l l A6 - Make vs. Buy Decision Making l l l m l l A5 - Supplier Development l l l m l l m A5 - Grow Revenue l l m l m m m l A3 - VA/VE l m m l m m l A2 - Reduce Cost of Quality l m l l A2 - Improve Productivity l m l m l m l A1 - Value Stream Development l l l m m m InventoryTurnOverRatioof1.8(50% increasew/flatsales;$5million decrease) Flatsalesgrowthvs.2009($25million grossrev.) 7%OIlevelin2010(cumulativefor year) ReduceTotalProductCycleTimeonKeyVSM's by50% ImproveTotalProductivity(EH/Totalhrs.worked) by25% ReduceCostofQualityby$300Kin2010 Actual2010DMCostSavingsfromVAVE projects>=$500k Maintainorgrow2009Revenuelevelsin2010 ReducePurchasedComponentInventoryvalue ofChinasourcedmaterialby75% ReduceSupplierincomingdefectrateby25% $'srecoupedfromsuppliersforMuellerexpenses incurredduetosupplierdefects>=$200k StrategicSourcingDMCostSavings>=$500k Make50ksq.ft.offloorSpaceAvailablefor BusinessGrowth PhilMatthews SteveSnead SteveLedermann Pedro GeorgeAnderson RolandAragona GinaRoberts EarlDavis m l Achieve 12% OI profitability level l m Inventory Turn Over Ratio = 5 l Reduce total product cycle time from 300 days to 70 Rev 2_0 Resource Deployment 3-Year Financial Breakthrough Objectives Top Level Strategic Priority Annual Objectives Targets to Improve l Primary Responsibility or Link (type "l") m Secondary Responsibility or Link (type "m") Mueller TTI Bowling Chart - Strategy Deployment Target to Improve (TTI) JOP YTD ACT January February March April May June July August September October November December TTI 300 285 270 255 240 225 210 195 180 165 150 135 Actual 310 320 285 285 250 220 200 TTI Actual TTI Actual TTI Actual TTI Actual TTI Actual TTI Actual TTI Actual TTI Actual TTI Actual TTI Actual TTI Actual TTI Actual TTI Actual TTI Actual TTI Actual TTI Actual 300 Strategic Sourcing DM Cost Savings >= $500k Make 50k sq. ft. of floor Space Available for Business Growth Maintain or grow 2009 Revenue levels in 2010 Reduce Purchased Component Inventory value of China sourced material by 75% Reduce Supplier incoming defect rate by 25% $'s recouped from suppliers for Mueller expenses incurred due to supplier defects >= $200k Reduce Total Product Cycle Time on Key VSM's by 50% Improve Total Productivity (EH/Total hrs. worked) by 25% Reduce Cost of Quality by $300K in 2010 Actual 2010 DM Cost Savings from VAVE projects >= $500k Mueller - Continuous Improvement Action Plan (Macro) - Strategy Deployment Action Step/ Kaizen Events Owner Assisting Planned Dates Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Current Year $ Impact Annual $ Impact (if app) Create CIOS Deployment Room Phil Matthews 1/15/2010 x Conduct VSM workshop to identify main plant value streams Phil Matthews Steve Snead, Roland Aragona 1/15/2010 x Conduct VSM workshops create VSM's for main value streams Phil Matthews Steve Snead, Roland Aragona 1/30/2010 x SMED events to support Value Stream waste elimination Steve Snead Phil Matthews x CNC Programming enhancements to reduce change-over time to support VSM waste elimination efforts Earl Davis Phil Matthews x Improve Flow in Fabrication Steve Snead Phil Matthews x Establish Kaizen Roadmap for 2010 Phil Matthews 1/30/2010 x Conduct Kaizen Events to support VSM strategy Phil Matthews x x x x x x x x x x x Target to Improve (1) Reduce Total Product Cycle Time on Key VSM's by 50%; (2) Make 50k sq. ft. of floor Space Available for Business Growth Action Plan Team Date of Next Review Phil Matthews, Steve Snead, Earl Davis Factors to Consider Strategic Priority Owner Date Value Stream Development Phil Matthews Mueller - Continuous Improvement Action Plan (Macro) - Strategy Deployment Action Step/ Kaizen Events Owner Assisting Planned Dates Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Current Year $ Impact Annual $ Impact (if app) Create CIOS Deployment Room Phil Matthews 1/15/2010 x Conduct VSM workshop to identify main plant value streams Phil Matthews Steve Snead, Roland Aragona 1/15/2010 x Conduct VSM workshops create VSM's for main value streams Phil Matthews Steve Snead, Roland Aragona 1/30/2010 x SMED events to support Value Stream waste elimination Steve Snead Phil Matthews x CNC Programming enhancements to reduce change-over time to support VSM waste elimination efforts Earl Davis Phil Matthews x Improve Flow in Fabrication Steve Snead Phil Matthews x Establish Kaizen Roadmap for 2010 Phil Matthews 1/30/2010 x Conduct Kaizen Events to support VSM strategy Phil Matthews x x x x x x x x x x x Target to Improve (1) Reduce Total Product Cycle Time on Key VSM's by 50%; (2) Make 50k sq. ft. of floor Space Available for Business Growth Action Plan Team Date of Next Review Phil Matthews, Steve Snead, Earl Davis Factors to Consider Strategic Priority Owner Date Value Stream Development Phil Matthews Mueller - Continuous Improvement Action Plan (Macro) - Strategy Deployment Action Step/ Kaizen Events Owner Assisting Planned Dates Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Current Year $ Impact Annual $ Impact (if app) Create CIOS Deployment Room Phil Matthews 1/15/2010 x Conduct VSM workshop to identify main plant value streams Phil Matthews Steve Snead, Roland Aragona 1/15/2010 x Conduct VSM workshops create VSM's for main value streams Phil Matthews Steve Snead, Roland Aragona 1/30/2010 x SMED events to support Value Stream waste elimination Steve Snead Phil Matthews x CNC Programming enhancements to reduce change-over time to support VSM waste elimination efforts Earl Davis Phil Matthews x Improve Flow in Fabrication Steve Snead Phil Matthews x Establish Kaizen Roadmap for 2010 Phil Matthews 1/30/2010 x Conduct Kaizen Events to support VSM strategy Phil Matthews x x x x x x x x x x x Target to Improve (1) Reduce Total Product Cycle Time on Key VSM's by 50%; (2) Make 50k sq. ft. of floor Space Available for Business Growth Action Plan Team Date of Next Review Phil Matthews, Steve Snead, Earl Davis Factors to Consider Strategic Priority Owner Date Value Stream Development Phil Matthews Mueller - Continuous Improvement Action Plan (Macro) - Strategy Deployment Action Step/ Kaizen Events Owner Assisting Planned Dates Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Current Year $ Impact Annual $ Impact (if app) Create CIOS Deployment Room Phil Matthews 1/15/2010 x Conduct VSM workshop to identify main plant value streams Phil Matthews Steve Snead, Roland Aragona 1/15/2010 x Conduct VSM workshops create VSM's for main value streams Phil Matthews Steve Snead, Roland Aragona 1/30/2010 x SMED events to support Value Stream waste elimination Steve Snead Phil Matthews x CNC Programming enhancements to reduce change-over time to support VSM waste elimination efforts Earl Davis Phil Matthews x Improve Flow in Fabrication Steve Snead Phil Matthews x Establish Kaizen Roadmap for 2010 Phil Matthews 1/30/2010 x Conduct Kaizen Events to support VSM strategy Phil Matthews x x x x x x x x x x x Target to Improve (1) Reduce Total Product Cycle Time on Key VSM's by 50%; (2) Make 50k sq. ft. of floor Space Available for Business Growth Action Plan Team Date of Next Review Phil Matthews, Steve Snead, Earl Davis Factors to Consider Strategic Priority Owner Date Value Stream Development Phil Matthews Mueller - Continuous Improvement Action Plan (Macro) - Strategy Deployment Action Step/ Kaizen Events Owner Assisting Planned Dates Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Current Year $ Impact Annual $ Impact (if app) Create CIOS Deployment Room Phil Matthews 1/15/2010 x Conduct VSM workshop to identify main plant value streams Phil Matthews Steve Snead, Roland Aragona 1/15/2010 x Conduct VSM workshops create VSM's for main value streams Phil Matthews Steve Snead, Roland Aragona 1/30/2010 x SMED events to support Value Stream waste elimination Steve Snead Phil Matthews x CNC Programming enhancements to reduce change-over time to support VSM waste elimination efforts Earl Davis Phil Matthews x Improve Flow in Fabrication Steve Snead Phil Matthews x Establish Kaizen Roadmap for 2010 Phil Matthews 1/30/2010 x Conduct Kaizen Events to support VSM strategy Phil Matthews x x x x x x x x x x x Target to Improve (1) Reduce Total Product Cycle Time on Key VSM's by 50%; (2) Make 50k sq. ft. of floor Space Available for Business Growth Action Plan Team Date of Next Review Phil Matthews, Steve Snead, Earl Davis Factors to Consider Strategic Priority Owner Date Value Stream Development Phil Matthews Mueller - Continuous Improvement Action Plan (Macro) - Strategy Deployment Action Step/ Kaizen Events Owner Assisting Planned Dates Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Current Year $ Impact Annual $ Impact (if app) Create CIOS Deployment Room Phil Matthews 1/15/2010 x Conduct VSM workshop to identify main plant value streams Phil Matthews Steve Snead, Roland Aragona 1/15/2010 x Conduct VSM workshops create VSM's for main value streams Phil Matthews Steve Snead, Roland Aragona 1/30/2010 x SMED events to support Value Stream waste elimination Steve Snead Phil Matthews x CNC Programming enhancements to reduce change-over time to support VSM waste elimination efforts Earl Davis Phil Matthews x Improve Flow in Fabrication Steve Snead Phil Matthews x Establish Kaizen Roadmap for 2010 Phil Matthews 1/30/2010 x Conduct Kaizen Events to support VSM strategy Phil Matthews x x x x x x x x x x x Target to Improve (1) Reduce Total Product Cycle Time on Key VSM's by 50%; (2) Make 50k sq. ft. of floor Space Available for Business Growth Action Plan Team Date of Next Review Phil Matthews, Steve Snead, Earl Davis Factors to Consider Strategic Priority Owner Date Value Stream Development Phil Matthews Strategic Deployment Site Strategic Deployment Matrix Targets to Improve Strategic Priorities & Action Plans Value Stream Focus VSM #1 Current State Future State 59 WEEKLY SCHEDULE Customer Stamping 342 S. Weld # 1 I I I I Coils 5 days Shipping I I 81 202122 Assembly Test 90 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Lead Time - 34 Days Competitive Lead Time = 3 Days Orders/day = 36 Queue = 1.5 Days SR2 Demand = 900 per month Takt Time = 593 Seconds Project on 67% Yield 1.5 day order queue Eliminate order entry Kanban Kaizen Combine Ops Supplier Kanban Daily Delivery Eliminate MRP Eliminate and Ship Direct SR Co=10 min. Uptime=70% Co=0 min. Uptime=100% 2 shifts Co= 23 min FPY = 67% 5 days 1 sec 7.6 days 1.8 days 2.7 days 4.5 days 2 days Lead Time =23.7 days 1 shift Cycle Time = 2861 sec CT=1sec Co=1 hr. Uptime=85% 1 shift CT=180 sec CT= 1200 sec CT= 1240 sec 1 shift CT= 240 sec 180 sec 1200 sec 1240 sec 240 sec CT > TTUptime 70% TPM Setup Reduction Setup Reduction 2 DAILY SCHEDULE 1414 WEEKLY SCHEDULE Customer Stamping 342 S. Weld # 1 I I I I Coils 5 days Shipping I I 81 202122 Assembly Test 90 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Lead Time - 34 Days Competitive Lead Time = 3 Days Orders/day = 36 Queue = 1.5 Days SR2 Demand = 900 per month Takt Time = 593 Seconds SR Co=10 min. Uptime=70% Co=0 min. Uptime=100% 2 shifts Co= 23 min FPY = 67% 5 days 1 sec 7.6 days 1.8 days 2.7 days 4.5 days 2 days Lead Time =23.7 days 1 shift Cycle Time = 2861 sec CT=1sec Co=1 hr. Uptime=85% 1 shift CT=180 sec CT= 1200 sec CT= 1240 sec 1 shift CT= 240 sec 180 sec 1200 sec 1240 sec 240 sec 2 DAILY SCHEDULE VSM #2 Current State Future State 59 WEEKLY SCHEDULE Customer Stamping 342 S. Weld # 1 I I I I Coils 5 days Shipping I I 81 202122 Assembly Test 90 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Lead Time - 34 Days Competitive Lead Time = 3 Days Orders/day = 36 Queue = 1.5 Days SR2 Demand = 900 per month Takt Time = 593 Seconds Project on 67% Yield 1.5 day order queue Eliminate order entry Kanban Kaizen Combine Ops Supplier Kanban Daily Delivery Eliminate MRP Eliminate and Ship Direct SR Co=10 min. Uptime=70% Co=0 min. Uptime=100% 2 shifts Co= 23 min FPY = 67% 5 days 1 sec 7.6 days 1.8 days 2.7 days 4.5 days 2 days Lead Time =23.7 days 1 shift Cycle Time = 2861 sec CT=1sec Co=1 hr. Uptime=85% 1 shift CT=180 sec CT= 1200 sec CT= 1240 sec 1 shift CT= 240 sec 180 sec 1200 sec 1240 sec 240 sec CT > TTUptime 70% TPM Setup Reduction Setup Reduction 2 DAILY SCHEDULE 1414 WEEKLY SCHEDULE Customer Stamping 342 S. Weld # 1 I I I I Coils 5 days Shipping I I 81 202122 Assembly Test 90 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Lead Time - 34 Days Competitive Lead Time = 3 Days Orders/day = 36 Queue = 1.5 Days SR2 Demand = 900 per month Takt Time = 593 Seconds SR Co=10 min. Uptime=70% Co=0 min. Uptime=100% 2 shifts Co= 23 min FPY = 67% 5 days 1 sec 7.6 days 1.8 days 2.7 days 4.5 days 2 days Lead Time =23.7 days 1 shift Cycle Time = 2861 sec CT=1sec Co=1 hr. Uptime=85% 1 shift CT=180 sec CT= 1200 sec CT= 1240 sec 1 shift CT= 240 sec 180 sec 1200 sec 1240 sec 240 sec 2 DAILY SCHEDULE VSM #3 Current State Future State 59 WEEKLY SCHEDULE Customer Stamping 342 S. Weld # 1 I I I I Coils 5 days Shipping I I 81 202122 Assembly Test 90 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Lead Time - 34 Days Competitive Lead Time = 3 Days Orders/day = 36 Queue = 1.5 Days SR2 Demand = 900 per month Takt Time = 593 Seconds Project on 67% Yield 1.5 day order queue Eliminate order entry Kanban Kaizen Combine Ops Supplier Kanban Daily Delivery Eliminate MRP Eliminate and Ship Direct SR Co=10 min. Uptime=70% Co=0 min. Uptime=100% 2 shifts Co= 23 min FPY = 67% 5 days 1 sec 7.6 days 1.8 days 2.7 days 4.5 days 2 days Lead Time =23.7 days 1 shift Cycle Time = 2861 sec CT=1sec Co=1 hr. Uptime=85% 1 shift CT=180 sec CT= 1200 sec CT= 1240 sec 1 shift CT= 240 sec 180 sec 1200 sec 1240 sec 240 sec CT > TTUptime 70% TPM Setup Reduction Setup Reduction 2 DAILY SCHEDULE 1414 WEEKLY SCHEDULE Customer Stamping 342 S. Weld # 1 I I I I Coils 5 days Shipping I I 81 202122 Assembly Test 90 90/60/30 day Forecasts Order Entry Production Control MRP 6 WEEK Forecast Suppliers Lead Time - 34 Days Competitive Lead Time = 3 Days Orders/day = 36 Queue = 1.5 Days SR2 Demand = 900 per month Takt Time = 593 Seconds SR Co=10 min. Uptime=70% Co=0 min. Uptime=100% 2 shifts Co= 23 min FPY = 67% 5 days 1 sec 7.6 days 1.8 days 2.7 days 4.5 days 2 days Lead Time =23.7 days 1 shift Cycle Time = 2861 sec CT=1sec Co=1 hr. Uptime=85% 1 shift CT=180 sec CT= 1200 sec CT= 1240 sec 1 shift CT= 240 sec 180 sec 1200 sec 1240 sec 240 sec 2 DAILY SCHEDULE VSM #4 Current State Future State Kaizen Area: Event Start Date: Facilitator Team Leader Before Kaizen Kaizen Goal % Improvement After Kaizen % Improvemen t 1 Month % Improveme nt 2 Months % Improveme nt 3 Months % Improveme nt 4 Months % Improveme nt 5 Months % Improvemen t 6 Months % Improvemen t QUALITY DELIVERY FINANCIAL IMPACT COST GROWTH Notes Measurement Due Date (Month End)  KAIZEN EVENT TARGET SHEET Event Type: METRICS (Measurements appropriate to event) Primary Kaizen Objectives SAFETY Kaizen Lean Event Description Site Scheduled Start Date Scheduled Finish Date Status Lean Leader Event Sponsor Event Leader Inventory Savings P&L Savings Total P&L + Inventory Savings Plating Outsourcing Carolinas 2/16/2009 8/7/2009 Complete $ 470,000.00 $ 470,000.00 Epoxy Cell Creation Phase 2 Ames 9/14/2009 9/18/2009 On Going Svensson West Svensson $ 250,000.00 $ 100,000.00 $ 350,000.00 9D Cell Inventory Kaizen Carolinas 9/17/2009 9/21/2009 Complete $ 126,000.00 $ 126,000.00 Create a high volume "Bagging" COE @ Chesnee - Kaizen (Phase 2) Carolinas 7/13/2009 8/20/2009 Complete $ 43,000.00 $ 43,000.00 800 VAVE Webster 8/6/2009 8/6/2009 Complete Geldermann Jalbert Mullavey $ 40,000.00 $ 40,000.00 Shower Cell Kaizen Event Carolinas 8/31/2009 9/4/2009 Complete $23,000.00 $ 23,000.00 Screen Dept Flow & Scrap Mueller 9/4/2009 9/10/2009 complete Ledermann Robinson Ledermann $ 20,000.00 $ 20,000.00 3" 909 Cell kaizen Webster 8/1/2009 8/30/2009 Moschell Moschell $ 6,500.00 $ 6,500.00 Neptune VA/VE Ames 4/21/2009 7/31/2009 On Going Loya Klopper Ng $ - ACV-SS Star VA/VE Ames 7/7/2009 7/21/2009 Complete Svensson West Ng $ - Epoxy Cell Creation Phase 1 Ames 8/31/2009 9/4/2009 On Going Svensson West Svensson $ - Bath Waste Cell Trim Kit Kaizen Event Carolinas 6/29/2009 8/10/2009 Complete Dowdy Jerch Dowdy $ - Lean 101 training Dormont 7/13/2009 7/13/2009 Complete Smith Mantia Smith/Fennel $ - Lean 101 training Dormont 8/10/2009 8/10/2009 Complete Smith Mantia Smith/Fennel $ - Lean 101 training Dormont 8/13/2009 8/13/2009 Complete Smith Mantia Smith/Fennel $ - Centerline Automation Cell 5S Dormont 8/19/2009 8/21/2009 Complete Nemeth Mantia Bonelli $ - CIOS 1 - Centerline Run at Rate Dormont 8/24/2009 8/28/2009 Complete Smith Mantia Nemeth $ - Lean 101 training Dormont 9/14/2009 9/14/2009 Complete Smith Mantia Smith/Fennel $ - HnH Electronic Kanban Dormont 9/15/2009 9/17/2009 Complete Rouse Mantia Rouse $ - Lean 101 training Dormont 9/24/2009 9/24/2009 Scheduled Smith Mantia Smith/Fennel $ - Watts Lean Daily Mgt System N. Andover 6/29/2009 7/1/2009 Scheduled Sejourne Flanders OTI $ - Domestic Supply Chain Webster 7/15/2009 7/30/2009 Sejourne Nims $ - AGF M1000 -M1011 VAVE Webster 9/1/2009 9/30/2009 Geldermann Mullavey $ - 6s Ramco Washer Webster 9/25/2009 9/25/2009 Complete Sylvester Sylvester $ - BV Nameplate Stamp Press Integration Into assembly cell Carolinas 8/14/2009 8/14/2009 Complete 6S Blitz Paint Booth 1 Webster 6/1/2009 7/15/2009 Complete Sylvester Robichaud 6S Blitz Paint Booth 2 Webster 8/5/2009 8/5/2009 Complete Sylvester Robichaud 719/919 power change Kaizen Webster 8/24/2009 9/9/2009 Complete Geldermann Moschell 1 1/4-2 007/009 Cell E&A Webster 9/10/2009 9/15/2009 Complete Geldermann Sargent Moschell Regulator Offline Cells E&A Webster 9/18/2009 9/18/2009 Complete Geldermann Sargent Moschell Kaizen Calendar Kaizen Event Target Tracking Sheets January Kaizen Area: Event Start Date: Facilitator Team Leader Before Kaizen Kaizen Goal % Improvement After Kaizen % Improvemen t 1 Month % Improveme nt 2 Months % Improveme nt 3 Months % Improveme nt 4 Months % Improveme nt 5 Months % Improvemen t 6 Months % Improvemen t QUALITY DELIVERY FINANCIAL IMPACT COST GROWTH Notes Measurement Due Date (Month End)  KAIZEN EVENT TARGET SHEET Event Type: METRICS (Measurements appropriate to event) Primary Kaizen Objectives SAFETY February Kaizen Area: Event Start Date: Facilitator Team Leader Before Kaizen Kaizen Goal % Improvement After Kaizen % Improvemen t 1 Month % Improveme nt 2 Months % Improveme nt 3 Months % Improveme nt 4 Months % Improveme nt 5 Months % Improvemen t 6 Months % Improvemen t QUALITY DELIVERY FINANCIAL IMPACT COST GROWTH Notes Measurement Due Date (Month End)  KAIZEN EVENT TARGET SHEET Event Type: METRICS (Measurements appropriate to event) Primary Kaizen Objectives SAFETY March Kaizen Area: Event Start Date: Facilitator Team Leader Before Kaizen Kaizen Goal % Improvement After Kaizen % Improvemen t 1 Month % Improveme nt 2 Months % Improveme nt 3 Months % Improveme nt 4 Months % Improveme nt 5 Months % Improvemen t 6 Months % Improvemen t QUALITY DELIVERY FINANCIAL IMPACT COST GROWTH Notes Measurement Due Date (Month End)  KAIZEN EVENT TARGET SHEET Event Type: METRICS (Measurements appropriate to event) Primary Kaizen Objectives SAFETY Kaizen Area: Event Start Date: Facilitator Team Leader Before Kaizen Kaizen Goal % Improvement After Kaizen % Improvemen t 1 Month % Improveme nt 2 Months % Improveme nt 3 Months % Improveme nt 4 Months % Improveme nt 5 Months % Improvemen t 6 Months % Improvemen t QUALITY DELIVERY FINANCIAL IMPACT COST GROWTH Notes Measurement Due Date (Month End)  KAIZEN EVENT TARGET SHEET Event Type: METRICS (Measurements appropriate to event) Primary Kaizen Objectives SAFETY Kaizen Area: Event Start Date: Facilitator Team Leader Before Kaizen Kaizen Goal % Improvement After Kaizen % Improvemen t 1 Month % Improveme nt 2 Months % Improveme nt 3 Months % Improveme nt 4 Months % Improveme nt 5 Months % Improvemen t 6 Months % Improvemen t QUALITY DELIVERY FINANCIAL IMPACT COST GROWTH Notes Measurement Due Date (Month End)  KAIZEN EVENT TARGET SHEET Event Type: METRICS (Measurements appropriate to event) Primary Kaizen Objectives SAFETY Visual Display Room
  • Standard Work Drives Continuous Improvement Is your Standard Work the same as it was 6 months ago?
  • Standard Work Drives Continuous Improvement 1. Establish Standard > See workflow disruption Scheduling Board, Reliable Methods 2. Monitor Standard > Define variances Run at Rate Chart, Scorecard 3. Problem-solve Variances > Create flow Fishbone Diagram, Andon Lights, Accountability Board, Huddle Meeting, Job Assignment Board
  • VM drives Continuous Improvement through… Workplace Structure Navigation Presence Organization Process Improvement Identification Documentation Measurement Employee Engagement Ownership Problem-solving Communication
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