The second biggest change of all – Management Style
The Second Biggest Change of All Visual Scorecards, teams, goal-oriented Reports, supervision, blame-oriented Control Prevention Detection & correction Quality Proactive Reactive Maintenance Pull, flow, small lot Push, batch, big lot Production Actual demand Forecasts Scheduling Teams Individuals Employees Simple, product focused Complex, functional departments Organization World Class Traditional
The second biggest change of all Management Style
5S – to organize the workplace 5S is a routine way of life. Root causes are routinely identified and dealt with. Sustain (Shitsuke) Routine cleaning becomes a way of life. Preventative maintenance is routinely performed. Standardize (Seiketsu) Do an initial spring cleaning. Maybe some painting, and Brillo pad scouring. Sweep & Shine (Seiso) Everything has a place; everything is in its place. Visual Scoreboard and other visual controls. Set in order (Seiton) Unneeded items are identified and removed. Only needed parts, tools, & instructions remain. Sort (Seiri)
In the classic research book Flow: The Psychology of Optimal Experience , Csikzentmihalyi studies thousands of self-described "optimal experiences" at work and play, and summarizes the characteristics of an optimal work experience
What are your self-described “optimal experiences”?
Production lines still need to deal with sales forecasting, batch sizes, and finished goods inventories.
The work cell can accommodate a batch size of one. And it can be employed in work environments that have traditionally been organized in batch & queue departments - which have the most opportunity for improvement.
A “monument” is anything (but usually a large piece of equipment) that is so huge or expensive that it requires large batches, and/or must be shared by the production processes for several product lines
When doing Staff Load Balancing for a process that is divided between several staff positions, it is common to need to add Wait time to the Standard Work for some staff positions in order for each sub-job to be synchronized to the same Target Cycle Time.
Target Cycle Time must be less than or equal to (and is usually equal to) Operational Takt Time.
Takt Time, Operational Takt Time, and Target Cycle Time
In many environments, Takt Time, Operational Takt Time, and Target Cycle Time are all the same, and the single term "Takt Time" can be used.
In other environments, the differences can become important.
Time Available for Changeovers = Working hours per month for pacemaker operation minus calculated total cycle time for all items going through pacemaker operation (e.g. 320 working hrs – 280 cycle hours = 40 hours)
Number of Intervals Per Month = Time Available for Changeovers divided by number of products or product families times Changeover Time per changeover (e.g. 40 hours / 20 products x 1 hr per CO = 2)
EPE Interval = Number of working days per month divided by the Number of Intervals per Month (e.g. 20 working days / 2 Intervals per Month = Every Part Every 10 days)
In Japanese, kanban is the word for "card", because a kanban is often a 3x5 card attached to a parts container. When the container is emptied, (because the parts have been used to fulfill actual customer orders), the container is delivered to the upstream operation, and the kanban card provides the information needed to fill the container.
BBQ Sacred Cows Example: If your Consultant for Continuous Improvement is still using handwritten Lean & Kaizen tools – raise your eyebrows and ask them to tell you again about how everyone else is supposed to be open to ideas for Continuous Improvement…
Let’s do it! Let’s get out there and improve some processes!