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Using a Swimlane VSM to address an administrative processVSM, Lean

Using a Swimlane VSM to address an administrative processVSM, Lean

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Office Lean Presentation Transcript

  • 1. Mansfield LFE Activity September 5, 2008
  • 2. Define the Process Situation
    • Focus is the Rotary Vane Actuators, which comprise 75% of the sales revenue with orders up 60%.
    • Recently, delivery lead times have been extended to 20 weeks from 16. The front-end activity comprises about five weeks of the lead time to fulfill the customer order.
    • Project Managers process purchase orders into shippable product by the cooperative effort with Accounting, Engineering, Procurement, and Production.
    • Binders with a checklist circulate in a linear fashion among responsible parties.
    • Target dates for customer delivery are based upon available production capacity and lead time to acquire components. The delivery date drives the schedule for engineering development of the BOM.
    • Engineering equivalent capacity of 3.2 staff (45% direct time) completes the BOMs necessary to build the products and an attendant set of associate documents are created to ship the products. Recently, Engineering Manager position is open.
    • Design Complexity ranges lead-time from one to three weeks in Engineering.
  • 3. Data Analysis
    • 65 orders gathered beginning FY08 P02 to P05 (annual rate 195 orders)
    • Average order has 2 line items
    • Off-shore orders tend to be more Design Complex
  • 4. Project Information Effect on Lead-time Information availability/correctness reduce 1 st Pass Yield, which increases rework activity
  • 5. Effect of Design Complexity on Lead-Time
  • 6. Current Data Control
  • 7. WorkManager Data Control of Engineering Worksheets Linear Processing
  • 8. Time Allocation on Process Checklist 7 days Trade Compliance Egr WS Initial Info Complete 14 days Confirm Info Complete Complete BOM Type / Review BOM 10 Days of WAIT time { Waste }
  • 9. Current State VSM – Order Management
  • 10. Current State VSM – Order Management
  • 11. Current State VSM – Order Management
  • 12. Current State VSM – Order Management
  • 13. Current State VSM – Order Management
  • 14. Current State VSM – Order Management
  • 15. Current State VSM – Binder Flow
  • 16. Waste Reduction Opportunities
    • More effort up front before order is accepted
      • Engineering requests further updates after PM assumes sufficient information has been completed
    • Reduce waiting time between steps
      • ~33% Lead-time is Wait Time (Waste)
    • Clear tracking of binder locations/status
      • 6 to 20 binders at a time in Sales offices
      • 2 to 4 binders at a time in Engineer’s office
    • Reduce time between QA review until BOM complete
    • Set Target Performance, make performance visible, and countermeasure gaps
    • Capture initialization dates and assign tracking control
    • Reduce process variation within certain steps
  • 17. Near-term Incremental Actions
    • Determine required start date of Engineering effort based on Design Complexity and initial checklist preparation lead time
    • Broadcast Engineering Due Date using Outlook Meeting manager
    • Define gate target dates to measure actual performance dates
    • Developed model for visual presentation of real-time data for actual performance to gate targets highlighted with the need by red/yellow for immediate action
    • Electronically track Binders with a self-check in/out tracking system, capture initialization and transfer dates
  • 18. Respond to Targets Capture the START DATE when the customer quote is issued as a PO. Set PRELIMINARY Target Dates that are revised as more information becomes available.
  • 19. Project Control
  • 20. Project Control Workflow & Project Tracking Information Processing ORACLE FILECODER Project Status
  • 21. Scanned barcode in binder will enter data into field
  • 22. Data may be COPY/PASTE into any MS-application (Excel, Word, Access) Trace user who performed the transaction
  • 23. Long-term Actions (proposed timeline)