the Pragmatic Manager - continuous improvement.pptx
•Download as PPTX, PDF•
0 likes•16 views
This class and topic will cover a series of continuous improvement approaches used in business. The discussion will ensure that lessons learned during class become tools an employee or manager may use to ensure improvements. Topics include but are not limited to Poke Yoke, Kaizen, 5S and Six Sigma.
Recommended
More Related Content
Similar to the Pragmatic Manager - continuous improvement.pptx
Similar to the Pragmatic Manager - continuous improvement.pptx (20)
More from Faith Youngsville, NC
More from Faith Youngsville, NC (15)
Recently uploaded
Recently uploaded (20)
the Pragmatic Manager - continuous improvement.pptx
- 1. THE PRAGMATIC MANAGER STRUCTURED - FOCUSED - INTENTIONAL PURPOSED - TECHNICAL MANAGEMENT
- 2. PRAG·MAT·IC (THE PRAGMATIST) • ADJECTIVE • dealing with things sensibly and realistically in a way that is based on practical rather than theoretical • synonyms: empirical · hands-on · real · actual · active · applied
- 3. LET ME PREFACE THIS • Leading requires more than technical knowledge • True Leader: Integrity, helps others, promotes vision, values relationships, personally accountable, honest, active listener. • Application – putting into practice, from thought to action • Each Method we discuss – is systematic, practical
- 4. TOPICS – PRACTICAL APPROACH TO IMPROVEMENTS • Poka-Yoke (Mistake Proofing) • Kaizen • Gemba • 5S • Lean and Six Sigma (Lean Sigma, Lean Manufacturing) • Others
- 5. POKA-YOKE • To avoid (yokeru) - inadvertent errors (poka) • Japanese - mistake proofing • Prevents incorrect assembly • Easily identifies flaws • Step one of complete error-proofing • Designed to prevent incorrect performance
- 6. POKA-YOKE • Attempt on the cheap • Simpler is better • Not optional • Information alone is not mistake proofing • No decision making
- 7. THINK OF A FACILITIES EXAMPLE • What is being done here • What is the problem • Could problem be further mistake proofed
- 8. WHAT ELSE NEEDS ERROR PROOFING • Possible problem that can be error proofed in a restroom • Custodial labor related to restroom cleaning
- 9. COMPARE TO FACILITIES EXAMPLE • What is problem • How could it be further mistake proofed • How could you use something like this in facilities (room set-up diagrams)
- 10. KAIZEN • Japanese word: • Continuous Improvement • Eliminate waste by improving standardized processes
- 11. KAIZEN (CONT.) • Going beyond simple productivity improvement • Performed correctly, the process: • Humanizes the workplace • Eliminates overly hard work • Teaches people how to spot and eliminate waste
- 12. KAIZEN • Identify an opportunity • Analyze the process • Develop an optimal solution • Implement the solution • Study the results • Standardize the solution • Plan for the future
- 13. KAIZEN • Replace conventional fixed ideas with fresh ones. • Start by questioning current practices and standards. • Seek the advice of many associates before starting a Kaizen activity. • Think of how to do something, not why it cannot be done. • Don’t make excuses. Make execution happen. • Do not seek perfection. Implement a solution right away, even if it covers only 50 percent of the target. • Correct something right away if a mistake is made.
- 14. KAIZEN • One day or week long • Whole team involved • Stop regular work • Provide incentive and tools • Change immediately implemented • Short but effective at small improvement • Smaller part of continuous improvement
- 15. KAIZEN FACILITIES EXAMPLES FOR FMS • Every teammate involved / influence • Provide tools / framework / basic goals • Give out a reminder to mark change • Have a Picnic BBQ • Be satisfied with small improvements
- 16. GEMBA OR GEMBA WALK • Going to the real place where the action is • MBWA (Management by Walking Around) but with a purpose • The “Place” can be the customer concern, critical step, most significant process.
- 17. 5S • Seiri or sort • Seiton or straighten • Seiso or shine • Seiketsu or standardize • Shitsuke or sustain A System of instilling order and cleanliness in the workplace
- 18. 5S
- 19. 5S – ALTERNATIVE TERMS • Sorting • Systematic arrangement • Spic and span • Standardize • Self-discipline • Put things in order • Proper arrangement • Clean • Purity • Commitment
- 20. Before 5S After 5S
- 21. 5S Facilities Example: • Know what is missing • Know what is running low • Know what is clean • Prevent forgetting a tool • Cleans off the cart • Color Coded for Use • Quicker to Find
- 22. LEAN – TENDS TO FOCUS ON SPEED • Value – from customer view • Value Steps – eliminate non-value steps • Flow – tight sequence • Pull – customer requests • Perfection – when no waste based on customer
- 23. LEAN - PRODUCTION / MANUFACTURING / ENTERPRISE • Zero waiting time • Zero Inventory • Scheduling — internal customer pull instead of push system • Batch to Flow — cut batch sizes • Line Balancing • Cut actual process times
- 24. LEAN FACILITIES AREAS OF FOCUS • Overproduction • Queues • Transportation • Inventory • Motion • Over processing • Defective product
- 26. LEAN FACILITIES EXAMPLES FOR FMS • Electricity Usage • Room Set-up • Landscaping • Custodial Efforts • Team Uniforms
- 27. SIX SIGMA – FOCUS ON QUALITY • 3.4 defects per million chances • Increase profits • Eliminate variables, defects and waste • Improve customer satisfaction • Use facts, data and analysis
- 28. SIX SIGMA • Define • Measure • Analyze • Design • Control / Verify
- 30. 6 SIGMA – FACILITIES SIMPLIFIED • Customer Complaint? • How can you quantify – run a test with data • Brainstorm how to improve it, chose best improvement • Remeasure with same points - partial process or test process • Implement improvement on whole process – confirm new data • Control or Sustain Improvement – verify with data
- 31. EXAMPLE LEAN SIGMA – EL PASO PARKS AND REC • Pareto analysis - 70% of all wo’s on heads and valves • Top solutions: • Implement 5S – standardized stock vans, corrals and warehouse • Create satellite storage areas - reduce travel time • Use a groundskeeper as a “runner” working with the material supervisor • Reassign work area zones to match material / stock locations • Goal: Reduce the repair time & cost / work order by 33%. • Results: Reduction by 92%. • Time / irrigation repair work order reduced from 24 hours to only 1.81 hours • Cost / work order decreased from $297.36 to $22.40, estimated annual cost avoidance of $78,089 in payroll costs
- 32. 6 SIGMA FACILITIES EXAMPLES • Work Order Response Time • Customer Satisfaction Survey Results • Number of Reworks • Number of Too Hot Too Cold Calls • Energy Cost • Fuel Cost
- 33. TQM • Ethics & Integrity • Trust • Leadership • Teamwork • Training • Recognition • Communication
- 34. 3P • People: • Internal and external • Product: • Required specs • Process: • Continuous improvement
- 35. DIVERSE COMBINATIONS • Total Lean Six Sigma Integration - with tools • Complex • High Level • Broad • Long term
- 36. CONDENSE / BASIC LESSONS FOR FMS N – New Ideas, open minded A – Active Leading, involving others C – Choose success, don’t give up, loop back around F – Facts / Real Data – not Assumptions M – Mission / Goal Focused Improvements
- 37. BIBLICAL LESSONS • Not growing - then dying • Include others – Refuse the Credit • Take a Sabbath – switch gears • Remember the Past – Similar thing(s) have already been done • Walk with Assurance
- 38. DISCUSSION • How can an FM be pragmatic about improvements? • Quality, Speed, Customer Satisfaction, Cost • Which is most important? • What have you begun? • Share Successes
- 39. REFERENCES • Definitions, Meanings, & Spanish Translations | Lexico.com • 8 Characteristics of a True Leader | Indeed.com • https://www.lean.org/ • https://www.isixsigma.com/ • https://asq.org/quality-resources/fishbone • http://texasleansixsigma.com/city-of-el-paso-irrigation-repair/ • http://www.lc-stars.com/people-process-product.html • Holy Bible
Editor's Notes
- Process Improvement Techniques and Strategic approach to opportunities for change
- An example: I have all these incredible theoretical ideas on how we might improve the process of getting the cleaning completed around here. Vs. I’m going to do the dishes and take out the trash. The pragmatist takes a practical approach to dealing with Problems. For instance – if I handed you a post hole digger, there would be improvement in your skill with training and knowledge How to hold, where to dig, calling 811 first, making the tool work for you instead of being worked by the tool.
- Each and every one of us have a diverse background, a unique Job Description, and different set of specific equipment and building structures. Each of us have stepped into a unique process, campus and world of local (sometimes home grown) procedures. There is no completed handbook of recipes that would encompass all of our roles and jobs. Leading requires technical knowledge and technical competency can be a significant reason you are a leader. However – Indeed Editorial Team mentioned these traits of a “True” leader As we go thru each of these topics – note the key word, then consider your own campus and how this might be an area to improve, later we can begin to discuss tools.
- Poka-Yoke (Mistake Proofing) Kaizen 5S Lean Six Sigma (Lean Sigma, Lean Manufacturing) JIT TQM / 3P
- To avoid (yokeru) inadvertent errors (poka) Japanese term which means mistake proofing. A poka-yoke device is one that prevents incorrect parts from being made or assembled, or easily identifies a flaw or error. Or “mistake-proofing,” – a means of providing a visual or other signal to indicate a characteristic state. Often referred to as “error-proofing,” poka-yoke is actually the first step in truly error-proofing a whole system. Error-proofing is a manufacturing technique of preventing errors by designing the manufacturing process, equipment, and tools so that an operation literally cannot be performed incorrectly.
- Building a well- defined standard of operations Try not to spend money – future cost should be greatly reduced Simpler is better Don't make the step optional Don't confuse information for mistake proofing like seeing a gauge before a step No decision making necessary is best way to poka yoke
- trying to poka yoke by putting your phone in your work shoes before bed. the forgetting of his phone on way to work, such as keys, badge, wallet, radio, Leatherman, hat, Tool Carts, Paint Carts, Light bulb carts, procedures for the job, forms to complete available safety equipment available, pull red tag before flying,
- Paper towel roll install design Can’t take toilet paper dispenser apart, Not able to climb on it Always tears off sheets correctly Smell blocks, wall behind toilet not drywall over spray Wrong cleaner on seat paper tags on floor, coreless rolls, air freshener spray, batteries, solar powered cycle time on sensor
- Drill bits match use - #2 bit on #3 door screws, wrong cleaner on toilet seat, amount of mop solution in mop bucket, Door wedges used on fire doors to hold open – door closer that holds open and shuts on fire alarm – cannot be incorrectly used (if all wedges are hidden)
- Japanese word: Kai = Change Zen=Good Continuous Improvement Kaizen aims to eliminate waste in all systems of an organization through improving standardized activities and processes. The purpose of Kaizen goes beyond simple productivity improvement. Performed correctly, the process: humanizes the workplace eliminates overly hard work teaches people how to spot and eliminate waste in business processes.
- A circle or Loop approach: Identify an opportunity Analyze the process Develop an optimal solution Implement the solution Study the results Standardize the solution Plan for the future
- Often a One Day or One Week Event Whole Team involved and stop regular scheduled work Provide Analytical team strategy tools and a meal or incentive Change implemented immediately – when work starts back Short but effective at least in small improvement – performed again would cause continuous improvement
- Allow every team mate to be involved and have influence Provide tools / framework / basic goals to guide outcome Give out a T-shirt to mark change or pen or lanyard Have a Picnic BBQ one Day when attempting change Be satisfied with small improvements Overhaul of shop area with some improvements built in but allow for other improvements made by team Conference room experience with white board and sticky notes End with findings
- Follow the Value Stream – maybe your walk is Safety or 5S Ask Questions in the field – what are challenges, what can you fix, what can you not fix “Real Place” – customer driven, profit driven, KPI (Key Process Indicators) or WIG (Wildly Important Goal) Asking question of user, worker getting their perspective and understanding the process in the field.
- 5S is a system for instilling order and cleanliness in the workplace. The S’s stand for: Seiri or sort Seiton or straighten Seiso or shine Seiketsu or standardize Shitsuke or sustain
- Sorting – Good and bad, useable and non-useable - Put things in order - Remove what is not needed and keep what is needed Systematic arrangement – Proper arrangement - Once sorted, keep systematically to have traceability - Place things in such a way that they can be easily reached whenever they are needed Spic and span – Clean - Keep arranged things always ready-to-use, dirt-free and tidy – Keep things clean and polished; no trash or dirt in the workplace Standardize – Purity - Make a process for the above three stages, create measures and review them Maintain cleanliness after cleaning – perpetual cleaning Self-discipline – Commitment - Individual commitment – A typical teaching and attitude toward any undertaking to inspire pride and adherence to standards
- Little areas like this help improve overall operations attitude Time to find a tool, cost to replace the misplaced one Tool left in ceiling falls on next guy pushing tile up
- Some say started with Kaizen – grew into Lean Manufacturing Speed can reduce cost, improves customer satisfaction, reduces waste Value: Specify value from the standpoint of the end customer by product family. Value Steps: Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value. Flow: Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer. Pull: As flow is introduced, let customers pull value from the next upstream activity. Perfection: As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.
- Zero waiting time Zero Inventory Scheduling — internal customer pull instead of push system Batch to Flow — cut batch sizes Line Balancing Cut actual process times
- Overproduction – producing more than the customer orders or producing early. Inventory of any kind is usually waste. Queues – idle time, storage, and waiting are wastes Transportation – moving material between plants, between work centers, and handling more than once is waste Inventory – unnecessary raw material, work-in-process (WIP), finished goods, and excess operating supplies Motion – movement of equipment or people Over processing – work performed on product that adds no value Defective product – returns, warranty claims, rework and scrap Example of Johnson Controls building interior for car, starts when requested built along side car, ready when car ready for interior, no packaging, no waste.
- Customer complaints Linen turn around – could be good or bad Check in time , check out time Room cleaning time – is it because things customer did not care about no longer performed.
- Much equipment runs with no value to customer Tables close to room set-up location Only set-up chairs and tables actually needed for customer Only mow areas customer cares about Do not mow more often than customer request Location of custodial supplies relative to truck drop off point custodial locker relative to the work location cart location, most used items easy to get to, delivery device requires one pump, Paint supplies, paint cleaning, paint storage,
- Originated with Motorola to compete with Kaizen or Lean. (Statistical Process Control) – into 90s with GE/Honeywell. 3.4 Defects Per Million Opportunities The goal: increase profits by eliminating variability, defects and waste that undermine customer loyalty. Six Sigma - rigorous systematic methodology that utilizes facts and statistical analysis to measure and improve operational performance, practices and systems by identifying and preventing ‘defects’ in processes in order to anticipate and exceed expectations of stakeholders. Reduce variation in your business and make customer-focused, data driven decisions.
- Cause and Effect - Fishbone (man, machine, material, methods, measurements, mother nature) Failure Modes and Effect Analysis FMEA Probability of Failure or Risk, Potential Cause, Probable Risk, Impact, Total Risk, Action - Ranking Pareto Chart (80/20) – histogram data sorted increasing and only concern with top SIPOC – Suppliers, Inputs, Processes, Outputs, Customers
- What is customer Complaint? How can you measure / quantify – run a test measurement Brain storm how to improve it, make best improvement – Discuss a Fish Bone or Cause and Effect Diagram Kaoru Ishikawa during the 1960s as a way of measuring quality control processes in the shipbuilding industry Re – measure with same data point - partial process or test process Implement improvement on whole process – confirm new measurement Control or Sustain Improvement – verify with data
- A Pareto analysis - 70% of all work orders related to heads and valves - focused on those repairs. Then top solutions for those 70% included: Implement 5S – standardized stock vans, corrals and warehouse Create satellite storage areas - reduce travel time Use a groundskeeper as a “runner” working with the material supervisor Reassign work area zones to match material / stock locations Other improvements included: Simplified Process Create SOP (standard operation procedures) Create inventory control points & re-order points for supplies Initial goal: Reduce the repair time & cost / work order by 33%. Results: Reduction by 92%. Time / irrigation repair work order reduced from 24 hours to only 1.81 hours Cost / work order decreased from $297.36 to $22.40, estimated annual cost avoidance of $78,089 in payroll costs Also Consider: Water cost, fuel in trucks, cross training of grounds keeper, employees get more done each day, grass looks better,
- Something related to Customer Satisfaction– and measurable Work Order Response Time Customer Satisfaction Survey Results Number of Reworks Number of Too Hot Too Cold Calls Energy Cost Fuel Cost My own examples: PM program, Radios, Carts, Customer has to complete their own Room Request online
- Total Quality Management (TQM) is an approach that seeks to improve quality and performance which will meet or exceed customer expectations. integrating all quality-related functions and processes Including: managing quality design and development quality control and maintenance quality improvement quality assurance. involving all company employees. Ethics & Integrity - foundation Trust - fundamental Leadership – built upon these Teamwork – include others Training – support & learn Recognition – top off plan Communication - encompasses
- Areas to Focus or Improve – Maybe in this order Others have now changed this to People Process Technology People: Satisfaction of both internal and external customers. Treating team, boss, and congregant as customers Product: Conforming to the requirements specified. Service, Work, Task, job description as a product Process: Continuous improvement of operations and activities Any thing with more than one step
- Can get crazy and overwhelming Attempt to build upon previous attempts may only get more complex Or may have reached a point of no improvement so attempting additional things Looking and evaluating never hurts Wildly Important Goal approach (WIG or BHAG) making improvements while standing in the whirlwind.
- N – New Ideas, open minded, seek help from national sources, use tools you have not tried before. Thoughtful - Take planned, logical approach to improvements – use tools such as diagrams, or bbq, or desert, or team building session with outcomes A – Active Leading, involving others, consider your team members, up and down, co-workers, surveys (relate to actual data) Improvement opportunities never end – must be driven and pushed or pulled C – Choose success, don’t give up, loop back around, the repeat but not doing the same thing over and over that leads to failure Continuous improvement F – Facts / Real Data – not Assumptions, not emotions– remembering why we are here and what was broken, who is the customer M – Mission / Goal Focused Improvements – customer, mission, do not loose sight of Focus – Widely Important Goal or BHAG Big Hairy Audacious Goal
- God’s Word is a road map for life – becoming Holy – (God’s view of reality / truth) Daniel already worked with Nebuchadnezzar and now is likely 80 years old. Belshazzar did not learn the lesson of Nebuchadnezzar Daniel still was exile, slave, servant in foreign land. Dan 5, the king did not learn from his previous king, pride, refuse the gifts, Give God the Glory. Not Growing means dying – sanctification is ongoing process Refuse the Credit – live humble – include others Give Credit to God – worship Him Take a Sabbath – switch gears Deut / Exodus Remember the Past – what has God said and done Walk with Assurance and Faith - trust God for the future
- What can you improve or begin doing today? What have you already begun (that might need another look or take to next level)? What successes can you share?