Trust Tech F119 Rapid Assessment & Hoshin Workshop Report Out

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Trust Tech F119 Rapid Assessment & Hoshin Workshop Report Out

  1. 1.
  2. 2. F119 Cell Analysis<br />Hoshin<br />
  3. 3. F119 Cell Analysis<br />524P229-01 (408’)<br />524P240-01 (333’)<br />524P241-01 (222’)<br />524P235-01 (525’)<br />
  4. 4. F119 Cell Analysis<br />524P229-01 (408’)<br />524P240-01 (333’)<br />524P241-01 (222’)<br />524P235-01 (525’)<br />
  5. 5. F119 Cell Analysis<br />524P229-01 (408’)<br />524P240-01 (333’)<br />524P241-01 (222’)<br />524P235-01 (525’)<br />
  6. 6. F119 Cell Analysis<br />524P229-01 (408’)<br />524P240-01 (333’)<br />524P241-01 (222’)<br />524P235-01 (525’)<br />Lathe<br />
  7. 7. F119 Cell Analysis<br />524P229-01 (408’)<br />524P240-01 (333’)<br />Mill<br />524P241-01 (222’)<br />524P235-01 (525’)<br />Lathe<br />
  8. 8. F119 Cell Recommendations<br /><ul><li> Move Processes in Line
  9. 9. Manual/Tumble Deburr
  10. 10. Wash
  11. 11. Inspection
  12. 12. Packing
  13. 13. Re – Layout Cell to significantly reduce Travel Times
  14. 14. Analyze and Balance Work Content</li></li></ul><li>Rapid Assessment<br />
  15. 15. Rapid Assessment<br />
  16. 16. Rapid Assessment<br />
  17. 17. Sept 8 – 10, 2009<br />Trust Technologies, Inc – Mentor, Ohio<br />Waste Reduction Workshop<br />F119 Cell Pt # 524P235-01<br />
  18. 18. The TEAM<br />13<br />
  19. 19. Agenda – Hoshin Workshop<br /><ul><li>Day One 8am to 4pm
  20. 20. 20 Principles & 7 concepts of Lean –John Petak
  21. 21. 8 Forms of “TIM WOOD “ Waste – John Petak
  22. 22. 6 Rules of Quality – drive Quality First concept – John Petak
  23. 23. Defined 17 process steps VA 41% NVA 59% - Team
  24. 24. Defining the Current State VSM – Team (High Level Map) -Team
  25. 25. Calculate Takt Time for 4 part references TT = 114 minutes or 6857 sec - Team</li></li></ul><li>Agenda Hoshin Workshop<br /><ul><li>Day Two
  26. 26. Review day one findings / lessons learned
  27. 27. Gather inventory data on all 17 process steps ( 85.7 days)
  28. 28. Kaizen Process overview with A3 Report out , Business case establish
  29. 29. Build current state metrics ( Distance part travels, inventory, manpower, cycle time, changeover time and first time yield or FTQ).
  30. 30. Construct future state map and U shaped cell</li></li></ul><li>Agenda Hoshin Workshop<br /><ul><li>Day Three
  31. 31. Review the past two days
  32. 32. Prepare new layout without “Tim Wood” waste
  33. 33. Build Plan, Do, Check and Act worksheet
  34. 34. Finalize A3 Report out
  35. 35. Measure equipment footprint to construct new layout
  36. 36. Management Report Out</li></li></ul><li>17<br />Cycle time diagram<br />WC = 203’’<br />WC = 203’’<br /><ul><li>Eliminate cycle time fluctuation
  37. 37. Challenge cycle time withTakt Time</li></li></ul><li>
  38. 38. 19<br />Action Plan<br />
  39. 39.
  40. 40. General Observations<br />1. Excessive walk time from incoming receiving to shipping department (968’ or 324 yds)<br />2. Downtime not tracked and recorded daily to drive uptime in cell<br />3. Visual management with daily information need to run production ( KAN BAN Pull system, super markets)<br />4. Quality Defects or FIRST time Yield needs to be implemented<br />5.Train all associates to QMM standards<br />6. Point of use , real time of VA work.<br />
  41. 41. Flow Oriented Layout<br /><ul><li> Definition
  42. 42. Designing physical work space that supports a logical flow of all materials in the production area.</li></ul>Inspection & Shipping , 500 & 600<br />Opr #20 <br />VALUE ADD<br />
  43. 43. F119 Cell Analysis<br />Hoshin<br />
  44. 44. Future State Map – F119 524P235 - 01<br />24<br />
  45. 45. F119 Cell Recommendations<br /><ul><li> Move Processes in Line
  46. 46. Manual/Tumble Deburr
  47. 47. Wash
  48. 48. Inspection
  49. 49. Packing
  50. 50. Re – Layout Cell to significantly reduce Travel Times
  51. 51. Analyze and Balance Work Content</li></li></ul><li>New Layout<br />
  52. 52. New Layout<br />
  53. 53. This letter is my personal recommendation for Exercise Lean. As a Project Manager, I was faced with the task of turning a non-profitable work cell into a cell that would provide 20% profit margins. Current profit margins were in the red, losing $50 for every part we had shipped to our customer was unacceptable business practice; our delivery of 30 units a week was costing the Kilroy Co. $1500 weekly.Our work culture needed to change otherwise we would be faced with the difficult decision to lay off more employees and move backwards from our goal of “growing the business”. That change was quite simple, a company from Simpsonville, South Carolina known as: Exercise Lean headed north to Mentor, Ohio to take on the challenge to prove that the Kilroy Co. can still compete globally in manufacturing, and provide profitable results in less than 6 months.<br />President John F. Petak led the charge by coordinating a “Hoshin Process” and implementing and teaching continuous cost saving methods such as: 5 why problem solving techniques, kanban style super market pull systems, 5s, hour by hour production boards, progressing and monitoring timelines by using a plan do check act spreadsheet focusing on action items with assigned owners and implemented expenses with return on investment factored in. <br />I am pleased to announce that in less than 6 months, we experienced a record sales month in April of 2010 due to the fact that we are now successfully shipping 100 units a week to our customer, and producing a part complete every 60’ (the initial goal was to make a part every 75’ to obtain a 20% profit margin).<br />The 5s work shop was instrumental in making the project a success. Exercise Lean measured the old process using video cameras and stopwatches “real time” to determine where the waste essentially existed. Once the waste was identified the operators and cell leader placed a red tag on all items deemed not useful and were then placed in the red tag holding area implemented by Exercise Lean. <br /> Employees moral has also improved due to the adopted 5s culture. All hand tools, measuring devices and work instructions were placed on work stations designed by Exercise Lean, and built by the employees at the Kilroy Co. during the Hoshin Process. The workstations eliminated time spent walking or searching for items or tools needed to perform the job due to the fact that “all” needed items were in place ready to use and identified with a name, location and border therefore giving the operator or auditor instant view if an item was missing.<br />Ergonomics were also vital in employee satisfaction, the old process traveled the length of three football fields, our current process travels less than 100 ft. Employee absenteeism has dropped by 11% over the last four months due to the new cell layout.<br />As of today we have taken many of the principles and methods taught to us by Exercise Lean, and have implemented them throughout the entire shop floor, to better provide: quality, delivery, response, customer satisfaction and safety.I highly recommend Exercise Lean, for their services provided are nothing less than first class, they can provide value added methods to any company and have the devotion and services that are not commonly found amongst most practices today. <br />Thank you,<br />Brian McGill<br />Project Manager<br />Trust Technologies, a Kilroy Co.<br />

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