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Evolution of lean tps - November 2016

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Evolution of lean tps - November 2016

  1. 1. 1Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Evolution of Lean / TPS Retrospective of Lean Management System Marek Piatkowski – November 2016
  2. 2. 2Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Introduction - Marek Piatkowski  Professional Background  Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994  TPS/Lean Transformation Consulting - since 1994  Professional Affiliations  TWI Network – John Shook, Founder  Lean Enterprise Institute (LEI) – Jim Womack  Lean Enterprise Academy (LEA) – Daniel Jones  CCM/CAINTRA – Monterrey, Mexico  SME, AME, ASQ, CME  Lean Manufacturing Solutions - Toronto, Canada http://twi-network.com
  3. 3. 3Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN
  4. 4. 4Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Presentation in this Workshop 1. Log in to: www.slideshare.net 2. Type in my name in search area: Marek Piatkowski 3. Select a presentation you want to see 4. Learn and Enjoy
  5. 5. 5Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Leaders continuously look for a magic pill or simple formula for success … but there is none ! So what should we do? 28-Dec-15 5
  6. 6. 6Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN The Most Studied Company in the World
  7. 7. 1987
  8. 8. 8Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Stability GOAL: Highest Quality, Lowest Cost, Shortest Lead Time 1. Stable Manufacturing Processes 2. 100% Quality Parts Heijunka Standardized Work Kaizen Just-in-Time Jidoka Stop the line and fix the Problem Separate man’s work from machine’s work Continuous Flow Takt Time Pull System The Toyota House Toyota Production System (TPS)
  9. 9. 9Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Toyota Sensei  Sensei (先生) is a Japanese title used to refer to or address teachers, professors, masters, coaches, professionals such as lawyers, doctors, politicians, clergyman and other figures of authority.  The word Sensei is also used to show respect to someone who has achieved a certain level of mastery in an art form or science or some other skill: accomplished novelists, musicians, and artists for example are addressed in this way.  The Japanese Sensei is a courtesy title for a man of respected stature. 1987
  10. 10. 10Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN History of Toyota Production System – Lean Manufacturing  Professors Jones and Womack of Massachusetts Institute of Technology (MIT) complete a 5 years study of the transportation industry and the effort documents the benefits of TPS calling it “Lean Production”. The book is entitled The Machine that Changed the World. November 1991 Daniel T. JonesJames P. Womack 1991
  11. 11. 11Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Toyota Production System (TPS) 1991 2016
  12. 12. 12Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Lean is based on Toyota Production System - TPS
  13. 13. 13Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Initially Lean started in the Automotive Industry
  14. 14. 14Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Now Lean is implemented in any type of Manufacturing
  15. 15. 15Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Lean can work in any type of Organization Hospitals – large and small Factories – old and new All kinds of Government In the Office Environment
  16. 16. 16Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Lean can be implemented in any type of Processing Operations Agriculture Oil - ? Mining Chemical ProcessingConstruction Lumber
  17. 17. 17Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Your Company is not Toyota My Company
  18. 18. 18Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Your Company is not Toyota So what do we do? How do we manage Lean Transformation?
  19. 19. 19Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN How do I Manage Lean Transformation? The blind men and the elephant
  20. 20. Lean Journey Starts here
  21. 21. 21Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN What is TPS – Toyota Production System?  Toyota Production System (TPS) is a practical expression of Toyota's people and customer-oriented philosophy.  This is not a rigid company-imposed procedure but a set of principles that have been proven in day-to-day practice over many years.  Many of these ideas have been adopted and imitated all over the world.  TPS has three desired outcomes:  To provide the customer with the highest quality vehicles, at lowest possible cost, in a timely manner with the shortest possible lead times.  To provide Toyota employees with work satisfaction, job security and fair treatment.  It gives the company flexibility to respond to the market, achieve profit through cost reduction activities and long-term prosperity.
  22. 22. 22Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Toyota Production System (TPS) We never asked Toyota how did they build and manage their house of TPS? Taiichi Ohno Credited with realizing the concept of the Toyota Production System.
  23. 23. 23Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN What is Lean Transformation? Lean Transformation of Tools and Methodologies Lean Transformation of how we Think and Manage Lean does not work for us
  24. 24. 24Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Knowledge and Skills To know, to understand the meaning correctly and to be able to teach Lean Knowledge Kanban, Pull system, Jidoka, Supermarket, TPM, SMED, JIT, Kaizen, STW, 5S, WCT, VSM, Gemba, Takt Time, etc … I know this! Lean Skills Be able to solve problems and advance the organization by using proper Lean Knowledge Use Lean Knowledge to motivate people, achieve results, reduce costs, improve the operation and address business needs Can you Play a Violin?
  25. 25. 25Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN How to Implement Lean ? I know Lean Engineering driven Hobby driven Knowledge Driven Kanban Leveled schedule Supermarket SMED PullTPMHeijunka Jidoka VSM Business NEEDS driven 1. USE KPIs to understand your Current Status 2. Set goals and objectives 3. Start solving problems 4. Check progress and measure results B A True North “So what ?“ 5 S PokaYoke
  26. 26. 26Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN How to Implement Lean ? I know Lean Engineering driven Hobby driven Knowledge Driven Kanban Leveled schedule Supermarket SMED PullTPMHeijunka Jidoka VSM Business NEEDS driven 1. USE KPIs to understand your Current Status 2. Set goals and objectives 3. Start solving problems 4. Check progress and measure results B A True North “So what ?“ 5 S PokaYoke
  27. 27. 27Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Create a “Learning Organization” 2016
  28. 28. 28Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Toyota Motor Manufacturing Canada Cambridge, Ont. Woodstock, Ont.
  29. 29. 29Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Cambridge Woodstock Established Jan 24th, 1986 Land Area 400 acres 1,000 acres Plant Area 280,000 m2 (70 acres) 165,921 m2 (41 acres) Investment C$6 billion Team Members 8,600 Toyota Motor Manufacturing Canada
  30. 30. 30Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN 30 T.M.M.C. Family 2015
  31. 31. 31Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN TBP – Toyota Business Practices 2. PPS (Practical Problem Solving) 1. Hoshin Kanri (True North – Management Direction) 3. OJT (On-the-Job-Training) 4. Rapid PDCA (Plan-Do-Check-Act) Toyota Way 2001
  32. 32. 32Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN TBP - Create a “Learning Organization” 1. Management directed initiatives – True North 2. Utilizing Problem Solving Methodology 3. Sustained through On-the-Job-Training 4. Achieved using rapid PDCA by all associates 2. PPS (Practical Problem Solving) 1. Hoshin Kanri (True North – Management Direction) 3. OJT (On-the-Job-Training) 4. Rapid PDCA (Plan-Do-Check-Act) Toyota Way 2001
  33. 33. 34Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN TBP – Toyota Business Practices TBP was developed to practice the Toyota Way in everyday business around the world Toyota Business Practices Toyota Problem Solving TOYOTA WAY Concrete Actions and Processes Drive and Dedication Toyota Way 2001
  34. 34. 35Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN TBP – Concrete Actions and Processes 1. Clarify the Problem 2. Break Down the Problem 3. Set a Target 4. Analyze the Root Cause 5. Develop Countermeasures 6. See Countermeasures Through 7. Monitor both Results and Progress 8. Standardize Successful Process P C D A Toyota Business Practices Toyota Problem Solving TOYOTA WAY
  35. 35. 36Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN • Customer First • Always Confirm the Purpose of Your Work • Ownership and Responsibility • Visualization • Judgment Based on Facts • Think and Act Persistently • Speedy Action in a Timely Manner • Follow Each Person with Sincerity and Commitment • Thorough Communication • Involve All Stakeholders TBP – Drive and Dedication Toyota Business Practices Toyota Problem Solving TOYOTA WAY
  36. 36. 40Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN TBP – Toyota Business Practices 1. Clarify the Problem 2. Break Down the Problem 3. Set a Target 4. Analyze the Root Cause 5. Develop Countermeasures 6. See Countermeasures Through 7. Monitor both Results and Progress 8. Standardize Successful Process P C D A • Customer First • Always Confirm the Purpose of Your Work • Ownership and Responsibility • Visualization • Judgment Based on Facts • Think and Act Persistently • Speedy Action in a Timely Manner • Follow Each Person with Sincerity and Commitment • Thorough Communication • Involve All Stakeholders Drive and DedicationConcrete Actions and Processes Toyota Business Practices Toyota Problem Solving TOYOTA WAY
  37. 37. 41Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Lean Management System – Learning Forum  Upon completion of this session, participants will have a better understanding of the importance of the LEAN Management System of the key requirements and challenges to making it work.
  38. 38. 42Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Lean Management System – Recommendations  Break the stereotype in your Organization that having a problem is trouble
  39. 39. 43Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN The Toyota Way  Continuous Improvement: Never being satisfied with the current situation, and always pursuing the most practical and effective solutions.  Respect for People: fully doing our best for Toyota’s stakeholders by driving corporate success through the development of our employees.  Break the stereotype that having a problem is trouble.  It is important to consider that any variation is hinting at a problem and recognize it, no matter how small it may seem, we must work to solve all problems as if they are big problems. “No one has more trouble that the person who claims to have no trouble.” (Having no problems is the biggest problem of all.) by Taiichi Ohno Toyota Business Practices Toyota Problem Solving TOYOTA WAY
  40. 40. 44Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN A Problem Solving “Culture” Life in Manufacturing (Operations) consists of solving problems and implementing solutions. Accept a fact that you will have problems (deviation form norm) every day or you as a manger will “Create” problems (challenges) for your Organization
  41. 41. 45Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Lean Management System – Recommendations  Break the stereotype in your Organization that having a problem is trouble  Set very clear Targets, Goals, Objectives and Expectations for your Organization and remained your people of them continuously
  42. 42. 46Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN TBP - Create a “Learning Organization” 1. Management directed initiatives – True North 2. Utilizing Problem Solving Methodology 3. Sustained through On-the-Job-Training 4. Achieved using rapid PDCA by all associates 2. PPS (Practical Problem Solving) 1. Hoshin Kanri (True North – Management Direction) 3. OJT (On-the-Job-Training) 4. Rapid PDCA (Plan-Do-Check-Act) Toyota Way 2001
  43. 43. 47Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Projects we need to work on Activities we can work on – when we have time Thinkgs we can work on – when we have time Working towards True North
  44. 44. 48Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN TBP – Toyota Business Practices Ultimate Goals Ideal Situation Current Situation Gap - Problems Understand the connection between the companies ultimate goal and your job Clarify the Problem
  45. 45. 49Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Example – On-Time Deliveries Ultimate Goals 100% Target 95% Current Situation 85% Gap – 10% Clarify the Problem Understand the connection between the companies ultimate goal and your job
  46. 46. 50Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Lean Management System – Recommendations  Break the stereotype in your Organization that having a problem is trouble  Set very clear Targets, Goals, Objectives and Expectations for your Organization and remained your people of them continuously  Stop looking at Lean Transformation as an extra activity on top of your daily work
  47. 47. 51Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Problems with Lean Transformation Activities  A common problem with Lean Transformation activities is that we look at this as:  An extra activity - something to do on top of my “Daily Work”  Middle management says – this is nice, but I have no time for this, I need to run my operation, I have targets to meet  Operation people say – Lean is OK, but we have no input how things are improved here, all these Experts are telling us what to do  Our biggest mistake is that we separate Daily Work from Lean Transformation – we call them “Projects”  We look at these two activities as something completely different – they continuously clash with each other.  We look at Lean Implementation as something that stops me from doing my daily work. And that is wrong.  A key to our success is to make Lean Transformation as a part of our Daily Business
  48. 48. 52Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Lean Management System – Recommendations  Break the stereotype in your Organization that having a problem is trouble  Set very clear Targets, Goals, Objectives and Expectations for your Organization and remained your people of them continuously  Stop looking at Lean Transformation as an extra activity on top of your daily work  Standardized you Problem Solving Methodology and start solving problems ? I know Lean Engineering driven Hobby driven Knowledge Driven Kanban Leveled schedule Supermarket SMED PullTPMHeijunka Jidoka VSM Business NEEDS driven 1. USE KPIs to understand your Current Status 2. Set goals and objectives 3. Start solving problems 4. Check progress and measure results B A True North “So what ?“ 5 S Poka Yoke
  49. 49. 53Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN TBP - Create a “Learning Organization” 1. Management directed initiatives – True North 2. Utilizing Problem Solving Methodology 3. Sustained through On-the-Job-Training 4. Achieved using rapid PDCA by all associates 2. PPS (Practical Problem Solving) 1. Hoshin Kanri (True North – Management Direction) 3. OJT (On-the-Job-Training) 4. Rapid PDCA (Plan-Do-Check-Act) Toyota Way 2001
  50. 50. 54Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Problem Solving Methodologies Describe the Problem Capture the Current Condition Analyze the Current Condition Develop an Implementation Plan Test Countermeasures and Evaluate Results Follow-up and Standardize Develop Countermeasures
  51. 51. 55Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Who, What, Where, When, Why and How Clarify the Problem Initial Problem Perception (Large, vague, complicated problem) The "Real" Problem Locate Area / Point of Cause PoC Direct Cause Why ? Cause Cause Cause Cause Countermeasure Root Cause Why ? Why ? Why ? Why ? Cause Investigation Grasp the Situation 5 W hy ? Investigation of Root Cause Basic Cause & Effect Investigation Grasp the Situation Cause Investigation Basic Cause & Effect Investigation Ask Why 5 times? Investigation of Root Cause TPS - Practical Problem Solving Process
  52. 52. 56Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Lean Management System – Recommendations  Break the stereotype in your Organization that having a problem is trouble  Set very clear Targets, Goals, Objectives and Expectations for your Organization and remained your people of them continuously  Stop looking at Lean Transformation as an extra activity on top of your daily work  Standardized you Problem Solving Methodology and start solving problems  Teach your Organization to start using A3 reporting format to monitor a progress of your problem solving activities
  53. 53. 57Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN THEME Root cause analysis BACKGROUND Countermeasure Problem identification Monitor Results and Standarize Target CME Assessment Project In June of 2016 we began working with Woodbridge Foam in Kitchener Ontario. Using the process as shown below we plan to prioritize their business needs and build a foundation that will support the Woodbridge Production System (W.P.S.) Method prep teamnotin synch with production Too many changeovers c/o timing not meeting staffing availability 14.28 hours/day lostwaiting for setup Tool prep not performed Tools are not ready Tools are not ready Tool prep not performed Priority changes schedule is not visual to change over team Multiple c/o occur at same time Too many changeovers Multiple c/o occur at same time No instructions whento stop Too many changeovers Multiple c/o occur at same time timing of c/o's is random c/o std timee is fixed at 45 mins. no link betweenschedule and changeovermanpower jobs are overproduced Rush job required Root Cause: No predictable and repeatable production plan Prioritized assessmentareas of concern 1) O.E.E. (Productivity) 2) Warehouse inventorylevels (Safety) 3) Missedshipmentsto customers (Delivery) The prioritized point of cause identified as waiting for setup. Increasethe O.E.E. from 64% to 75% by year end Create a stretch target of attaining80% to driveinnovation #1 Establish predictable and repeatable production plan by introduction of Pattern Production System Planfor EveryPart CapacityPlan Pattern Prod Inventory Requirements Warehouse Planning ShopFloor Control Availability Pattern Breakingdownthe elementsof O.E.E.the availabilty sectionisour largestelementof concern Withinthe availabilitysectionwe selectedwaitingforsetupas our targetarea of concernas labourshortage wascorrected Waiting for setup hasfallenfrom #2 concernto #7 CL 69.6 78.4 UCL 84.5 94.6 LCL 54.6 62.2 49.65 54.65 59.65 64.65 69.65 74.65 79.65 84.65 89.65 94.65 99.65 Average 8-Aug-16 - 3-Oct-16 Weekly OEE Pattern Production
  54. 54. 58Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Title: Reduce Scratches in Assembly ( Leader: Mary ) 1. Background 3. Target 4. Analysis Shop: Device-K Assembly Update: Dec. 15, 2010 Coach Andy Dec. 15, 10 Manager 5. Countermeasures and plan 6. Result & next challenge - Device-K isour next main product! - Increasein variety of mounting/ casing types - Quality isa key successfactor in assembly aswell asin thechipprocess Device-K Sales Plan by Product Ty pe Sales 380% # of Major Types 3 10 Device-K Sales Plan by Product Ty peDevice-K Sales Plan by Product Ty pe Sales 380% Sales 380% # of Major Types 3 10 # of Major Types 3 10 # of Major Types 3 10 2. Current state (Based on November data) Actual output First Pass Rate(FPR) target Mp Demand Yield Ratetarget Yield Rateactual FPR actual Actual output First Pass Rate(FPR) target Mp Demand Yield Ratetarget Yield Rateactual FPR actual First Pass Rate(FPR) target Mp Demand Yield Ratetarget Yield Rateactual FPR actual Mp Demand Yield Ratetarget Yield Rateactual FPR actual Scratches aremost often identified at inspection: 48%of assembly defects End of November, 2008 Metrics Target Actual Output /Demand 100% 99.2% Yield Rate 97% 85.2% First Pass Rate (FPR) 90% 65.1% End of November, 2008 Metrics Target Actual Output /Demand 100% 99.2% Yield Rate 97% 85.2% First Pass Rate (FPR) 90% 65.1% Not improved in thesethreemonths! 92%of defects werecaused by Assembly ! Bad chip Assembly defects Bad Chip vs. Assembly Defects Bad chip Assembly defects Bad chip Assembly defects Assembly defects Bad Chip vs. Assembly Defects Most scratches are repaired by re-polishing = Waste! re-polishing NG: Scratches Inspection About 20 sec. /p (1) Z eroscratches! (2) Reducemissed crimps of 12% FPR = 90% * Based on November data 4-2. Trial-1: On-lineinspection just after line#1 crimper Exit of crimper On-lineinspection! 4-3. Second observation: types of scratches Straight 28% Rounded 70% Others 2% Fixing crimper head 4 alsoreduced missed crimp defects. Observed only in line#2 Next gosee-2 Observed in all lines Punch press? 4-4. Hypothesis &gosee-2: First stepof assembly line#2? From punch press Straight scratches areobserved here! Entranceof line#2 Blade spring Small pimple! # 1 2 3 4 Action item Fix crimper head Dec. 5th 12th 19th 26th Jan. Fix bladespring On-lineinspection Trial Prep. 2-shift inspection Responsibility Status Done Done On track Mary &Jack with Facility Team Jimmy Mgr. Assembly Reduceinventories between processes Stopmachines alternatively MaintainImplement VM Team On track 2nd week of Dec, 2008 Metrics Target Actual Yield Rate 97% 95.0% FPR 90% 90.2% 2nd week of Dec, 2008 Metrics Target Actual Yield Rate 97% 95.0% FPR 90% 90.2% (1) Remaining Defects 1) Scratches(2%) 2) Missed crimp(1%) 3) Others (2) “Why”after current countermeasures 1) Broken head – why? 2) Pimple– why? #2 #3 #1 #2 #3 #1 #2 #3 #1 4-1. Hypothesis &gosee-1: Assembly line#2?
  55. 55. 59Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Using A3 Report to Solve Problems 1. Clarify the Problem 2. Break Down the Problem 3. Set a Target 4. Analyze the Root Cause 5. Develop Countermeasures 6. See Countermeasures Through 7. Monitor both Results and Progress 8. Standardize Successful Process Who, What, Where, When, Why and How Clarify the Problem Initial Problem Perception (Large, vague, complicated problem) The "Real" Problem Locate Area / Point of Cause PoC Direct Cause Why ? Cause Cause Cause Cause Countermeasure Root Cause Why ? Why ? Why ? Why ? Cause Investigation Grasp the Situation 5 W hy ? Investigation of Root Cause Basic Cause & Effect Investigation Grasp the Situation Cause Investigation Basic Cause & Effect Investigation Ask Why 5 times? Investigation of Root Cause THEME Root cause analysis BACKGROUND Countermeasure Problem identification Monitor Results and Standarize Target CME Assessment Project In June of 2016 we began working with Woodbridge Foam in Kitchener Ontario. Using the process as shown below we plan to prioritize their business needs and build a foundation that will support the Woodbridge Production System (W.P.S.) Method prep teamnotin synch with production Too many changeovers c/o timing not meeting staffing availability 14.28 hours/day lostwaiting for setup Tool prep not performed Tools are not ready Tools are not ready Tool prep not performed Priority changes schedule is not visual to change over team Multiple c/o occur at same time Too many changeovers Multiple c/o occur at same time No instructions whento stop Too many changeovers Multiple c/o occur at same time timing ofc/o's is random c/o std timee is fixed at 45 mins. no link betweenschedule and changeovermanpower jobs are overproduced Rush job required Root Cause: No predictable and repeatable production plan Prioritized assessmentareas of concern 1) O.E.E. (Productivity) 2) Warehouse inventorylevels (Safety) 3) Missedshipmentsto customers (Delivery) The prioritized point of cause identified as waiting for setup. Increasethe O.E.E. from 64% to 75% by year end Create a stretch target of attaining80% to driveinnovation #1 Establish predictable and repeatable production plan by introduction of Pattern Production System Planfor EveryPart CapacityPlan Pattern Prod Inventory Requirements Warehouse Planning ShopFloor Control Availability Pattern Breakingdownthe elementsof O.E.E.the availabilty sectionisour largestelementof concern Withinthe availabilitysectionwe selectedwaitingforsetupas our targetarea of concernas labourshortage wascorrected Waiting for setup hasfallenfrom #2 concernto #7 CL 69.6 78.4 UCL 84.5 94.6 LCL 54.6 62.2 49.65 54.65 59.65 64.65 69.65 74.65 79.65 84.65 89.65 94.65 99.65 Average 8-Aug-16 - 3-Oct-16 Weekly OEE Pattern Production
  56. 56. 60Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Elements of the A3 Process The A3 Report Itself The A3 Review Process Weekly (at least) status update and next step lesson Plan Do Check (Review) Act Management Cycle
  57. 57. 61Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Lean Management System – Recommendations  Break the stereotype in your Organization that having a problem is trouble  Set very clear Targets, Goals, Objectives and Expectations for your Organization and remained your people of them continuously  Stop looking at Lean Transformation as an extra activity on top of your daily work  Standardized you Problem Solving Methodology and start solving problems  Teach your Organization to start using A3 reporting format to monitor a progress of your problem solving activities  Train your Managers and Supervisors to become Problem Solving Mentors (Coaches) – Subject Matters Experts (SME)
  58. 58. 62Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Toyota’s Philosophy – Manager’s Role  In a true TPS environment decision making process should be made at the lowest possible level of the organization. Simple, effective solutions are the most effective  A manager’s or supervisor’s role consists of leading problem solving activities in a multi-skilled, cross-functional team environment  Managers role is to make sure that for everything that we do there is a well defined standard process  If something goes wrong, the first line of questions that Manager must ask are:  What went wrong?  What is acceptable and what is not acceptable?  Did we have a process for this particular situation?  Did we follow the process?  Was there a problem with the process or the problem occurred because we did not follow the process they we should?
  59. 59. 63Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Chairman of Toyota Motor Corp. and former President of Toyota Motor Manufacturing, KY and Toyota Motor Corp.
  60. 60. 64Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Leadership in a Lean Environment  Lean Leaders have to be quick studies, nimble, and trusting of their employees  Having deep skills and technological experience is not enough  Becoming a Leader, at any level, requires the development and utilization of strong problem solving skills  Lean Leadership is exclusively about people – you do not lead machines or processes, you lead people
  61. 61. 65Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Lean Management System – Recommendations  Break the stereotype in your Organization that having a problem is trouble  Set very clear Targets, Goals, Objectives and Expectations for your Organization and remained your people of them continuously  Stop looking at Lean Transformation as an extra activity on top of your daily work  Standardized you Problem Solving Methodology and start solving problems  Teach your Organization to start using A3 reporting format to monitor a progress of your problem solving activities  Train your Managers and Supervisors to become Problem Solving Mentors (Coaches) – Subject Matters Experts (SME)  On-the-Job Training – get everybody involve in Lean Transformation by Solving Problems using PPS methodology and Lean Tools and Methods
  62. 62. 66Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN TBP - Create a “Learning Organization” 1. Management directed initiatives – True North 2. Utilizing Problem Solving Methodology 3. Sustained through On-the-Job-Training 4. Achieved using rapid PDCA by all associates 2. PPS (Practical Problem Solving) 1. Hoshin Kanri (True North – Management Direction) 3. OJT (On-the-Job-Training) 4. Rapid PDCA (Plan-Do-Check-Act) Toyota Way 2001
  63. 63. 67Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN  A Quality Circle is a small group of 6 to 12 employees doing similar work who voluntarily meet together on regularly basis (one hour per week, paid time) to identify improvements and solve problems in their respective work areas  Quality Circle members are trained how to use techniques for analyzing and solving work related problems, how to present their solutions to management and implement continuous improvement ideas.  They used such statistical quality control techniques as Pareto diagrams, cause and effect diagrams, control charts, flow charts …  Quality Circle meetings are lead by a Leader, usually an area Supervisor.  The concept of Quality Circle is primarily based upon recognition of the value of the worker as a human being, as someone who willing to contribute to his job, his wisdom, intelligence, experience, attitude and feelings.  The Quality Circle philosophy calls for a progressive attitude on the part of the management and their willingness to make adjustments, if necessary, in their style and culture Quality Circles
  64. 64. 68Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Why Quality Circles? or Improvement Teams  Quality Circle Program structure:  A small group of three to twelve people  Meeting regularly for about an hour per week on paid time  Under the leadership of their own supervisor  To identify, analyze and solve problems in their work  Presenting solutions to management using A3 format  Implementing the solutions themselves  It creates conditions, environment and a structure to engage employees in Continuous Improvement activities, Kaizen and Lean Transformation  Quality Circle implies the development of skills, capabilities, confidence and creativity of the people through cumulative process of education, training, work experience and participation.
  65. 65. 69Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Lean Management System – Learning Forum
  66. 66. 70Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Lean Management System – Recommendations  Break the stereotype in your Organization that having a problem is trouble  Set very clear Targets, Goals, Objectives and Expectations for your Organization and remained your people of them continuously  Stop looking at Lean Transformation as an extra activity on top of your daily work  Standardized you Problem Solving Methodology and start solving problems  Teach your Organization to start using A3 reporting format to monitor a progress of your problem solving activities  Train your Managers and Supervisors to become Problem Solving Mentors (Coaches) – Subject Matters Experts (SME)  On-the-Job Training – get everybody involve in Lean Transformation by Solving Problems using PPS methodology and Lean Tools and Methods Create a Problem Solving “culture” in your Organization. Stop looking at Problem Solving as a “Process”.
  67. 67. 71Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Leadership Style at Toyota  Your initial perception is – this is a very rigid and well disciplined environment  Nobody is late for work  People do what they were told to do  Things are working and nobody is in charge  Roles and responsibilities for all levels very clearly defined  Best practices for all (standardized work), goals, targets and objectives well defined and known to all  Everybody knows what to do and they do it on regular basis  Everybody performs their duties (most of the time)
  68. 68. 72Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Learning about Toyota’s Management Style  If you expect “bottom-up” - I will not find that  When you expect “top-down” - I will not find that either  You will find a dynamic system in which processes are almost always well-defined and individual responsibility almost always clear  “Authority” is rarely an issue - emphasis is on “doing the right thing,” not “establishing authority”  Senior management never tells you what to do – they ask for your opinion  If you are right – “this is a great idea”  If you are not right – “mhhmm maybe, did you think about this …”
  69. 69. 73Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Managing at Toyota  Managers in Toyota never say “Yes” easily; they rarely even say, “Why not?”  In our companies managers are forced to explain why to their subordinates when saying to them, “No, you can’t do that.”  At Toyota, the burden of proof is always on the subordinate, who must justify why an action is necessary  At Toyota manager leads in a very different way:  by example  by being knowledgeable  by getting into the messy details  by questioning  by coaching  by building robust, sensible systems and processes that cascade responsibility
  70. 70. 74Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Changing the World. One Kaizen at a time This presentation is an intellectual property of W3 Group Canada Inc. No parts of this document can be copied or reproduced without written permission from: Marek Piatkowski W3 Group Canada Inc. iPhone: 416-235-2631 Cell: 248-207-0416 Marek.Piatkowski@rogers.com http://twi-network.com
  71. 71. 75Marek.Piatkowski@Rogers.com Evolution of Lean/TPS Retrospective Thinkingwin, Win, WIN Presentations in this Workshop 1. Log in to: www.slideshare.net 2. Type in my name in search area: Marek Piatkowski 3. Select a presentation you want to see 4. Learn and Enjoy

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