lean management 55.0

1. Anne-Sophie Vintimiglia
Stéphane Mettavant
Maurice Lelièvre
Siniat roadmap
Siniat International

2. Visual Management & problem solving
Innovation
HSE
People Development & Leadership
SUPPLY
CHAIN
&
PROCUREMENT
MACHINE
EFFICIENCY
&
RELIABILITY
QUALITY
&
PROCESS
CUSTOMER
SERVICE
Standardized work
5S
ENERGETIC
PERFORMANCE
Excellence
Quality
Costs Delivery
SINIAT ROADMAP
2

3. SINIAT ROADMAP
3
Item 0 1 2 3 4 5
Actual 2015
Score
Target 2016
Score
5S 2 3
5S
Area is disorganised, dirty with little or
no marking or signage. Poorly lit. Poor
safety performance.
Some training in 5S. Spot
improvements.
Pilot implementation in place - training
and awareness.
Pilot completed and roll out underway.
Training and awareness provided to all
employees. Generally uncluttered, limited
unnecessary items in evidence. Lighting
improving, cleanliness increasing.
5S' implemented plant wide. Only required
items in work space. Clear labelling for proper
storage of all items, with appropriate
inventory levels. Daily cleaning performed at
least by end of shift. Evidence of
improvement and sustainability. Regular
audits (eg monthly) performed by supervision.
The area has a definite 'Wow' factor.
5S implemented, audited and sustained. All
labelling / markings provide instant
understanding of area status. Machinery very
clean, all areas uncluttered, no excess items
in evidence. "You can eat off the floor"
cleanliness and "hospital orderliness". Well
lit, well maintained equipment and facility.
Safety performance excellent. The area looks
'world class'.
2 3
VISUAL
MANAGEMENT
2,2 2,7
Problem solving leadership
- No use of local problem solving tool
(shop floor for example) :
-No use of root cause analysis
-Problems in the hand of one person
without help
-could take several days/weeks to be
performed
-could lead to change way to work
Pb solving tools are managed (Kpi
impact, $ impact,, people in charge,
target dates)
40% of Countermeasures completed on
time and tracked. There is evidence of
structured problem solving to obtain
countermeasures. There is evidence of
leaders using "go look see"
60% of Countermeasures completed on time
and tracked. There is evidence of structured
problem solving to obtain countermeasures.
There is evidence of leaders using "go look
see"
80% of countermeasures completed on time
and monitored for effectiveness. All CCC's
show evidence of structured practical problem
solving or some form of root cause analysis.
Almost all (90%) of countermeasures
completed on time and monitored for
effectiveness. All CCC's show evidence of
structured practical problem solving or some
form of root cause analysis.
4 3
System of Information
Centers
No site information Centre Site information centre in place, and
some Value Stream information centers
evident
(50%) Operation and maintenance
team information centers in place.
(100%) Operation and maintenance team
information centers in place. Leaders audit
the appropriate information centre at least
once per month
Most (80%) functional support teams using
information centers.
All information Centers established.
Information Centre Audit schedule in place
and adhered to. Audit results reviewed
monthly. Periodic review of Info Centre to
check Info Centre Process if effective.
1 3
Goals
No published team goals Team ownership of some (20%) metrics
and targets, and can describe the
linkage to site key performance
indicator (Kpi) and internal and
external customers and suppliers.
Team ownership of many (50%) metrics
and targets, and many link to site Kpis.
Reference to customers and suppliers.
Team ownership of most (80%) metrics and
targets, and evidence of linkage to site Kpis
are evident. Reference to customers and
suppliers.
Team ownership of almost all (90%) metrics
and targets, with most team members
understanding the link to Kpis . Customers
and suppliers actively involved in info centre,
facilitating understanding of needs.
Team ownership of (all, 100%) metrics and
targets, and clear linkage and team
understanding of link to site Kpis is evident.
Clear understanding of customer and supplier
impact of business decisions.
2 2
Daily Meeting Processes
No regular meeting process No formal meeting rules established.
Mix of electronic and hand updated
visuals.
Meeting rules established. Most (80%)
of updates are by hand.
Someone familiar with area can check
instantanally if performance is in line
with target or not.
Meeting rules followed. Almost all (90%)
metrics updated by hand. Correct meeting
attendee metric 90% + in green zone
All team members demonstrate respect for
each other, clear collaboration and self
discipline. Most but not all (internal)
customers and suppliers involved in team.
Almost all visuals updated by hand.
All the team demonstrate Respect for each
other, clear collaboration, and self discipline.
Evidence of (internal) customer involvement
in the team. Visuals all updated by hand.
Anyone can check instantanally if
performance is in line with target or not.
2 4
Problem solving boards
(drumbeat)
No drumbeat / production analysis
boards
Weekly manual monitoring system with
problem solving involving good
countermeasures
Daily monitoring system with problem
solving at shop floor level. Leaders
actively sponsoring problem solving.
Hour by Hour Manual Monitoring with 5 why
problem solving at shop floor level. Leaders
ask about why something happened, not just
how to get back on track.
Hour by Hour Manual Monitoring system
clearly displayed and accessible by majority
of staff. Practical Problem solving at shop
floor level.
Real Time Monitoring System, with system
clearly displayed and accessible by majority
of staff.
0 2
Drives improvement
No Improvement Some actions tracked but not
systematically
Actions tracked are clear. 50% of
tracked actions show sustained
improvement. Flow of issues evident.
Most (80%) of tracked actions show
sustained improvement. Escalation criteria
are established and appropriate issues are
transferred. There is visual evidence of
Continuous Improvement (Kaizen) activities.
Improvement goals and plans displayed at the
information centre, usually using A3s.
Strong visual evidence of Continuous
Improvement (Kaizen) activities being the way
we work. Clear indication of progress against
plan.
4 2
 For each item (fundation, pilar,..) a 5 steps roadmap and assessment

4. EXAMPLE: 5S
4
0 1 2 3 4 5
Area is disorganised, dirty with little or
no marking or signage. Poorly lit. Poor
safety performance.
Some training in 5S. Spot
improvements.
Pilot implementation in place - training
and awareness.
Pilot completed and roll out underway.
Training and awareness provided to all
employees. Generally uncluttered, limited
unnecessary items in evidence. Lighting
improving, cleanliness increasing.
5S' implemented plant wide. Only required
items in work space. Clear labelling for proper
storage of all items, with appropriate
inventory levels. Daily cleaning performed at
least by end of shift. Evidence of
improvement and sustainability. Regular
audits (eg monthly) performed by supervision.
The area has a definite 'Wow' factor.
5S implemented, audited and sustained. All
labelling / markings provide instant
understanding of area status. Machinery very
clean, all areas uncluttered, no excess items
in evidence. "You can eat off the floor"
cleanliness and "hospital orderliness". Well
lit, well maintained equipment and facility.
Safety performance excellent. The area looks
'world class'.
1 2 3 4
Some training in 5S. Spot
improvements.
Pilot implementation in place
- training and awareness.
Pilot completed and roll out
underway. Training and
awareness provided to all
employees. Generally uncluttered,
limited unnecessary items in
evidence. Lighting improving,
cleanliness increasing.
5S' implemented plant wide. Only
required items in work space. Clear
labelling for proper storage of all
items, with appropriate inventory
levels. Daily cleaning performed at
least by end of shift. Evidence of
improvement and sustainability.
Regular audits (eg monthly)
performed by supervision. The
area has a definite 'Wow' factor.
Zoom

5. 5
0 1 2 3 4 5
Area is disorganised, dirty with little or
no marking or signage. Poorly lit. Poor
safety performance.
Some training in 5S. Spot
improvements.
Pilot implementation in place - training
and awareness.
Pilot completed and roll out underway.
Training and awareness provided to all
employees. Generally uncluttered, limited
unnecessary items in evidence. Lighting
improving, cleanliness increasing.
5S' implemented plant wide. Only required
items in work space. Clear labelling for proper
storage of all items, with appropriate
inventory levels. Daily cleaning performed at
least by end of shift. Evidence of
improvement and sustainability. Regular
audits (eg monthly) performed by supervision.
The area has a definite 'Wow' factor.
5S implemented, audited and sustained. All
labelling / markings provide instant
understanding of area status. Machinery very
clean, all areas uncluttered, no excess items
in evidence. "You can eat off the floor"
cleanliness and "hospital orderliness". Well
lit, well maintained equipment and facility.
Safety performance excellent. The area looks
'world class'.
Zoom
1 2 3 4
Some training in 5S. Spot
improvements.
Pilot implementation in place
- training and awareness.
Pilot completed and roll out
underway. Training and
awareness provided to all
employees. Generally uncluttered,
limited unnecessary items in
evidence. Lighting improving,
cleanliness increasing.
5S' implemented plant wide. Only
required items in work space. Clear
labelling for proper storage of all
items, with appropriate inventory
levels. Daily cleaning performed at
least by end of shift. Evidence of
improvement and sustainability.
Regular audits (eg monthly)
performed by supervision. The
area has a definite 'Wow' factor.
EXAMPLE: 5S

6. RESULTADOS
6
>75% Gold
65 - <75% Silver
55 - <65% Bronze
40 - <55% Improving
< 40% Beginner
Score Justification
0
1
2
3
4
5
5S
VISUAL MANAGEMENT
STANDARDIZED WORK
QUALITY & PROCESS
MACHINE EFFICIENCY
& RELIABILITY
LAYOUT & FLOW
SUPPLY-CHAIN -
MATERIAL
MANAGEMENT &
CUSTOMER SERVICE
PEOPLE
DEVELOPMENT &
LEADERSHIP
Target Actual 2015 Score 1 yr

7. Buen Comienzo!!!!
Han iniciado por el buen camino del Lean.
7

8. PARA TERMINAR…
8

9. RECOMENDACIONES
9
Acabar zonas
pilotos antes de
empezar otras.
Estructuración de la administración
del performance necesita ser
reforzada a través del estándar Siniat
PCS.
Reforzar trabajo en equipo,
desarrollo de habilidades de
liderazgo en el equipo. Plan
de Formación definido.
Acabar zonas
pilotos antes de
empezar otras.