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Implementing a Sustainable Continuous Improvement Process at Andersen Corporation


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Article created with A3 thinking for Target magazine about continuous improvement process and tool at Andersen Corporation

Published in: Technology, Business
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Implementing a Sustainable Continuous Improvement Process at Andersen Corporation

  1. 1. Which approach should we take in order to continuously improve the process? Kaizen: Continuous and incremental improvement to remove waste, variation and overburden. Teian Kaizen: System used for generating and implementing employee ideas with a special focus on the rate of implementation rather than the dollar value of the ideas. Waste: Everything that is not adding value in the eyes of the customer (think TIM WOOD: Transportation, Inventory, Motion, Waiting, Overproduction, Over processing, Defects) Single Point Lesson: Implementing a Sustainable Continuous Definitions Situation <ul><li>The current suggestion system has been in use since the 1960’s </li></ul><ul><li>379 suggestions per year from the 1,500 employees, with 125 implemented ( 0.1 per employee ) </li></ul><ul><li>The process: </li></ul>Problem <ul><li>Many mistakes and flow interrupters keep recurring everyday </li></ul><ul><li>The process is unstable and the expected production output is unpredictable </li></ul><ul><li>Many “solutions” are put forward with fingers pointing in many directions </li></ul><ul><ul><li>In the mean time… </li></ul></ul>Reflection and analysis <ul><li>Be people focused: use “5 Who’s” to hold employees accountable </li></ul><ul><li>Train 16 year seniority employees on product specifications for the n th time </li></ul><ul><li>Replace supervisors and team leaders if results are not achieved </li></ul><ul><li>Hire more engineers to improve operations </li></ul><ul><li>Be process focused: use “5 Why’s” to find the root cause of the problems </li></ul><ul><li>Develop employees into problem solvers with PDCA expertise </li></ul><ul><li>Redefine supervisor roles as teachers in waste, variation, overburden elimination </li></ul><ul><li>Functional support and leaders using supportive leadership approach </li></ul>Improvement Process at Andersen Corporation Situation Objectives Trial solution Situation <ul><li>More than four thousand ideas implemented per year ( 6 per employee ) </li></ul><ul><li>Employees are asking to be involved in quality circles and kaizen activities </li></ul><ul><li>Teams are exchanging ideas, discoveries, and best practices during lunch hours </li></ul><ul><li>Process reliability (OEE) is consistently improving </li></ul>Outcomes Resources Didier Rabino, Andersen Corporation ( [email_address] ) David Mann, DMLC ( [email_address] ) Creating a Lean Culture ( <ul><li>Business: </li></ul><ul><li>Eliminate recurring issues to meet business goals </li></ul><ul><li>Reach predictable output in terms of quantity and quality </li></ul><ul><li>Improve value proposition </li></ul><ul><li>People: </li></ul><ul><li>Feel good about contribution </li></ul><ul><li>Develop new skills </li></ul><ul><li>Feel respected and valued </li></ul><ul><li>Easier job to do </li></ul><ul><li>Have fun! </li></ul>Leaders are teachers: on-going PDCA coaching Supportive Leadership 0. Blank card is retrieved by the employee Card is documented with idea, and expected quantitative result 1. Card placed into idea box 2. Supervisor approves idea. If project, card is placed in Engineer bucket Improvement is structured as a set of experiments LEADER’S ROLE EMPLOYEE’S ROLE THE CONTINUOUS IMPROVEMENT BOARD PROCESS 3. Team selects ideas to do (max 5 on the board) 4. Employee experiments and checks result against plan 5. Idea is adopted and $2 are banked for the team If necessary documents (std work) are updated … Team spends $ for food, party or goodies Focus on own station and gaps in business goals This Way Not There!