01 SQS Philosophy Methodology 24 Pgs

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Component parts of the "SQS" (Safety, Quality, Speed) management system to drive Lean Thinking with self directed teams. Safer, Better, Faster.

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01 SQS Philosophy Methodology 24 Pgs

  1. 1. Introduction to S.Q.S. <ul><li>Continuous </li></ul><ul><li>Improvement: </li></ul><ul><li>Foundations </li></ul>
  2. 2. Introduction to S.Q.S. <ul><li>Operational Excellence s tarts with a … </li></ul><ul><li>“ Continuous </li></ul><ul><li>Improvement </li></ul><ul><li>Mentality” </li></ul>
  3. 3. Introduction to S.Q.S. <ul><li>What is a </li></ul><ul><li>Continuous Improvement Mentality ? </li></ul><ul><li>Concerted effort of Leadership to continuously improve work and work processes utilizing common engineering application methodologies … </li></ul><ul><ul><li>Lean Enterprise (Toyota Production System) </li></ul></ul><ul><ul><li>Six Sigma </li></ul></ul><ul><ul><li>Business Process Management/ Analysis </li></ul></ul>
  4. 4. Introduction to S.Q.S. <ul><li>The Lean Enterprise … </li></ul><ul><li>- Identify and eliminate Waste (Muda) </li></ul><ul><li>and </li></ul><ul><li>wasteful practices … </li></ul><ul><li>Providing value in the eyes of the customer … </li></ul><ul><li>“ any part of the process for which the customer is willing </li></ul><ul><li>to pay. Value added activities would be those involved in </li></ul><ul><li>producing and delivering goods and services.” </li></ul>
  5. 5. Introduction to S.Q.S. <ul><li>Six Sigma … </li></ul><ul><li>- Measure defects in a process and … (with rigor and discipline) systematically figure out ways to reduce them to zero. </li></ul><ul><li>“ Puts practical tools to work to root out defects at all levels </li></ul><ul><li>achieving tangible results of cost savings, employee, </li></ul><ul><li>customer and stakeholder satisfaction.” </li></ul>
  6. 6. Introduction to S.Q.S. <ul><li>Business Process Management/ Analysis … </li></ul><ul><li>- Provides Managerial Line of Sight </li></ul><ul><li>> clear measurements and priorities that </li></ul><ul><li>connect from top to bottom in the </li></ul><ul><li>organization. </li></ul><ul><li>“ Key Performance Indicators” </li></ul>
  7. 7. Introduction to S.Q.S. <ul><li>Continuous Improvement Mentality </li></ul><ul><li>Garner Individual and Team participation through several planned approaches … </li></ul><ul><ul><li>Suggestions </li></ul></ul><ul><ul><li>Benchmarking </li></ul></ul><ul><ul><li>Cross-functional Work Teams </li></ul></ul><ul><ul><li>Application Workshops </li></ul></ul><ul><ul><li>Professional Development </li></ul></ul>
  8. 8. The S.Q.S. Methodology Employ Improvement Initiatives ! <ul><li>Within Operations … </li></ul><ul><li>We focus efforts on concerns of </li></ul><ul><li>S afety, Q uality and S peed … </li></ul><ul><li> (Productivity) </li></ul><ul><li>Let’s … </li></ul><ul><li>Describe the purpose of each of the elements </li></ul><ul><li>Explore requirements of each element </li></ul><ul><li>Define general time commitments </li></ul>
  9. 9. The S.Q.S. Methodology Employ Improvement Initiatives <ul><li>“ Safety” </li></ul><ul><ul><li>Proactive Management approach to preventing workplace Incidents, Accidents and Personal injury… </li></ul></ul>
  10. 10. The S.Q.S. Methodology Employ Improvement Initiatives <ul><li>“ Safety” O ne ½ hr. meeting, 1 st of each month… </li></ul><ul><ul><li>> Workshop topics may include: </li></ul></ul><ul><ul><ul><li>Haz Mat/ Haz Comm </li></ul></ul></ul><ul><ul><ul><li>HR Issues - Technical, Legal, Moral, Ethical </li></ul></ul></ul><ul><ul><ul><li>Fire, EMT’s, First Aid, CPR, Fire Squad/ Fire Drills </li></ul></ul></ul><ul><ul><ul><li>Compliance (Visual Control, Visual Management) </li></ul></ul></ul><ul><ul><ul><li>QWL Issues, Hazards and Operational topics </li></ul></ul></ul><ul><ul><li>> Indoctrination, propagation of “5S” </li></ul></ul><ul><ul><ul><li>Continued Implementation/ Follow-up/ Audits </li></ul></ul></ul>
  11. 11. The S.Q.S. Methodology Employ Improvement Initiatives <ul><li>“ 5S” Review … </li></ul><ul><ul><li>Practical approach to sustaining </li></ul></ul><ul><ul><li>workplace productivity … </li></ul></ul><ul><ul><ul><li>1S – Sort (organize) </li></ul></ul></ul><ul><ul><ul><li>2S – Set in order (everything in its’ place) </li></ul></ul></ul><ul><ul><ul><li>3S – Shine (cleanliness) </li></ul></ul></ul><ul><ul><ul><li>4S – Standardize (shadow boards, Kanban rules) </li></ul></ul></ul><ul><ul><ul><li>5S – Sustain (spider diagrams from audits) </li></ul></ul></ul><ul><ul><li>“5S” teams operate in factory and office areas </li></ul></ul>
  12. 12. The S.Q.S. Methodology Employ Improvement Initiatives <ul><li>“ Quality” </li></ul><ul><ul><ul><li>Proactive Management approach to Defect Reduction and Product and Process Optimization </li></ul></ul></ul><ul><ul><ul><li>Combined with … </li></ul></ul></ul><ul><ul><ul><li>Poka - Yoke (Mistake Proofing) </li></ul></ul></ul>
  13. 13. The S.Q.S. Methodology Employ Improvement Initiatives <ul><li>“ Quality” </li></ul><ul><ul><ul><li>Weekly Team sessions may include: </li></ul></ul></ul><ul><ul><ul><li>> Business Process Management/ Analysis </li></ul></ul></ul><ul><ul><ul><ul><li>Value Stream Mapping (Leadership Team) </li></ul></ul></ul></ul><ul><ul><ul><li>> Champion Development and Training </li></ul></ul></ul><ul><ul><ul><ul><li>Professional Development (Management) </li></ul></ul></ul></ul><ul><ul><ul><li>> Six Sigma implementation (Black Belts) </li></ul></ul></ul><ul><ul><ul><ul><li>with regularly scheduled team “Report-outs” – </li></ul></ul></ul></ul><ul><ul><ul><ul><li>“ Six Sigma Simplicity ” modules delivered JIT </li></ul></ul></ul></ul>
  14. 14. The S.Q.S. Methodology Employ Improvement Initiatives <ul><li>“ Speed” </li></ul><ul><li>(productivity) </li></ul><ul><ul><ul><li>Proactive Management approach to </li></ul></ul></ul><ul><ul><ul><li>Identify and Eliminate Waste </li></ul></ul></ul><ul><ul><ul><li>through ‘Lean Linking’ … </li></ul></ul></ul>
  15. 15. The S.Q.S. Methodology Employ Improvement Initiatives <ul><li>“ Speed” </li></ul><ul><li>Weekly sessions may include: </li></ul><ul><ul><ul><li>> Book reviews with Leadership Team </li></ul></ul></ul><ul><ul><ul><li>> Lean projects following an abbreviated </li></ul></ul></ul><ul><ul><ul><li>D/M-A-I-C process with regularly scheduled </li></ul></ul></ul><ul><ul><ul><li>Team ‘Report-outs’ </li></ul></ul></ul><ul><ul><ul><ul><li>Topics/ Projects include: </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Kanban / Visual Control / Visual Management </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Point-of-Use Tooling, Tools, Supplies </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Cells, TAKT, Line Balance/Flow Issues </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Total Productive Maintenance, Andon </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Set-up, change-over reduction, etc … </li></ul></ul></ul></ul>
  16. 16. Safety The standard metrics of accident/ incident frequency and severity are sufficient. Quality What is meant by quality will vary by company, but it must be quality in the eyes of the customer. As a result, customer returns or warranty claims are typically the basis for this metric. It is not a summary of internal quality metrics. It is important to realize that those metrics are only important to the extent that they provide information management can use to minimize cost, improve flow and provide customer “ value ”. (Value definition = transformation of form, fit, function or information; done right the first time; Customer willing to pay for…) Speed ( Delivery performance) Delivery performance is the percentage of customer orders shipped when the customer requested them to be shipped. It should not be modified to accommodate company policies or shipping promises. It is purely a metric of manufacturing’s (or the service department’s) ability to meet customer requirements. The S.Q.S. Methodology
  17. 17. The S.Q.S. Methodology <ul><li>With a well-planned implementation, </li></ul><ul><li>expected RESULTS may include … </li></ul><ul><ul><li>35% to 50% reduction in lost time/ </li></ul></ul><ul><ul><li>safety-related incidents and accidents </li></ul></ul><ul><ul><li>15% to 30% decrease in scrap and rework </li></ul></ul><ul><ul><li>25% to 40% reduction in total cycle time </li></ul></ul>
  18. 18. The S.Q.S. Methodology <ul><li>Check out the Gain$ achieved by companies that </li></ul><ul><li>have fully invested in improvement initiatives … </li></ul><ul><ul><li>G.E. </li></ul></ul><ul><ul><li>> Added more than $ 2 billion to the bottom line in 1999 alone </li></ul></ul><ul><ul><li>AlliedSignal/ Honeywell </li></ul></ul><ul><ul><li>> Report savings of over $ 1.5 billion since 1993 </li></ul></ul><ul><ul><li>Motorola </li></ul></ul><ul><ul><li>> Saved more than $ 15 billion in first 10 years of Six Sigma inception </li></ul></ul>
  19. 19. The S.Q.S. Methodology <ul><li>Real Improvement: </li></ul><ul><li>Let’s begin … </li></ul><ul><li>Slow and Sure </li></ul>
  20. 20. Introduction to S.Q.S. <ul><li>Initial Engagement [Jan – June] </li></ul><ul><li>Garner Individual and Team participation through 7 Productivity Improvement Teams </li></ul><ul><ul><li>5S Team (Administration) </li></ul></ul><ul><ul><li>5S Team (Floor, electronics) </li></ul></ul><ul><ul><li>5S Team (Floor, sheet metal) </li></ul></ul><ul><ul><li>-------------------------------------------------------------------------------------------------------------------------------------------------------------- </li></ul></ul><ul><ul><li>Six Sigma Team (Floor, electronics) </li></ul></ul><ul><ul><li>Six Sigma Team (Floor, sheet metal) </li></ul></ul><ul><ul><li>--------------------------------------------------------------------------------------------------------------------------------------------------------------- </li></ul></ul><ul><ul><li>Lean Application Team (Floor, electronics) </li></ul></ul><ul><ul><li>Lean Application Team (Floor, sheet metal) </li></ul></ul>
  21. 21. Introduction to S.Q.S. <ul><li>Initial Engagement </li></ul><ul><li>Areas addressed - </li></ul><ul><ul><li>5S Teams – Safety, Organization, Flow </li></ul></ul><ul><ul><li>Six Sigma Teams – Defects, Scrap, Yield </li></ul></ul><ul><ul><li>Lean Application Teams – Cycle Time, Waste </li></ul></ul><ul><ul><li>Objectives: </li></ul></ul><ul><ul><li>Learn and apply C.I. tools/ techniques </li></ul></ul><ul><ul><li>Cost Take-out (savings): approx 5% of sales </li></ul></ul>
  22. 22. Introduction to S.Q.S. <ul><li>Initial Engagement [Jan – July] </li></ul><ul><li>Scheduled Team Report – outs: </li></ul><ul><ul><li>“ Define” Jan </li></ul></ul><ul><ul><li>“ Measure” March </li></ul></ul><ul><ul><li>“ Analyze” April </li></ul></ul><ul><ul><li>“ Improve” May </li></ul></ul><ul><ul><li>“ Control” July 1 st ! </li></ul></ul><ul><ul><li>“ 20XX” C.I. Plan (Leadership Team) </li></ul></ul><ul><ul><li>Need help w/ implementation? Call Jay Watson , 480 820 0877 </li></ul></ul>
  23. 23. The S.Q.S. Methodology Employ Improvement Initiatives <ul><li>What’s different with this approach ? </li></ul><ul><ul><li>- Incorporates Lean and Six Sigma (S-L-O-W-L-Y) </li></ul></ul><ul><ul><li>- Voluntary, simple, easy and fun ! (modular, delivered JIT) </li></ul></ul><ul><ul><li>- A pro-active approach … (managed, scheduled and planned) </li></ul></ul><ul><ul><li>- Implemented on a ‘part-time’ basis (a few hours a week) </li></ul></ul><ul><ul><li>- Directly linked to strategic performance goals </li></ul></ul><ul><ul><li>- Taps potential of the organization – </li></ul></ul><ul><ul><ul><li>Utilizes Cross-functional Teams/ SME’s </li></ul></ul></ul><ul><ul><li>- Framed around “PGA” (P ractical , G raphical , A nalytical ) </li></ul></ul>
  24. 24. The S.Q.S. Methodology <ul><li>Continuous </li></ul><ul><li>Improvement: </li></ul><ul><li>Our Destiny ! </li></ul>

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