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Lean thinking - ridurre i costi e migliorare le prestazioni

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  • DOWNLOAD THAT BOOKS INTO AVAILABLE FORMAT (2019 Update) ......................................................................................................................... ......................................................................................................................... Download Full PDF EBOOK here { http://bit.ly/2m6jJ5M } ......................................................................................................................... Download Full EPUB Ebook here { http://bit.ly/2m6jJ5M } ......................................................................................................................... Download Full doc Ebook here { http://bit.ly/2m6jJ5M } ......................................................................................................................... Download PDF EBOOK here { http://bit.ly/2m6jJ5M } ......................................................................................................................... Download EPUB Ebook here { http://bit.ly/2m6jJ5M } ......................................................................................................................... Download doc Ebook here { http://bit.ly/2m6jJ5M } ......................................................................................................................... ......................................................................................................................... ................................................................................................................................... eBook is an electronic version of a traditional print book that can be read by using a personal computer or by using an eBook reader. (An eBook reader can be a software application for use on a computer such as Microsoft's free Reader application, or a book-sized computer that is used solely as a reading device such as Nuvomedia's Rocket eBook.) Users can purchase an eBook on diskette or CD, but the most popular method of getting an eBook is to purchase a downloadable file of the eBook (or other reading material) from a Web site (such as Barnes and Noble) to be read from the user's computer or reading device. Generally, an eBook can be downloaded in five minutes or less ......................................................................................................................... .............. Browse by Genre Available eBooks .............................................................................................................................. Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, ......................................................................................................................... ......................................................................................................................... .....BEST SELLER FOR EBOOK RECOMMEND............................................................. ......................................................................................................................... Blowout: Corrupted Democracy, Rogue State Russia, and the Richest, Most Destructive Industry on Earth,-- The Ride of a Lifetime: Lessons Learned from 15 Years as CEO of the Walt Disney Company,-- Call Sign Chaos: Learning to Lead,-- StrengthsFinder 2.0,-- Stillness Is the Key,-- She Said: Breaking the Sexual Harassment Story That Helped Ignite a Movement,-- Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones,-- Everything Is Figureoutable,-- What It Takes: Lessons in the Pursuit of Excellence,-- Rich Dad Poor Dad: What the Rich Teach Their Kids About Money That the Poor and Middle Class Do Not!,-- The Total Money Makeover: Classic Edition: A Proven Plan for Financial Fitness,-- Shut Up and Listen!: Hard Business Truths that Will Help You Succeed, ......................................................................................................................... .........................................................................................................................
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Lean thinking - ridurre i costi e migliorare le prestazioni

  1. 1. Vercelli, 10 giugno 2014 IL LEAN THINKING L’approccio vincente per ridurre i costi e migliorare le prestazioni
  2. 2. PROGRAMMA • Ore 15.00 Apertura dei lavori Rappresentante di Confindustria Vercelli Valsesia • Ore 15.10 L’approccio proposto da M&IT Consulting per la riorganizzazione dei processi secondo i principi del Lean Thinking Mauro Nolli, senior partner di M&IT Consulting • Ore 16.30 Testimonianze: esperienze e riflessioni delle imprese BIRLA CARBON, Trecate (NO) La “visione lean” di un’organizzazione multinazionale indiana CERUTTI PACKAGING EQUIPMENT, Casale Monferrato (AL) Il “lean design” nella progettazione e costruzione di macchine MISTA, Cortiglione (AT) La riorganizzazione del reparto di tranciatura in “ottica lean” • Ore 17.30 Dibattito • Ore 18.15 Chiusura dei lavori
  3. 3. La rivoluzione «lean»La rivoluzione «lean»
  4. 4. LA NASCITA DELLA RIVOLUZIONE LEAN: IL TOYOTA PRODUCTION SYSTEM  Il Toyota Production System (TPS) è considerato il modello di riferimento al livello mondiale per un sistema di produzione «lean». Il modello è stato implementato in Toyota a partire dagli anni ‘60-70. Attraverso questo modello la Toyota è arrivata ad essere l’azienda di riferimento per il settore automotive e successivamente per molti altri settori produttivi e di servizi.  All’interno del modello TPS sono state messe a punto tutte le tecniche di miglioramento più diffuse (5S, GAV-Visual Management, Poka Yoke-Mistake Proofing, Pull System-Kanban, SMED, TPM, ….).  J.P. Womack e T.D Jones, attraverso la loro pubblicazione “La macchina che ha cambiato il mondo” (USA 1990) hanno fatto conoscere al mondo intero il TPS ed hanno così innescato la rivoluzione del “Lean Thinking”.
  5. 5. Il Lean Thinking si basa su un importante principio: focalizzando la nostra attenzione sul tempo di attraversamento dei processi ed effettuando un’analisi accurata del flusso operativo, emergeranno i principali sprechi e le attività non a valore aggiunto da eliminare. Attraverso flussi “tirati” dal cliente (logica pull) e resi “snelli” dall’eliminazione degli sprechi, si migliorano le performance complessive del processo sia in termini di efficienza che di efficacia. LEAN THINKING: i principi guida IL FOCUS E’ SULLA RIDUZIONE DEI TEMPI DI ATTRAVERSAMENTO E SULL’ELIMINAZIONE DELLE ATTIVITA’ NON A VALORE AGGIUNTO PER IL CLIENTE
  6. 6. . Defects Overproduction Waiting Non-used talent Transportation Inventory Motion Excess processing Value Added Non-Value Added LEAN THINKING: i principi guida LE ATTIVITA NON A VALORE AGGIUNTO NEW
  7. 7. PROCESSO TRADIZIONALE (per lotti e code) PROCESSO LEAN (a flusso continuo) EFFICIENZA DELLE SINGOLE FASI OPERATIVE (tempi ciclo ottimizzati) EFFICIENZA DEL FLUSSO (tempi di attraversamento veloci) MASSIMA SATURAZIONE DELLE RISORSE FLESSIBILITA’ E LIVELLAMENTO DEI CARICHI DI LAVORO RIDUZIONE DEI TEMPI OPERATIVI DI LAVORO ELIMINAZIONE DEI TEMPI IMPRODUTTIVI E DELLE ATTIVITA’ A NON VALORE AGGIUNTO PROCESSO TRADIZIONALE vs POCESSO LEAN LEAN THINKING: i principi guida
  8. 8. • UN FLUSSO OPERATIVO IL PIU’ POSSIBILE VELOCE E SINCRONIZZATO CON LA DOMANDA DEL CLIENTE • UN’ELEVATA FLESSIBILITA’ OPERATIVA PER FAR FRONTE A VARIAZIONI DI VOLUMI E/O DI MIX • UN’ ELEVATA CAPACITA’ QUALITATIVA ED EFFICIENZA OPERATIVA • UN RIDOTTO CAPITALE IMMOBILIZZATO NELL’INTERO PROCESSO (migliore rotazione) Il LEAN THINKING E’ UN MODELLO OPERATIVO CHE PUNTA AD OTTENERE: LEAN THINKING: gli obiettivi
  9. 9. OBIETTIVI RISULTATI Riduzione dei tempi di attraversamento (lead time) 50% – 90% Riduzione delle scorte (magazzini e scorte interoperazionali) 50% – 90% Riduzione dello spazio 20% - 50% Miglioramento della qualità 20% – 50% Miglioramento del livello di servizio al Cliente 20% – 50% Incremento della produttività 20% – 50% Riduzione dei costi 10% – 25% Incremento della flessibilità - Semplificazione delle attività di pianificazione e gestione - Migliore impiego delle risorse umane - Miglioramento dei rapporti con i Fornitori (integrazione) - LEAN THINKING: gli obiettivi ESEMPI DI RISULTATI OTTENIBILI
  10. 10. GLI AMBITI DI APPLICAZIONE DEI PRINCIPI DEL LEAN THINKING • PRODUZIONE Lean Production/Lean Manufacturing • SVILUPPO PRODOTTO Lean Design/Lean Product Development • SERVIZI Lean Office/Lean Service • MAGAZZINI/LOGISTICA Lean Warehouse/Lean Logistics • APPROVVIGIONAMENTI Lean Supply Chain Talvolta, in alcuni settori, l’approccio Lean Thinking viene integrati con l’approccio Six Sigma e si parla allora di Lean Six Sigma. Talvolta l’applicazione «lean» viene talmente adattata ad alcuni settori che viene identificata con il nome del settore stesso ….come è il caso del Lean Healthcare o del Lean Banking.
  11. 11. L’approccio M&IT: le 4 dimensioni della Lean Transformation L’approccio M&IT: le 4 dimensioni della Lean Transformation
  12. 12. LE 4 DIMENSIONI DELLA LEAN TRANSFORMATION • VSM • 5S • GAV • MP/Poka Yoke • KANBAN/Pull • SMED • TPM • SPC • VSM • 5S • GAV • MP/Poka Yoke • KANBAN/Pull • SMED • TPM • SPC • Structure/Roles • KPI/Indicators • Objectives/Tagets • Rewarding system • Structure/Roles • KPI/Indicators • Objectives/Tagets • Rewarding system • 5 steps for lean transformation • Lead Time reduction • Waste elimination • 5 steps for lean transformation • Lead Time reduction • Waste elimination • Leadership • Comunication • Empowerment • Teamwork • Leadership • Comunication • Empowerment • Teamwork LEAN CULTURE promuovere e diffondere la cultura lean in azienda LEAN CONCEPTS conoscere e condividere i principi di base LEAN TOOLS conoscere ed utilizzare strumenti efficaci LEAN MANAGEMENT stabilire un’organizzazione per il miglioramento
  13. 13. LE 4 DIMENSIONI DELLA LEAN TRANSFORMATION • VSM • 5S • GAV • MP/Poka Yoke • KANBAN/Pull • SMED • TPM • SPC • VSM • 5S • GAV • MP/Poka Yoke • KANBAN/Pull • SMED • TPM • SPC • Structure/Roles • KPI/Indicators • Objectives/Tagets • Rewarding system • Structure/Roles • KPI/Indicators • Objectives/Tagets • Rewarding system • 5 steps for lean transformation • Lead Time reduction • Waste elimination • 5 steps for lean transformation • Lead Time reduction • Waste elimination • Leadership • Comunication • Empowerment • Teamwork • Leadership • Comunication • Empowerment • Teamwork LEAN CULTURE promuovere e diffondere la cultura lean in azienda LEAN CONCEPTS conoscere e condividere i principi di base LEAN TOOLS conoscere ed utilizzare strumenti efficaci LEAN MANAGEMENT stabilire un’organizzazione per il miglioramento
  14. 14. LEAN CONCEPTS: conoscere e condividere i principi di base I 5 PASSI PER UNA LEAN TRANSFORMATION 1. VALUE IDENTIFICARE IL VALORE PER IL CLIENTE Si deve valutare qual è il valore per il cliente finale riferito al processo. 2. VALUE STREAM MAPPARE IL FLUSSO DEL VALORE Si deve analizzare lo stato attuale del processo (actual state), individuare le attività che non generano valore (7 muda) e definire lo stato futuro del processo (future state). 3. FLOW CREARE E FAR SCORRERE IL FLUSSO Il flusso deve scorrere in modo continuo senza strozzature e “colli di bottiglia”. Si deve passare da un modello per “lotti e code” ad un modello di “produzione a flusso” (one piece flow). 4. PULL FARE IN MODO CHE IL FLUSSO SIA “TIRATO” DAL CLIENTE Il flusso deve essere “tirato” dal cliente, lavorando in modo sincronizzato con le consegne al cliente e/o con i consumi del magazzino finale, evitando il più possibile sovrapproduzioni. 5. PERFECTION PERSEGUIRE L’ECCELLENZA Si deve instaurare e diffondere in tutta l’azienda il processo di miglioramento continuo orientato a raggiungere la perfezione nei processi operativi.
  15. 15. .. LEAN CONCEPTS: conoscere e condividere i principi di base
  16. 16. • RIDURRE IL TEMPO TOTALE DI ATTRAVERSAMENTO DI UN PROCESSO (LEAD TIME) • INDIVIDUARE ED ELIMINARE LE ATTIVITA’ CHE NON GENERANO VALORE PER IL CLIENTE E CHE RALLENTANO IL FLUSSO DEL PROCESSO (NVA TIME) MIGLIORARE L’EFFICIENZA DI FLUSSO DEL PROCESSO LEAN CONCEPTS: conoscere e condividere i principi di base LE PRIORITA’ OPERATIVE
  17. 17. Per Efficienza di Flusso (EF) si intende l rapporto tra i tempi delle attività operative a valore aggiunto (Value Add Time) ed il tempo totale di attraversamento del processo (Lead Time): VAT EF = = = Tempo ciclo = value add time = Tempo di movimentazione = Tempo di controllo = Tempo di stoccaggio LT + + + + = Tempo di attesa CALCOLARE L’EFFICIENZA DI FLUSSO DI UN PROCESSO LEAN CONCEPTS: conoscere e condividere i principi di base
  18. 18. SPRECHI (7 muda) 1. Eccessiva produzione 7. Processi 6. Trasporti 5. Difetti 4. Movimenti 3. Scorte 2. Tempo Tempi di attesa dovuti a indisponibilità/mancanze o problemi di bilanciamento tra le fasi del processo Realizzare produzione non richiesta o anticipata o non necessaria in quel momento Presenza di operazioni inutili/inefficienti all’interno del ciclo di lavoro (tempi e metodi) Presenza di difetti/ non conformità lungo il processo o segnalate dal cliente (interno/esterno) Presenza di movimenti inutili e/o inefficienti e che quindi non aggiungono valore Presenza di inutili trasporti tra le varie fasi del processo, dovute a distanze o quantità non ottimizzate Presenza di scorte eccessive di lungo il processo LEAN CONCEPTS: conoscere e condividere i principi di base GLI SPRECHI DI UN PROCESSO: i 7 muda
  19. 19. LE 4 DIMENSIONI DELLA LEAN TRANSFORMATION • VSM • 5S • GAV • MP/Poka Yoke • KANBAN/Pull • SMED • TPM • SPC • VSM • 5S • GAV • MP/Poka Yoke • KANBAN/Pull • SMED • TPM • SPC • Structure/Roles • KPI/Indicators • Objectives/Tagets • Rewarding system • Structure/Roles • KPI/Indicators • Objectives/Tagets • Rewarding system • 5 steps for lean transformation • Lead Time reduction • Waste elimination • 5 steps for lean transformation • Lead Time reduction • Waste elimination • Leadership • Comunication • Empowerment • Teamwork • Leadership • Comunication • Empowerment • Teamwork LEAN CULTURE promuovere e diffondere la cultura lean in azienda LEAN CONCEPTS conoscere e condividere i principi di base LEAN TOOLS conoscere ed utilizzare strumenti efficaci LEAN MANAGEMENT stabilire un’organizzazione per il miglioramento
  20. 20. VSM - Value Stream Mapping come effettuare l’analisi del flusso di un processo produttivo 5S - House Keeping come mantenere ordine e pulizia sul posto di lavoro (un posto per ogni cosa ed ogni cosa al suo posto) VM - Visual Management come rendere efficace la comunicazione sul posto di lavoro MP - Mistake Proofing / Poka Yoke come prevenire ed impedire gli errori sul posto di lavoro BASIC LEAN TOOLS LEAN TOOLS: conoscere ed utilizzare strumenti efficaci
  21. 21. KANBAN - Pull Systems come tirare e livellare un flusso produttivo SMED - Singole Minute Exchange of Dies come ridurre i tempi di cambio produzione e consentire una produzione a piccoli lotti (one piece flow) TPM - Total Productive Maintenance come mantenere gli impianti e i mezzi di produzione nelle condizioni ottimali di funzionamento SPC – Statistical Process Control come tenere sotto controllo e migliorare la process capability e ridurre gli scarti di un processo SPECIFIC LEAN TOOLS LEAN TOOLS: conoscere ed utilizzare strumenti efficaci
  22. 22. VSM – VALUE STREAM MAPPING LEAN TOOLS: conoscere ed utilizzare strumenti efficaci MAG MP LT 9 gg TAGLIO Deposito grezzi LT 6 gg Deposito corpi SL LT 1,5 gg Deposito corpi finiti LT 2,5 gg PRELAV. FRESATURA LAVORAZ. CDL SBAVATURA BURATT CONTROLLO FINALE. MAG spedizioni LT 1 gg CT 35” CT 125” CT 275” CT 465” ESEMPIO: LAVORAZIONE CORPO POMPA OLEODINAMICA Produzione Giornaliera richiesta = 200 pezzi >> Takt Time = 138” Efficienza di flusso = 15’ / 9600’ = 0,16%
  23. 23. 5S – HOUSE KEEPING LEAN TOOLS: conoscere ed utilizzare strumenti efficaci Separare: separare le cose inutili da quelle utili Sistemare: un posto per ogni cosa ed ogni cosa al suo posto Spolverare/Pulire: effettuare una pulizia intelligente del posto di lavoro Standardizzare: comunicare efficacemente gli standard e le modalità operative definite Seguire le regole: rispettare gli standard definiti e verificarne l’efficacia nel tempo
  24. 24. 5S – HOUSE KEEPING LEAN TOOLS: conoscere ed utilizzare strumenti efficaciNEIREPARTINEGLIUFFICI
  25. 25. VM – VISUAL MANAGEMENT LEAN TOOLS: conoscere ed utilizzare strumenti efficaci AREA DI APPLICAZIONE SISTEMI DI GESTIONE A VISTA 1. Organizzazione del posto di lavoro (5S) • Linee a terra • Materiali/attrezzature a vista 2. Indicatori prestazionali • Bacheche a vista 3. Stato di funzionamento del processo • Tabelloni/segnali luminosi 4. Scorte ed approvvigionamento materiali • Livelli di scorte a vista • Sistemi pull/kanban 5. Controllo qualità del processo • Sistemi visivi di controllo processo • Carte di controllo a vista
  26. 26. VM – VISUAL MANAGEMENT LEAN TOOLS: conoscere ed utilizzare strumenti efficaci AREA DI APPLICAZIONE SISTEMI DI GESTIONE A VISTA 6. Manutenzione • Check list/scadenziari a vista • Punti di ispezione / regolazione a vista • Interventi operatore a vista 7. Segnaletica di sicurezza • Cartelli segnaletici 8. Standard operativi • Istruzioni, schemi, disegni, fotografie a vista 9. Formazione operativa (on error training) • Bacheca difetti /anomalie (campioni o fotografie di reclami/scarti, anomalie, ecc.) 10.Attività di miglioramento • Progetti di miglioramento • Sistema dei suggerimenti
  27. 27. MP – MISTAKE PROOFING (POKA YOKE) LEAN TOOLS: conoscere ed utilizzare strumenti efficaci Errore Difetti Guasti Sprechi PER ELIMINARE I PROBLEMI BISOGNA ELIMINARE GLI ERRORI I SISTEMI «MISTAKE PROOFING» SI FOCALIZZANO SULLA RIDUZIONE/ELIMINAZIONE DEGLI ERRORI UMANI
  28. 28. MP – MISTAKE PROOFING (POKA YOKE) LEAN TOOLS: conoscere ed utilizzare strumenti efficaci Esempi di sistemi a prova di errore: • Utilizzare forme/sagome o colori per impedire errori di posizionamento, connessione, montaggio, ecc. • Prevedere sequenze obbligate in un processo per evitare di saltare operazioni necessarie • Rendere impossibili manovre errate che potrebbero compromettere la qualità o la sicurezza
  29. 29. LE 4 DIMENSIONI DELLA LEAN TRANSFORMATION • VSM • 5S • GAV • MP/Poka Yoke • KANBAN/Pull • SMED • TPM • SPC • VSM • 5S • GAV • MP/Poka Yoke • KANBAN/Pull • SMED • TPM • SPC • Structure/Roles • KPI/Indicators • Objectives/Tagets • Rewarding system • Structure/Roles • KPI/Indicators • Objectives/Tagets • Rewarding system • 5 steps for lean transformation • Lead Time reduction • Waste elimination • 5 steps for lean transformation • Lead Time reduction • Waste elimination • Leadership • Comunication • Empowerment • Teamwork • Leadership • Comunication • Empowerment • Teamwork LEAN CULTURE promuovere e diffondere la cultura lean in azienda LEAN CONCEPTS conoscere e condividere i principi di base LEAN TOOLS conoscere ed utilizzare strumenti efficaci LEAN MANAGEMENT stabilire un’organizzazione per il miglioramento
  30. 30. LEAN MANAGEMENT: stabilire un’organizzazione per il miglioramento Lean Manager: • È il dirigente responsabile del Lean Program • Promuove e sostiene l’introduzione ed applicazione dell’approccio Lean Lean Officers: • Sono esperti di metodologie Lean • Coordinano i progetti di Lean Transformation e l’applicazione dei Lean tools Top Managers Champions Prociet Leaders LEAN PROMOTION OFFICE ISTITUIRE UNA FUNZIONE DEDICATA ALLA PROMOZIONE ED AL SUPPORTO AL MIGLIORAMENTO IN OTTICA LEAN
  31. 31. LEAN MANAGEMENT: stabilire un’organizzazione per il miglioramento INDIRIZZARE IL MIGLIORAMENTO E SUPPORTARE LA CRESCITA DEI PROPRI COLLABORATORI
  32. 32. LEAN MANAGEMENT: stabilire un’organizzazione per il miglioramento IMPOSTARE UN SISTEMA DI KEY PERFORMANCE INDICATORS COERENTE CON I PRINCIPI E GLI OBIETTIVI LEAN PLANT VALUE STREAMS CELLS 1. Sales Growth 2. Gross Margin 3. % Customer Claims 4. On Time Delivery 5. Inventory Days 6. Capacity utilization 7. Space floor utilization 1. VA per person 2. On Time Delivery 3. Lead Time Days 4. Inventory Days 5. First Time Through 6. % Customer Claims 7. Average Cost per unit (o VA per unit) 1. Shift Production (hour or units) 2. First Time Through 3. OEE 4. Inventory hours 5. Safety Index 6. 5S Index 7. Personnel Absence
  33. 33. LEAN MANAGEMENT: stabilire un’organizzazione per il miglioramento PREMIARE E RICONOSCERE GLI SFORZI ED I RISULTATI RAGGIUNTI
  34. 34. LE 4 DIMENSIONI DELLA LEAN TRANSFORMATION • VSM • 5S • GAV • MP/Poka Yoke • KANBAN/Pull • SMED • TPM • SPC • VSM • 5S • GAV • MP/Poka Yoke • KANBAN/Pull • SMED • TPM • SPC • Structure/Roles • KPI/Indicators • Objectives/Tagets • Rewarding system • Structure/Roles • KPI/Indicators • Objectives/Tagets • Rewarding system • 5 steps for lean transformation • Lead Time reduction • Waste elimination • 5 steps for lean transformation • Lead Time reduction • Waste elimination • Leadership • Comunication • Empowerment • Teamwork • Leadership • Comunication • Empowerment • Teamwork LEAN CULTURE promuovere e diffondere la cultura lean in azienda LEAN CONCEPTS conoscere e condividere i principi di base LEAN TOOLS conoscere ed utilizzare strumenti efficaci LEAN MANAGEMENT stabilire un’organizzazione per il miglioramento
  35. 35. • LEADERSHIP: indirizzare, e sostenere il cambiamento, evidenziando le difficoltà/resistenze esistenti e monitorando/ riconoscendo i progressi ottenuti. • COMUNICATION: comunicare i principi e gli obiettivi del programma di lean transformation a tutte le persone interessate. • EMPOWERMENT: essere direttamente coinvolti ed impegnati nella crescita dei propri collaboratori (capo come coach). • TEAMWORK: sviluppare il lavoro di gruppo come forma di miglioramento, di crescita e di diffusione delle competenze. PER PROMUOVERE E DIFFONDERE LA CULTURA LEAN I MANAGERS DOVREBBERO SEGUIRE LE SEGUENTI 4 REGOLE D’ORO: LEAN CULTURE: promuovere e diffondere la cultura lean in azienda
  36. 36. LEAN CULTURE: promuovere e diffondere la cultura lean in azienda LEAN KAIZEN LEAN WORKSHOPS STRATEGIA E SISTEMI DI MANAGEMENT RESULTS CAPACITA’ COMPETENZE ......AGENDO SULLE COMPONENTI MEMO VISIBILI
  37. 37. Esempi di Best Practices • Applicazioni 5S • Applicazioni VSM • Applicazioni ANDON • Applicazioni SMED • Applicazioni TPM • Applicazioni JIT/KANBAN • Applicazioni POKA YOKE • Applicazioni JIDOKA • Applicazioni SPC • …. Livello di trasferibilità Value Stream-wide Company-wide .....FACILITANDO LA DIFFUSIONE DELLE BEST PRACTICES Plant-wide Pratica trasferibile ad altri stabilimenti Pratica trasferibile nello stabilimento Pratica specifica LEAN CULTURE: promuovere e diffondere la cultura lean in azienda
  38. 38. Il programma di lean transformation Il programma di lean transformation
  39. 39. IL PROGRAMMA DI LEAN TRANSFORMATION ( = Kaizen Teams ) Lean Promotion Office Value Stream Team # 2 Value Stream Team # n Kaizen Teams Lean Promotion Office Pilot Value Stream Team Value Stream Team # 1 Steering Committee Function A Function B Function C Steering Committee Steering Committee Top & Middle Management Middle Management & Value Stream Team Exstensive people involvement (all products & processes) PROJECTORGANIZATION PEOPLE INVOLVED 1-2 mesi 3-4 mesi 12-18 mesi ….TIME STEPS 2. LEAN PILOTS PROJECTS (Pilots) 3. LEAN SYSTEM IMPLEMENTION (Roll -out) 4. LEAN EXCELLENCE (Continuous Improvement)) 1. LEAN ASSESSMENT & TRAINING (Start Up)
  40. 40. • Lean Assessment (potential scanning) • Lean Training (Top & Middle Management) • Start Lean Promotion Office (LPO) • Start Lean KPI implementation • Define pilots area • Start Lean Workshops (Value Stream Mapping & Lean Transformation) • Lean Tools training and implementation (VSM, 5S, GAV, Poka Yoke SMED, Kanban, TPM, ecc.) • Lean Transformation Master Plan (road map) • All Value Streams Transformation • Supplier involvement in Lean Program • Periodical Lean Assessment (LPO tutoring) STEPSACTIVITIES • Bottom-Up Continuous Improvement • Training & Best Practices diffusion • Visual Management Systems diffusion • New rewarding system definition 2. LEAN PILOTS PROJECTS (Pilots) 3. LEAN SYSTEM IMPLEMENTION (Roll -out) 4. LEAN EXCELLENCE (Continuous Improvement)) 1. LEAN ASSESSMENT & TRAINING (Start Up) 1-2 mesi 3-4 mesi 12-18 mesi ….TIME IL PROGRAMMA DI LEAN TRANSFORMATION
  41. 41. RADAR CHART 2. Culture Scoring Range Score No cultural improvements addressed. Little evidence of a 'no-blame' environment. Low employee involvement. Low management alignment & visibility. Feeling of 'I'm not sure I'd like to w ork here' present. 0 There is an aw areness of the cultural issues in the organization but no specific plans to improve. Ideas are not brought forw ard easily. Managers not trained in diversity, conflict management, or culture issues. 1 to 1.9 Aw areness of cultural issues exist and specific plans are in place to improve. Encouragement for a 'no-blame' environment noted. Limited employee involvement noted or encouraged by management. Some diversity training. 2 to 2.9 Cultural changes addressed via communication and team meetings. Managers trained in lean, performance improvement, and leadership. Management models the w ay. Employees are engaged and involved. 3 to 3.9 Cultural improvements seen. Successes recognized & rew arded. Some areas embrace continuous improvement. Employees at ease putting ideas and improvements forw ard - Often contribute spontaneously. 4 to 4.9 Continuous Improvement is part of the culture. Employee leadership w idespread, spontaneous & visibly supported. Empow erment is given and received. Employees know their contribution & take responsibility w ith pride. 5 2,0 1. Management Support Scoring Range Score Management is not aw are of Lean concepts and has no plan to implement the strategy. No training for most managers. 0 Management is aw are of Lean concepts but has not rationalized them for their operation. No evidence of Lean Thinking among employees or management processes. 1 to 1.9 Management fully understands Lean concepts and has made the decision to implement but has not developed a vision or formal plan for implementation. Management gives permission but not seen to lead by visible support. 2 to 2.9 Formal plan in place to implement Lean. Implementation team in place and starting to w ork in specific areas. Some metrics exist. Management show s evidence of w alking their talk by coaching and supporting.. 3 to 3.9 Management fosters a Lean environment. Implementation teams involved throughout the company. A champion has been given responsibility of overseeing the Lean program. Metrics developed, visible and include financials. 4 to 4.9 Lean has become the w ay of doing business. Management strongly supports Lean & CI visibly and w ith support. Accounting practices support Lean, as do rew ard and recognition systems 5 1,0 Company Results & Comparison 0 1 2 3 4 5 1. Management Support 2. Culture 3. 5S 4. Value Stream Mapping 5. Setup Reduction 6. Total Productive Maintenance 7. Pull Systems 8. Production Flow 9. Plant Layout 10. Standard Work 11. Lean Product and Process Design 12. Accounting Support for Lean 13. Supply Chain 14. Continuous Improvement Assessment 1 Companies <1 Year LEAN ASSESSMENT IL PROGRAMMA DI LEAN TRANSFORMATION
  42. 42. LEAN TRAINING • Le tecniche di base per la Lean production • VSM • 5S • Visual Management • Poka Yoke • Kanban/Pull Systems • TPM • SMED • Lavoro di gruppo: la caccia agli sprechi (go to gemba) • Gli indicatori chiave: Lean KPI • Il programma di Lean Transformation Secondo giorno • Gli obiettivi della Lean Production • I 5 passi per la Lean ProductionLe priorità Lean: • Value: defiinire il valore per il cliente • Value Stream: mappare il flusso del valore • Flow: far scorrere il flusso del valore • Pull: far tirare il flusso dal cliente • Perfection: perseguire l’eccellenza • Simulazione: dalla produzione a lotti alla produzione a flusso • L’analisi del flusso produttivo: il value stream mapping • Lavoro di gruppo: l’analisi del lead time • Gli sprechi nel processo: i 7 muda Primo giorno IL PROGRAMMA DI LEAN TRANSFORMATION
  43. 43. 1. Stabilire perimetro ed ambito del processo • Identificare il processo da migliorare • Stabilire perimetro/ambito del processo • Comprendere (macro) organizzazione attuale del processo • Comprendere l’impatto del processo sulle prestazioni complessive e le opportunità esistenti in termini di miglioramento in ottica «lean 2. Definire la visione del processo • Fissare i principi guida in ottica «lean» • Condividere la visione del processo nel lungo termine (come vorremmo idealmente che fosse il processo) • Mettere a fuoco eventuali vincoli/limitazioni da tenere in considerazione nel percorso. 3. Analizzare lo stato attuale del processo (as is) • Analizzare volumi e mix produttivi • Analizzare attuale organizzazione del lavoro e flusso del processo (actual state) • Analizzare logiche di programmazione e di gestione dei materiali • Analizzare prestazioni attuali (indicatori/KPI monitorati) • Mettere a fuoco i problemi e gli ostacoli da rimuovere per raggiungere la condizione obiettivo (osservazioni in campo) LEAN WORKSHOPS: FASI ED ATTIVITA’ IL PROGRAMMA DI LEAN TRANSFORMATION
  44. 44. 5. Impostare il programma di lean transformation • Individuare i cambiamenti da apportare al processo • Individuare le tecniche e gli strumenti “lean” da implementare e relative aree di applicazione • Impostare un programma di implementazione (passi e fasi operative) 6. Realizzare progetti di miglioramento • Individuare i progetti di miglioramento chiave finalizzati ad eliminare i problemi e gli ostacoli evidenziati nell’analisi • Avviare i progetti di miglioramento utilizzando la metodologia PDCA ed i lean tools più idonei • Monitorare avanzamento progetti e risultati 7. Avviare processo di miglioramento continuo • Condividere una nuova condizione obiettivo per il processo con il personale operativo • Formare il personale operativo sulle tecniche e strumenti di miglioramento • Avviare un processo di miglioramento continuo (bottom-up) 4. Definire condizione obiettivo del processo (to be) • Fissare una condizione obiettivo per il processo (primo step di miglioramento) • Definire il modello operativo di processo (future state) • Stabilire risultati e prestazioni attese (breve e medio periodo IL PROGRAMMA DI LEAN TRANSFORMATION LEAN WORKSHOPS: FASI ED ATTIVITA’

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