The document discusses Andersen Enterprise's continuous improvement methodology and tools. It describes Andersen's manufacturing philosophy of pursuing continuous improvement to stabilize, standardize, and simplify work processes. Three key tools are mentioned - the Continuous Improvement Board for quick employee ideas, the Focus Board for team problem solving of specific issues, and the Story Board for deeper root cause analysis involving engineers and leaders.

1. Continuous Improvement Methodology and Tools Supporting a Continuous Improvement Culture

2. 2 Andersen Enterprise Industry Leader 14,000 employees 16 facilities 12 million windows & doors

3. Philosophy behind the Andersen Manufacturing System KA I ZEN

4. Recipe for Continuous Improvement

5. Eliminate Interruptions Get chaos out of the process Photo by Dave & Anna Douglass. Used with permission.

6. 3 Types of Interruptions Abnormalities Process Design Interruptions Product Design Differences

7. Abnormalities Machine Material Training Feedback

8. Process Design Interruptions Non-cyclical tasks designed into the process that interrupt the cyclical work

9. Product Design Differences Customer wants variety, choices Minimize impact to the operator’s work flow

10. What is Standardized Work? An agreed upon set of tasks resulting in the best sequence of human motion and machine achieving the best quality output in the safest manner with the least labor, space, inventory and equipment that is continually improved

11. 4 Step Process

12. Process Variation is the Enemy! Standardized Work not only a concept but also a means to identify, reduce, and eliminate… Std Wk VARIATION

13. Role of Leadership S UPPORTIVE – L EADERSHIP M ODEL OPERATOR TEAM LEADER VALUE STREAM SUPERVISOR PLANT MANAGER ENGINEERING MAINTENANCE FULFILLMENT SAFETY HUMAN RESOURCES VALUE STREAM MANAGER

14. Never be satisfied “ Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization.” Steven Spear & H. Kent Bowen

15. Scientific Method Stating a hypothesis Test the hypothesis Confirm or disprove hypothesis

16. Method of Implementation REFLECT Act Plan Check Do GRASP THE SITUATION HYPOTHESIS EXPERIMENT ADJUST

17. Three options: Adjust & experiment again Adopt the change Abandon the idea Experiment – test the change Develop idea Determine expected result Monitor & Measure Analyze gaps between actual & expected Identify the problem Define current situation Analyze potential causes Act Plan Check Do GRASP THE SITUATION

18. Changes must improve the process Q uality E fficiency E ase of Learning S afety

19. Summary of Part 1

20. Tools of Continuous Improvement Continuous Improvement Board Focus Board Story Board

22. Continuous Improvement Board Purpose: Employee involvement in process improvement. Captures quick and easy ideas that can be implemented by the employees. Process: Use of a card on the Board that follows PDCA methodology and visually shows the progress of the idea.

23. Focus Board

24. Focus Board Purpose: Focus on a specific issue that may involve multiple stations. Process: Team problem solving approach. Grasp the situation through run charting and Pareto analysis. Test several hypotheses and look at the impact.

25. Story Board

26. Story Board Purpose: Problem solving requiring deep root cause analysis. Used by team members supporting the value stream (engineers and leaders.) Process: The employee uses a standard template to present the problem solving process from problem description, through the 5 Why analysis, to permanent counter measure.

27. Summary/Recap Andersen Manufacturing System Philosophy Customers Continuous Improvement Operators Production Floor Work Processes Stabilize Standardize Simplify Tools Continuous Improvement Board Focus Board Story Board

28. Questions?