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Howe Street Basic Project Approach
- 1. Operational Excellence Practice Project Approach 2022
- 2. Our Job 1 is to Make the Invisible, Visible. Dissecting reports, understanding product flows, value streams, CMMS and the P&L are a facet to our service. 2
- 3. The Scenario MANPOWER Who is doing the work METHODS How is the work being performed METRICS What, if any are the KPI MATERIALS What are the prescribed materials used MACHINES What machines are used, are they used to optimum, what is the maintenance 3
- 4. The Project Opening Meetings Setting the table Focus Session Establish the goals with the team, illustrate everyone’s roles and responsibilities, review the preliminary project plan Base and Goal Development Conveying the goals directly to the shareholders and establish a system to effectively track progress 4 Management Operating System Review Depict in sufficient detail the way you operate today with process owners and get agreement on “as-is” Illustrate preliminary upgrades and opportunities and attack causes of excess variation Coordination of components to point of use Balancing workloads & resources Problem identification and resolution processes Integrate EIP discovery process
- 6. The Project Continued Map and Illustrate Operating Best Practices Ensure Sustainability Document New Operating System Install Audit Process Train personnel to flag and correct issues on an ongoing basis Increase Management Effectiveness Discipline and Focus Corrective Tools Effective Communication 6
- 7. Typical Industrial Engineering Tools 7 Line Balance: Identification and Optimization of Constricted W/C’s Client Name: Steps Time Steps Time Steps Time Plant: Representative Product: Department: Activity: Position: Date: Charted By: Supervisor: Shift: Comments / Notes: 1 2 3 4 5 Total Time Avg. Time Units/ Hr 1 Aquire Material 1 x 1 Frame 3.7 6.5 4.5 2.8 4.2 21.7 4.3 829 2 Glue Ends 1 x 1 Frame 3.2 2.9 3.9 4.8 4.1 18.9 3.8 952 3 Place frame sides on table 1 x 1 Frame 3.0 2.3 3.4 2.4 2.9 14.0 2.8 1,286 4 Scan frame sticker and place middles pieces & setting blocks 1 x 1 Frame 10.6 9.1 10.1 12.0 9.9 51.7 10.3 348 5 Lock 1st side & middle pieces. Drill & screw 1 x 1 Frame 28.3 25.0 23.0 19.3 22.4 118.0 23.6 153 6 Lock End side & middle pieces. Drill & Screw 1 x 1 Frame 22.3 18.6 19.0 19.8 18.8 98.5 19.7 183 7 Unload & stage 1 x 1 Frame 4.4 4.9 2.9 2.5 3.2 17.9 3.6 1,006 Process Task Analysis Variable Quantity Material Handling 1st Shift #1 Builder #3 BB February 3, 2009 Frame Action 0.0 0.0 Totals & Averages Time Category (F,V) Storage Present Proposed Step # Description Crew Size UOM Cycle Time per Unit (sec.) Frame Building Transaction Kraftmaid 0.0 21.1 0.0 Difference 4 0 0 0 0 Inspection Delay Frames Ernie R. Value Added 3 47.1 0 2 4 6 8 10 12 14 16 18 20 22 1:30 PM 1:40 PM 1:50 PM 2:00 PM 2:10 PM 2:20 PM 2:30 PM 2:40 PM 2:50 PM 3:00 PM 5 minute Increments Framing Summary 27% 10% 19% 44% Working Away Idle NR Work Framing Resource Utilization Kraftmaid Cabinetry 1/20/2009 1st Shift Labor Utilization 0 50 100 150 200 250 300 350 400 450 9:30 AM 9:45 AM 10:00 AM 10:15 AM 10:30 AM 10:45 AM 11:00 AM 11:15 AM 11:30 AM Pieces per Hour Actual Rate Average Rate Plan Rate Observed Capacity PTA Rate Euro Mill - KFL 526 Combo Product Code: February 11, 2009 1st shift Production Variance Study Line Balance - 20 40 60 80 100 120 140 Stager Builder Tracker Door Hanger Inspector Boxer#1 Boxer #2 Units per Hour Actual Erosion Potential Open Capacity Actual Optimum Planned Units/Hr. KAAT Line #11 Cabinet Assembly February 4, 2009 1st Shift Resource Utilization: Determination of Labor Content Effectivity Process Task Analysis: Value Added v Non Value Added Activities Variance Study: Measurement of Effective Execution Value Stream Mapping: Current state – % Value; % NVA: Waste, Material Movement, Takt Time, ec (Est. Future State) • Several types of Studies and Data Collection Methods will be used throughout the project. • Managers and Supervisors will be trained to carry this on post RPC
- 8. Pursuit of Excellence 8 Process Task Analysis Resource Utilization Variance Studies Line Balancing Resource Guide Operating Reports Lost Time and Material Loss Pareto’s Labor Utilization Action items Process Improvement Action items Defect Reduction Action items Resource Guide Improved Tool Data Analysis/ Hypothesis Development Execution to Spec
- 9. Typical Project Steering Team How will we scale the future Daily • Daily Operating Reports • Lost Time/ Scrap/ Rework Pareto • OTD • HSE/ Lost Time/ Near Miss Daily • Continuous Improvement Projects • Action Items • Cost Benefit Analysis Monthly • Financials • Monthly Operating Reports • OTD • HSE • CIP’s • Action Items 9 Weekly • Weekly Operating Reports • Pareto • OTD • HSE • CIP’s • Action Items
- 10. Project Plan For a 3 to 1 return 15-25 weeks 10
- 11. Roles and Responsibilities Howe Street Advisors: Provides Structure, Focus & Urgency Provides Project Management Knowledge Provides Diagnostics & Analytic Tools Provides Subject Matter Expertise in Operation Excellence Howe Street Advisors & Our Clients: Analyze Information Together Diagnose Opportunities thru Analysis Review Findings and Formulate Conclusions Benchmark Processes Develop Fact-Based Recommendations Generate Action Items/ Assign Mitigate Risk OUR CLIENTS OUR CLIENTS Our Clients: Implement Recommendations as Identified Drive Action Items to Prompt Closure Retain Tools and Applied Knowledge Demonstrate Ownership of the Process Communicate to All Levels