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Lean Continuous Improvement Overview
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- 2. Values uSafety & Health uEnvironmentalStewardship uHighest Ethical Standards uRespect for People “Committed to Zero”
- 3. RESPECT FOR PEOPLE: Let’screate a respectful culture. Let’s embrace and celebrate differences. Let’s respect others for their individuality. LET’S SOLVE As we show RESPECT FOR PEOPLE AT DUPONT. We Do Not Feel Respected or Included When: We are forced We are ignored We are threatened We feel imposed upon We feel intruded upon We feel judged or rejected We are not listened to We are tricked We feel manipulated We are lied to We are lied about We are not given reasonable explanations We are not asked for our opinions We are invalidated We are interrupted We are not cared about We are laughed at (especially when we are upset or in pain or some kind of trouble) We are mocked We are stereotyped We are underestimated We are not taken seriously Our feelings are not taken seriously Our preferences are not taken seriously Our dreams are not taken seriously Our ideas are not taken seriously Our needs are not acknowledged and not taken seriously Our questions are not taken seriously Our questions are not answered or are evaded We are told that we wouldn't be able to understand something We are not asked for our ideas Others make decisions about us without our input Others do not try to understand us Others make assumptions about us We are not asked what we think we need Others tell us what they think we need. We are not asked how we feel Others believe they know what is best for us Others believe they know us better than we know ourselves Our way of doing things is not accepted Our privacy is invaded or denied We feel betrayed We feel controlled.
- 4. 3P’s Purpose Process Product • To gaina high level understanding of tools we can use for continuous improvement opportunities • To generate ideas for continuous improvement projects/ideas for ATC in 2015 • Brandon to review continuous improvement training materials, videos and games • Idea generation by team • Understanding of continuous improvement tools • List of 2015 ATC continuous improvement projects
- 5. Vision Statement- Wherewe going? u To become a high performing team that provides quality, reliable data to our customers in a timely manner so that Ø Customers use our data to make sound decisions on new product or application development Ø We can strengthen customer relationship to meet customers changing development needs u We will achieve a high performing team through engaging, collaborating and embracing change
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- 7. Agenda •Brief overview ofmiscellaneous tools for meetings/invites…: •Value Contacts •3 Ps •Ground rules •Check in • Continuous Improvement/Lean knowledge
- 8. Ground Rules: •Cell phoneon silent •Participation is valued •Respect time (start, break, end) •No disruptions •Check your stripes at the door •Location of rally… •Any other?
- 9. Check in OHT 01 •Readthe below statement •and count how many times does the letter f as in Frank appear in the following stmt? Finished files are the result of years of scientific study combined with the experience of years. This demonstrates how our mind sometimes plays tricks on what we believe. The puzzle support themes of concentration, accuracy, assumptions, and creative or lateral thinking How many did you count?
- 10. Continuous Improvement (CI) Define-is an approach to work, that systematically seeks to achieve incremental changes in processes in order to improve efficiency, quality, cost, time… Common CI tools programs: •DPS •Lean •Six Sigma •Total Quality Management - TQM •Industry Organization of Standards - ISO certification Why is it good for a company Why is it good for employees
- 11. Participants responses Why shoulda company spend money on a CI program? For a better future of the company Make more money More credibility (certifications, ISO) Productivity Why should an employee learn a CI program? More efficient More prosperous for company Personally more value to outside company
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- 13. Lean-define • What isneeded • When needed • In exact quantity • Perfect quality • Least amount of time Concept of elimination of waste • Waste is anything that: • does not add value to the product • The customer is not willing to pay for
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- 15. Lean- Goals or3 V’s Variability VisibilityVelocity Waste Elimination enables achieving the 3 Vs
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- 17. Any questions onCI objectives or CI in general? Main objectives: •Have what is needed when needed •Elimination of waste •Reduce Variability •Increase Velocity and Visibility •Meet Customer demands
- 18. Next steps 1. Needopportunities 2. Use tools
- 19. Opportunities • Directives • COTs •Loss and waste analysis • Customer feedback • Bad actor reports • Cost analysis • Knowing the 8 wastes
- 20. Tools 5S Kaizen Visual Management Teamwork One PieceFlow Focused Improvement Autonomous Maintenance Asset Care Pull KanBan
- 21. 21 Teamwor k The Teamwork TRACCfocuses on the establishment of effective teamwork in the workplace to drive down waste and improve efficiency on a day-to-day basis.
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- 23. 23 Focused Improvement Focused Improvement isthe best practice of identifying the major wastes and other priority areas in order to focus all improvement activities on them. It guides and focuses the other best practices.
- 24. With the additionof a divider employees desk will no longer become involved with other personnel's copier activities. (i.e. stapling, non-retrieved papers)
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- 26. 26 26 Top Secret TopPriority Team Measurement Proactive Control Self-directed Visual Management (VM) has two distinct themes — performance measurement and visual display. In this TRACC, the emphasis is on measuring the right things such as waste, quality and on-time delivery. Visual Management
- 27. MT Labs’ SupplyCloset 5S with a little bit of visual management! Pictures make it “impossible” to store something in the wrong spot.
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- 29. 29 Autonomous Maintenance This TRACC focuseson operators taking ownership of their equipment and share the responsibility for its maintenance with the maintenance department. The operator should not replace the tradesperson, but should perform first-line maintenance tasks, such as cleaning, inspection, lubrication, minor repairs and assisting with major repairs. Observations
- 30. 30 Asset Care This TRACCaddresses the systems and activities which are needed to ensure maximum equipment availability and performance at an optimum cost. It focuses on the maintenance department's function and its partnership with the production department. Planning & Scheduling
- 31. 31 Set-up Time Reduction This TRACCfocuses on reducing the amount of time between distinct production runs, typically due to product changes, equipment sanitisation or planned maintenance activities.
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- 33. Kanban A Kan-ban isa card containing all the information required to be done on a product at each stage along its path to completion and which parts are needed at subsequent processes.
- 34. LAS Product StewardshipLab Kanban and 5S system s go hand- in-hand
- 35. LAS Product StewardshipLab • Drawer is labeled for LC Vials and GC vial caps. • There is a Kanban card for each type of item • One card is missing because the card was turned in to an administrator – it was time to order! Drawer labeled for LC Vials and GC vial caps contains only those items.
- 36. Leader Standard Work(routine, value add tasks)
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- 39. 39 Qualit y This TRACCfocuses on ensuring consistent product quality by controlling it 'at source'. The source includes both the suppliers of material and production operators. Achieving quality is therefore proactive, rather than reactive. It also addresses the need for well-defined, visible quality requirements for each step in the value chain. Also Quality is the best practice whereby work teams take responsibility for product quality by monitoring and correcting critical process variables to keep the product within customer specification limits.
- 40. 5S 5S is asystem which was developed in Japan to establish basic discipline and order in the workplace. It creates an environment that is an essential foundation for other best practices to prosper and for people to be really effective. Sort Shine Set in order Standardize Sustain
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- 42. MT Labs’ SupplyCloset Before: After:
- 43. Idea generator • 8Waste • Keep in mind of issues, concerns, frustrating events…when you say” It will be nice” • Questions • Pathforward • Idea generation exercise – turn in ??? Thanks for your time.
- 44. Feedback “The content levelwas appropriate for the audience” “At first I thought I had nothing to benefit from the training but now I can see areas in my lab that I can implement” “I want to be included in your prioritization meeting and be a part of the team to lead improvements” “Brandon is articulate”
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