Operational Improvement Framework
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I developed a framework and procedure to identify, prioritise, execute & track operational improvement opportunities targeting the top operating production losses as reported from the sites Ampla down time loss reporting system. The framework uses visual management tools and lean principles to drive actions for improvements that increase the asset utilisation (availability, performance and quality) metric for the processing department.
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Subscribe: http://www.ksmartin.com/subscribe
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Dokumen tersebut membahas perbaikan sistem pengangkutan pallet di lini produksi dengan melakukan analisis penyebab masalah, perencanaan penanggulangan, dan evaluasi hasil perbaikan. Beberapa masalah yang diidentifikasi adalah docking yang tidak kuat menahan benturan, spie yang lepas, dan beban pallet yang berat. Rencana perbaikan mencakup mengganti material dan merubah sistem penggerak pallet. Hasil evaluasi menunjukkan perbaikan berhasil mengur
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Learn how to eliminate waste to save time and make more money.
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Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
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1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
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- Toyota's philosophy
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- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
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Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
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for office/service/knowledge work
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4. Develop a one-step setup training plan to teach workers the new changeover process.
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Overall Equipment Effectiveness
Overall Equipment Effectiveness (OEE) measures the efficiency of machines during their loading time. OEE figures are determined by combining the availability and performance of equipment with the quality of parts made. Availability is affected by planned and unplanned downtime. Performance considers the actual speed of the machine compared to the ideal cycle time. Quality yield looks at the total quantity of good parts produced compared to the total processed. An OEE calculation takes the product of these three factors - availability, performance, and quality yield - to determine the overall equipment effectiveness percentage.
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3) A stocktake of supporting/enabling and management processes identified opportunities for improvement, such as strengthening business planning processes. Quick wins for streamlining were also identified.
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Operational Improvement Framework
- 1. Operational Improvement Framework A framework to identify, prioritise, execute & track operational improvement opportunities targeting the top operating production losses in the Mill Rosebery Mine Tasmania, AUSTRALIA
- 2. Operational Improvement Framework Overview 2 Concentrator Production Ampla Reporting & Analysis OI Weekly Forum TAKING ACTION โข The OI cycle moves from production to reporting to planning to taking action and back again โข The PDCA cycle is the feedback loop for managing and tracking actions taken to address key losses 22WIC008 96.473 TPH 27/02/2014 14:32:4427/02/2014 06:32:44 8.00 hours Plot-0 85 90 95 100 105 110 115 120 125 Data Historian (Pi) The objective of the operational improvement framework is identify and take the right course of actions to improve Asset Utilisation (AU)
- 3. 1. Concentrator Production 2. AU Capture & Reporting โขReporting of top losses in terms of metal tonnes by: โขCause Location โขCause 3. OI Weekly Forum โขSafety Share โขProgress up date on existing improvements from previous forum โข Review of Ampla top losses reporting for previous week โข Identification & prioritisation of new improvements with existing ones โขCreation of action tasks โขAllocation of accountability to take action on new or existing tasks Operational Improvement Process Walk Thru 3
- 4. 2. Respect - Each individual has a role to play โ respect it 3. Teamwork โ The team is stronger than the individual 4. Challenge - If you canโt justify why it is as it is โ Donโt accept it! 5. Go Look See - Go & See. Gather data. Find root cause. Gain consensus & act decisively 1. Continuous Improvement - Small ongoing incremental improvement initiatives, which are simple & quick to implement Lean Values 4
- 5. AU Capture and Reporting Weekly Reporting Customised Views Losses expressed in metal tonnes Losses identified to cause location Losses explained by cause OI Forum Weekly Frequency Cross functional representation (Operations, Metallurgy, Maintenance, Reliability) OI Process Owner Visual management - Concern strips PDCA cycle Accountability Link to broader production improvement project management processes Taking Action Ownership Transparency Linked to production by top loss identification Root cause analysis Continuous improvement Integrated with business as usual production activities Operational Improvement Process Key Attributes 5
- 6. Value Stream Map 6 REPORT ANALYSE ACT OI Lean Board Updated Ampla reports printed and attached to Lean Board OI Weekly Forum Forum convened on weekly basis Top Losses Identified & Reviewed by Exception Top losses confirmed and prioritised for action during forum New Concern Strips Created New concern strips created during forum to address top losses identified by exception Actions undertaken as per concern strip Actions taken on production floor to address individual concern strip containment/ counter measures identified Value Stream Map โ Rosebery Operational Improvement Process Existing Concerns Strips Reviewed and Updated Existing concerns updated according to the PDCA cycle during forum Ampla Reporting Automatic Ampla Reporting generated
- 7. Lean Board 7