Shop floor management new flyer 1 day workshop - november 2016

1Marek.Piatkowski@Rogers.com
Shop Floor
Management
Workshop
Thinkingwin, Win, WIN
Daily Shop Floor Management
Shop Floor Management Practices
Marek Piatkowski – November 2016

Shop Floor
Management
Workshop
Introduction - Marek Piatkowski
 Professional Background
 Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from
1987-1994
 TPS/Lean Transformation Consulting - since 1994
 Professional Affiliations
 TWI Network – John Shook, Founder
 Lean Enterprise Institute (LEI) – Jim Womack
 Lean Enterprise Academy (LEA) – Daniel Jones
 CCM/CAINTRA – Monterrey, Mexico
 SME, AME, ASQ, CME
 Lean Manufacturing Solutions - Toronto, Canada
www.twi-network.com

Shop Floor
Management
Workshop

Shop Floor
Management
Workshop
Presentations in this
Workshop
1. Log in to:
www.slideshare.net
2. Type in my name in
search area:
Marek Piatkowski
3. Select a presentation you
want to see
4. Learn and Enjoy

Shop Floor
Management
Workshop
Management (Operating) System
 Every company has a formal or informal Management (Operating) System
 Management System is a way of managing and operating your business. It allows
management and institutions to formulate solutions to problems of organizing:
 People
 Equipment
 Material
 Capital
to design, market, sale, produce and deliver or provide services to the customer.
 We have learned many things about management over the past 3,000 years. But
we continuously look for new and better management tools or methods.
 The best tools and methods are those which stand the test of time, and which give
you a lot of leverage over common problems.

Shop Floor
Management
Workshop
What is Lean Transformation?
 Lean Transformation is a practical management system based on TPS (Toyota
Production System) philosophy:
 Customer first
 People are the most valuable resource
 Kaizen - Continuous Improvement
 Gemba - Shop Floor focused
 Lean Transformation is a collection of best know:
 Business philosophies
 Operating principles
 Lean Tools
 Lean Methodologies
 When properly used and applied they will lead any Company to higher profits,
greater business success, stability, growth and profitability
Taiichi Ohno
Credited with realizing the
concept of the Toyota
Production System.

Shop Floor
Management
Workshop
What is Daily Shop Floor Management
Daily Shop Floor management means developing and controlling:
 Management System:
 Organization - People
 Procedures
 Information
 Management techniques
 A Physical System
 Plant – building and equipment
 Production methods
 Transportation and delivery methods
To economically manufacture products of certain value and quality, in certain volume
and within a certain time period.

Shop Floor
Management
Workshop
Two Types of Shop Floor Management Activities
Daily Shop Floor
Management
Shop Floor Continuous
Improvements
Development of Leadership Skills and understanding of Roles and
Responsibilities of a Supervisor or a Manager through daily
practices, coaching and On-the-Job Training (OJT).

Shop Floor
Management
Workshop
Daily Shop Floor Management - Tools and Methodologies
Tools
 Workplace Organization - 5S
 Visual Management
 Information Centers
 Standardized Work for Leaders
Methodologies
 Daily Team Meetings
 Daily Management Walk About and
Support Teams
 Gemba Walks – Process Audit
Daily Shop Floor
Management

Shop Floor
Management
Workshop
Process Improvement SFM - Tools and Methodologies
Tools
 Value Stream Mapping
 PDCA
 Practical Problem Solving
 A3 Report
Methodologies
 Standardized Work
 Kaizen – Continuous Improvement
 Quality Circles
 Improvement Kata
Improvements

Shop Floor
Management
Workshop
Solving Problems in Manufacturing
Life in Manufacturing
consists of solving
problems and
implementing solutions.

Shop Floor
Management
Workshop
Toyota’s Philosophy – Manager’s Role
 In a true TPS environment decision making process should be made at the lowest
possible level of the organization. Simple, effective solutions are the most effective
 A manager’s or supervisor’s role consists of leading problem solving activities in a
multi-skilled, cross-functional team environment
 Managers role is to make sure that for everything that we do there is a well defined
standard process
 If something goes wrong, the first line of questions that Manager must ask are:
 What went wrong?
 What is acceptable and what is not acceptable?
 Did we have a process for this particular situation?
 Did we follow the process?
 Was there a problem with the process or the problem occurred because we did not
follow the process they we should?

Shop Floor
Management
Workshop
Daily Shop Floor Management (SFM)
 Basic duties of the Shop Floor personnel (Managers, Group Leaders, Team Leaders)
are to direct and manage resources and processes, so that the company’s quality,
delivery and cost plans and goals are achieved.
 Quality, delivery and costs are three primary production targets based on customer
requirements for components and production.
 There are also three secondary targets productivity, safety and morale, which also
should be a part of daily managerial activity.
 Shop Floor Management introduces us to some of the managerial tools available to
accomplish the task of a Manager.
 SFM are daily activities performed on regular and frequent basis to address and
prevent any existing (current) or any potential problems related to availability and
performance of equipment, materials, people, information and methods.
Daily Shop Floor
Management

Shop Floor
Management
Workshop
Daily Shop Floor Management
 Shop Floor Management (SFM) is about making sure that the systems are working
properly and according to plans
 When there is a problem or a potential of a problem take immediate corrective
action to restore the system to proper function
 SFM focuses on daily performance (last 24 hours)
 Solve the problem now, so it does not happen again the next hour, shift, day, week,
or month. Only by doing this will we be able to get out of Fire Fighting mode and
into controlled performance
 Walk, stop, look, listen and then ask questions
 If something is not right, correct the problem immediately. Do not walk by it
without action or add it to your “list”. Correct the problem.
Daily Shop Floor
Management

Shop Floor
Management
Workshop
Round 1 – Understanding the Current Process
 Safety – do I understand all safety requirements for this Work Cell? Is it a safe
place to operate? Is everybody following safety regulations?
Round 1
Learning to See
Understanding the Current Process

Shop Floor
Management
Workshop
Safety – Employer’s Responsibilities
 As an employer, you play an important role in preventing workplace accidents and
injuries, and promoting safe and healthy workplaces.
 These responsibilities and obligations fall under Part II of the Canada Labour Code
and apply to workplaces under federal jurisdiction only.
 Employers must ensure that employees have the necessary information, training
and supervision to perform their jobs safely.
 Managers, supervisors, health and safety committees and representatives must
also understand their roles and responsibilities under the Code.
 Additional areas of employer obligations and responsibilities under the Code
include investigations, inspections, accident reporting, and the Hazard Prevention
Program.

Shop Floor
Management
Workshop
Safety – Duties of Employees
As an employee under the Canada Labour Code, you are required to:
 use all safety materials, equipment, devices, and clothing that are provided by the
employer and are intended to protect employees
 follow procedures relating to the health and safety of employees
 follow all instructions provided by the employer concerning the health and safety of
employees
 co-operate with any person carrying out a duty or function required by the Code
 report to the employer any thing or circumstance that is likely to be hazardous to
employees or any other person in the workplace
 report to the employer all work-related accidents, occupational diseases, or other
hazardous occurrences that have caused injury to you or any other person
 report to the employer any situation you believe to be a contravention of Part II of
the Code by the employer, another employee, or any other person
 comply with every oral or written direction given by a health and safety officer or an
appeals officer

Shop Floor
Management
Workshop
 Work Cell – Identify Cell layout (boundaries). Identify number of machines and
their function. Identify number of operators and their responsibilities.
Round 1
Learning to See

Shop Floor
Management
Workshop
Round 1
Learning to See

Shop Floor
Management
Workshop
 Work Cell – Identify Cell layout (boundaries). Learn about a type of product being
manufactured. Identify number of machines and their function. Identify number
of operators and their responsibilities.
 Manufacturing Process – Identify what type of a product is being manufactured or
assembled at this cell? Learn about the flow of work and flow of information.
Round 1
Learning to See

Shop Floor
Management
Workshop
Round 1
Learning to See

Shop Floor
Management
Workshop
 Visual Management – is Visual Management in place? Is it operating? Is it
maintained? Is it easy to understand? Is it followed?
Round 1
Learning to See

Shop Floor
Management
Workshop
 Workplace Organization (5S) – is this a clean and well organize place of work?
Round 1
Learning to See

Shop Floor
Management
Workshop
 Information Flow – how is the information communicated to the operators? Is
there an Information Center at the Work Cell? Is it easy to understand?
Round 1
Learning to See

Shop Floor
Management
Workshop
Management of Visual Management Indicators
 Identify, review and monitor key control indicators in the following areas:
 Safety: number of near-misses, number of accidents, number of consecutive days
without an accident, ...
 Quality: scrap, process defect rate, rework, repairs, process capability, ...
 Delivery: schedule attainment, quantity, date and sequence, utilization rate, delivery
date, fulfillment rate, daily delivery rate, delay rate,...
 Productivity: quantity produced per unit time or per man-hours, lead times, number
of time each unit is handled by the operator, machine downtime, ...
 Cost: material costs, labor costs, expenses, cost per unit,...
 People: attendance rate, participation in daily meetings, number of submitted
suggestions, job rotation, training, Standardized Work, participation in problem
solving and improvement activities, …
Daily Shop Floor
Management
SAFETY QUALITY DELIVERY PRODUCTIVITY COST PEOPLE

Shop Floor
Management
Workshop
 Information Flow – how is the information communicated to the operators? Is
there an Information Center at the Work Cell? Is it easy to understand?
 Work Cell Management – do you understand how this Work Cell is operating? Is it
easy to see any potential problems? Will you be able to manage this Work Cell?
Round 1
Learning to See

Shop Floor
Management
Workshop
Chairman of Toyota Motor Corp. and former
President of Toyota Motor Manufacturing, KY
and Toyota Motor Corp.

Shop Floor
Management
Workshop
Henry Ford – Founder of Continuous Flow of Production
 There are two basic concepts for assembling automobiles:
 Keep the automobile stationary while moving the assembly operators around
 Keep assembly operators stationary and move the automobile to them
 Recognizing how bulky and heavy automobiles were, Ford initially thought to follow
the first concept.
 However, one day, while looking for ways to eliminate waste from assembly
process, Ford noticed the following:
 There is a lot of waste in scattered movements of operators
 There is waste in searching for, comparing and finding parts and components
 There is waste in unnecessary movement of objects
 Ford had an idea of mounting automobiles on carts and pulling them by rope.
 The first assembly line was born.

Shop Floor
Management
Workshop
Henry Ford – Founder of Continuous Flow of Production

Shop Floor
Management
Workshop
History of Toyota Production System - TPS
1951
 Eiji Toyoda tours the U.S. for 6 weeks to visit factories and observe production.
 For three weeks he is at Ford Motor Company as the guest of Henry Ford II.
 Eiji notes that Toyoda is behind Ford in many respects and can not compete on a
mass production basis. However he does believe they can emphasize their own
unique attributes and style of production and improve upon what he observed.
 Taiichi Ohno studies at Ford principles of mass production and Assembly Line.
 Concept of Takt Time is created.
 Taiichi Ohno learns about Standardized Work. Initial Standardized Work Charts are
developed.
 Elimination of waste concept is created.

Shop Floor
Management
Workshop
Round 2 – Eyes for Waste and Eyes for Flow
 Waste - Are there chronic, very noticeable problems related to 7 types of Waste?
Round 2
Learning to See
Eyes for Waste and Eyes for Flow

Shop Floor
Management
Workshop
Seven Types of Waste
Unnecessary Transportation
Unnecessary Motion Unnecessary Inventory
Unnecessary Processing

Shop Floor
Management
Workshop
Types of Work
Meaningful Work - work that adds value to a product or advances a product
 Value Added Work - operations which increase a value of a product from the
Customer’s point of view
 Non-Value Added Work – Incidental Work. Work that does not have any particular
value, but it has a cost.
 The higher the value-added operation in your completed work, the higher the level
of production efficiency will be.
 When walking and looking at different operations you will find that the actual
“work” which adds value to the material is surprisingly small, while waste or an
activity which doesn’t increase value of a product is remarkably large.

Shop Floor
Management
Workshop
 Value-added (VA) operations are those activities, which advance a product or
increase the value of the product from the Customer’s point of view
 This includes processing operations such as changing the shape of product,
changing its quality or assembling different components into a large part.
Assembling parts, cutting, stamping, soldering, forging raw materials, tempering
gears, painting bodies are examples of real work or value-added operations
 When walking and looking at different operations you will find that the actual
“work” which adds value to the material is surprisingly small, while waste or an
activity which doesn’t increase value of a product is remarkably large.
Value
Added Work

Shop Floor
Management
Workshop
 Non-Value Added Work (NVA) – Sometimes called Essential or Incidental Work.
 This work that does not have any particular value, value, but must be done to
complete the job. And this work has a cost.
 For example, Non-Value added work includes leaving the workplace to get parts or
tools (walking time), applying labels, packing product, entering information into
data base, testing, filing, unpacking product or picking up parts from a bin
 If we carefully analyze each work process, the equipment and materials being used,
we soon can identify waste and find ways to eliminate it.
Non-Value
Added Work

Shop Floor
Management
Workshop
WASTE
(Muda)
 Waste (Muda) - is NOT work. Waste are activities, motions, behaviors or actions
that are not part of the actual work (non essential activities).
 Waste refers to such things as: waiting, repairing, sorting, inspecting, verifying,
checking, counting and rearranging materials unnecessarily, or handling parts that
are not needed right away
 Two major contributors to Waste:
 Unevenness - fluctuating schedules, planning and production quantities
 Overload - machine or employee pushed beyond natural limits of their capacity

Shop Floor
Management
Workshop
Types of Work and Activities / Motions
ValueAdded Work
- welding bracket
- cooking
- assembling cover
- painting frame …
Non-Value AddedWork
- loading parts
- walking
- exchanging tools
- applying labels, packaging
Waste
- inspecting
- rearranging parts
- repairing
- waiting …
Waste - Muda
Value Added Work
Motion
Non-Value Added Work

Shop Floor
Management
Workshop
 Flow of Production – are there noticeable “stops” in movements of operators,
movements of products and materials, are machines operating?
Round 2
Learning to See

Shop Floor
Management
Workshop
The main purpose of designing flow for manufacturing is to eliminate all
wastes and losses caused by poor flow
3 Weeks
Raw material
5 Days
WIP
Extra handling
10% wait time for
material
Plant
Output
Input
40% Uptime
4 Hr. C/O
8% Scrap
Flow (movement) in Manufacturing
Flow
Manufacturing
Workplace
Organization
Material
Movement
Quality
Employee
Environment
and
Involvement
Operational
Availability

Shop Floor
Management
Workshop
Importance of Flow
 The time for any individual person or and item to move from the start to finish of the
process should be as short as possible
 Elimination of stops and waiting time in a process should be one
of your key concerns
 Why? – do we understand?
 Every time the work stops we consume resources and add costs but we do not add
any value

Shop Floor
Management
Workshop
TPS Operating Principles
 Lead time - Strive continuously to find and implement ways to shorten the time it
takes to convert customer order into a finished product.
 Manufacturing Efficiency – the goal is to get the material in and out as quickly as
possible
 Machine and manpower utilization is defined by how quickly they support this goal
- NOT as in a traditional maximum utilization approach
 Continuous flow of production - is the quickest way for material to get from point
A to point B, with the shortest lead time and least amount of work-in process in
between.
 A smooth continuous flow will result in gains in productivity and quality

Shop Floor
Management
Workshop
Principles of Lean Flow - Understanding Flow
 Lean forces us to think about processes from the moment when customer is
placing an order to the moment when customer is receiving the output of the
process
 Improving the service to customers and reducing whole-process costs and cycle
times will often mean reducing the efficiency of individual process steps
 Too often we optimise individual steps, not the whole process
 Flow is about how
 People
 Information and
 Products (Materials)
move and interact with each other from the start to the end of a production or
service process
 Flow is about what happens to them and how the process overall compares to
what could be seen as a perfect flow.

Shop Floor
Management
Workshop
What is Flow in Manufacturing?
 Movement (flow) of People – movement of people performing work, performing
value added activities, delivering products, inspecting, packaging, receiving
products, shipping products, etc …
 Flow of Material (transportation) – of parts, components, raw material, tooling,
dies, gauges, containers, boxes, scrap, workpieces, finished products, etc …
 Flow of Information – work orders, production orders, shipping schedules, labels,
receiving orders, engineering drawings, product specifications, quality specs, work
standards, etc …
Flow
Manufacturing
Workplace
Organization
Material
Movement
Quality
Employee
Environment
and
Involvement
Operational
Availability

Shop Floor
Management
Workshop
Flow Analysis
 Operator flow – operator movements
 Do operators efficiently go from one VA step to the VA next?
 Are there noticeable stops in their work flow?
 What causes these stops?
 Two major contributors to Waste:
 Unevenness – some operators work harder than the others
 Overload - machine or employee pushed beyond natural limits of their capacity
 Information flow
 Does everybody know what to do? Or do they need to stop and ask?
 How quickly are problems and abnormalities noticed and resolved?
 Material flow – workpiece flow
 Does every work piece move from one value-added steep to the next value-added
step without any stops?

Shop Floor
Management
Workshop
 Pace of Production – Is there a pace of production? Is Takt Time visible? Is
everybody and “everything” following a pace of production?
Round 2
Learning to See

Shop Floor
Management
Workshop
What is Takt Time?
 Takt Time is a maximum amount of time in which a product needs to be produced
in order to satisfy Customer demand
 Takt Time creates a pulse or a rhythm across all manufacturing processes in a
business and synchronizes issues among processes to ensure continuous flow of
production and utilization of capacities.
 It defines a maximum working time per single part or an assembly for each
Operator to finish their cycle
 It defines a time for each Operator to complete a task
 In practice, all operations produce with a slightly higher pace than what the Takt
Time calculation says. If not, they would not have any opportunity to be able to
fend for disturbances
 Takt Time should therefore not be seen as a tool, but rather a vision. If your
production pace were exactly the same as the mean customer demand, it would
require perfectly stable processes and completely balanced flows. A long term goal
in Lean Manufacturing

Shop Floor
Management
Workshop
 Scheduled Production Time - is the total available production time per day (in
seconds). It takes into consideration (subtract) time scheduled for meetings,
maintenance, breaks and lunches.
 Total Customer Requirements - Quantity of parts required from the process per day
Takt Time – is a rate (in seconds) at which you should
produce one part or one product to meet Customer
requirements based on the rate of sales.
Takt Time =
Scheduled Production Time (in seconds)
Total Customer Requirements

Shop Floor
Management
Workshop
Why focus on Takt Time?
 The amount of time that material wastes (spends) in an organization is strongly tied
to the amount of controllable cost incurred and the cash flow of the operation.
 Improved material flow - material requires floor space, tracking systems, processing
and handling, most of which add little value while increasing the cost of the
product.
 Once the Takt Time has been established, the amount of individual work is
determined so it can be done within the specified Takt Time
 Creates a pace of production – Rhythm
 Producing to Takt Time sounds simple, but being able to operate to Takt Time is a
result of concentrated efforts to:
 Provide fast response (within Takt Time) to problems
 Eliminate causes of unplanned downtime
 Reduce changeover times

Shop Floor
Management
Workshop
Pacing the Line - Operating to a Steady Takt Time
 Operators can get into a rhythm
 Creates predictable flow - repetitive manufacturing
 Production planning becomes easier
 Operating efficiency goes up
 Makes problems obvious

Shop Floor
Management
Workshop
The Pace and the Pitch of Production
 The Pace
 The origination point of a Lean Transformation is determining the Pace (Takt) at
which product must be produced.
 Contrary to traditional manufacturing, this pace is not determined by sums of
machines possible cycle times. Instead, customer demand determines the pace of
production for work center, work cell. This is a radically different concept for many
companies.
 The Pitch
 Once this pace, or Takt, has been determined; the next major step is to design a
system that flows product at some rhythm to that Takt.
 This is often called pitch and becomes the ‘heart beat’ of manufacturing within the
work center.
 Mechanisms must be in place to link all process to that rhythm. The key change in
thinking is that focus must be on maintaining the pace, not equipment or manpower
maximization.

Shop Floor
Management
Workshop
 Standardized Work – is Standardized Work in place? Do operators follow
Standardized Work?Round 2
Learning to See

Shop Floor
Management
Workshop
Standardized Work?
 Parts presentation - is there well defined standard in-process stock (WIP)? Is it
controlled? Is it is to see if there is a problem with material?
Round 2
Learning to See

Shop Floor
Management
Workshop
Lean is NOT about
Inventory Reductions
Lean is about identifying how much inventory I
need
to operate effectively and efficiently

Shop Floor
Management
Workshop
Standard WIP - Work in Process stock
 Standard WIP allows the operator to do his job continuously in a set sequence,
repeating the same operation in the same order
 It prohibits Operator from overproducing and requires him to produce:
 What is needed
 When it is needed
 In the amount it is needed
 Standard Work in Process stock is the minimum quantity of parts always on-hand in
process and between processes (operations)
 For example: parts inserted into machines, parts on conveyors, parts between
processes, parts needing time to cool or dry, etc.

Shop Floor
Management
Workshop
What is the concept of Parts Presentation?
 At the Operator Work station - organize all parts, components, materials, tools and
materials in a manner that minimizes Waste:
 Reduces production cycles
 Increases ability to visually manage visually parts identification and parts shortages
 Improves orientation of incoming material
 Improves organization of work area
 Increases worker safety / ergonomics
 Promotes standardized work environment
 Enhances ability to detect defects and quality issues with parts

Design of the Work Cell –
from material flow point of
view
Is this a good or a
bad design?

Design of the Work Cell –
Material deliveries is
always the last thought

Work Cell Design - Parts presentation

Sometimes the simplest
ideas are the best.
Bird Feeders

Shop Floor
Management
Workshop
Standardized Work?
 Jidoka – is there a process for troubleshooting any potential problems? Stop the
Line – fix the problem. How do operators call for help? Is there a process in place?
Round 2
Learning to See

Shop Floor
Management
Workshop
Standardized Work?
 Jidoka – is there a process for troubleshooting any potential problems? Stop the
Line – fix the problem. How do operators call for help? Is there a process in place?
 Schedule Attainment – “are we ahead or behind schedule?” Is there a sense of
“urgency”? Does Visual Management support a need to achieve the schedule?
Round 2
Learning to See

Shop Floor
Management
Workshop
 Electronic Production Status Boards:
 To track production basis in real time
 To provide instant updates
 To indicate targets and goals
 To show results per shift or per day
 Use red/yellow/green visual controls

Shop Floor
Management
Workshop
Five Qualities of a Leader
1. Knowledge of work
- how to perform a job
2. Knowledge of responsibility
- what we need to do by when
3. Skills in instructing
- how to instruct employees to do the job correctly
4. Skill in improvement
- how can we do this better
5. Leadership skills
- behavior and motivation

Shop Floor
Management
Workshop
Two Types of Shop Floor Management Activities
Daily Shop Floor
Management
Improvements
Development of Leadership Skills and understanding of Roles and
Responsibilities of a Supervisor or a Manager through daily
practices, coaching and On-the-Job Training (OJT).

Shop Floor
Management
Workshop
Round 3 – Leader Standard Work
 Daily Team Meetings – learn about Daily Team meetings. How are the conducted?
Who leads the meeting? What is discussed? How long do they last?
Round 3
Learning to See
Leader Standard Work

Shop Floor
Management
Workshop
 Management Walk About – learn about daily Management Walk About Process. Is
there a schedule? Is there an agenda?
Round 3
Learning to See

Shop Floor
Management
Workshop
 KPIs – Key Performance Indicators. Are KPIs defined for all levels of the
Organization? Are they easy to follow and understand?
Round 3
Learning to See

Shop Floor
Management
Workshop
 Troubleshooting – dealing with abnormal situations? Breakdowns, parts shortages,
quality issues, attendance, people not following Standardized Work?
Round 3
Learning to See

Shop Floor
Management
Workshop
Type 1 Problem – Troubleshooting
ComplexityofaProblem
Time Required to Solve a ProblemShort Long
SimpleComplex
Trouble-
shooting
Type 1
Deviation
from
Normal
Type 2 New
Challenge
Type 3
Innovation
Oriented
Type 4
Immediate corrective
action required.
No need for analysis.

Shop Floor
Management
Workshop

Shop Floor
Management
Workshop
Andon System

Shop Floor
Management
Workshop
Troubleshooting
 Troubleshooting is a part of daily shop floor management
 Developing good troubleshooting skills in lead personnel is essential
 Reactive work is sometimes needed to “gain” time to do the correct proactive work
to permanently fix the problem
 For manufacturing to function correctly you must have adequate time and visual
management triggers (alarms) to signal abnormalities
 First line supervision must respond immediately (within the cycle time)
 If the problem cannot be corrected by the Cell personnel it must be escalated up
the management chain by some form of protocol or process
 Minimal (if any) documentation involved - no A3’s, no trouble reports
 Mainly discussion, thinking, rapid action and follow up.

Shop Floor
Management
Workshop
 Rapid response to problems and abnormal conditions by production:
 Operator
 Cell Leader / Team Leader
 Supervisor / Group Leader
 Support Team
 Manager
 Plant Manager

Shop Floor
Management
Workshop
 Deviation from Norm – addressing chronic, repetitive problems. Is there a process
in place to address deviation from standard/norm?
Round 3
Learning to See

Shop Floor
Management
Workshop
Type 2 Problem – Deviation form normal
ComplexityofaProblem
Time Required to Solve a ProblemShort Long
SimpleComplex
Trouble-
shooting
Type 1
Deviation
from
Normal
Type 2 New
Challenge
Type 3
Systemic
Problems
Type 4
Immediate corrective
action required.
No need for analysis.
Root cause investigation
required. Permanent
countermeasures
applied.

Shop Floor
Management
Workshop
Solving abnormality – deviation from normal condition
Sub-standard performance,
abnormal situation
something has changed
something is wrong
1. Daily problems:
deviation from normality
breakdown
Caused
GAP

Shop Floor
Management
Workshop
Who, What, Where, When,
Why and How
Clarify the Problem
Initial Problem Perception
(Large, vague, complicated problem)
The "Real" Problem
Locate Area /
Point of Cause
PoC
Direct Cause
Why ?
Cause
Cause
Cause
Cause
Countermeasure
Root Cause
Why ?
Why ?
Why ?
Why ?
Cause
Investigation
Grasp the
Situation
5 W hy ?
Investigation of
Root Cause
Basic Cause & Effect
Investigation
Grasp the
Situation
Cause
Investigation
Basic Cause & Effect
Investigation
Ask Why 5 times?
Investigation of Root
Cause
Practical Problem Solving Process

Shop Floor
Management
Workshop
Root Cause Analysis
 Root cause is a major contributor (cause) to existence of a problem which must
found and eliminated to prevent problem from reoccurring
 Root cause analysis is about digging beneath the surface of a problem.
 If the root cause is not identified, then we are merely addressing the symptoms and
the problem will continue to exist
 However, instead of looking for a singular “root cause,” we shift your problem-
solving paradigm to reveal a system of causes.
 Most organizations mistakenly use the term “root cause” to identify one main
cause.
 Focusing on a single cause can limit the solutions set, resulting in the exclusion of
viable solutions.

Shop Floor
Management
Workshop
 Gemba Walk – are Gemba Walks conducted at random to better understand a
process or a problem or a situation? Are problems immediately addressed?
Round 3
Learning to See

Shop Floor
Management
Workshop
Managing Continuous Improvement (Kaizen) on a Shop Floor
 Continuous Improvement , also know as Kaizen, is the ongoing improvement of
products, services or processes through incremental and breakthrough
improvements.
 Kaizen is a step-by-step approach towards solving problems and identifying
opportunities for continuous improvement
 Continuous Improvement, is a long-term approach to work that systematically
seeks to achieve small, incremental changes in processes in order to improve
efficiency and quality.
 At Toyota Continuous Improvement it is not just a responsibility of a manager or a
supervisors, but also a responsibility of every worker.
 The Continuous Improvement process is reinforced in daily management, daily
problem solving, quality circles, improvement events and A3s.
Improvements

Shop Floor
Management
Workshop
 Gemba Walk – are Gemba Walks conducted at random to better understand a
process or a problem or a situation? Are problems immediately addressed?
 Operational Excellence Program – learn what OpEx is all about. What is a role of a
Leader in OpEx?
Round 3
Learning to See

Shop Floor
Management
Workshop
“If you want to teach people a new way of
thinking, don’t bother trying to teach them.
Instead, give them a tool, the use of it will lead
to new ways of thinking”
R. Buckminster Fuller was a 20th century inventor and visionary who did not limit
himself to one field but worked as a 'comprehensive anticipatory design scientist' to
solve global problems. Fuller's ideas and work continue to influence new generations
of designers, architects, scientists and artists working to create a sustainable planet.

Shop Floor
Management
Workshop
Changing the World. One Kaizen at a time
This presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproduced
without written permission from:
Marek Piatkowski
W3 Group Canada Inc.
iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.com
http://www.twi-network.com

Shop Floor
Management
Workshop
Presentations in this
Workshop
1. Log in to:
www.slideshare.net
2. Type in my name in
search area:
Marek Piatkowski
3. Select a presentation you
want to see
4. Learn and Enjoy

Shop Floor
Management
Workshop
Knowledge and Skills
To know, to understand the
meaning correctly and to be able
to teach
Lean Knowledge
Kanban, Pull system, Jidoka,
Supermarket, TPM, 5S, SMED, JIT,
Kaizen, VSM, STW, SOS, WCT, FTQ,
PPM, Poke Yoke, Takt Time, etc …
I know this!
Lean Skills
Be able to solve problems and
advance the organization by using
proper Lean Knowledge
Use Lean knowledge to motivate
people, achieve results, reduce
costs, improve the operation and
address business needs
Can you Play a
Violin?

?
I know Lean
Engineering driven
Hobby driven
Knowledge Driven
“So what ?“
Kanban
Leveled
schedule
Supermarket
SMED
PullTPMHeijunka
Jidoka
VSM
Business NEEDS driven
1. Use KPIs to understand your current status
2. Set goals and objectives
3. Start solving problems
4. Check progress and measure results
B
A
True North
Support Methodology
Current Condition: Processes are stable and predictable
5 S
MUDA

Shop floor management new flyer 1 day workshop - november 2016

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Shop floor management new flyer 1 day workshop - november 2016