a visual facilitation approach to create prioritized...

FABRICE BOUCHEREAU

A Visual Facilitation Approach to Create Prioritized Project Pipelines

2/20/2017

In this session you will:

▪ Learn the difference between Kaizen types

▪ Discover how a Kanban can be used for projects

▪ Leverage a visual facilitation approach to Identify opportunities for

improvements

▪ Facilitate a team using the “Faster and Better” approach

▪ Create a prioritized project pipeline

▪ Poor Project Selection

▪ Lack of Facilitation Skills

▪ Failure to Sustain

▪ Complements existing quality initiatives

▪ Combines various existing toolboxes

▪ Leverages the experience of all participants

▪ Compiles and prioritizes improvement opportunities

▪ Links improvement initiatives to key business objectives

Team event to quickly break apart & rebuild

a process to function better

• Waste• Tool location• Ergonomics• Poke Yoke

• Workflow• Cell Layout• Line balancing• 5S

• Team forms for the specific purpose of the event

• Cross Functional Teams

• Process Issues• System Issues• Organizational

Issues

• Part-time representatives from participating companies

© 2015 Fabrice Bouchereau

Kanbans signal to workers

what to build next or what parts to retrieve


▪ Visual communication tools

▪ Based on traditional Kanbans principles

▪ Visible to all levels of employees within the organization

▪ Used by improvement teams

▪ Used to coordinate project selection and execution


Kaizen Kanbans are communication boards

to display prioritized project pipelines

POINT Kaizen MINI Kaizen Kaizen BLITZ FLOW KaizenSUPPLY

CHAIN Kaizen

KAIZEN KANBAN

FMEA

I/O DEFINITION

SIPOC

VA / NVA

PROCESS MAP© 2015 Fabrice Bouchereau

??

Each step should be written in the

verb noun format

A process map is a visual representation of the

steps required to complete a task

Receive order

Prepare Traveler

Cut Tubes

Weld Tubes

Sandblast Frame

FRAME MAKING PROCESS

Sand Frame

Paint Frame

Apply Clear Coat

PAINT PROCESS

InstallBrakes

InstallGears

InstallSeat

Mount TiresOn Rims

Install Rims on Frame

COMPONENT INSTALLATION PROCESS

Inflate Tires

Add Protective packaging

Box Bicycle

WHEEL INSTALLATION PROCESS PACKAGING PROCESS

DOCUMENTATION PROCESS

A flowchart provides the medium to display Opportunities For

Improvement (OFIs)

Value Adding Step (VA)

Non-value Adding Step (NVA)

Essential Non-value Adding step (ENVA)

Choose

requisition

1

Y

Demand valid?

4

Excess

inventory?

7

Pending ECN?

13N Y N

Notify planner

to address

issue

3

Kill requisition

5

N

Which

location?

8

Y

Part pending

77/55?

2

Create STO

6

STO

Move inventory

9

Inventory move

Inter-

company

Notify planner

14

Y

Price &

delivery OK?

10

OEM part?

15

Contract

part?

16

Open PO?

19

PO history

(1 year)?

21

NN

NN

Consult

sourcing for

bidders (?)

23

N

RYG / QSL

OK?

18

Delivery OK?

17

N Price &

delivery OK?

20

Y N

Price &

delivery OK?

22

NY

Supplier

provides

quote

27

Demand still

valid?

28

Delivery

OK?

31

Cost OK?

33

Performance

OK?

35

Ease of doing

business OK?

36

Accept bid

37Y Y Y Y

Another

supplier

available?

32

Consult

planning /

sourcing

34

N

N

N NN

N

Y

Demand still

valid?

38

Kill requisition

41

N

Create PO

(SRM)

39

Close bid

(if applicable)

40

MP/QP

required?

42

Add note to PO,

send screen

shot to MPQP

coordinator

43

Y

Y

Verify cost,

vendor, delivery

44

Complete PO

check sheet

45

Order

(SRM)

46

N Approval

needed?

48

Approved by

management?

49

Correct issue

47N

Y

Supplier

online?

50

N

Y

Receive

confirmation

from supplier

(email/SRM)

52

Y

Make pdf of

docs and email

to supplier

51

N

Supplier

manufactures

part

58

Supplier invoice

received

62

Can invoice

be paid?

63

Buyer receives

workflow

64

NPrice correct?

65

Goods receipt?

67

Validate /

renegotiate

pricing

66

Request POD,

send to

Receiving

68

Y

N

N

Buyer

comments: OK

to release for

payment

69

Y Pay supplier

70

Y

Y

N

Y

Documentation process Frame Making Process Paint Process

Component Installation processWheel Installation

ProcessPackaging Process

Review DBI

11

QN process

54

Cancellations

55

ECN changes

59

Drop

shipment

60

Supplier-

generated

changes

56

WPS

61

MP/QP

57

Kill requisition

29

Engineering

release DBI

12

Create RFQ

26

Y

YY

N

Y

Y

Part X0 or PD?

24

Firm requisition

25

X0

PD

Bid evaluation

30Y

Attach email

from supplier to

SRM C folder

(if applicable)

53

A methodology used to capture and display:

Suppliers, Inputs, Process, Outputs and Customers

associated with each step in a process.

Traditional SIPOCs don’t clearly show linkages

Receive order

Prepare Traveler

Cut Tubes

Weld Tubes

Sandblast Frame


Sand Frame

Paint Frame

Apply Clear Coat

PAINT PROCESS

InstallBrakes

InstallGears

InstallSeat

Mount TiresOn Rims



Inflate Tires


Box Bicycle



Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process

Phone: 305-761-6600 Email: [email protected]

Receive order

Prepare Traveler

Cut Tubes

Weld Tubes

Sandblast Frame


Sand Frame

Paint Frame

Apply Clear Coat

PAINT PROCESS

InstallBrakes

InstallGears

InstallSeat

Mount TiresOn Rims



Inflate Tires


Box Bicycle



Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

END

Start

FMEA is a proactive tool used to assess, manage,

and reduce risk associated with the failure or

potential failure of products, processes, services,

and other systems before they occur.

1 Truck Arrives at Gate: 1 1 1 1 1 1. Truck Arrives at Gate: Guard

checks for PPE and ATS showing

shipment is valid and safe for entry

and has an appointment.

Not meeting standard PPE standards, loading

standards, ATS required for ALL

shipments, ATS ensures parts

are ok; scheduling has been

done. "ACCEPT NO DEFECTS"

2 3 3 18

0 Rejected truck turns up at dock Check for ATS at dock 3 3 1 9

2 Truck arrives at dock. Check

Documents

Incorrect or missing Paperwork 3 8 6 144 2 Truck arrives at dock. Scan ATS,

electonically flagging PO items to

be received to mobile scanner tool

Forget to scan Electronic verification, Scan

code on ATS. Bar code

includes all part number, po,

and serialization information

3 3 3 27

Dock is blocked with other trucks 2 8 6 96 Dock is blocked with other trucks All Devlieries are scheduled 2 3 6 36

3 Unload Truck to staging area Fail to unload parts 3 3 3 27 3 Unload Truck to staging area Fail to unload parts 3 3 3 27

Unsafe load Q651 6 3 3 54 Unload unsafely Training and licensing 6 3 3 54

Parts already damaged or

improperly protected

Q651 3 8 6 144 Parts already damaged or

improperly protected

Packaging standards enforced 3 5 6 90

Wrong Pallet Size ? 3 8 3 72 Wrong Pallet Size Written and enforced standard

for acceptable pallets

3 5 3 45

Driver not wearing proper PPE ? 3 8 3 72 Driver not wearing proper PPE PPE standard enforced at gate 3 3 3 27

Unload unsafely Training and

licensing

6 2 5 60 Unload unsafely Training and licensing 6 2 5 60

Forktruck not available 3 8 5 120 Forktruck not available Forktruck dedicated for

unloading trucks

3 2 4 24

Area Full 3 8 6 144 Area Full All Devlieries are scheduled;

adequate space allocated; high

material "velocity"

3 3 5 45

Large part delivered with out notice,

lack crane or space

3 3 8 72 Large part delivered with out

notice, lack crane or space

All Devlieries are scheduled;

adequate space allocated

3 2 4 24

4 Verify Part numbers, EQ

numbers, and tag numbers

with Pallet number

Fail to recognize problem 4 3 8 96 4 Scan Item, electronically verifiying

PN, equipment and serial numbers,

Receive PO Item

Forget to scan Electronic verification 2 3 2 12

Part improperly oriented on pallet 3 5 8 120 Part improperly oriented on pallet Standard for location of bar

codes; include in Q651 with part

orientation requirements

2 3 8 48

5 Place paperwork in clerk

basket

Forget to put in basket 3 3 7 63 X ELIMINATED Done electonically,

automatically

0

6 Get paperwork and check

part numbers to SAP

Misread/mistype numbers 3 3 7 63 X ELIMINATED Done electonically,

automatically

0

7 Transact to receive item in

SAP

Problem PO 3 8 8 192 X ELIMINATED Done electonically,

automatically

0

Entry Error 3 3 7 63 0

Fail to transact 3 3 5 45 0

8 Check if material is dock to

stock

Fail to communicate correct status 3 4 8 96 X ELIMINATED Done electonically,

automatically

0

9 Inspect documents to ensure

they are correct

Fail to find defect 3 3 8 72 X ELIMINATED Eliminated thru ATS 0

10 Scan Documents into

system

Fail to Scan, Can't find docs later 4 3 5 60 X ELIMINATED

Poor Scan, Can't find docs later 4 2 5 40

11 Move part to next location

(W/H or inspection)

Take part to wrong location 3 3 8 72 5 Move part to next location (W/H or

inspection)

Take part to wrong location Scan into location, Suppliers

required to arrange parts by

desintation location (no

repalletization required)

3 3 5 45

Location is full 3 8 5 120 Location is full Need to fix this! 3 8 5 120

Item not moved 3 8 3 72 Item not moved Electronic Verification,

Dedicated fork truck for

unloading trucks

3 3 2 18

12 Inspect Part and transact in

SAP

Unclear specifications, supplier

failiure; damage in transit

3 3 8 72 6 Inspect Part and transact in SAP Fails inspections Inspection Flag is on the

material master when required,

and can only be cleared by

completing the Recvg

inspection process

3 3 8 72

No tools 3 5 8 120 No tools Dedicated and controlled tools

and guages for process; 5S

3 3 2 18

Changing priorities, expeditiers Hot Tag

Process

3 8 7 168 Changing priorities, expeditiers FIFO Process / Hot Tag

Process

3 3 4 36

Reinspecting Parts for engineers,

others

3 5 7 105 Reinspecting Parts for engineers,

others

FIFO Process 3 3 4 36

Reshuffling pallets 3 8 7 168 Reshuffling pallets FIFO Process for inspection,

Pallet jacks and lift tables or

dedicated fork truck, supportive

layout, 5S

3 3 4 36

Doumentation incomplete 3 5 8 120 NFM 0

Part does not need inspection 3 8 7 168 NFM 0

13 Move part to next location

(W/H staging)

Take part to wrong location 3 3 8 72 7 Move part to next location (stock

location desinated by scanner, or

W/H staging area)

Take part to wrong location Scan into location

All locations defined on material

master.

3 3 1 9

Item not moved 3 8 5 120 Item not moved Electronic Verification 3 3 2 18

14 Inspect pallet for proper

protection, and paperwork

Bad Pallet, not preped properly, no

paperwork

3 3 3 27 X ELIMINATED Paperwork is eliminated 0

15 Determinine if part has

location defined in

warehouse, if not, define

location for material

Waiting on previous transaction to

clear

3 5 8 120 X ELIMINATED Done automatically,

electronically

0

Failure Mode Controls

Seve

rity

Occ

urre

nce

Controls

Dete

ctab

ility

Risk

Cat

egor

y

New Process

Line

#

Dete

ctab

ility

Risk

Cat

egor

y

Line

#Current Process Failure Mode

Seve

rity

Occ

urre

nce

FMEA sessions can be time consuming and frustrating

Frequency Severity Detectability

Failure Mode

Potential Effect / Consequences

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

END

Start

Input

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process

Phone: 305-761-6600 Email: [email protected] www.ProcessZen.net


Failure Mode



Failure Mode



Failure Mode



Failure Mode



Failure Mode



Failure Mode



Failure Mode



Failure Mode



Failure Mode



Failure Mode


Risk Priority Number =

Frequency x Severity x Detectability

Process Name: Department: Mountain Bikes FMEA #: FMEA 2010 - 002

Prepared By: Julia Tran Process Owner: Leandro Garve FMEA Date: May 18 2016

Core Team:

Sub-Processes Step # Process StepPotential Failure

Mode(s)

Potential Effect(s) of

FailureFrequency Severity Detectability RPN

Frame making Process 3 Cut Tubes Tubes too long Rework and delay 3 2 1 6

Frame making Process 5 Cut TubesTubes cut at wrong

angleScrap 5 4 5 100

Frame making Process 4 Cut Tubes Tubes cut too short Scrap 3 6 1 18

Mike - Jessica - Harris - Cammy - Jorge - Donald - Pedro - Naila - Conrad - Kiera - Michelle

Bicycle Assembly

Potential Failure Mode and Effect Analysis (Process FMEA) & VA/NVA Analysis

Many Trivial Task80% of Time

20% results

Few Vital Task20% of time

80% Results

Sort the FMEA by RPN and

focus on top 20% of Failure Modes


▪ Who is affected by the issue OR who discovered

the issue/trend?

▪ What is the problem

▪ When did it occur (date, time, etc.)?

▪ Where the problem took place (room, location, ect)

▪ Extent or magnitude of the situation?

Failure

Mode

Potential

Cause(s)

Current

Process controls

Problem

Statements

Potential Project

Idea

Possible

Implement Challenge

Kill

Difficulty

Pa

yo

ff

PICK Chart to Determine which Projects to Pursue (Cont)

Duration Score Ressource Type Score

Short 1 Individual 1

Medium 5 Localize team 5

Long 9 Cross functional team 9

Delay Score Impact magnitude Score

Long Term 1 Localized 1

Mid Term 5 Department Wide 5

Short Term 9 Plant Wide 9

Low

High

Easy Hard

Pa

yoff

Implementation Difficulty

10

20

30

40

50

60

70

81

10 20 30 40 50 60 70 811

X

Low

High

Easy Hard

Ben

efit

Implementation Difficulty

10

20

30

40

50

60

70

81

10 20 30 40 50 60 70 811

Point Kaizen

Flow Kaizen

Supply Chain

KaizenKaizen Blitz

Mini Kaizen

Only execute if

mandatory

Sponsors and stakeholders recommend path forward

Use folders to create the structure where

the Kanban cards would be placed.

POINT Kaizen MINI Kaizen Kaizen BLITZ FLOW KaizenSUPPLY CHAIN

Kaizen

✓ Learn the difference between Kaizen types

✓ Discover how a Kanban can be used for projects

✓ Leverage a visual facilitation approach to Identify OFIs

✓ Facilitate a team using the “Faster and Better” approach

✓ Create a prioritized project pipeline

Like us on Facebook

Mention us on Linked In

Visit our website

“It all really helps”

Available in our bookstore:

http://www.processzen.net/shop

…go start a fire with your team

The job market has historically favored individuals who focused on single fields for entire careers. In

the last few years, there has been ever increasing pressure on businesses to improve their bottom lines with fewer

employees. This has resulted in the rise of cross-trained multi-purpose employees who perform a variety of

functions and tasks once reserved for career specialist.

As companies are streamlined, traditional silos are torn down. Project managers are now frequently

asked to execute projects in a broad range of industries including healthcare, manufacturing, pharmaceuticals,

textiles, transportation, oil & gas and banking.

In this new competitive space, customers expect short term engagements and immediate results. As

Project managers, we must discover how to repurpose PM tools and transform ourselves into Innovative

Facilitators and Change Agents who thrive in the modern workplace.

The goal of this session is to show how AGILE and Waterfall Project Management can be :

• leveraged to lead Continuous Improvement and Innovation Initiatives

• adapted and applied to lean, quality and Innovation projects across a variety of industries

❖ Licensed Industrial & Systems Engineer, facilitator and trainer with 18

years of experience managing improvement projects and teams

❖ Founder of Houston-based ProcessZen Consulting

❖ Vast experience in changing company culture and improving processes,

covering a broad range of industries including healthcare, medical

devices, pharmaceuticals, textiles, transportation, oil & gas and energy

❖ Fluent in English, French, and Spanish and has delivered training in the

United States, Caribbean, Mexico and Latin America

❖ Author and frequent speaker for world and regional conferences such as

the American Society of Quality, The Houston Project Management

Institute, and HR Houston and Universities

EDUCATION

❖ Master of Business Administration, University of Miami, Coral Gables, FL

❖ Bachelor of Science Industrial Engineering, University of Miami, Coral Gables, FL

CERTIFICATIONS

❖ Licensed Professional Engineer (PE), 2015

❖ PMI Agile Certified Practitioner (PMI-ACP), 2016

❖ Project Management Professional (PMP), 2015

❖ Certified in Production and Inventory Management (CPIM), 2011

❖ Manager of Quality/Organizational Excellence (CQM/OE), 2007

❖ Certified Quality Engineer (CQE), 2007

❖ Six Sigma Black Belt (CSSBB), 2007

PROFESSIONAL ASSOCIATION AFFILIATION