employee involvement using kaizen events · the kaizen approach in the proposals process total...

© 2016 Aker Solutions

Employee Involvement Using Kaizen Events

Continuous Improvement Seminar, 1st December 2016

Gary Downs, VP Lean Deployment

November 30, 2016 Slide 1


Lean is 90% Attitude & Behaviours, 10% Tool Application


Tools &

Methods

Behaviours

Attitudes


Process for Kaizen Competency Build

Slide 4

Attend4 day

Kaizen training

Co-deliver Kaizen 110%

90% supported by

qualified Kaizen facilitator

Co-deliver

Lean & Kaizen

Training 1

Co-deliver Lean & Kaizen

Training 2


50% supported by



10% supported by


Kaizen facilitator

Kaizen Trainer

Senior Leaders

Attend3 day

Kaizen training

Senior Leaders

participate in

Kaizen Events

Senior Leaders

Sponsor

Kaizen Events

Senior Leaders


The Kaizen ApproachKaizen is a vehicle to execute improvements quickly and help

build a culture of employee involvement

Pre-Event prep (1 day) 3 weeks before event

Identify and plan the agreed scoped event:

Define the problem with a clear problem statement

Measure the baseline and establish goal(s)

Plan the timing of execution of the event by team

Carry out a Value Stream Mapping session

Deliver any relevant training

Kaizen Event (3-5 days)

Engage the team to validate the problem:

Carry out Root Cause analysis

Check for any unintended consequences of proposed solutions.

Test and Implement do-now solutions during the Kaizen-implement a minimum of 90% during Kaizen

Report out daily for Management buy in

Event Follow up (21days)

Follow-up actions typically end 21 days following the Kaizen



Kaizen Change Readiness


1. Rate the new process (P) from 1 to 10

2. Rate the level of acceptance (A) from 1 to 10

3. Multiply the two numbers; e.g.

P9 X A2 Results = 18

P7 X A5 Results = 35

Conclusion

Trying to force a perfect process without buy-in, is less effective than a less-

than-perfect process, with buy-in from those who use it

Process (P) x Acceptance (A) = Results


Current State Process Map



Kaizen Implementation Center (KIC)

■ Used to control Kaizen Event

deliverables

■ All actions added to KIC

■ Daily review of open / closed actions

■ Actions closed during event:

■ Day 1: 8 - expanding on issues

■ Day 2: 10 - Providing solutions

■ Day 3: 13 - Delivering solutions,

implementing new layout,

updating procedures, flows etc

■ Day 4: 14 - Implementing new

layout, designing standard work

■ Day 5: 17 - Closing out

remaining actions

■ Grand total: 62



PSV Workplace Organisation Kaizen



PSV Workplace Organisation Kaizen | BEFORE



PSV Workplace Organisation Kaizen | AFTER



Red Tagging and Waste Removal

■ 3 tonnes of metal waste

removed

■ 2.5 tonnes of Unserviceable

Electrical Equipment removed

■ 3 tonnes of paperwork

removed

■ Out of three unserviceable

extraction units, one repaired

and two removed from site



Standard Bay Before & After

■ With newly designed standard bays the

capacity for Welding, Fitting and or

Plating Bays has risen from 10 to 13

with, four more on the freed-up

Mezzanine deck, which represent 70%

increase in capacity

■ Tradesmen no longer have to provide

their own tools


Before

After


Shadow Boards and Bay Replication Complete


Material laydown areas marked and bin allocated to

each bay to reduce motion waste, increasing tool time


HSE

■ Safe working throughout

kaizen event

■ Ergonomics - height adjustable

benches

■ Repainting of hazard lines

■ Shadow board frames

designed to incorporate hooks

to safely store wiring reducing

trip hazards

■ Removal of expired first aid

materials (e.g eyewash 2010)

■ New actions raised – fire risk

assessment, laser, extraction/

ventilation



Benefits

■ Reduction in motion waste (approx

73% for the most frequent job

type)

■ 8.5 tonnes removed – electrical,

paperwork, scrap metal

■ Additional space created for 4

bays on mezzanine deck for

Exotics welding pending HSE

approval

■ 230m2 space freed-up for potential

production bays

■ 70% increase in production with

introduction of new bays

■ Cost avoidance - removing need

for additional facility for Mariner

workload



DCV Change Out Process Proposal



DCV Change Out Process – As Was

■ Current process cycle time best case = 219 hours; worst case = 256

hours

■ SCM is constantly transported from one work area to another; ■ Potential for damage to module (cables, pipework, components) – Defects

■ Increased HSE risk (movement around people) – Defects, Waiting, Safety

■ Delays for other jobs to progress (use of crane, use of clean room) – Waiting

■ Current process requires complete removal of top cover and cutting

of all attached wiring and base plate Tronics

■ This process must be followed in order to allow installation within the

clean room

■ Module is contaminated in comparison to clean room

It is impossible to clean a fully populated module prior to

introducing it into the clean room, which increases the chance of

contaminating the clean room and other modules currently in situ.



Opportunity / Benefit of DCV Swap Out

■ Reduce overall cycle time by

74.5% (56 hours down from 219)

■ Module transportation reduced

from■ 5 crane movements 1 crane

movement – 80% improvement

■ 18 other crane activities 6 other

crane activities – 67%

improvement

■ Reduced risk of HSE incidents

■ Creating opportunity to progress

other jobs quicker

■ Reduced opportunity for damage

to module components

■ Contamination potential

unchanged■ No data available to suggest



The Kaizen Approach in the Proposals Process

■ Total duration 22 days; only 4 days spent full time on the project

■ Benefits: Visual Management to show any delays

■ During the first 10 weeks after the Kaizen, the team submitted:■ Four tenders

■ Three requests for information

■ Three supplier questionnaires

■ Two contract negotiations

■ One estimate

■ Successes include:■ Study award for the FES team

■ A new customer for PSV

■ Three tenders submitted ahead of schedule – one delivered 8 days early!

■ Signed contract extension for a three year term


22nd May

Discussion with

Sponsor

24th May

A3 written; team

& dates agreed

29th May

VSM session

carried out

13th June

Kaizen

complete


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