iie 2008 minneapolis conference
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Methodology and Tools Supporting a Continuous Improvement CultureTRANSCRIPT
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Continuous Improvement
Methodology and Tools Supporting a Continuous Improvement Culture
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Andersen Enterprise
• Industry Leader• 14,000 employees• 16 facilities• 12 million windows & doors
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Philosophy behind the Andersen Manufacturing System
KA I ZEN
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Recipe for Continuous Improvement
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Eliminate Interruptions
• Get chaos
out of
the process
Photo by Dave & Anna Douglass. Used with permission.
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3 Types of Interruptions
• Abnormalities
• Process Design Interruptions
• Product Design Differences
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Abnormalities
• Machine
• Material
• Training
• Feedback
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Process Design Interruptions
• Non-cyclical tasks designed into the process that interrupt the cyclical work
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Product Design Differences
• Customer wants variety, choices• Minimize impact to the operator’s
work flow
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What is Standardized Work?
• An agreed upon set of tasks • resulting in the best sequence
of human motion and machine • achieving the best quality output in the
safest manner with the least labor, space, inventory and equipment
• that is continually improved
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4 Step Process
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Process Variation is the Enemy!
VAR IATIO N
Standardized Work not
only a concept but also
a means to identify,
reduce, and eliminate…
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Role of Leadership
SUPPORTIVE – LEADERSHIP MODEL
OPERATOR
TEAM LEADER
VALUE STREAM SUPERVISOR
PLANT MANAGER
ENGIN
EERI
NG
MAINT
ENAN
CE
FULF
ILLM
ENT
SAFE
TY
HUMAN
RES
OURCE
SVALUE STREAM MANAGER
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Never be satisfied
“Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization.”
Steven Spear & H. Kent Bowen
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Scientific Method
• Stating a hypothesis
• Test the hypothesis
• Confirm or disprove hypothesis
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Method of Implementation
REFLECT
Act Plan
Check Do
GRASPTHE SITUATION
HYPOTHESIS
EXPERIMENT
ADJUST
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Three options:• Adjust &
experiment again• Adopt the change• Abandon the idea
• Experiment – test the change
• Develop idea• Determine expected
result
• Monitor & Measure• Analyze gaps between
actual & expected
• Identify the problem• Define current situation• Analyze potential causes
Act Plan
Check Do
GRASPTHE SITUATION
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Changes must improve the process
• Quality
• Efficiency
• Ease of Learning
• Safety
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Summary of Part 1
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Tools of Continuous Improvement
• Continuous Improvement Board
• Focus Board
• Story Board
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Continuous Improvement Board
• Purpose: Employee involvement in process improvement. Captures quick and easy ideas that can be implemented by the employees.
• Process: Use of a card on the Board that follows PDCA methodology and visually shows the progress of the idea.
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Focus Board
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Focus Board
• Purpose: Focus on a specific issue that may involve multiple stations.
• Process: Team problem solving approach. Grasp the situation through run charting and Pareto analysis. Test several hypotheses and look at the impact.
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Story Board
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Story Board
• Purpose: Problem solving requiring deep root cause analysis. Used by team members supporting the value stream (engineers and leaders.)
• Process: The employee uses a standard template to present the problem solving process from problem description, through the 5 Why analysis, to permanent counter measure.
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Summary/Recap• Andersen Manufacturing System Philosophy
– Customers– Continuous Improvement– Operators– Production Floor
• Work Processes– Stabilize– Standardize– Simplify
• Tools– Continuous Improvement Board– Focus Board– Story Board
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28Questions?