introduction to shop floor management - janaury 2017
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Shop Floor Management Introduction
Thinking win, Win, WIN
Shop Floor ManagementIntroduction
Marek Piatkowski – January 2017
Thinking win, Win, WIN
Shop Floor Management Introduction
Thinking win, Win, WIN
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
http://twi-network.com
Shop Floor Management Introduction
Thinking win, Win, WIN
What is Shop Floor Management
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 Introduction
Thinking win, Win, WIN
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
Continuous Improvement (Kaizen) activities are management responsibilities.
Shop Floor Management Introduction
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Two Types of Problems
A3 Problem Solving Process44
CausedGAP
CreatedGAP
Sub-standard performance, abnormal situation
New StandardNew Challenge
1. Daily problems:deviation from normalitybreakdownquick fixes
2. Long term improvements:new company objectivesnew expectationslooking for a better long term solution
Shop Floor Management Introduction
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TPS System Rules
Rule 2:Every customer-supplier connection must be direct, and there must be a unmistakable yes-or-no way to send requests and receive responses
Rule 1:All work shall be highly specified (standardized) as to content, sequence, timing and outcome
Rule 3:The pathway for every product and service must be simple and direct – flow
Rule 4: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
Shop Floor Management Introduction
Thinking win, Win, WIN
TPS Leadership Style TPS Leaders have to be quick studies, nimble, and trusting of their
employees Having deep skills and technological experience is not enough Becoming a Leader, at any level, requires the development and
utilization of strong people skills TPS Leadership is exclusively about people – you do not lead
machines or processes, you lead people
Shop Floor Management Introduction
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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 Manager through daily
practices, coaching and On-the-Job Training (OJT).
Shop Floor Management Introduction
Thinking win, Win, WIN
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.
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 Introduction
Thinking win, Win, WIN
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 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 Introduction
Thinking win, Win, WIN
Daily Shop Floor Management - Tools and Methodologies
Tools Workplace Organization - 5S Visual Management Information Centers Standardized Work for
LeadersMethodologies Daily Team Meetings Daily Management Walk
About Support Team Gemba Walks – Process Audit
Daily Shop Floor Management
Shop Floor Management Introduction
Thinking win, Win, WIN
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 Introduction
Thinking win, Win, WIN
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.
Shop Floor Continuous Improvements
Shop Floor Management Introduction
Thinking win, Win, WIN
Teamwork - Definition of a Team Work Team – a group of people working together towards common
goals and objectives Workgroup - a collection of people (employees) in need of a pay
check brought together to make products, provide service and to achieve company objectives
You need to teach your employees a standardized and a well defined problems solving and continuous improvement process
Shop Floor Management Introduction
Thinking win, Win, WIN
Problems with Continuous Improvement Activities A common problem with Continuous Improvement is that we look
at this as: An extra activity - something to do on top of my “Daily Work” Middle management says – this is nice, but I have no time for this, I
need to run my operation, I have targets to meet Operation people say – Continuous Improvement is OK, but we
have no input how things are improved her, all these Experts are telling us what to do
Our biggest mistake is that we separate Daily Work from Continuous Improvement
We look at these two activities as something completely different – they continuously clash with each other. We look at Continuous Improvement as something that stops me from doing my daily work. And that is wrong.
A key to our success is to make Continuous Improvement as a part of our Daily Business
Shop Floor Continuous Improvements
Shop Floor Management Introduction
Thinking win, Win, WIN
Shop Floor Continuous Improvements
Process Improvement SFM - Tools and Methodologies
Tools Value Stream Mapping PDCA Practical Problem Solving A3 ReportMethodologies Standardized Work Kaizen – Continuous
Improvement Quality Circles Improvement Kata
Shop Floor Management Introduction
Thinking win, Win, WIN
“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 Introduction
Thinking win, Win, WIN
Changing the World. One Transformation at a timeThis presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproducedwithout written permission from:
Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631
Cell: 248-207-0416
[email protected]://twi-network.com
Thinking win, Win, WIN
Shop Floor Management Introduction
Thinking win, Win, WIN
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