lean symposium 5th april 2011 - · pdf fileobjectives of the simulation © s a partners...
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© S A Partners 1993 - 2011Inspiring success through pioneering, process-based solutions
Lean Symposium
5th April 2011
John Quirke & Prof Peter Hines
© S A Partners 1993 - 2011
Purpose of the Workshop
This workshop is designed to review fundamental
Lean principles behind good workplace organisation
and design
We will hit on
Lean Principles and Eight Wastes
Lean Business model
Do some stuff!
© S A Partners 1993 - 2011
S A Partners Facts and figures
Founded 1993 by Prof Peter Hines to transfer the
learning from the research on Toyota Motor Co
in Japan into the UK market – one of the longest
established Lean Thinking consultancy practice
in Europe.
Currently forty full time employees and partners
who are employed full time by S A Partners– one
of the largest specialist Lean Thinking
consultancy practice in Europe. Plus a network
of approved associates.
© S A Partners 1993 - 2011
Some of our Clients
© S A Partners 1993 - 2011Inspiring success through pioneering, process-based solutions
A simulation
Lean Thinking
© S A Partners 1993 - 2011
To give the participants an understanding of the Lean
Thinking Principles as they apply to “Order Fulfilment
Process”.
To demonstrate, through action learning, how the
application of the Lean Thinking Principles can lead to
significant performance improvement.
Objectives of the Simulation
© S A Partners 1993 - 2011
You are a competing Manufacturing Company.
You are competing for a big contract with an
important customer.
The product is new, but has been proven by the
customer
There is nothing like it in the marketplace.
The Context
© S A Partners 1993 - 2011Inspiring success through pioneering, process-based solutions
Lean Thinking
and Workplace Organisation
© S A Partners 1993 - 2011
Lean Thinking – A Definition
Lean Thinking involves using less of everything – capital, inventories, time, human
effort – across all aspects of production and service delivery.
It focuses on the identification and elimination of waste in all processes so that all
activities throughout the supply chain add value to the customer
Support
35%
Waste
60%
Value Added
Activities
5%
MAXIMISE
OPTIMISE
ELIMINATE
© S A Partners 1993 - 2011
Waste(Muda)
Non value adding to
the product or service
in the eyes of the
customer
Unrealised
People
Potential
TransportingUnnecessary
Inventory
Defects
Over
Production
Waiting
Inappropriate
Processing
Unnecessary
Motion
The Eight Wastes
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The Lean Business Model
© S A Partners 1993 - 2011
Principles & Disciplines of Lean
Principles Disciplines
Specify customer value Voice of the customer
Manage by fact
Prioritise the vital few
Integrate the value stream Involvement of all
Communication
Make the offering flow Single piece flow
Visualise abnormalities
Establish root cause
At the point of activity
Everything in it’s place / place for everything
At the pull of the customer Pull is better than push
Automate decision making
Stock is a tool
In pursuit of perfection Prevention not detection
Process capability
Roles & responsibility
Pilo
t to p
rove
Pla
n, d
o, c
heck, a
ct
© S A Partners 1993 - 2011
Imp
rovem
en
t O
pp
ort
un
ity
Time
Short term
gains made
Lost and repeated results
due to no sustainability
Results could be lost entirely
if organizational structure not
aligned to support and education
level of all employees not increased.
Improvement leveled off
and eventually stopped
due to lack of realizing
“true” lean opportunity
Greater, sustained
results achieved
Awareness, education,
organisation structure
created to support lean
Kaizen Blitz vs. Lean Management
Source: C. Craycraft, Whirlpool
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Strategy Deployment
The vision, goals and
strategy are clearly
communicated throughout
the organisation with key
measures, targets and
activities appropriately
deployed
Alignment &
Engagement
Management
Process
Strategic
Direction
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Cascading the strategy into the business
Business Level Cockpit
Sales Cockpit Product Development
Cockpit
HRM CockpitOperations Cockpit
Marketing
Sales (Key Accounts)
Customer Service
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Process Level KPI Monitoring
HR Dept
Sales Dept
Press Shop
Quality Dept
Toolroom
© S A Partners 1993 - 2011Inspiring success through pioneering, process-based solutions
Workplace organisation in Practice
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Workplace organisation should....
Deliver defined results
Solve specific issues, quality concerns, parts
shortage etc
Become part of standard work activities
Create measurable standards for cleanliness, hygiene,
safety
Be driven by senior management as part of Gemba
process
Be linked to specific strategy objective of the
business
© S A Partners 1993 - 2011
[19]
Organising – Set-in-order
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Apply workplace
organisation to achieve a
specific result
Improve work conditions and Safety
TPM used to improve Machine
reliability
SMED applied to reduce
changeovers
All applied at the critical points
(bottlenecks) of the Value Stream
TPM
5S
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Workplace organisation
Visual Systems for Self-Managing Teams
Ticket Systems to align in-process demands
Physical Systems for material Replenishment
Technology “CAM-BANS”
System applied to selected - Runner /
Repeater and Stranger Products
Physical Set-up & Tickets
Self-Managing Kanban BoardsCAM-BAN Technology
© S A Partners 1993 - 2011
filename [22]
Organising – for SMED
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[23]
Why clean?
Eliminate
dirt and
grime
Cleaning
is
checking
Maintain
Optimum
condition
s
© S A Partners 1993 - 2011
filename [24]
Standardising
May-04
1
4 Check that chains are not missing from their marked location
5 Check that lever tools are not missing from their marked location
3a
Check pressure gauges are running within the marked areas (adjust as required)
3b Check oil is above marked level
Lean Team
Check oil is above marked level through perspex window1
2 Check clamps are not missing and that oil is above marked level
SAFETY INSTRUCTIONS Ensure that the unit is safely isolated clean & check begins
REPORTING INSTRUCTIONS Operators to report any problems found to Supervisor immediately
No Clean and Check InstructionsMachine
Ref No
Issue
Date
START OF SHIFT CHECK
Prepared by
1 2 3a
3b 4 5
200.02………..
© S A Partners 1993 - 2011
[25]
Clean and Check Procedure
DAILY CLEAN & CHECK
example
• Remove Assembly
Pieces from Bench
• Put Back to Location
• Empty Reject Bins
• Floor to be Cleaned for
Dirt and Loose parts
WEEKLY CLEAN & CHECK
• Wipe over all surface
including machinery
© S A Partners 1993 - 2011
Tools & Techniques - A Sales Process Example
Align with Key Strategies
Set Challenges Targets for Quotations
Team to “Map” the key process steps
Identify Muri, Mura and Muda
5S Now has a “PURPOSE”
Improve Speed of Quotation
HHImprove Speed of quotation6
CustomerBusiness
HHGenerate correct RFQ,s – in line
with business objectives
5
MHImprove Conversion rate7
HHProactive /skilled KAM 4
HHFocus on new business -added
value
3
HHUnderstand Customer
values/satisfaction & exceed
expectations
2
MHAccurate analysis of markets &
competitors
1
Impact Critical Success FactorsStrategy
HHImprove Speed of quotation6
CustomerBusiness
HHGenerate correct RFQ,s – in line
with business objectives
5
MHImprove Conversion rate7
HHProactive /skilled KAM 4
HHFocus on new business -added
value
3
HHUnderstand Customer
values/satisfaction & exceed
expectations
2
MHAccurate analysis of markets &
competitors
1
Impact Critical Success FactorsStrategy
Sales Team review Quotation Steps
© S A Partners 1993 - 2011
Tools & Techniques –
A Sales Process Example
Separate enquiry desk (non-routine work)
Team based levelling systems
Visual Management to improve Sales
Quotation Process & Procedures
Level Loading for work flowVisual Mgt
Dedicated flow for routine tasks
© S A Partners 1993 - 2011
Sustainable Lean Management
Source: P. Hines, P. Found, G. Griffiths & R. Harrison, Staying Lean, 2008
Lean Management
© S A Partners 1993 - 2011
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