process excellence
DESCRIPTION
by Steve Withers of Canada Post shown at the 1st Lean Service Summit on 23rd June 2004 run by the Lean Enterprise AcademyTRANSCRIPT
Process Excellence at Canada Post Corporation
Lean Summit, June 2004
Steven Withers
Senior Advisor, Lean
Version 1.0
Page 2
Agenda
1. About Canada Post
2. Value
3. Value Streams
4. Flow
5. Pull
6. Perfection
7. Learning
Page 3
About Canada Post
• Canadian Crown Corporation
• Group of companies, CPC,Purolator, Innovapost,Progistix, ePost, IntelcomCourier, CPIL
• Over 64,000 employees, 7th
largest employer in Canada
• Services 13 million domestic addresses – growing at 170,000 per year
• 22 major plants
• 37 million pieces delivered daily
• $6 B revenues annually
Section 1 – About Canada Post
Page 4
Impressive Results
• Exceeded annual profitability goals – 9 years of consecutive profit
• Returned dividends and income taxes to Canadians each year
• Improved and stabilized on time delivery
75 8467 71
253
0
50
100
150
200
250
300
99/00 00/01 2001 2002 2003
Net Income $M
On Time Delivery
•3.2 million sq. ft. of space freed for divestment or consolidation
•Dramatic plant inventory reductions
•Improved labor relations – no labor disruptions since starting lean
•Improved visuals – line of sight and less fire fighting
Section 1 – About Canada Post
Page 5
Historical Lean Perspective
1996 – Womack & Charlton talk about Postal1996 – 1999 Learn through isolated experimentation1999 – 2002 LEI internships2000 – First supplier VSM experience with Air Canada2001 – Plant reorganization – value streams2001 – VSM used for future state planning2002 – Deployment of “Process Excellence” advisors2003 – Integration of lean and six sigma2003 – New operations planning process based on policy deployment2004 – Getting serious about administration, 1st focus order to cash
1996 2004
Section 1 – About Canada Post
Page 6
Unusual Characteristics
• Customers on each end of the value stream− The paying customer is at the start - where the supplier
would be in manufacturing. If they are bad quality mail suppliers you can’t fire them!
− The receiving customer often doesn’t know mail is coming, and often doesn’t want it!
• Ultra short cycle business− What comes in that night must be processed that night –
1000 inventory turns! (4X per night)− No ability to use finished goods supermarkets, or level
production between days like Toyota
Section 1 – About Canada Post
Page 7
Plant Value Stream Organization
Plant DirectorProduction ControlTech ServicesOperations Improvement Value Stream Leader
ParcelSort CUPW CUPW
APOC(Sups)
Section 1 – About Canada Post
Page 8
Customer Value
• Perfect process performance (e.g. on-time, no damage, right address)
• Easy to do business with:− Simple, accurate billing and
invoicing (order to cash value stream)
− Superior customer service
• Supply chain visibility through scanning information
• Price
• Hassle free borders
Section 2 – Value
Page 9
Value Streams
Letters - Publications and Admail – Parcels - International
Sorting large envelopes - Windsor
Section 3 – Value Streams
Page 10
Continuous Flow – Hamilton Plant
Reduced Annual Operating Cost - $5.6 M
Freed floor space – 4678 sq meters or 46% of S/L area
Reduction in EquipmentMLOCR – 7 to 6LSM – 6 to 4VES Desks – 44 to 14Manual Cases – 255 to 60Mail Handling Equipment –reduced 33%
S / L C e l l sB u s i n e s s U n i t # 3
S h i f t 1J u l y 2 0 0 1
G e n C o n
M L O C R 1 2 3
M L O C R 1 2 4
C u l l s
R e j
C F C
S t a f f = 3 2
T / A
R e j
S o r t a t i o n C a s e s
A E G L S M
A
B
V E S
F
F
F
F
R T S
A E G L S M
A
B
M a n u a l / M e c h
L V R
6
4
51
2
1
2
3
4
5 3
4
5B R M
3
T o B R M
F r o m R T S
T o C F C
1
2
1
2
3
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3
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4
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3 4
S u p e r v i s o r
S u p e r i n t e n d a n t
Section 4 - Flow
Page 11
Cells in Calgary
CFC #3
CFC #2
MLOCR 88
1 Ltr every 106 Seconds
1 Ltr every 106 Seconds
1 Ltr every 53 Seconds
Before:
-Throughput not achieving takt
-Poor flow
-Frequent stops/downtime
-Feeder idle time
After:
-Capable of achieving takt
-4000 pph throughput improvement
-Reduced stoppage/downtime
-Out of cycle work removed
Section 4 - Flow
Page 12
Kaikaku Results – Toronto
Toronto plant beforeToronto plant before Toronto plant afterToronto plant after
Travel DistanceBefore After
% Reduction
Bag of Mail 806' 76' 91%
Culler to OpticalReader 998' 12' 99%
Optical Readerto Refeed 250' 17' 93%
Oversize Letterto Mech Sort. 461' 307' 33%
Dispatch Cart to Dock 537' 230' 57%
Before(sq. ft.)
After(sq. ft.)
% Reduction
Mail Prep. 51,000 21,000 59%
Final Sort to
Stations83,000 20,000 76%
Priority CourierFacility
75,000 0 100%
Toronto Exch'ng Office
45,000 0 100%
Space
Section 4 - Flow
Page 13
Quebec – Flow Reduces Inventory
Before After
Section 4 - Flow
Page 14
Flow in Administration
Payment Processing• 1140’ traveled• Pick-up/Put-down 49X• 9 people involved• 4 Elevator Rides• <13 Minutes of work• 2-3 minutes of VA activity
Section 4 - Flow
Page 15
Administrative Flow
Layout and material flow
Section 4 - Flow
Page 16
Load Leveling Administration Work
Basic sort stationnumber
Post dated file
Basic sort station
SIS Cards Post datedcalendar
Section 4 - Flow
Page 17
Building Standard Work Elements in Administration
Making Customer Calls – Payment Processing
?
Page 18
Building Standard Work in Administration
Basic Payment Processing
Page 19
Pull
• Issue #1: Large volume mailing houses− Scheduling− Small batch issue: getting paid the right amount versus JIT
• Issue #2: Street box collection− 900,000 access points− End of day mailing habit versus our leveling dilemma
• Issue #3: Between plants− Problem simplification: 5 biggest suppliers can make a difference − The ‘grid’ is 22 x 22 or 484 critical links
• Issue #4: Between delivery depots and plants− Creating supplier – customer standard work− A single plant might supply over 100 delivery depots
• Issue #5: Administration− Huge culture change required to make pull work
Section 5 - Pull
Page 20
Perfection
• Visual depot, and 5S depot approach− 13 ‘prescribed’ kaizens
• Recognition that successive kaizens yield additional benefits
• Integration of lean and six sigma− Rath & Strong provides training and coaching
horsepower− Future integration of six sigma and lean training
Section 6 - Perfection
Page 21
5S – Continually Seeking Perfection
Before After
Section 6 - Perfection
Page 22
Measures of Success
• Change from… old metrics:− Utilization maximization (machines,
trucks)− Point velocity (pph)− Direct labor optimization
• To… new metrics:− Lead time− System cost− Space− New focus on process metrics
Section 6 - Perfection
Page 23
Process Excellence Strategy and Training
Training
6 SigmaInfluence Skills
Change Management
Leadership
Lean
Lean Black Belt
•5 weeks in class
•2 value stream projects – defense
•Written case study
6 Sigma Black Belt
•5 weeks in class
•2 projects - defense
•Written case study
Section 6 - Perfection
Page 24
Reflections on what we’ve learned
• Constancy of purpose essential
• The right people in the right place− From ‘directing’ to coaching− Value stream management
• Nothing happens without clear responsibility for improvement− Process Owner and Process Manager roles− New metrics needed, focus on lead time− The means as important as the results
• There are many roads that reach the same destination− The same methods work in postal as in basic manufacturing, but they
need to be customized− Six Sigma and Lean are not competing methods – they work together
Section 7 - Learning