Continuous Improvement Simplified version.pdf

continuous improvement

1. Developing a Continuous Improvement
ulture
A Mana gement Per sgppective
I think and
solve problems
Manager/strong partner
I don’t think or
solve problems
Because they don’t
Because they do
Operator/weak partner
CONTINUOUS IMPROVEMENT
WORLD CLASS SMEDD
AANGES  TO
NCREASE  M/C CCAPACITY
WORK FLOOW
OORKFLOW
EENTORY
IPMENT
LABLE
 TIME
QQUALITY
PROBLEM SOLVING TOOLS
QQUICK TOOL CH
COONTINUOUS W
AND LOW INV
TPM
EFFECTIVE  EQU
ALWAYS AVAI
TQM
RIGHT FIRST
EVERY TIME 
I
ELIMINATION OF WASTE
WORKPLACE ORGANISATION
Failure
Appraisal
Failure
Appraisal
Prevention
Prevention
Method Man
MaterialMachine
Kanban Si ggnal
KANBAN
To request a new
delivery

2. What is CI?
•A long term people & process oriented programme •Customer driven
Ui dt t i & tt d d
•
U
s
ing
d
a
t
a
t
o
improve
&
se
t
s
t
an
d
ar
d
s
•Using employees to work together to improve
So that CI becomes So that CI becomes So that CI becomes So that CI becomes “that’s the way we do it here” “that’s the way we do it here”

3. What are the benefits of CI? •Typically 25 to 30 good suggestions per employee, per year,
and to
have over 90% of those implemented (Toyota had 75 000 have

over

90%

of

those

implemented
.
(Toyota

had

75
,
000
suggestions from
7,000 employees and 99% were implemented).
•Small im
p
rovements add u
p
to ma
jor benefits - im
p
roved
ppj
p
productivity, improved quality, better safety, faster delivery,
lower
costs,
and greater customer satisfaction.
El fid ktb i d jbl
lti i
•
E
mp
loyees
fi
n
d
wor
k

t
o
b
e eas
ier an
d
more en
joya
bl
e - resu
lti
ng
in
higher employee moral and job satisfaction,
and lower turn-over.
•
CI
reduces waste in areas such as inventory waiting times
•
CI
reduces

waste

in

areas

such

as

inventory
,
waiting

times
,
transportation,
worker motion, employee
skills, over production,
excess
quality and in processes.
•CIimproves space utilisation, pr oduct quality,
use of capital,
communications, production capacity
and employee
retention.

4. The winning formula
QQQQ
E Q A E Q A E
=
Q
x
A E
=
Q
x
A
AA
E
ffectiveness = Q
uality of problem solving skills x cultural A
cceptance

5. Quality of problem solving skills
E = Q x AE = Q x A
•Like any new activity people have to practice to get good
atit at

it
•Training in problem solving skills
Facilitatorstoleadprojects1%
2%ofworkforce
•
Facilitators

to

lead

projects

1%
-
2%

of

workforce
•Time and resources to make improvements and develop
skills
criticalmass>50%ofworkforceinvolved
skills

–
critical

mass

>50%

of

workforce

involved
•Coaching, support and feedback system
I think and
solve problems
Manager/strong partner
I don’t think or
solve problems
Because they don’t
Because they do
Operator/weak partner

6. Problem solving tools Kaizen/Lean
Six
-
Sigma
Kaizen/Lean •People/Team based
structuredmodules
Six
-
Sigma
•Structured data centric
problemsolving
structured

modules
•Elimination of waste
problem

solving
methodology
•Elimination of
variation
CONTINUOUS IMPROVEMENT
WORLD CLASS
D
efine the exact focus of the improvement project
M
easure current performance against agreed targets
A
nalysethedatatofindthecausesofvariation
D
ANGES  TO
CAPACITY
OW
ORKFLOW
ENTORY
IPMENT
LABLE
TIME
QUALITY
PROBLEM SOLVING TOOLS
A
nalyse
 the
 data
 to
 find
 the
 causes
 of
 variation
I
mprove the process to fix the causes of variation
C
ontrol the process so that it stays that way
SMED
QUICK TOOL CHA
NCREASE M/C C
WORK FLO
ONTINUOUS WO
AND LOW INVE
TPM
EFFECTIVE EQU
ALWAYS AVAI
TQM
RIGHT FIRST 
EVERY TIME Q
Q
I
CO
ELIMINATION OF WASTE
WORKPLACE ORGANISATION

7. Waste Elimination
WASTE
Over 
Production
Defects
Operator 
Motion
Inventory
Inefficient 
Process
Transport Waiting
Operation
55555
Wh ?Wh ?
Production
Motion
Process
Delay
Inspection
Storage Transportation
Wh
y
?
Wh
y
?
Why? Why?
Why? Why?
Why? Why?
Why?Why?
Transportation
Why?Why?
Method Man
5CMdl
PblSliTl
1
2
3
4
5
Machine Material
5
 C
ore 
M
o
d
u
les
P
ro
bl
em 
S
o
lv
ing 
T
oo
ls

8. Workplace Organisation
Establish norms

dh
ST
R A
5S ‐Housekeeping
5S 
Housekeeping
Standard Ops.
Visual Controls
SkillMiti
an
d
respect t
h
em
YES
Dimanche
Lundi
MardiMercredi
Jeudi
VendrediSamedi
1
23
4
8
9
10
11
15
16
17
18
29
30
31
5
6
7
12
13
14
26
27
28
22
23
24
25
19
20
21
NO
SORT
R A
IGHTE N
1
2
5
Skill
 M
on
it
or
ing
Pro 1
Pro 2
Pro 4
P1 P2 P3 P4
SIMPLIFY
SWEEP
SI MP LI FY
STA N DARDI S E
SUSTAIN
3
4
1
Visual
50
ONE
Form #
XXXX
Form #
XXZZ
Form #
YYXX
Form #
ZZXYVisual
 
Controls
50

recipes
ONE

recipe
documented
50 results
(
deviations
)
Quality the
first time
(iti)
Example : Skills matrix
4101
4102
4103
4104 4105 41064107 4108 4109 4116 411641184111
Mat' l
Handli ng
Tie
Wra p
Work Station #'S
Work Description
Dorothy H.
Stuff
Channel
Stuff
Top
Shel f
20 GA
Harne ss
14, 16,
18 GA
Ha r n e ss
18 / 2 0
Ha rnes s
18 GA
Asb.
Ha rn es s
PC
Br d
Ha r n e ss
Heavy
Wire
Paint
Si lk-
Screen
Pack
Out
Tap
Licenced
ELECTRO MECHANICAL SPECIALISTS
MAX
MIN
()
(
no var
i
a
ti
on
)
Standard Ops.
Ellen B.
Pat M.
LeRoy W.
Steve H.
Bi ll B.
Lawrence D.
Diane M.
Rhea F.
Glenda M.
Legend
:
Knows
Basi cs
Training
Can Do
With Help
Can Do
Without Help
Can Teach
Someone Else
Can I mprove
the process

9. WorkFlow
PullSystems
Fishbone
Line
Fishbone
Line
Fishbone
Line
Pull
 Systems
1 Piece Flow
Takt Time Kanban
U Line U Line U Line
Kanban
Cells
L Line
Back to Back
Lines
L Line L Line
Back to Back
Lines
Back to Back
Lines
2
ILine ILine ILine
Zeit
pro Tag
Zeit
pro Tag
Kanban Si
g
nal
Zeit
pro

Tag
Abrufe pro Tag
Taktzeit =Zeit
pro

Tag
Abrufe pro Tag
Taktzeit =
g KANBAN
To request a new
delivery

10. SMED -Quick Tool Changeovers
400
S
ingle
M
inute
E
200400
Set-up is:
E
xchange of
100200
D
ies, tools
& fixtures
3
10
Et l E
x
t
erna
l
Before
External
Before
Internal External
Internal External
A
fte
r
After

11. Total Quality Management / Six-sigma
Error Proofin
g
WARNING
Indicates an error situation
requiring intervention
CONTROL
P
pk
δ∑x
g
Cost of Quality MSA –GR&R
CONTROL Stops production
Prevents mistakes
Listen up!
Line 12 is
stopped !!!
Bip! Bip
3σ3σ
C
pk
P
pk
Capability/SPC
Reliability
120 V
1.5 A
12
Visual aids
Reliability
Regression Design of
Experiments
Hthi
4
% of
DOE
H
ypo
th
es
is
ANOVA
Failure
Appraisal
Failure
Appraisal
Turnover
HARDNES S
MIN MIN MAX MAX
A
VG MEA
N
AMLC L AMUC L AVG RNG AVG S D S DS TDEV S DLC L S DUC L
LOW HI S CALE
678 975 832 740 924 81 30.6 13.3 -9.3 70.66 7 0 N/A HV1 0
550
650
750
850
950
Hardne ss HV
UCL LCL AVG MEAN MEA N
FREQ
525600
675
750
825
900
Prevention
Prevention
450
1
5
9
13
17
21
25
29
33
37
41
45
49
53
57
61
65
69
73
77
20.0
40.0
60.0
80.0
Hardne ss HV
UCL LCL AVG SD STDEV
0 5 10 15 20 25
450
525
FREQ
2035
50
65
80
95
MSA ‐GR&R Regression Analysis
0.0
1
5
9
13
17
21
25
29
33
37
41
45
49
53
57
61
65
69
73
77
02 4681012
5
20

12. Total Preventative Maintenance
Effectiveness /
Capability
Desc r i pti on of Malf unc ti on Mac hi ne Name & Number
Date of I nspec ti on
Depar tment Team I nspec tor
TPM
INSPECT ION T AG No.:
Autonomous
Preventative
Preventive
maintenance
Predictive
maintenance
Capability
Planned Date
of Ac ti on
Per son Responsi ble Planned
C o mp le ti o n D a te
Ac ti on ver i f i ed by :
C o r r e c ti ve A c ti o n
Desc r i pti on
of
Ma l f u n c t i o n
Predictive
Autonomous
maintenance
Reactive
5
time
Reactive
maintenance 9Equipment failure
9Idling and minor stoppages
9
Tlh
Calibr
05/87
9Scrap/rewor
k
9Set-up/
adjustments
9Start-up losses
9
T
oo
l
c
h
anges
Simplify Access...
F
E
9Reduced
speed
Pear holes
Numerous
bolts
HingesGrooves
TPM =
elimination of waste + continuous improvement
Windows
Handles

13. Tools -Problem Solving Tools
55555
100 %
80
60
40
20
0
20
40
60
55555
Why? Why?
Why? Why?
Why?Why?
A       B         C          D         E          F
Why?Why? Why? Why?
Why? Why?
Pareto 80%/20%
Value stream mapping
5 Why Root Cause
FOR
AGAINST
8D
Decision
Decision
Operation Delay
Method
Man
Force field
8D
Input
Operation
Output
Start
process
End
Operation
Operation
Operation
Operation
No
Yes
No
Yes
Input
Operation
Output
Start
process
End
Operation
Operation
Operation
Operation
No
Yes
No
Yes
Decision
Decision
//// ///
?
Delay Inspection
Storage
Transportation
Method
Man
Machine Materia
l
Fishbone Tally Chart Brainstorm Process mapping

14. Acceptance within organisation
E = Q x A E = Q x A
•Management commitment
Mttt
•
M
anagemen
t
suppor
t
sys
t
em
•A mission/strategy/objectives/targets to aim for
•Delegation of responsibilities and authority to sections
•Training in problem solving skills
•Time and resources to make improvements and develop
skills
F ilit t t l d j t
•
F
ac
ilit
a
t
ors
t
o
lea
d
pro
jec
t
s
•Communication and feedback system
•Learning dissemination system

15. Dependency Loop
M/tt
I think and
solveproblems
M
anager
/
s
t
rong par
t
ner
solve
 problems
Becausetheydon
’
t
Because the
y
 do
I don’t think or
Because
 they
 don t
y
solve problems
Operator/weak partner
Learned helplessness
& low esteem
Both
must change
Both
must change

16. Solution to Dependency Loop Don
’
tsolveotherpeoplesproblems!!!
I think and
solve problems
Because they don
’t
Because they do
Manager/strong partner
I think and
solve problems
Because they don
’t
Because they do
Manager/strong partner
•
Setsmartobjectives
Dont
 solve
 other
 peoples
 problems!!!
I don’t think or
solve problems
Because

they

don
t
Because

they

do
Operator/weak partner
I don’t think or
solve problems
Because

they

don
t
Because

they

do
Operator/weak partner
Learned helplessness
& low esteem
Learned helplessness & low esteem
Set

smart

objectives
•Support & guide •
Coach
Support
•
Coach
–Situation
–Options
C
Guide
Solve
–
C
onsequence
–Select
Solve Problems
Learn to co‐operate & 
ttbiihth t
rus
t
 b
y g
iv
ing eac
h
 o
th
er 
new experiences
Frustration drives people back in to dependency
13/09/2008 Managing Kaizen 16
Frustration drives people back in to dependency

17. Bolman’s Change Model
External/Environment
4.Commitment
•New 
objectives
1. Denial Stage •Numbness •
Reactioninternal
Denial
Commitment
objectives
•Action plans
•Team work
•
Reaction
 internal
•Disbelief
Pas
t
Future
Resistance
Exploration
Internal/Self
3. Exploratory •Begin to 
tth
2. Resistance •Anger
accep
t
 th
e 
inevitability
•Negotiation 
•Anxiety
•Fear
•
Verbalreaction
•Looking for 
benefits
•
Verbal
 reaction

18. Traditional Method vs Kaizen
Thetraditional
An ANALYSIS COMMITTEE
makes
The
 traditional
method
The KAIZEN
method
makes
RECOMMENDATIONS
MANAGERS
take the
DECISIONS
method
A MULTIDISPLINARY TEAM
analyses the situation,
An IMPLEMENTATION
COMMITTEE
implements
CHANGES
takes the decisions,
takes actions and
implements the changes
The EMPLOYEES
ADAPT
to changes
Weeks
and
months
A FEW DAYS

19. Fire Fighting vs CI
FiFi htiSi l
CtiItSi l
Many Problems,
tk
Very few problems
Fi
re 
Fi
g
hti
ng 
S
p
ira
l
C
on
ti
nuous 
I
mprovemen
t
 S
p
ira
l
was
t
e, rewor
k
problems
Fire fighting
Few
Improvement
efforts
Time to think
about 
improvements
Continuous
improvement
Focus on present
Focus on future
present

20. The Route to
CI
1.
Establishtheneed
1.
Establish

the

need
2. Create a sense of direction 3. Build a supportive climate
4. Launch the initiative
5. Maintain the momentum

21. 1. Establish the Need •Benchmarking
Lfti
•
L
ong range
f
orecas
ti
ng
•Highlight declines
•Share market, company performance and competitor
information with everyone
SWOT/STEP l i
•
S
.
W
.
O
.
T
.
/S
.
T
.
E
.
P
. ana
lys
is
Show need in a clear and
ifl
mean
i
ng
f
u
l
wa
y

22. 2. Create a Sense of Direction •Create a vision -paint a ‘picture’/anecdotes
strategy
–
strategy
–values & behaviors
–goals
Il ti& itifii
•
I
nvo
lvemen
t

in
&
commun
ica
ti
on o
f
v
is
ion
•Budget plans -how does it relate to individuals
•Show the whole plan not just their bit
•Show how the resources are to be used
•Keep reinforcing the vision
–mission statements
news letters
–
news

letters
–CI boards
–mention at every opportunity

23. 3. Build a Supportive Climate
•Define roles & criteria for success
•Communicate values, beliefs & behaviors
•Get managers to adopt the ‘smart’ coaching style
•Develop alternative job roles for middle management
•Demonstrate management commitment
•Seek out and council worried employees

24. Some Turn Offs
Wet Blankets •
Iamtoobusyrightnow
•
I

am

too

busy

right

now
.
•It’s a good idea, but the timing is wrong.
•It is not in the bud g
et.
g
•We don’t do it like that here.
•Theory is different from practice.
•That’s a good idea BUT...
•Isn’t their something else for you to do?
•
Itdoesn
'tmatchcorporatepolicy
•
It

doesnt

match

corporate

policy
.
•It isn’t our business. Let someone else think about
it.
People are not the problem. Blaming them will not solve the p
roblem. The answer is to make
p
eo
p
le
p
roblem solvers!
p ppp

25. 4. Launch the Initiative •Not big bang and fizzle out! •
Startsmallandbuild
•
Start

small

and

build
–Training
–appoint a coordinator
–start with one initiative
–see it through!
•
Publiciseinitiatives Publicise

initiatives
–announcements
–display boards
KAïZEN
Processes:
•Praise successes & good tries
•
Body text
INFO KAIZEN
Opportunity Improvement Who
Date co mp l eted
Date
Opportunities
For Waste Elimination
•
Body

text
SMED
Non-
conforman ce
Lead-time

26. 5. Maintain Momentum
•Reinforce as often as possible •
Communicateresults
•
Communicate

results
•Measure progress
•Give su
pp
ort -both financial & verbal
pp
•Start new initiatives based on the theme
–refresh notice boards
communicate in other ways
–
communicate

in

other

ways
–ask team to give presentation
–appoint new facilitators
tt th
–
s
t
ar
t
nex
t
p
h
ase
•Management commitment & stamina

27. Sabota
g
e to enthusiasm
g
•Enthusiasm
•Co-o
p
eration
p
•Co-operation with assistance
•Acceptance
•Passive Resi
g
nation
Acceptance
g
•Indifference
•Apathy
•Doing only what is ordered
Indifference
•Regressive behaviou
r
•Non-learning
•Protests
Wki t l
Passive resistance
•
W
or
ki
ng
t
o ru
le
•Doing as little as possible
•Slowing down
Personal withdrawal
Activeresistance
•
Personal

withdrawal
•Committing deliberate errors
•Spoilage
•
Sabotage
Active
 resistance
•
Sabotage

28. Engage the Champions
Champions
StrawWatchers
Scall
y
wa
g
s
20% 30% 30% 10%10%
Champions
Straw
 Watchers
yg
Refuseniks
Convert

29. Some Pitfalls •The supportive sceptic-lip service only
Bdtblkthl
j
•
B
e prepare
d

t
o un
bl
oc
k

th
e
log-
jam
•Managers get too involved
•Not setting tough but achievable targets
•Underestimating resources/effort required to finish
i iti ti
80/20 l
in
iti
a
ti
ves -
80/20
ru
le
•Not making it someone's job to ‘make it happen’
I’ t b i l
•
I’
m
t
oo
b
usy sp
ira
l
Many Problems,
waste, rework
Fire fighting
Few
Improvement
efforts
Focus on
present

30. Next Steps
•CIsteering group at top level •
A
ppoint a coordinato
r
•Identify best in class and set targets
Etblih
CI
iti &tii l
•
E
s
t
a
bli
s
h
a
CI
commun
ica
ti
on
&

t
ra
in
ing p
lan
•Complete actions identified on workshop
•
Identifynext
CI
workshop
•
Identify

next

CI
workshop
•Build systems, procedures & structures conducive to
CICI
•Promote CIin your supply base
Achieve Continuous
ItI
mprovemen
t