leading a lean turnaround workshop by art byrne
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LEADING YOUR LEAN TURNAROUND
Art ByrneNovember 6-7, 2013
DELIVER MORE VALUE TO YOUR CUSTOMERS
THAN YOUR COMPETITION CAN
IMPROVE YOUR OWN VALUE ADDING
Compete On Your Operational Excellence
ESTABLISH THE LEAN FUNDAMENTALS
Work To TAKT Time
One Piece Flow
Standard Work
Pull System
5S AND SMED ARE FOUNDATIONAL ACTIVITIES
Set Up Reduction In One Week Kaizen
Rolling Mill 720m to 34m -95%150 Ton Press 90 to 5 -94%PM Punch Press 52 to 5 -90%Hole Cut Mill 64 to 5 -922.5” Extruder 180 to 19 -89%Injection Molder 120 to 15 -88%
AVG SETUP REDUCTION = 91%
SET UP APPROACH
Separate Internal From External
No Tools
No Cranes
No Money
MAIN THRUST IS TO GO FROM BATCH TO
FLOW
FIRST CREATE FLOW THEN PULL
• Set Up Reduction Comes First
• Create One Piece Flow Cells
• Establish Standard Work
• Create Visual Controls
• Implement Pull
PACE• Be Aggressive
• Two Kaizens Per Week Per Facility
• Two Set Up Kaizens, One Flow, One Office
• Celebrate Your Gains
RUN THE COMPANY ON YOUR OPERATIONAL EXCELLENCE GOALS
• 100% On Time Customer Service• 50% Reduction In Defects Per Year• 20% Productivity Gain Each Year• 20X Inventory Turns• Visual Control And The 5S’s
TRANSFORM THE PEOPLE
EVERYTHING HAS TO CHANGE
YOU CAN’T DROP LEAN ON A BATCH ORGANIZATIONAL STRUCTURE
• This Is The Most Common Error
• The Whole Company; Sales, Marketing, Finance, IT, HR, Must Make The Shift
• To Change The People Change The Structure
A LEAN ORGANIZATION REQUIRES;
• TEAMWORK
• TRUST
• RESPECT FOR PEOPLE
RESPECT YOUR PEOPLE
• Listen To Them
• Support Them
• Set Stretch Goals
REORGANIZE BY VALUE STREAM
• Team Leaders
• Buyer/Planner
• Value Stream Engineers
• Cell Leaders
• Support Functions
VALUE STREAM LEADERS
• Self Motivated Problem Solvers• Capable Of Running A Small/Medium Size
Business• Report to Both VP Of OPS and Senior
Team• Focus On Key Value Adding
Measurements• Complimented With A Strong KPO
YOU WANT TO GET TO A KAIZEN CULTURE
GET EVERYONE ON A KAIZEN TEAM
• Up Front Training
• Learn By Doing
• Multiple Kaizens
• Kaizen Team Leader
GO TO THE GEMBA• Kaizen Is A Doing Exercise
• Start With Projects That Will Give The Biggest Financial Impact
• Set Stretch Goals
• Attendance Should Be Mandatory
START WITH THE BIGGEST VALUE STREAM
• Create Model Lines Or Model Factories
• Two Set Up Kaizens and One Flow
• Do The Whole Value Stream
• Don’t Forget The Office
CREATE DAILY MANAGEMENT AT THE POINT OF VALUE ADDING
• Hourly Production Control Charts• Quality And Productivity Measures/Trends• Set Up Time Tracking• Daily TPM Tracking• Daily Meetings Countermeasures• Constant Management Support
REMOVE PRODUCTIVITY BARRIERS
• Multiple Job Classifications
• Piece Part Incentives
• Chairs, Food, Drinks In The Gemba
• Provide Lots Of Cross Training
ESTABLISH PROFIT SHARING
GET MARKETING AND SALES INVOLVED AND COMMITTED
START HOSHIN KANRI• Aligns Your Team Around Clear
Objectives
• Must Do Can’t Fail Projects
• Makes Available Resources Very Clear
• De-Select What Can’t Get Done
YOU ARE RUNNING A BUSINESS
• Progress Is Faster If You Learn From Your Mistakes
• Maintain An Atmosphere Of Constant Learning
• Kaizen Work Solves Customer Problems• You Have An Obligation To Your People• Protect There Jobs And Provide
Opportunities For Growth And Wealth Creation
SUMMARY
A KAIZEN CULTURE = AN UNFAIR COMPETITIVE ADVANTAGE
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