better, cheaper, faster: n urseries are harnessing the power of lean

Contact: Elizabeth Peters503-682-5089www.oan.org/[email protected]

Oregon Association of Nurseries, www.oan.org

Oregon companies are gaining serious competitive

advantage by making products at a

lower cost, in a shorter time,

with fewer defects and less human effort

using Lean. ”Oregon Association of Nurseries, www.oan.org

Lean is NOT A cost reduction program

or one-time “fix it” tactic. A new concept.

Lean is… A disciplined structure

for eliminating waste A way of thinking

and acting for all parts of an organization

Building a learning culture (change)


Constant pursuit of the “Least Waste Way”

Laser focus on value to the customer Value: what your

customer pays for Waste: what you pay

for


Think about any process…

What are those activities that do not add value? Do we know what they are? What resource drain do they have?

Value Added Activity

Non Value Added Activity

Source: Goodrich AerostructuresOregon Association of Nurseries, www.oan.org

What we ( think ) we do

Strategy Planning Execution “Production” Delivery Follow up

What actually happens

Strategy Planning Execution “Production” Delivery Follow up

Source: Goodrich AerostructuresOregon Association of Nurseries, www.oan.org

VALUE

Transforms the product or service

Customer is willing to “pay” for it

Done right the first time

WASTE

Overproduction Waiting Motion Transportation Overprocessing Inventory Defects


Walking Unnecessary

stock on hand, “just in case”

Transporting product or supplies to different areas

Waiting for machine cycle or changeover

Generating useless reports

Searching for tools or supplies


Lean’s Goal: Eliminate non-value-added activities

Continuous Improvement

Flow Go and see Just in time Kaizen

Plan – Do – Check – Act

Point of use storage

Pull vs. push Value stream Visual controls 5-S (handout)


Bailey Nurseries – Yamhill Order pulling: 50% increase in efficiency Potting: reduced crew size from 20 – 12,

slowed down the machine and increased units/man hour 42%.

Field Staking: 24% increase in units/man hour▪ Reduced walking around▪ Dropped crew size from 10 – 8▪ Better inventory (stakes) supply

J Frank Schmidt & Son Co. Began Lean journey in mid-2010. Since then:

▪ One inventory process improvement saved $25,000▪ One container yard process improvement saved $40,000▪ Bare root planting schedule process improvement saved $35,000

www.oan.org - 503-682-5089 As reported at NW Ag Show

Our first Lean effort Nursery Guide

process mapping event

▪ Found and cut 240 hours of waste in a single process.

▪ Removed useless steps▪ Clarified the process▪ Defined standard work

Today:▪ Happy team members▪ No overtime▪ On-track with schedule

www.oan.org - 503-682-5089

Five nurseriesBegan October, 2010


Strategic-level guidance for leaders

Development of certified Lean “champions”

Basic employee-level training

Hands-on improvement events in participant companies

Community of support, accountability, learning together


Van Essen NurseryPRT OregonF & B Farms and NurseryGold Hill Nursery


Lean Team is one-of-a-kind Inquiries from KY, WA, CA, RI, BC “Most Innovative Company of the Year”

by the Wilsonville Chamber of Commerce

OAN serves on Job Growers High performance Consortium Steering Committee


Can you be successful?Do you have the will to change?

Strategic decision by top management Leadership must be engaged, not just

support. This is a culture change. Leaders must lead.

Coordinator/facilitator/evangelist Trusting management-employee

relationship Decision making at all levels Respect for people - philosophy

Work with outsiders OAN Lean Team or a consultant to get started.


19

Habit #4 – the ability to recognize the performance gap

Leadership model

Actions in the Process

Process outcomes

Drivers Results

DTMDefectsOI

CostCash FlowProduction

Traditional Management focusLean Leader Focus

Habit #1 – Recognition and action on Drivers vs. Results

Habit #3 – a change of habit. This is different, it requires a fundamental changeIt is non-optional This will mean some will not make it

5Clarify &

Combine Observations Current Situation

6Identify IPO’s on to-do-list

7Develop countermeasures

to IPOs (ex.: Visual Controls, etc)

CONTINUOUS IMPROVEMENT OBJECTIVES / RESULTS SUMMARY Event: Date:

IMPACTED METRICS (Driver Measures, Results Measures,

Improvement Targets, etc.)

PRE-EVENT OBJECTIVE POST

EVENT %

IMPROVED

Least Waste Way (LWW)

Cost

Real Time Problem Resolution (RTPR)

EVENT OBJECTIVES

Document Reality of Current Area Visuals Unknown Known Known 100%

Establish Driver Measure Visuals That Support Supply Chain IT’s Outdated Revise Revised 100%

Develop a Standard DMB for Supply Chain Areas None 15 2 14%

Improve 5S Rating 2.65 3.0 InWork

Achieve a Blue Check for Safety 1 0 Inwork 50%

Well-Written Objectives Meet the SMART Criteria -- Specific, Measurable, Attainable, Results Oriented, and Time Based.

DRIVER MEASURE TO COUNTER MEASURE MATRIX

Event: Date: Page 2 of 2

COUNTER MEASURES (Tools of the Lean Enterprise)

DRIVER MEASURES

Phy

sica

l Lay

out

Jido

ka

Mak

e W

aste

Ugl

y

MR

S

Cur

tain

Ope

rati

on

Sup

plie

r C

ert.

Han

edas

hi

6 Si

gma

QF

D

DF

M/A

DO

E

Pro

blem

Sol

ving

Lin

e St

op

3 P

’s

Bia

s fo

r A

ctio

n

Mul

ti S

kille

d

Cyc

le T

ime

AQ

S

High Some Impact Support




DRIVER MEASURES

Pul

l

One

Pie

ce

TA

KT

Tim

e

Tim

e O

bse

rvat

ions

SWS

SWC

S

% L

oad

Pro

cess

Map

ping

5S’s

Vis

ual C

ontr

ols

Cre

ativ

ity

B4

Ca

pit

al

SME

D

Poi

nt o

f U

se

Ad

just

men

t E

lim

.

Mis

take

Pro

ofin

g

SWIP

T

PM

5 W

hys

Rig

ht S

izin

g


GOALS TO DRIVER MEASURE MATRIX

Event: Date:

2006 AEROSTRUCTURES PD GOALS

Driver Measures

Achieve Stretch Financial

Commitments Year Over Year Supporting Top

Quartile Aerospace Return For

Growth

Be A Leader In The Support Of Company Wide Alignment Of

Resources

Achieve Cost Leadership

Through Enterprise Excellence

Be Recognized By Our Customers

As The Leader In Delivering

Quality Value Added Products

And Services

Achieve Balanced Growth

Through Strategic

Plan Market Position

And Initiatives

Execute New

Business At The LWW

LWW

Cost

RTPR


CONTINUOUS IMPROVEMENT EVENT SCOPE

Event Description: Supply Chain Policy Deployment Visual Controls

Preliminary Objectives: Document reality of current area visuals Establish Driver Measure Visuals that support supply chain IT’s Develop a standard DMB for supply chain areas

Customer Requirements: (e.g., TAKT Time):

Process Information:

Supply Chain Continuous Improvement, Supply Chain Quality, Supplier Development, Technical Support, Traffic Services, Indirect Material & Services, Direct Materials, Bundled Packages, Raw Materials, Strategic Sourcing, Purchasing Contracts and Strategic Deployment

Event Dates & Times: 10/4 – 10/6, 2006

Team Meeting Area: C/R 120

Team Leader: Barbara Zubaty

Co-Leader: Alexandre Luminet

Team Members: Kathy Baker, Annette Eynon, Mike Kerslake, Bruce Demoss Expert Persons: Richard Thanisith, Debra Miller & Mark Sweat Maintenance P.O.C.: Paul Gwazdacz

Facilitators/Consultant: Bob Sterling

Current Situation & Problems: No “Area Specific” Driver Measure Boards Driver Measure Boards are not Standardized Driver Measure Boards are not visual No “Area Specific” visual IPO’s Area 5S performance not visual to indicate positive

trends

Event Impacts on PD / IT’s:

1Review Scope Sheet

Moving Line Logistics SWIPopoly Roadmap

4ML Lessons learned and

experience feedback since 02/ 16

1 per A4 sheet

• What we did well so far?• What we didn’t do so well so far? • What problems have been encountered so far?

3Walk Through ML area to

document reality

Look For:• Flow & Linkage• Communication Flow• Paper / People Travel• Compliance• SWCS & Visual Controls associated

5S Evaluation Form

Sort

Straighten

Shine

Standardize

Sustain

Level 5 Habit

Needed items can be retrieved in 30 seconds or le ss. Obsole te ma teria ls are

rout ine ly removed from the a rea. Preventative measures are in place to keep unnecessary items, reports etc . from

enter ing the a rea.

Anyone can w alk into the work area and eas ily loca te work by priority. Correct ive

measures are in p lace to address abno rmal cond itions.

Work area housekeep ing is a rout ine way of life. C orrective action measures

are in place to address c leanliness issues .

Work team is adhering to standard w ork methods, visua l and w ork area contro ls.

A system o f improving work methods and work area controls is clearly being utilized.

Information on the area information board is meaningful and influences the daily

decis ions of the w ork area. R oot causes of prob lems are elimina ted and actions focus on preventative methods.

Level 4 Commitment

All work mate rial has been sorted according to what will be worked today, this week and this month. All o ther

mate rial has been discarded or sto red in centra l file s. Mate ria ls , too ling, files and reports are routinely rev iew ed for

necessity.

Team members can eas ily dete rmine w ha t items are currently in-use and their prior ity. Visua l controls are in p lace to

ind ica te normal / abnormal w ork cond itions.

Work area housekeep ing respons ibilities are established and being fo llowed as scheduled. Cleaning mater ia ls a re

stored and read ily avai lab le.

Team is utiliz ing standard w ork methods and work area controls on a daily bas is .

Work team routine ly checks area to mainta in the 5S's. Information on the a rea information boa rd is meaningfu l to the

work area . Source and frequency of prob lems are documented and correc tive actions taken. P lanning occurs to reach

next 5S levels.

Level 3 Organization

Understanding

Only documents and too ls necessa ry to the work area are s tored at the

works tations and are sto red in an orderly

manner.

A system has been established to highlight the order in wh ich jobs w ill be performed.

Visua l controls ident ify e lements o f the

work p lace.

Cleanliness prob lems have been identified and preventative measures are

taking p lace. Visual con trols and

ind ica tors have been estab lished.

Work team has documen ted needed items, work me thods, visual and work

area controls, and has made them

availab le in the work area.

5S presentation has been made to a ll Team members and a general understanding fo r

the need and d irec tion exists. A rea

information boa rd is present, v is ible, and mainta ined.

Level 2 Awareness of Need

Needed and unneeded items have been identified and unneeded items have been removed from the area. N othing is

placed on top of machines, cabinets, etc.

Needed items have been organized according to use, i nclud ing w ork procedures? Incoming and outgoing areas,

includ ing computer d irector ies , are clear ly des igna ted and utilized.

Initia l c leaning has been perfo rmed. A ll equipment is neatly pa inted. Worktables, desks, and file cabinets are

free of unnecessary objects.

Team has agreed on needed items, work methods, and work area contro ls. Hard for visito rs to te ll w hat type of w ork is

perfo rmed and where, but emp loyees generally know.

Organization and employees have know ledge of and are employing some aspects of 5S.

Level 1 Initial Effort

Needed and unneeded items have been identified.

Items are neat ly p laced in the work place. Area cleaning is performed on a random bas is.

Work methods have been deve loped. Some 5S awareness exists .

Overall Score (S um o f

T o ta ls d iv id ed by 5 ) _____ 5 =

Total =

Total =

Total =

Total =

Total =

.75 .50

.25 1.0 .75 .50

.25 1.0

.75 .50

.25 1.0 .75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 .75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0 .75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0 .75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

9Compare “ML Operator”SWCS to “Logistics

Operator”SWCS element by element to ensure both are in synch throughout the

mixed model TT

0

50

100

150

200

250

300

350

400

450

500

Michel B

oujenah

Thierry H

enry

Adriana

Karem

beuVinc

ent Cler

c

Gaston

Lagaffe

Tony Pa

rker

Stéphan

ie de Mo

naco

Percent Load ChartTâche 9 (sans SWCS ou SPI)

Tâche 7 (sans SWCS ou SPI)

Administration sans SWCS ou SPI

Administration avec SWCS ou SPI



Tâche 5 (avec SWCS ou SPI)





Tps disponible = 394min.

Plein = Pas de SPI Hachuré = A un SPI

Top 20% des tâches et activités consommant 80% des ressources

Proforma Mixed model CFM-V2500 Moving LineLab 2

0

20

40

60

80

100

120

140

160

Op 1 Op 2 Op 3 Op 4 Op 5 Op 6 Op 7 Op 8 Op 9 Op 10 Op 11 Op 12 Op 13

Opera tors

Tim

e

CFM V2500

Takt Tim e

134 '

10Validate proforma SWCS for “Logistics

Operators”with Time Observations to ensure times are accurate and nothing is missing

11Update SWS and SWCS as a

result of tasks 2-9

8Review SPIs for Logistics T&A’s,

update and/ or upgrade as needed

ID T a s k N a m e : R e f e r e n c e In f o /C o m m e n t s S e c M a n u a l M e c h 'l W a lk W a it

1

C lic k o n

3 3

2

C lic k o n l in k to a d d n e w e v e n t

3 3

3

E n t e r e v e n t t i t le o r d e s c r ip t io n

1 0 1 0

4

E n t e r e v e n t s ta r t d a te a n d t im e

1 0 1 0

5

E n t e r e v e n t e n d d a te a n d t im e

1 0 1 0

6

S e le c t w h ic h p la n t th e e v e n t w il l ta k e

p la c e

3 3

7

E n t e r s p e c if ic b u i ld in g o r r o o m if

n e c e s s a ry

1 0 1 0

8

S e le c t t h e V a lu e S tr e a m t h a t is

s p o n s o r in g o r le a d in g t h e e v e n t

3 3

9

I f a d d in g a s c o p e s h e e t s e le c t

I f a s c o p e s h e e t w il l b e a d d e d a t a la t e r

t im e , g o t o s te p 1 3 a n d s a v e th e e v e n t .

T h e s c o p e s h e e t c a n b e a d d e d la t e r b y

e d it in g t h e e v e n t .

3 3

1 0

C lic k a n d s e le c t t h e

lo c a t io n o f th e f i le y o u w a n t to a t t a c h

3 0 3 0

1 1

C lic k

E v e n t is n o w s a v e d o n t h e S h a r e P o in t

s i te 3 3

1 2

T O T A L 8 8 8 8

If unab le to pe rform to C yc le T im e wr ite issue on A rea Dr ive r Measure B oard To-D o L is t M ike McM ahan

If unable to perfo rm to S tandard W ork wr ite issue on A rea D r ive r M easure Board To-Do L is t D ate: 12/22/2007

O bserved by:

2Review LP SWIP module as a team

Page 1 of 2

Habit #2 – discipline to recognize and follow a process

•Lean Events•Policy Deployment•Lean assessments•Organization Change

20

Habit #1 – Focus only on Results

Results are at best history lessons and cannot be changed

Habit #3 – Inertia and those unable to make the humbling journey

I did not get to this level knowing nothing …

Joe BrownSupreme

Commander

Habit #4 – the Law of the lid*

*John Maxwell

An organization cannot progress beyond the level of its leader

5Clarify &

Combine Observations Current Situation

6Identify IPO’s on to-do-list

7Develop countermeasures

to IPOs (ex.: Visual Controls, etc)

CONTINUOUS IMPROVEMENT OBJECTIVES / RESULTS SUMMARY Event: Date:

IMPACTED METRICS (Driver Measures, Results Measures,

Improvement Targets, etc.)

PRE-EVENT OBJECTIVE POST

EVENT %

IMPROVED

Least Waste Way (LWW)

Cost

Real Time Problem Resolution (RTPR)

EVENT OBJECTIVES

Document Reality of Current Area Visuals Unknown Known Known 100%

Establish Driver Measure Visuals That Support Supply Chain IT’s Outdated Revise Revised 100%

Develop a Standard DMB for Supply Chain Areas None 15 2 14%

Improve 5S Rating 2.65 3.0 InWork

Achieve a Blue Check for Safety 1 0 Inwork 50%

Well-Written Objectives Meet the SMART Criteria -- Specific, Measurable, Attainable, Results Oriented, and Time Based.




DRIVER MEASURES

Phy

sica

l Lay

out

Jido

ka

Mak

e W

aste

Ugl

y

MR

S

Cur

tain

Ope

rati

on

Sup

plie

r C

ert.

Han

edas

hi

6 Si

gma

QF

D

DF

M/A

DO

E

Pro

blem

Sol

ving

Lin

e St

op

3 P

’s

Bia

s fo

r A

ctio

n

Mul

ti S

kille

d

Cyc

le T

ime

AQ

S





DRIVER MEASURES

Pul

l

One

Pie

ce

TA

KT

Tim

e

Tim

e O

bse

rvat

ions

SWS

SWC

S

% L

oad

Pro

cess

Map

ping

5S’s

Vis

ual C

ontr

ols

Cre

ativ

ity

B4

Ca

pit

al

SME

D

Poi

nt o

f U

se

Ad

just

men

t E

lim

.

Mis

take

Pro

ofin

g

SWIP

T

PM

5 W

hys

Rig

ht S

izin

g


GOALS TO DRIVER MEASURE MATRIX

Event: Date:

2006 AEROSTRUCTURES PD GOALS

Driver Measures

Achieve Stretch Financial

Commitments Year Over Year Supporting Top

Quartile Aerospace Return For

Growth

Be A Leader In The Support Of Company Wide Alignment Of

Resources

Achieve Cost Leadership

Through Enterprise Excellence

Be Recognized By Our Customers

As The Leader In Delivering

Quality Value Added Products

And Services

Achieve Balanced Growth

Through Strategic

Plan Market Position

And Initiatives

Execute New

Business At The LWW

LWW

Cost

RTPR


CONTINUOUS IMPROVEMENT EVENT SCOPE

Event Description: Supply Chain Policy Deployment Visual Controls

Preliminary Objectives: Document reality of current area visuals Establish Driver Measure Visuals that support supply chain IT’s Develop a standard DMB for supply chain areas

Customer Requirements: (e.g., TAKT Time):

Process Information:

Supply Chain Continuous Improvement, Supply Chain Quality, Supplier Development, Technical Support, Traffic Services, Indirect Material & Services, Direct Materials, Bundled Packages, Raw Materials, Strategic Sourcing, Purchasing Contracts and Strategic Deployment

Event Dates & Times: 10/4 – 10/6, 2006

Team Meeting Area: C/R 120

Team Leader: Barbara Zubaty

Co-Leader: Alexandre Luminet

Team Members: Kathy Baker, Annette Eynon, Mike Kerslake, Bruce Demoss Expert Persons: Richard Thanisith, Debra Miller & Mark Sweat Maintenance P.O.C.: Paul Gwazdacz

Facilitators/Consultant: Bob Sterling

Current Situation & Problems: No “Area Specific” Driver Measure Boards Driver Measure Boards are not Standardized Driver Measure Boards are not visual No “Area Specific” visual IPO’s Area 5S performance not visual to indicate positive

trends

Event Impacts on PD / IT’s:

1Review Scope Sheet

Moving Line Logistics SWIPopoly Roadmap

4ML Lessons learned and

experience feedback since 02/ 16

1 per A4 sheet

• What we did well so far?• What we didn’t do so well so far? • What problems have been encountered so far?

3Walk Through ML area to

document reality

Look For:• Flow & Linkage• Communication Flow• Paper / People Travel• Compliance• SWCS & Visual Controls associated

5S Evaluation Form

Sort

Straighten

Shine

Standardize

Sustain

Level 5 Habit

Needed items can be retrieved in 30 seconds or le ss. Obsole te ma teria ls are rout ine ly removed from the a rea.

Preventative measures are in place to keep unnecessary items, reports etc . from

enter ing the a rea.

Anyone can w alk into the work area and eas ily loca te work by priority. Correct ive measures are in p lace to address abno rmal

cond itions.

Work area housekeep ing is a rout ine way of life. C orrective action measures are in place to address c leanliness

issues .

Work team is adhering to standard w ork methods, visua l and w ork area contro ls. A system o f improving work methods

and work area controls is clearly being utilized.

Information on the area information board is meaningful and influences the daily decis ions of the w ork area. R oot causes of

prob lems are elimina ted and actions focus on preventative methods.

Level 4 Commitment

All work mate rial has been sorted

according to what will be worked today, this week and this month. All o ther mate rial has been discarded or sto red in

centra l file s. Mate ria ls , too ling, files and reports are routinely rev iew ed for necessity.

Team members can eas ily dete rmine w ha t

items are currently in-use and their prior ity. Visua l controls are in p lace to ind ica te normal / abnormal w ork

cond itions.

Work area housekeep ing respons ibilities

are established and being fo llowed as scheduled. Cleaning mater ia ls a re stored and read ily avai lab le.

Team is utiliz ing standard w ork

methods and work area controls on a daily bas is .

Work team routine ly checks area to

mainta in the 5S's. Information on the a rea information boa rd is meaningfu l to the work area . Source and frequency of

prob lems are documented and correc tive actions taken. P lanning occurs to reach next 5S levels.

Level 3 Organization

Understanding

Only documents and too ls necessa ry to

the work area are s tored at the

works tations and are sto red in an orderly

manner.

A system has been established to highlight

the order in wh ich jobs w ill be performed.

Visua l controls ident ify e lements o f the

work p lace.

Cleanliness prob lems have been

identified and preventative measures are

taking p lace. Visual con trols and

ind ica tors have been estab lished.

Work team has documen ted needed

items, work me thods, visual and work

area controls, and has made them

availab le in the work area.

5S presentation has been made to a ll Team

members and a general understanding fo r

the need and d irec tion exists. A rea

information boa rd is present, v is ible, and mainta ined.

Level 2 Awareness of Need

Needed and unneeded items have been

identified and unneeded items have been removed from the area. N othing is placed on top of machines, cabinets, etc.

Needed items have been organized

according to use, i nclud ing w ork procedures? Incoming and outgoing areas, includ ing computer d irector ies , are clear ly

des igna ted and utilized.

Initia l c leaning has been perfo rmed. A ll

equipment is neatly pa inted. Worktables, desks, and file cabinets are free of unnecessary objects.

Team has agreed on needed items, work

methods, and work area contro ls. Hard for visito rs to te ll w hat type of w ork is perfo rmed and where, but emp loyees

generally know.

Organization and employees have

know ledge of and are employing some aspects of 5S.

Level 1 Initial Effort

Needed and unneeded items have been

identified.

Items are neat ly p laced in the work place. Area cleaning is performed on a random

bas is.

Work methods have been deve loped. Some 5S awareness exists .

Overall Score (S um o f

T o ta ls d iv id ed by 5 ) _____ 5 =

Total =

Total =

Total =

Total =

Total =

.75 .50

.25 1.0 .75 .50

.25 1.0

.75 .50

.25 1.0 .75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 .75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0 .75 .50

.25 1.0

.75 .50

.25 1.0 .75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

.75 .50

.25 1.0

9Compare “ML Operator”SWCS to “Logistics

Operator”SWCS element by element to ensure both are in synch throughout the

mixed model TT

0

50

100

150

200

250

300

350

400

450

500

Michel B

oujenah

Thierry H

enry

Adriana

Karem

beuVinc

ent Cler

c

Gaston

Lagaffe

Tony Pa

rker

Stéphan

ie de Mo

naco

Percent Load ChartTâche 9 (sans SWCS ou SPI)


Administration sans SWCS ou SPI

Administration avec SWCS ou SPI








Tps disponible = 394min.

Plein = Pas de SPI Hachuré = A un SPI

Top 20% des tâches et activités consommant 80% des ressources

Proforma Mixed model CFM-V2500 Moving LineLab 2

0

20

40

60

80

100

120

140

160

Op 1 Op 2 Op 3 Op 4 Op 5 Op 6 Op 7 Op 8 Op 9 Op 10 Op 11 Op 12 Op 13

Opera tors

Tim

e

CFM V2500

Takt Tim e

134 '

10Validate proforma SWCS for “Logistics

Operators”with Time Observations to ensure times are accurate and nothing is missing

11Update SWS and SWCS as a

result of tasks 2-9

8Review SPIs for Logistics T&A’s,

update and/ or upgrade as needed

ID T a s k N a m e : R e f e r e n c e In f o /C o m m e n t s S e c M a n u a l M e c h 'l W a lk W a it

1

C lic k o n

3 3

2

C lic k o n l in k to a d d n e w e v e n t

3 3

3

E n t e r e v e n t t i t le o r d e s c r ip t io n

1 0 1 0

4

E n t e r e v e n t s ta r t d a te a n d t im e

1 0 1 0

5

E n t e r e v e n t e n d d a te a n d t im e

1 0 1 0

6

S e le c t w h ic h p la n t th e e v e n t w il l ta k e

p la c e

3 3

7

E n t e r s p e c if ic b u i ld in g o r r o o m if

n e c e s s a ry

1 0 1 0

8

S e le c t t h e V a lu e S tr e a m t h a t is

s p o n s o r in g o r le a d in g t h e e v e n t

3 3

9

I f a d d in g a s c o p e s h e e t s e le c t

I f a s c o p e s h e e t w il l b e a d d e d a t a la t e r

t im e , g o t o s te p 1 3 a n d s a v e th e e v e n t .

T h e s c o p e s h e e t c a n b e a d d e d la t e r b y

e d it in g t h e e v e n t .

3 3

1 0

C lic k a n d s e le c t t h e

lo c a t io n o f th e f i le y o u w a n t to a t t a c h

3 0 3 0

1 1

C lic k

E v e n t is n o w s a v e d o n t h e S h a r e P o in t

s i te 3 3

1 2

T O T A L 8 8 8 8

If unab le to pe rform to C yc le T im e wr ite issue on A rea Dr ive r Measure B oard To-D o L is t M ike McM ahan

If unable to perfo rm to S tandard W ork wr ite issue on A rea D r ive r M easure Board To-Do L is t D ate: 12/22/2007

O bserved by:

2Review LP SWIP module as a team

Page 1 of 2

Habit #2 – the process is not important, just give me the results

• We’ve been doing it this way for years.

• It’s good enough.The computer

won’t let us do that.

• Some people will complain.

• That will take longer than it does now.

• It’s not possible.

• We tried that before and it didn’t work.

• If it were only that easy!

It’s too radical.

We need to form a committee.


Learn the basics, begin to build a culture. What Year 1 members get:

Six from the company trained in the principles of Lean

Three managers receive Lean tools training Three owners or managers get Lean leadership

training Facilitated, hands-on improvement event at the

member business Unlimited participation in events at peer companies

Year-1 participant fee $3,750 ▪ Most recoup costs in first event.Oregon Association of Nurseries, www.oan.org

Learn to deploy Lean without expensive consultant fees. Train 13 of your team members: Lean principles, Lean

tools, Lean leadership. You gain from hands-on improvement at your facility. Peers give you trusted “outside eyes” to see

opportunities. Unlimited access to improvement events at other

nurseries. Access to highly-skilled practitioners

Greatest value: Your employees become thinkers and improvers.


Contact: Elizabeth Peters503-682-5089www.oan.org/[email protected]


better, cheaper, faster: n urseries are harnessing the power of lean

Documents

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