creating stability in the 4m’s - art of...

Copyright © 2009 Art of Lean, Inc.

Fundamentals of Lean Production

Creating Stability in the 4M’s

Author: Art Smalley


The need for stability

Process Process Process

Customer

Ideal!

Availability 100%

Quality 100%

C/O Flexibility 100%

Of course an ideal process would have no problems but who has that

situation in their facility?

Reality!

Availability 70%

Quality 93.5%

C/O Time = 1 hour


Question

• What type of instability do you face in your facilities?


Sample answers

• What type of instability do you face in your facilities?

Sample past answers

-Machine breakdowns

-Varying work methods

-Quality problems

-Employee turnover

-Lack of material when needed

-Process instability

-Many others as well

Conclusion: This can be a major problem for anyone attempting to improve!


4M Framework*

Problemsin anyProductionProcess

ManMachine

MethodMaterial

*Can of course be expanded to include Measurement, Environment, etc. as needed


Sufficientstability

MethodMaterial

Machine

Man

Key points we’ll discuss…


Why is manpower sometimes a form of instability?


Sample Answers

•Sometimes not enough (or sometimes too many!) resources areassigned to the job

•Sometimes people are not trained sufficiently in how to do the job

•Often people don’t get along with each other

•There are poor methods for documenting jobs, training people, andmaking small improvements

•Supervisors don’t have the right set of skills to effectively manage thesituation

•Other reasons.

Believe it or not but Toyota had all of these problems in the1950’s. One of their first priorities was to improve first linesupervisor skill sets in the plant


1. Knowledge of work-(e.g. how we do things)

2. Knowledge of responsibility-(e.g. what we need to do by when)

3. Skill in improvement-(e.g. how can we do this better)

4. Skill in leadership-(e.g. why we do things this way)

5. Skill in teaching-(how to pass along our skills to others)

Toyota’s expectations of a leader in manufacturing


TWI 3J Courses

• JI

• JR

• JM

How do people in companies typicallylearn today?


How to teach an employee to do a particular job

-Safely

-Correctly

-Conscientiously

JI Motto –

If the employee has not learned,then the instructor has not taught!

JI Training Goal


1. Telling-Explaining verbally

2. Showing-Demonstrating how it is done

3. Illustrating-Explaining with written material or pictures

4. Question & Answer-Asking about and discussing the contents

Typical teaching methods…

Each of these methods used in isolation has inherent flawswhich can be demonstrated during a JI training session.However, the four ways used together in a standard manner canbe a highly effective method for transferring basic knowledge


JI Ineffective Teaching Demonstration


JI Effective Teaching Demonstration


JI Basic Major Steps

Step 1: Prepare the learner

Step 2: Present the operation

Step 3: Try out the operation

Step 4: Follow Up


Job Instruction Basic Teaching Pattern

Major Steps

Major Steps + Key Points

Major Steps + Key Points + Reasons Why

Silently

Major Steps

Major Steps + Key Points

Major Steps + Key Points + Reasons Why

2. Present

3.Try out

4. Follow up

Trainer

Learner

1. Prepare


•Put the learner at ease

•State the job

•Find out what they already know

•Get the team member interested in learning

•Put the learner in the correct position

Create an informal atmosphere conducive to learning.Motivate the learning to master the contents.

Step 1: Prepare the Learner


1. Instructor does the job and describes the operationone Major Step at a time

2. Instructor does the job, states the Major steps, andstresses each Key Point

3. Instructor does the job, states the Major Steps, KeyPoints, and explains the Reasons

Instruct clearly, completely, patiently.Present only what the learner can master

Step 2: Present the Operation


4. Learner does the job silently. Instructor correctserrors as needed.

5. Learner does the job - explains each Major Step

6. Learner does the job - explains the Major Steps,& Key Points behind each step

7. Learner does the job - explains the Major Steps,Key Points, & Reasons Why

The learner demonstrate the operation 4 timesfor a combined total of 7 repetitions overall

Step 3: Try out the Operation


• Put learner on own

• Encourage questions by the learner

• Designate for whom to go for help

• Check back frequently at first

• Taper off and provide coaching as needed

If the employee has not learned, the instructorhas not taught!

Step 4: Follow Up


• Level 1 – Can they do the job safely and correctly?

• Level 2 – Can they do the job also to takt time (pace)?

• Level 3 – Have they done the job over an extended period of time

with no problems?

• Level 4 – Can they use JI methods to train others?

Evaluation


TWI 3J Courses

• JI

• JR

• JM

What is a good supervisor?


SUPERVISOR

Job Relations

ManagerPeer group from

other departments inthe plant

Other parties(engineers,

administrative staff,etc.

Customers internaland external

Union or shoprelated parties

Training Production

Cost

SafetyQuality

Maintenance

DeliveryPeople


A supervisor getsresults through people

SUPERVISOR

Training Production

Cost

SafetyQuality

Maintenance

DeliveryPeople

Job Relations

Foundations forgood relations

1. Let each worker knowhow he or she isperforming.

2. Give credit when due.Recognize andreward.

3. Tell people inadvance aboutchanges that affectthem.

4. Make best use ofeach person’s ability.

People must betreated as individuals

Health

Background

Family

Job

Individual

OtherEducation


The primary concept behind JR is that a supervisor gets resultsthrough people. Good relations = Good results!

Job Relations (JR) Intro

Foundations for Good Relations

•Let each worker know how he or she is doing-Figure out what you expect from him-Point out ways to improve

•Give credit when due-Look for extra or unusual performance-Tell him while it is still fresh

•Tell people in advance about changes that affect them-Tell them why if possible-Get them to accept change

•Make the best use of each person’s ability-Look for ability not now being used-Never stand in a person’s way

People must be treated as individuals!

ProactiveDimensions


How to handle a job relations problem (2-3 case studies)

JR – 4 Steps

Determine the objective

1. Get the facts

2. Weigh and decide

3. Take action

4. Check results

ReactiveDimensions


JR Discussion Worksheet

1. Get the facts 2. Weigh and decide 3. Take action 4. Check results

1. When to follow up?2. How often?3. Did it help?4. Effect on output,

attitude, & relationship

1. Fits the facts together2. What possible actions?3. Check policies4. Consider effect on

individual, group, &company

1. Review record2. Check with others3. Get the whole story4. Obtain feelings5. Get whole story

1. Handle yourself?2. Need any support?3. Verify policies4. Watch timing5. Don’t put it off

Objective:


Question on Supervisor – Team Problems


TWI 3J Courses

• JI

• JR

• JM How do you improve work?


•JM is a practical method to help you produce greater quantities ofquality products in less time, by making the best use of manpower,machines, and materials now available

Job Methods (JM) Intro

JM consists of 4 main steps

1. Step I – Break down the job

2. Step II – Question every detail

3. Step III – Develop the new method

4. Step IV – Apply the new method


JM Step 1 – Break down the job

1. List all the details of the job exactly as done by the present method

2. Be sure to details include all:

a. Material handling

b. Machine work

c. Hand work


Sample JM Sheet For Work Analysis

Operation: Product: Department:

Date:Name:

No. Work Elements ConsiderationPoints*

Why

What

Where

When

Who

How

Ideas (E, C, R, S)

*Safety, Distance, Dimensions, Quality, Ease, etc.


JM Step 2 – Question every detail

1. Use these types of questions:

a. Why is it necessary?

b. What is its purpose?

c. Where should it be done?

d. When should it be done?

e. Who is best qualified to do it?

f. How is the best way to do it?

2. Also question the materials, machines, product design, layout, workplace, safety, and house keeping


JM Step 3 – Develop the new method

1. Eliminate unnecessary details

2. Combine details when practical

3. Rearrange for better sequence

4. Simplify all necessary details

a. Make the work easier

b. Pre-position materials, tools, and equipment at the best places inthe proper work area

c. Use gravity feed hoppers and drop chute delivery

d. Let both hands do useful work

e. Use jigs and fixtures instead of hands for holding work

5. Work out your ideas with other

6. Write up your proposed new method


JM Step 4 – Apply the method

1. Sell your proposal to the persons necessary

2. Sell the new method to the operators (involve them is best!)

3. Get final approval of all concerned on safety, quality, quantity, cost

4. Put the new method to work. Use it until a better way is developed

5. Give proper credit where due.


JM Review

Eliminate!

Step IIQuestion

Step IIIDevelop

Why?What?Where?When?Who?

Combine!

Rearrange!

Simplify!How

Step I. Break down the job.List all details

Step IV. Apply the new method.Sell-Approvals-Use-Credit


Sufficientstability

MethodMaterial

MachineMan



Why is equipment sometimes a source of instability?


Sample Answers

•Equipment breaks down too often

•Repair time is too long

•Not enough capacity on some machines

•Change over process is too long or non-standardized

•Lots of minor stops

•Poor operator training

•Lack of spare parts

•Shortage of trained people in maintenance

All of these items happen to companies in manufacturing and need tobecome the focus of improvement efforts.


Six machine losses

Machinelosses

Availability

Performance

Quality

Breakdowns

Changeover

Cycle time

Small stops

Scrap & rework

Categories Types

Yield or start- uplosses

Typically machines experience losses in these main categories.Each one often needs to be measured in detail


Actual losses for an operation

GC1444Capacity

648

Break-downs

ChangeOver

CycleTime

MinorStops

Scrap Rework ActualAverageOutput

400

Net lossPer shift38.3%

61.7%

Units pershift

100

2065

3020

13

248

Illustrative Example

Losses!


1. Breakdowns

(%)

Pareto’s Curve Graph

Problem

MachineMan

MaterialMethod

Cause and Effect Diagram

# of incidents

Type of incident

The same type of rigor that is used in “quality” problem solving should beapplied to “machine breakdown” problem solving…


Original 5 Why’s in maintenance

Symptom: The machine stopped!

Cause: 1)The circuit overload tripped

2) The shaft was worn down and seized up

3) Metal cutting chips penetrated the area

4) Chips passed through the lubrication system

5) There was no strainer on the inlet pipe from the tank

Why?

Why?

Why?

Why?

Why?

This may not actually be the final root case but at least at this

level a countermeasure can be put in place to stop the problem

from recurring again.


2. Set Up Reduction For Changeover

Line Name

Part Name

Process Name Machine Name Part Number

Set Up Reduction Worksheet(Work element analysis, time study, problem identification sheet)

Main Set Up Work Elements

1

2

3

4

5

6

No.Time Study

Start End Total Int. Ext.

Category

Problem Point Countermeasure

7

8

9

10

11


3. Machine Cycle Time Study

1. Automatic doors open2. Remove part from machine (or auto eject, etc.)3. Load next part4. Clamp part / Coolant on5. Table index6. Grinding wheel on (or tool rotates, etc)7. Rapid feed advance8. Air cut9. Rough cut10. Dwell11. Finish cut12. Air cut13. Rapid feed retract14. Table return / Coolant off / Air blow15. Unclamp part16. Automatic door open – Repeat cycle

2”2”2”3”3”4”4”2”18”2”20”2”4”4”2”76”

Usually only50% of the machinecycle timeis value add…


4. Minor Stops (Machining example)

1. Cutting chips on fixtures2. Limit or proximity switch problems3. Part jamming4. Operator adjusting “something”5. Confusion of on-line and off-line work for operator6. Etc.


5 & 6. Scrap and Yield Losses (Machining Example)

1. What is the actual capability of the process?2. Which dimension is in trouble? By exactly how

much? Since when?3. How is the condition of the tool?4. How is the tool holder condition?5. Where is the datum? What is its condition?6. How is the part located and clamped?7. How is the part measured and gauged?8. What is the condition of the various fluids (coolant,

oil, grease, etc.)9. What is the actual machining cycle program?10. What mechanical interference might be occurring?11. What is misaligned in the machine – how much?12. What is the condition of the spindle head / bearing

unit (e.g. run out)13. How good is the incoming material?14. What else is worn that can cause variation?

Process Capability


Sufficientstability

Method

Material

MachineMan



Why is material sometimes a form of instability?


Sample answers

Material

1. Availability

2. Quality

Right part

Right quantity

Right time and place

Scrap

Rework

Yield Loss

Topic

Typical Answers

Toyota basic focus points


CustomerScheduling Dept. Order

Heijunka box

WIPWIP FG Inv.

CustomerHeijunka Box

Order

FIFO FIFO

Production

Sequence

Scheduling



1. Replenishment Pull

2. Sequential Pull

All pull systems have a “pacemaker” & markets(MIFA)

Supplier

Raw

Raw


Basic inventory logic

Cycle stock

Buffer stock

Safety stock

Down time losses

Quality losses

Inventory required to

fulfill average demand

Inventory to buffer

against fluctuations in

orders

Inventory to buffer

against variability in

internal mfg. processesMarket

Inventory

Average demand

x

Lead time to replenish

Standard deviation*

x

1 (covers 67% of deviation)



+

+

+

= Market inventory level

*Assuming a normal distribution

Stocking markets based upon average demandalone often will lead to shortages…

Inventory stocking logic matters…

Qty.

Time


Sufficientstability

Method

Material

MachineMan



Why are methods sometimes a form of instability?


4. Act 1. Plan

3. Check 2. Do

(Standardizeor revise)

(Definition &Analysis)

(Confirmresult)

(Trycountermeasure)

*Originally known as the Shewart cycle developed by Walter Shewart in his 1939 book entitled“Statistical Methods From The Viewpoint of Quality Improvement” and later popularized by Edward Demming

Key Point:

Constantly repeat the cycle as aproblem solving tool andmanagement routine

Toyota starting point for qualityimprovement in 1960’s

1) Basic PDCA* Cycle


PDCA – Basic Problem Solving

What

WhyPlan

Do

Check

Action

How

1. Definition of the problem

2. Analysis of root cause

3. Set Goal / Plan solutions

4. Implement countermeasure

5. Confirm results

6. Follow Up / Standardize

Place specialemphasis here!


2) 7 QC Tools

1. Data Collection / Check sheets

2. Cause-and-effect diagram

3. Graphs / flow charts

4. Pareto chart

5. Control chart

6. Histogram

7. Scatter diagram

The 7 classic QC tools are essential in gathering data andanalyzing problems, they also help make relevant informationvisible.

The term “7 QC tools” is named after theseven tools of the famous warrior Benkei.Benkei owned seven weapons which he usedto win all his battles. Similarly from my ownexperience you will find that you will be ableto solve 95% of the problems you face if youproperly use the 7 QC tools.

Ishikawa KaoruProfessor EmeritusUniversity of Tokyo

*Different lists contain seven or eight different tools


Benkei’s Seven Tools

Benkei’s Tools

1. Broad Axe

2. Rake

3. Sickle

4. Wooden Mallet

5. Saw

6. Iron Rod

7. Spear

*Benkei had a sword plus seven tools!


% ofproblems

50

100

Easy25%

Medium70%

Difficult5%

• Simple5 Why

• More structuredproblem solving

• 7 classic QC tools

• Design of experiments• Taguchi method

For maximumefficiency in problemsolving learn to use theright method at theright time.

Not all problems require the same method…


Generic A3 Report Format Example

Background

Current Situation

Goal

Root Cause Analysis

Countermeasures

Effect Confirmation

Follow Up Actions

Plan

(Left Half) (Right Half)

Do, Check, Act


Background

Current Situation

Goal

Analysis

Action Items

Check

Follow - up

Historical context of the situation

Define where we are – what’s theproblem or opportunity?

Establish where we want to be – targetstate.

What is causing the current situation?

What other requirements, constraintsand alternatives need to be dealt with?

What are the specific actionsproposed? Who will do what bywhen? What is the intended effect?

How do we know if the action itemsare having impact?

What else should be done?

3) Basic A3 Framework


Background• Product: stamped-steel steering brackets (left- and right-hand drive).• 18,400 brackets/month; daily shipments in pallets of 10 trays of 20 brackets.•Customer State Street Assembly is requesting price cuts and tighteningdelivery requirements.

Current Situation•Production Lead time:23.6 days•Processing time: only 188 seconds.•Large inventories of material between each process.•Long changeover times; downtime in welding.

Countermeasures :•Create continuous flow in through Weld and Assembly•Establish Takt Time: Base the pace of work through Weld and Assembly oncustomer demand•Set new Weld-assembly cell as pacemaker for entire value stream•Establish EPEX build schedule for stamping based on actual use ofpacemaker cell and pull steel coils from supplier based on actual usage byStamping.•Reduce Changeover time in Stamping and Weld•Improve uptime in Weld•Establish material handling routes for frequent withdrawal and delivery•Establish new production instruction system with Leveling Box

Analysis•Each process operates as isolated islands, disconnected from customer.•Push system; material builds up between each process.•Each process builds according to its own operating constraints (changeover,downtime, etc.•Plans based on 90 and 30-day forecasts from customer. Weekly schedule foreach department. System is frequently overidden to make delivery.

Follow-upConfirm reviews and involvement of related departments:Production Control and Material Handling, Purchasing,Maintenance, Human Resources, Finance.

Goals: Improve profitability while meeting tougher customer demands:•Reduce lead time – 23.6 days to <5 days•Reduce inventories: Stamping – <2 days

Welding – EliminateShipping – <2 days

II I I I I

ProductionControlMRP

Weekly ScheduleDailyOrder

23.6days

Lead Time

Supplier Customer

ProductionControl

DailyOrder

4.5daysLead Time

Supplier Customer

Future State Map

Current State Map

CCF at PacemakerKaizen each c/t to <TTWeld uptime to 100%c/o reduction to <TT

Pull at PacemakerFG = 2 daysKBMt’l handlingLeveling Box

Pull from StampingWIP = 1 dayc/o < 10 min

Pull from SupplierInfo flowDaily deliveryRM = 1.5 days

1 2 3 4 5 6 7 8 9 10 11 12DELIVERABLES RESPONSIBLE REVIEW

Assy Spvr

Mt’l HndlgSpvr

Mt’l HndlgSpvr

Prod CtrlSpvr

Plt MgrVSMgr

Plt Mgr,MH MgrVSMgr

Plt MgrMH MgrVSMgrPC MgrPlt MgrVSMgr


Sufficientstability

MethodMaterial

MachineMan

Final Review…


TPS Summary 1973

First TPS Manual.1973 Education & TrainingDepartment

1. TPS is a series of related activities aimed atelimination of waste in order to reduce cost,improve quality, and improve productivity.

2. Scientific Mindset: On the shop floor it is importantto start with actual phenomenon and search for theroot cause in order to solve the problem. In otherwords we must emphasize getting the facts..

3. In problem solving the purpose must bemade clear…in terms of Kaizen the needs mustbe made clear.

“Practice over theory”

Managing Director

Ohno Taiichi


Let’s review some basic TPS questions

1. How will yousatisfy thecustomer andobtain a profit?

2. What are yourmain problemsin production(or elsewhere) ?

3. How will youachieve 100% JIT?

4. How will youbuild in 100%quality?

5. How will youstabilize theoperation 100%?

6. How will youstandardized work100%?

7. How will youdevelop naturalwork team leaders?

8. How will yousustain andimprove?

•On-time delivery•Inventory•Lead-time

•Customer defects•Scrap•Rework

•Capacity losses•Downtime•Scrap & Rework

•Labor productivity•Scrap & rework•Safety

•Team morale•Skills development•Small improvements

•Recurring problems•Firefighting•Poor problem solving

Typical Problems

Countermeasuresor analysis tools

•VS Mapping•Flow of product•Pull system / kanban

•Abnormality detection•Stop the machine•Process Cpk

•6 losses•OA / Maintenance•Problem solving

•Job Instruction•Standardized work•Motion analysis

•TWI/JR•TWI/JI•TWI/JM

•PDCA•Root cause analysis•Recurrence prevention

Key TPS Questions


TPS is built on the scientific way of thinking*…

TPS Basic Problem Solving / Kaizen1. Define the problem / opportunity2. Analyze the causes3. Set a goal4. Implement the action items5. Check the results6. Follow up / Standardize

General Scientific Method1. Define the question / make observations2. Gather information and facts3. Form hypothesis4. Perform experiment and collect data5. Analyze data6. Interpret data and draw conclusions7. Summarize results

*Quote by Taiichi Ohno. Graphic and comment byHajime Ohba Toyota Supplier Support Center


•How might following the discussed methods helpimprove process stability?

•What areas are of the most interest to you?

Final Questions

creating stability in the 4m’s - art of...

Documents