ensuring quality and operational excellence during turnarounds · jidoka and quick response ......
TRANSCRIPT
Ensuring Quality and Operational ExcellenceDuring Turnarounds
Alex Boussetta, P.Eng., M.Eng., PMP, SMC, Six Sigma Master Black Belt, Lean Sensei
Managing Change Through Quality LeadershipCanadian Society for Quality7th Quality CongressSeptember 28, 29, 2015
Content
• The dilemma that needs to be managed
• Toyota Production System Principles
• Daily Management System Elements
2
The dilemma that needs to be managed
• Hospitals and clinical services centralization and closure
• MAAX – 2007 turnaround
• Shower doors, tubs, spas
• Turnaround - cutting down the number of sites, capital, headcount
• BlackBerry Inc – 2012 – turnaround
• Smartphones
• Enterprise Mobile Management
• Turnaround - cutting down capital, headcount3
The dilemma that needs to be managed
• Various activities for the turnaround• Phase out activities, services, production
• Phase out supply chain
• Decommission capital equipment and buildings
• Reduce working capital/inventory
• IT and Telecomm Systems shutdown
• Sell equipment
• Phase out personnel, manage records
• Creditors pressure…
• Compliance to customer and patient requests becomes even more critical• On time delivery
• Compliance to specifications
• Quality level and records 4
The dilemma that needs to be managed
T26 T20 T14 T8 T2 T
Key ingredients•Quality focus•Discipline•Accountability•Quick response
5
Example which will be looked at in depth
• Triton Electronik Inc. – 2008 closure and redistribution of assets and contracts
• Critical 911 systems
• Medical equipment
• Telecommunication base stations
• Trains and subway cars control modules
6
Content
• The dilemma that needs to be managed
• Toyota Production System Principles
• Daily Management System Elements
7
Toyota Production System Principles
• Drive a high performance organization
• Understand which behaviors lead us to this
• Succeeding by doing
8
Waste (muda)
• “There must be a total understanding of waste. Unless all sources of waste are detected and crushed, success will always be a dream’’ (Taiichi Ohno, Toyota Production System)
9
Jidoka and Quick Response
• Autonomation is the English translation of the Japanese word Jidoka. It is “automation with the human touch”
• It is the process of separating manual from automated work, implementing mistake proof devices and incorporating line stops before/when an abnormality occurs
• Autonomation Helps Remove/Eliminate Waste from a
Process so We can add Value to the Product
Continuously Through the Process
10
Jidoka and Quick Response
Scenario 1: Jidoka, Quick response
Scenario 2: No Stop, Band Aid approach
11
Jidoka and Quick Response
• Stopping is only half of the solution
• In case of stop, you need a process to immediately fix the issue
• People who can make a correct initial decision
• Documentation is available to make initial decision
• Spare parts or resources, including staff
• Experienced and trained people
12
Action driven leadership
• Should we wait and see
• Will someone else take an action
• It is not my responsibility
• I might make the wrong decision
• I might step on someone else’s toes
So what is an action driven leader ?
13
Action driven leadership
• In front of an issue, the worst think is to do nothing about itAssumptions: How can it get better by itself
• The leader
• Asks questions
• Acts or makes sure that someone does (delegation)
• Makes decisions
• Trystorms
• All of the above are done with the help of experienced and trained people
14
Habits and Standard Work
• “We are what we repeatedly do. Excellence, then, is not an act, but habit.” (Aristotle)
• This is just what standard work is: making a habit of the best way to accomplish our job
15
Habits and Standard Work
• A habit, or pattern is a way for keeping your thoughts and actions in sync
• To take efficient actions and decisions within the known environments
• With dynamic and unpredictable situations
• Also called a Kata (pattern)
16
Changing the culture during a shutdown ?Not really
Culture
Values, behavior
Execution, Actions
17
Maslow: hierarchy of needs
18
Content
• The dilemma that needs to be managed
• Toyota Production System Principles
• Daily Management System Elements
19
What is a Daily Management System
• Relies on a process that encompasses standard work and visual controls along with accountability and discipline
• Much of this process can be taught/learned• Respecting the worker is essential• However the plant floor, office and field are not a
democracy. • Conditions of employment for everyone. At the most
basic level:• Be at work when you are supposed to• Work safely• Respect others• Work to standard work
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• Foundation for high performance that is essential to an organization’s Operations Excellence journey or maintaining the performance level
• Drives business targets, focusing on driving results with a high sense of urgency
• Ensures accountability at all levels of management
• Identifies what behaviors, routines need to be driven daily
• Ties Visual Management to the company Key Performance Indicators
What is a Daily Management System
21
Daily Management System Elements
Leader Standard Work
Visual Controls
Daily Accountability
Process
Ensure that leaders that own the process focus on the critical elements within the material and information flow of their value streams. The critical elements are identified through Control and Assurance.
provide an immediate understanding of a situation or condition
Ensure that leaders that own the process communicate and share issues and drive problem solving within their value streams
Discipline&
Teaching
22
Daily Management System Elements
Leader Standard Work
Visual Controls
Daily Accountability
Process
Ensure that leaders that own the process focus on the critical elements within the material and information flow of their value streams. The critical elements are identified through Control and Assurance.
provide an immediate understanding of a situation or condition
Ensure that leaders that own the process communicate and share issues and drive problem solving within their value streams
Discipline&
Teaching
23
Examples of Key Leader Activities
Role Key Activity example
Project Manager Cost trackingSchedule TrackingOn time tasks completion
IT Manager Production and sales systems uptimeCritical open requests escalationProjects completion review
Sales Manager Sales forecastBookings reviewCustomers credit and Account receivable
Production / Service Manager
Daily scheduleOn time deliveryUnresolved quality issues review
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These activities are linked to the key business processes
Key Leader Activities
• Identifying the Key activities is the first step
• For each one of these key activities
• A process needs to exist (a way to execute)
• If they are not effective, actions need to be planned
• They need to be integrated in the Leader Standard Work
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• Focuses leaders on the critical elements, creating a routine
– Standard work is being followed
– Firefighting is diminished
– Abnormalities are identified and effective countermeasures are developed & deployed.
– Leaders and workers learn how to think hold others and themselves accountable.
• Indicates
• where to observe, and assess if the condition is normal or abnormal
• What evidence we have that the critical element was reviewed
• The links to the other mustdo elements of the Daily Management System
Leader Kata and Standard Work
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Leader Kata and Standard Work
• A key elements is to recognize Normal vs Abnormal situation.
• Abnormal means
• Not according to the standard
• Targets not met
• Target conditions not met
27
Master LSW
Where to start
With the key rolesAnd the key elements of the routines
LSW 1
LSW 3.2LSW 1.1
LSW 3
LSW 3.1
LSW 2
LSW 2.1
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Example: Project Director
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Example
Leader Standard Work - Team Leader
Cell or Value Stream
Localisation or
activity Review of… …with… …To Ensure
Indicator/
Proof of
Review
Dail
y
Weekly
wh
en
exactl
y
No
rmal
Ab
no
rmal
Description of
Abnormal
Situation
Countermeasure
taken
Each team leader's cell Shift startassignation of
crew7am
Each team leader's cellwork orders
planned1 7am
Each team leader's cell Tier I meetingsee Tier I
agendacrew
Team gets a feedback from the
previious day, and knows what is
going on today
Tier I board
up to date7:10
Each team leader's cell Cell
Quality issues,
productivity
issues
crew issues are being addressedComments on
Tier I board8
every
hour
When Condition
30
Example
Leader Standard Work - Supervisor
Cell or Value Stream
Localisation or
activity Review of… …with… …To Ensure
Indicator/
Proof of
Review
Dail
y
Weekly
wh
en
exactl
y
No
rmal
Ab
no
rmal
Description
of Abnormal
Situation
Countermeasure
taken
Each cell before 9 AM Tier I board
Tier I board
content (last
day and today)
team leaderIssues are being addressed, and
escalated if needed
names
assigned on
action list
before 9
am
Each team leader's cell Planning meetingwork orders
scheduled
planning
meeting
attendees
Issues are being addressed, and
escalated if needed, next days
plan is known
minutes 1 9:00 AM
Each team leader's cell Tier I board
Tier I board
content and
gemba walk
team leaderIssues are being addressed, and
escalated if needed
Tier I board
up to date1
every 2
hours
Tier II area Tier II boardactions
assignedself
issues not solved are registered
on the Tier II action list
Comments on
Tier II board1
before 3
pm
Tier II area Tier II board
planned to
actual and
quality metrics
self metrics are updatedmetricson
Tier II board1
before 3
pm
When Condition
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Daily Management System Elements
Leader Standard Work
Visual Controls
Daily Accountability
Process
Ensure that leaders that own the process focus on the critical elements within the material and information flow of their value streams. The critical elements are identified through Control and Assurance.
provide an immediate understanding of a situation or condition
Ensure that leaders that own the process communicate and share issues and drive problem solving within their value streams
Discipline&
Teaching
32
Task Visual Board example
Daily
Weekly
Mon Tue Wed Thu Fri Sat Sun
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Tasks visual board
34
35
36
NEXT STEP
3 “S” HOUSEKEEPING
4 “S” STANDARDIZATION
HOUSEKEEPING ROUTINES
Packaging Table Responsible:
Weekly ActivitiesDaily Activities
Day:Cleaning Articles
37
Visual Controls
38
Visual Controls
39
To Do List
No. Problem Action Who When % Comp
1 Tool pickup Create holders Dan 3:00 pm
2 Parts Design bins/ Sarah 4:30 pm
presentation racks
3 Cooling rack Relocate rack Maint. Tonight
obstructs flow
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Good Visual Controls Enable the Leader Standard Work Elements to be Verified Quickly & Effectively
PM IOM PD …
Heijunka Board
6:007:008:009:0010:0011:0012:001:002:003:004:00
…without DriveBy Visuals, it becomes Overly Burdensome
41
DW
G
FIFOBacklog
Dwg:
Work Content:
Cust:
Dwg:
Work Content:
Cust:
Dwg:
Work Content:
Cust:D
WG
DW
G
DW
GDWG
DW
GD
WG
DW
G
HOLD
Current Day Draftsperson Schedule
DW
G42
Example
43
Visual controls and Poka Yoke
Poka Yoke goes hand in hand with Andon(Alert Systems, see case study)
800-44
Heparin (anticoagulant)
Visual controls and Poka Yoke
• Do you have examples of Poka Yoke
• Related to treatments
• Paperwork / files
• Patient safety
800-45
chlorhexidine
Saline solution
Contrast dye
800-46
Visual controls and Poka Yoke
Medication is placed in order of the MAR (Medication Administration Record) so, it is easy to find.
It could be an example for 5S
800-47
Visual controls and Poka Yoke
Tube racks color coded to match vacutainer tops and test, so that they do not get mixed up.
It could be an example for 5S
Daily Management System Elements
Leader Standard Work
Visual Controls
Daily Accountability
Process
Ensure that leaders that own the process focus on the critical elements within the material and information flow of their value streams. The critical elements are identified through Control and Assurance.
provide an immediate understanding of a situation or condition
Ensure that leaders that own the process communicate and share issues and drive problem solving within their value streams
Discipline&
Teaching
48
Non RoHS Washable
RoHS
Non RoHS No clean (2 lines)
Assy area to be relayed out
Troubleshoot
Long
dura
tion
test
s
Universal
DPMO tracking
Labour tracking,traceability
NPINPI
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Daily Accountability FlowTier I meeting OperationsWhen: Shift start 5 minutesTeam leader with crewGive feedback to crew
Tier II meeting – Site
When: 15h15 minutesSite DirectorDirectors: Production, Supply Chain, Quality, HR, Sales, supervisors and planners as needed Feedback , priorities of the day
Planning meetingReview new and ongoing orders , constraints, problems from Tier I meetings
Supervisors review the Tier I info and concerns before the Planning meeting
Tier II board is updated : metrics and actions that need a Director level support
50
Posted Support plan – Tier I , Tier II boardsArea of focus Support to team leads Management on call
SMT Armand Michel - Dharmesh
Post SMT
Lead - no clean - 2 lignes Michelle, Kaly Bert- Eric, Marcel, Robert
ROHS Steve, Sue Bert - Eric, Marcel, Robert
Lead - Wash Stéphane Angers, Suzanne Bert - Eric, Marcel, Robert
NPI France, Kurt Frank, Al
Stores pre-SMT and post-SMT Margaret, Ann Margaret
Shipping , receiving Pratik, Ann Pratik
Test Robert Bob
Final Assembly Andy, Chris Denis - Bob
Quality Katleen Hassan
Human Resources Isabel Helen
IS IT Kyle Mark
Tier II meeting attendees
Alex
Bert
Frank
Mark
Helen
Margaret
George
supervisors and planners as needed
Be present on the floorBe ready to leave your meetings
to support production
51
KPI board, Tier I
Boards location – Kirkland – Tier I, II
(templates are bilingual)
Results and action plans, Tier II
1 for box builds
1 for all postSMT
NPI
SMT
Tier I Board Example
Plan vs actual Quality
Actions and suggestions
What Owner Due Date
Agenda Tier I
Produit
Product
Quantité
Quantity
Durée
Duration
(min)
Heure
Time
Planifié
planned (unités -
units)
Actuel
Actual(unités -
units)
Diff.Commentaires (problèemes, solutions)
Comments (problems, solutions)
Vulcain 500-787 150 260 7h00 - 9h00 69 32 part abc missing
9h15-11h35 81
Verint XXX 60 150 11h35-14h00 46
Verint XXX 20 40 15h30 10
Total > 206 164 -42 problèmes majeurs
Séquence planifiée - Planned sequence Performance actuelle - Actual performance
Formulaire de collecte des défauts - Defects data collection sheet
Produit
Product
Taille du lot
Lot size
Catégorie
Category
Nb de défauts
Nb of defects
< Total
Date:
Ligne - Line:
Identification du défaut - Defect description
53
Tier II Board example
Plan vs Actual Actions
Action Resp Due Date Status
Agenda Tier II
Pareto - problèmes qualité - Quality Problems
0
10
20
30
40
50
60
Problème 1 Problème 2 Problème 3 Problème 4 Problème 5 Problème 6
Nb
54
Conclusion
Leader Standard Work
Visual Controls
Daily Accountability
Process
Ensure that leaders that own the process focus on the critical elements within the material and information flow of their value streams. The critical elements are identified through Control and Assurance.
provide an immediate understanding of a situation or condition
Ensure that leaders that own the process communicate and share issues and drive problem solving within their value streams
Discipline&
Teaching
55
Conclusion and Questions
• Drive compliance and performance by ensuring
• Execution of the key leader activities
• Quick response to problems
• Visual identification of the abnormal situations
• Focus on accountability and quality of execution
56