integrating manufacturing & special processing kaizen process 3.1.1

INTEGRATING MANUFACTURING & SPECIAL PROCESSING

KAIZEN PROCESS3.1.1


The purpose of the Kaizen Process is to accelerate and create breakthroughs in work-area process performance.

3.1.1 Kaizen Process – How does your organization set and review priorities for Kaizen events? How are Kaizen events conducted? How is recognition for team members provided and are senior managers and the workforce involved? How are lessons learned shared with others who can benefit? How are process improvements documented and deployed to others using the same or similar processes? How are internal Kaizen leaders developed and deployed? How are goals set for Kaizen leadership and how is progress monitored?

Setup Preparation Event Post Event

KAIZEN PROCESS

Kaizen Leader collects data from work area related to upcoming Kaizen event

Kaizen Leader confirms objectives with Process Owner and Champion

Resources are approved by Champion – standby resource confirmed

Kaizen event schedule is set with specific daily action plans

Value Stream Maps Kaizen Splash PlansAnnual Improvement Plan

Kaizen Team Leader appointed from work area

Kaizen Objectives set and linked to Annual Improvement Plan

Conduct training

Assign action plans

Daily report outs

Pilot run if applicable

Create new standard work and training

Prepare report out

Present results

Manage event follow-up

Share results and learning with other teams/work areas

PPT report

Feedback

Collect feedback and improve process

Area

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3.1.1 Kaizen Process


Initiate Kaizen

Project Authorized (Trigger)

Kaizen Team

CIP Champion

Analyze Causes of 7 Wastes

Kaizen Team

Develop Project Plan & ROI Analysis

Kaizen Leader

Identify & Select Best Solution(s)

Kaizen Team

Standardize & Update

Documentation

Kaizen Leader Kaizen Leader

Revise Training Material

Management Review

Reject

Process Owner

Certify Users to Level 3

“PLAN”

“DO”Implement

Project Plan

Kaizen Team

“CHECK”Monitor Results

“ACT”Process Owner

Report Out & Celebrate Success

- Form Problem Solving Team- Define Process Flows - Complete 6S Audit Checklist- Define C.S. VSM- Define C.S. facility map- Enter data into Kaizen Workbook- Estimate lean benefits and ROI - Submit Assessment for Review- Schedule Kaizen

- Create Team Name- Validate C.S. VSM - Validate facility map- Validate lean benefits & ROI- Validate Kaizen Workbook

- Review 6S Audit Checklist - Create 7 Wastes Poster - Create Brainstorming Poster

- Select best ideas - Define F.S. VSM- Define F.S. facility map

- Update Kaizen Workbook- Generate Kaizen Action Plan - Update lean benefits & ROI

Accept- Complete Physical Moves- Review 6S Audit Checklist- Schedule “Checkpoint” Meetings- Adjust & Identify Contingency Plan

- Post Metrics Poster- Collect Feedback & Update Metrics Poster

Reject

Accept

- Revise Procedures- Revise Checklist/Forms- Revise Quality/Lean Index- Revise Work Instructions- Revise Master Operations

- Revise Training Plan- Revise Training Materials- Revise Cert. Matrix - Revise Cert. Testing

- Implement Training- Certify Users- Update Cert. Matrix- Feedback from Trainees

- Post “Storyboard” to Metrics Poster- Post Lessons Learned to Metrics Poster- Post Final Results to Metrics Poster

Process Owner

Feedback & Improve Process

Pre-Kaizen Day 1-5 StepsDay 6-30 Steps


Team Leader follows up on Action Items related to the Kaizen.

Process Owner is responsible for updating documentation, and

ensuring that training takes place.

Process Champion oversees the change process, and ensures accountability of the Process

Owner and Team Leader.

Key Roles


•Goal #1 Increase Process OTD from 97% to 98% by September 2012. (Measured on a 3 month rolling average)

•Goal #2 Increase Manufacturing OTD from 96% to 97% by September 2012. (Measured on a 3 month rolling average)

•Goal #3 Increase Productivity (earned hours/actual paid hours) from 55% to 85% by September 2012. (Measured on a 3 month rolling average)

•Goal #4 Reduce Scrap Dollars from $15,476/mo. (2.4% of Sales) to $10,850/mo.(1.7% of Sales – 1% per month) by September 2012.

•Goal #5 Decrease Internal and External PPM from 3273 to 2000 by September 2012. (Measured on a 3 month rolling average)

•Goal #6 Decrease Safety Incidents from 3 to 0 by September 2012.

Strategic Goals


Kanban- Pull

Systems

Office Kaizens

Flow Manufacturing

Value StreamImprovement

Process (VSM)

The one common element: these tools help us eliminate waste from our processes.

Set-Up Reduction6S


Value Streams


PO RECTRIGGER < 90

N

Y

NEW

N

YNPD

PROCESSREVIEWEDIT

QAREVIEWEDIT

PRODUCTION

CONTRACT REVIEW PROCESS FLOW


ENGINEER TO ORDER PROCESS FLOW


HOSPITAL ADMISSIONS PROCESS FLOW


Production Control Planning Process

Receive S. O in F- Drive Review S.O for P/N’s , Qty’s ,

Due Dates

Create Hard Copy folder for all paper work

Print out both Indented ERRRB.O.M and SIMU reports

Review both against available parts Qty’s in I007 option 5

Write down P/N’s & Qty’s that are short both purchased and

make parts

Print W.O’s and stage at desk. Release by start dates on Q.F

form

Ship Finished Good B1B1.

Generate purchase requisitions from list using 6103 or XA

options based on due date on back scheduling of finished part

assembly and lead time.

Follow up on purchased parts by checking in Mapics I001-5 or XA.

If past due send email request for follow up to purchasing.

Wait two weeks and close out W.O’s I004 must force close

W.O’s labor & materials never complete to put W.O in status 55

Generate W.O’s for all subcomponents & top assembly P/N’s . Back schedule from top Assembly P/N’s. Use I004 for Xato Input W.O’s into Mapics. Record

W.O’s on ISO Doc QF0913A

Release W.O’s to stockroom for kitting. Follow up daily with floor supervisors for status of parts

( Manufactured)


days per period [ 249 Growthnumber of period [ 1 8%

Part Number Description Period Volume Daily Volume Line Design Volume - - - - - - - - - - - - - - - - - - - - - - - - - - - - Totals [ - - -


LEAVE WJ/BRAKE CELL SWAP CNC WALL

CURRENT FUTURE 1 FUTURE 2 FUTURE 3 FUTURE 4

LABOR MATERIAL DISTANCE LABOR MATERIAL DISTANCE LABOR MATERIAL DISTANCE LABOR MATERIAL DISTANCE LABOR MATERIAL DISTANCE

WATER 22 30 22 30 22 30 22 30 22 30

WATER 24 30 24 30 24 30 24 30 24 30

SAW 3 25 3 25 3 25 3 25 3 25

LASER 1.3 50 1.3 50 1.3 50 1.3 50 1.3 50

LASER 1.3 1.3 1.3 1.3 1.3

LASER 0.9 0.9 0.9 0.9 0.9

LASER 1.3 50 1.3 50 1.3 50 1.3 50 1.3 50

LASER 0.9 0.9 0.9 0.9 0.9

LASER 0.9 0.9 0.9 0.9 0.9

LASER 0.9 0.9 0.9 0.9 0.9

BRAKE 1.5 4.7 1.5 4.7 1.5 0.9 1.5 1.9 1.5 4.7

BRAKE 1 6 1 6 1 1.5 1 0.75 1 6

MAN MILL 10 4.7 52.55

CNC 25 8 25 4.7 25 0.2 25 0.1 25 1.9

CNC 15 5.3 15 1.0 15 0.6 15 0.8 15 3.8

CNC 20 1.1 20 2.1 20 2.3 20 2.3 20 4.0

DEBUR 10 1.9 28.96

DEBUR 3 1.2 5096

DEBUR 3 1.3

MIG 90 61 90 12.5 90 6.6 90 9 90 9.6

GRIND 10 6.9 10 4.4 10 5 10 10 10 6.9

SANDBLAST 6 8.75 6 8.75 6 4.375 6 10 6 8.75

PAINT 252.5 35.4 252.5 35.4 252.5 35.4 252.5 35.4 252.5 35.4

MIN 503.5 STEP 331.1 477.5 STEP 264.5 477.5 STEP 241.8269231 477.5 STEP 255.1692308 477.5 STEP 266.0336538

HRS 8.4 FT 827.7 8.0 FT 661.2 8.0 FT 604.5673077 8.0 FT 637.9230769 8.0 FT 665.0841346

26 66.6 26 89.26843891 26 75.92613122 26 65.06170814

199.8 267.8053167 227.7783937 195.1851244

3.3 4.463421946 3.796306561 3.253085407

0.0 HOURS 0.0 0.4 HOURS 0.1 0.4 HOURS 0.1 0.4 HOURS 0.1 0.4 HOURS 0.1

0.0 4 YRS 0.0 1102.8 4 YRS 565.1 1102.8 4 YRS 757.3 1102.8 4 YRS 644.1 1102.8 4 YRS 551.9

$0.00 SAVGS $0.00 $167,296.29 SAVGS $14,126.62 $167,296.29 SAVGS $18,932.35 $167,296.29 SAVGS $16,102.67 $167,296.29 SAVGS $13,798.50

SETUP 419.1 SETUP $0.00 SETUP $0.00 SETUP $0.00 SETUP $0.00

TOTAL SAVGS $0.00 683.8 TOTAL SAVGS $181,422.91 TOTAL SAVGS $186,228.64 TOTAL SAVGS $183,398.95 TOTAL SAVGS $181,094.79

MOVE $22,022.48 MOVE $2,500.00 MOVE $2,500.00 MOVE $2,500.00 MOVE $2,500.00

ELECT $19,801.59 ELECT $2,500.00 ELECT $2,500.00 ELECT $2,500.00 ELECT $2,500.00

$167,296.29 $2,500.00 $2,500.00

CNC CNC $30,000.00 CNC $30,000.00 CNC $30,000.00 CNC $30,000.00

COST $37,500.00 COST $37,500.00 COST $35,000.00 COST $35,000.00

$143,922.91 $148,728.64 $148,398.95 $146,094.79

$90,000.00 $90,000.00 $90,000.00

$233,922.91 $238,728.64 $238,398.95 $146,094.79


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productNew Process 0.51 0.00 0.56 0.00 0.52 0.00 0.00 0.50 0.00 0.00New MFG 0.13 0.13 0.14 0.14 0.13 0.13 0.13 0.13 0.13 0.13Existing >90 Process 3.17 0.00 3.57 0.00 3.20 0.00 0.00 3.11 0.00 0.00Existing >90 MFG 1.10 1.12 1.11 1.11 1.13 1.10 1.10 1.12 0.00 0.00Existing <90 Process 5.51 0.00 5.56 0.00 0.00 0.00 0.00 5.51 0.00 0.00Existing <90 MFG 3.31 0.00 0.00 0.00 3.34 0.00 0.00 0.00 0.00 0.00Fastrack Process 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Fastrack MFG 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Sum 13.73 1.26 10.93 1.25 8.32 1.23 1.23 10.37 0.13 0.13 13.73Available time H 414.00 414.00 414.00 414.00 414.00 414.00 414.00 414.00 414.00 414.00Shifts per day S 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00TAKT Rate 30.16 329.66 37.88 331.53 49.78 335.91 335.91 39.91 3178.25 3149.93ATw 26.38 7.64 58.10 22.93 22.95 10.33 5.00 5.00 30.00 10.00Resources Required 0.87 0.02 1.53 0.07 0.46 0.03 0.01 0.13 0.01 0.00 3.15Operations per process 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00


Metric Pre-Kaizen Post-Kaizen Change

Travel 1986’ 500’1486’74.8%

LT Mfg 20.2 d 1 d19 d95%

LT Process 2 d 0.5 d1.5 d75%

WIP 18 j 4 j14 j

77.8%

CONTRACT REVIEW KAIZEN


MetricPre-

KaizenPost-

KaizenChange

Cycle time – New

2150 min 1725 min425 min

19%

Cycle time – Repeat

830 min 645 min185 min

22%

Work Instructions

0 5 5

Lead Time 387 hrs 37512 hours

4%

Through-put 1.78 Jobs/d 2.54 jobs/d.76 jobs/d

46%$4,000,000/yr

ENGINEERED TO ORDER KAIZEN


Metric Pre-Kaizen Post-Kaizen Change

Planning time

4 days 1 day3 days75%

WIP Inventory

71 Jobs$1.3 mil

24 Jobs$0.4 mil

47 Jobs66%

Through put

75 pcs/day 75 pcs/day

PRODUCTION PLANNING KAIZEN


Benefits PROJECT 1

Metric Pre-Event Post-Event Improvement PercentageDollarized

Improvement

7S AUDIT SCORE 12 pts 91 pts 79 pts 658%

SQUARE FOOTAGE 172 sq ft 100 sq ft 72 sq ft 42% $100,800

SAFETY Dangerous Hazard free

TIME 30 min 100% $15,750

Benefits PROJECT 2

Metric Pre-Event Post-Event Improvement PercentageDollarized

Improvement

7S AUDIT SCORE 3 pts 67 64 pts 2133%

SQUARE FOOTAGE 8 sq ft 8 sq ft

TIME 10 min 100% $1100.00

GENERAL APPEARANCE

cluttered neat

HOSPITAL 7S KAIZENS


LESSONS LEARNED

1.Don’t be rigid in your kaizen process2.Have a coordinator to manage the events

1.Too many events at once will create a mess2.Schedule the events to manage resources

3.Communicate, Communicate, Communicate4.ROI Before the event5.Small to make big, Big to make better


Thank YouPaul Kobishop

Director of Quality Assurance and Lean Systems

Continuous Improvement Manager

Phoenix, AZ

[email protected]

303-882-6040

mailto:[email protected]

integrating manufacturing & special processing kaizen process 3.1.1

Documents

kaizen workbook review

matrix revise

review schedule kaizen

kaizen action plan

change process

process champion

metrics poster post

process flows complete