integrating manufacturing & special processing

INTEGRATING MANUFACTURING & SPECIAL PROCESSING

KAIZEN PROCESS3.1.1


• Brief History of Joined Alloys

–50 Years of experience

– Integrated Capabilities

• Vacuum, Torch & Induction Brazing

• Welding

• Heat Treating

• Machining

• Sheet Metal Fab


• Products

• Honeycomb Seals• Turbine Nozzles• Bearing Housings


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

s Ad

dres

sed

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


Initiate Kaizen


Kaizen Team

CIP Champion


Kaizen Team


Kaizen Leader


Kaizen Team


Documentation



Management Review

Reject

Process Owner


“PLAN”

“DO”Implement

Project Plan

Kaizen Team











Reject

Accept





Process Owner




Purchase Receive Rec Inspect SupermarketRELEASE TO FABRICATION

3 locationsTube

Sheet metalBar

CUT

Bend Tube

Lathe

Cope Tube Debur Tube

Mill Debur

Laser Brake Weld Sub

SupermarketRELEASE TO PRODUCTION

RELEASE TO FABRICATION

Need: # Operators, # Shifts, Cycle time 1 piece, Scrap/Rework eachDistance of moves from one to the next


Robot Weld ManualWeld

Rec

Debur Weld Insp

Debur

Final Insp Pack Ship

RELEASE TO PRODUCTION

OP P.O. Pack Oil ManualBlast

Auto Blast

END

Need: Distances of moves from one to the next


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

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


Process #1

Part Number Description Design Volume

HEAT TREAT CLEANMachine

Changeover

Machine Run

Labor (Minute

s)

Volume modifier

Throughput

0

- 100%

-

0

- 100%

-

0

- 100%

-

0 - 100%

-

0 - 100%

-

0 - 100%

-

0 - 100%

-

0 - 100%

-

0 - 100%

-

0 - 100%

-

0 - 100%

-

100% -

100% -

Process Throughput (units/day)

-

Effective Time per process

(Minutes/shift) 460 Number of Shifts (shifts/day) 1

Takt (sec/unit) #DIV/0! Min Std Time 0 0 0

Max Std Time 0 0 0 TOTAL PEOPLE Weighted Average Std Time #DIV/0! #DIV/0! #DIV/0!

#DIV/0! People per process #DIV/0! Workstations per process #DIV/0!

Selected number of Workstations Machines per process #DIV/0!

People available per process Resources per workstation 1

Labor utilization #DIV/0!Machine utilization #DIV/0!

Number of models per day #DIV/0!


TRACTOR RAMPSPAGHETTI

8215 FT


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


Initiate Kaizen


Kaizen Team

CIP Champion


Kaizen Team


Kaizen Leader


Kaizen Team


Documentation



Management Review

Reject

Process Owner


“PLAN”

“DO”Implement

Project Plan

Kaizen Team











Reject

Accept





Process Owner




Kanban- Pull

Systems

Office Kaizens

Flow Manufacturing

Value StreamImprovement

Process (VSM)

Set-Up Reduction6S


MetricPre-

KaizenPost-

KaizenChange

MFG Lead-time 8.6 wks 5.4 wks

3.2 wks37%

WIP 15 jobs 12 jobs3 jobs20%

Travel 2695 ft 1340 ft1355 ft

50%

Setup 3.1 hrs 2.6 hrs.5 hrs16%


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%


Metric Pre-KaizenPost-

KaizenChange

WALKING

PARTS = 1065 ft

PEOPLE = 1931 ft

627 ft1254 ft

41.1%35.1%

LEAD TIME 12.3 d 9.5 d2.8 d22.7%

WIP


Plant Productivity %

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%

% 69.4% 75.0% 78.0% 73.0%

3 Month Avg 65.5% 71.8% 74.1% 75.3%

Goal 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0%

'Nov 11 'Dec 11 'Jan 12 'Feb 12 'Mar 12 'Apr 12 'May 12 'Jun 12 'Jul 12 'Aug 12 'Sep 12 'Oct 12 'Nov 12 'Dec 12

```


Furnace Productivity %

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%

140.0%

% 99.0% 46.0% 116.0% 122.0% 98.0% 132.0%

Average 99.0% 72.5% 87.0% 95.8% 112.0% 1.17

Goal 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0%

5-Feb 12-Feb 19-Feb 26-Feb 4-Mar 11-Mar

```


50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

110.0%

% 90.7% 87.2% 95.4% 97.2%

3 Month Avg 89.8% 88.4% 91.1% 93.2%

Goal 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

'Nov 11 'Dec 11 'Jan 12 'Feb 12 'Mar 12 'Apr 12 'May 12 'Jun 12 'Jul 12 'Aug 12 'Sep 12 'Oct 12 'Nov 12 'Dec 12

Customer On Time Delivery %


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


Questions ???

Thank YouPaul Kobishop

Director of Quality Assurance and Lean Systems

Joined Alloys

Phoenix, AZ

[email protected]

602-328-4235

integrating manufacturing & special processing

Documents

matrix revise

kaizen workbook review

kaizen action plan

review schedule kaizen

increase manufacturing

metrics poster post

increase process otd

wastes poster