value stream driven kaizen workshops

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Building Lean Enterprise ExcellenceBuilding Lean Enterprise Excellence

Lean Shipbuilding & Repair Forum

June 6, 2002

Value Stream DrivenKaizen Workshops


What are Kaizen Workshops?? A Tool for Lean Implementation.

? Utilizing Empowered Teams.

? That are Cross-Functional in Nature.

? Representing Multiple Levels of the Organization.

? Focused on a Specific Area.

? Properly Supported.

? Rewarded for Creative Thinking.


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Lean Transformation

1. Find a change agent.

2. Find a sensei (teacher)

3. Seize (or create) a crisis to motivate action

4. Map the enti re value stream for all your

product famil ies

5. Pick something important and get started

removing waste quickly.

“Learning to See”Rother & Shook

Lean Enterprise Institute, 1999

Foreword by Jim Womack and Dan Jones

Kaizen Workshops!


The Power of Kaizen

? Possible Results (based on actuals):

? 95% Lead Time Reduction.

? 95% WIP Reduction.

? 50% Floor Space Savings.

? 40% Productivity Improvement.

? 50% Improvement in Quality.

? 50% Changeover Time Reduction.

? Improvements in Scrap, Capital Utilization, and Safety.

? Real Results, Real Fast

? Usually realized within 1 week.

? Follow-up items usually within 1 - 3 months.


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Pipe Shop Before Kaizen


Welding Stations Before


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Clearing Floor for Pilot Zone

Area Cleared - waiting for Straighten!

All items removed to

determine what is needed!


“After” Pictures

Aisles Clearly

Marked!

New Fitter

Workstation!

Fitting Standards

Clearly Posted!


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Before and

After


Succeeding With Kaizen? Selecting Project & Setting Boundaries:

?Prerequisites.

?Workshop Charter.

? Establishing Kaizen Team.

? Planning for Follow-up:

?

Target Tracking?Open Issues


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Prerequisites to Kaizen

1. Lean Champion:

? Senior Manager with “Right Stuff”

?Visible, Active Support

?Knowledgeable of Lean

?Dissatisfied with Current State

?Change Agent

?

Must be “Internal”



2. Kaizen Facilitator:

– Well Trained.

– Extensive, Varied Experience

– Process Expert, Not ProductExpert

– Can be Internal or External


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3. Steering Committee:

– Key Operational Managers orLeaders.

– Lean Experts:

– Facilitators.

– Advocates.

– Lead by Lean Champion.

– Optional in some circumstances.



4. Lean Vision:

– Vision is Top-Down (Kaizen is Bottom-up).

– Select Model Line.

– Long Term Vision - Short Term Action Plan.

– Deep Implementation, not Wide Introduction.

– Utilize Value Stream Methodology

– Strive for Culture Change - not Tool

Implementation.


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Lean Vision Example

? 5 Year Stretch Goals:

?Cut Lead Time by 50% (Total Process).

?Cut Inventory by 70% (WIP & Raw).

?Improve Availability of CriticalEquipment to 99%.

?Reduce Rework by 70%.

?Improve Financial Performance by

12%.


Setting Workshop Boundaries? Observe Current State of Selected Area:

?Facilitator, Team Leader & Process Owner.

?Look for Wastes.

? Workshop Charter:

?Set Physical Boundaries.

?Set 2 or 3 Targets for Improvement.

?Measurable.

? Not Specific.

? Experience is Key.


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Target Examples - Good & Bad

? Target - “Reduce WIP & Purchased

Inventory.”

? Target - “Implement a Bar-code

KanBan System in Raw Materials

Warehouse.”

Good - Directs team toward Vision withoutinhibiting creativity.

Poor - Inhibits creativity - assumes only onepossible solution.


Kaizen Team Make-up? Team Leader Characteristics:

?Open-minded, Change Agent.

?Action Oriented Disposition.

? Previous Experience recommended.

? Team Characteristics:

? 6 - 10 Members.

?Cross-functional, multi-level.

? 40% Internal, 60% External (support groups).

? “Fresh Eyes” Member.

?Maintenance.


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Kaizen Team Empowerment

? Clearly Specify Action Expectation:?Within Charter Boundaries.

?Daily Updates to Mgt. (not permission).

? Arrange Support:

?Maintenance (contractors if necessary).

?Union Support (if necessary).

?Customer Approval (if required).

?Safety Items for Team.


Types of Kaizen

? Flow Kaizen

? Quick Changeover (50% or more)

? Pull Systems

? TPM

?

Quality Improvement? Business Process

Actual Example – 1 Hour, 10 minutes to 19 minutes,10 seconds.


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Kaizen Examples - TPM

Before Kaizen – Multiple FluidLeaks – Breakdowns Inevitable

After Kaizen –Leaks Fixed andDaily Visual Inspections

Implemented – BreakdownsReduced


Kaizen Example - TPMWelder Daily A.M. ProcedureDescription Tools Required Comments Photo

Step 3a Inspect and Clean

Nozzle.

Company Issued

Needle-nosed pliers.

Checks and Inspections

should be done every 20

- 30 minutes.

Step 3b Nozzle Should Look like

this after cleaning.

Company Issued

Needle-nosed pliers.

Allows for continued

utilization of nozzles of

same material with

minimum cleaning time.

Slag Build-up (B.B.s)

Company Issued

Needle Nose Pliers

Residue from

minor cleaning


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Workshop Charter Targets

? Begins at Workshop Charter Stage:

?Team establishes Baseline.

?Team establishes Tracking System.

?Team implements improvements.

? Team Leader & Steering Committee:

?Monitor progress of Target Attainment.

?Ensure Proper Support Post-workshop.


Kaizen NewspaperKaizen Newspaper

Problem / Improvement Who Target Date CompletionNo. Opportunity (Solution) (Person) Start Complete Date

A1 Control wire at console in water, trip hazard. Encase wires to protect them from the water

AG, Charlie,

Wayne 7-Mar 7-Mar 7-Mar

A2 Electric cables for carriage damaged Order and Install parts Maintenance 7-Mar 15-Mar

A3 Hydraulic hoses to transport carriage leaking - damaged. Replace hydraulic hoses Maintenance 6-Mar 8-Mar 8-Mar

A4 Wireway by oil resv. - damaged wires. Fix / Replace damaged wires Maintenance 6-Mar 14-Mar

A5 Hydraulic hose leaking on loader bed. Replace hose Maintenance 7-Mar 8-Mar 8-Mar

A7 Automatic grease lines on carriage leaking. Fix / Replace lines George 6-Mar 7-Mar 7-Mar

C2 External / Internal Clamps Worn Replace Worn Clamps Tooling 6-Mar 3-May

C3 Adj motor for ext. clamp removed Replace Motor and re-establish process Tooling 7-Mar 3-May

C4 Identify reservoirs Label Plates Warren 6-Mar 7-Mar 7-Mar

C6 Mech chain on loader needs lubricant Lubricate, & include in P.M. Program Warren 6-Mar 7-Mar 7-Mar

C7 Emergency stop inoperable Fix / Replace E-stops Dennis 6-Mar 7-Mar 7-Mar

C8 Shims used at wiper blades Remove and eliminate need for them George, Erie 6-Mar 6-Mar 6-Mar

Building Lean Enterprise Excellence


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Kaizen Newspaper

? Open Issues Tracking:?Team Generates Newspaper.

?Team Closes Issues where possible.

?Goal - 80% or more closed.

? Team Leader & Steering Committee:

?Conduct Regular Meetings to close open issues.

?Avoid Adding to Newspaper.

?Officially Close Workshop when all issues closed.

? Identify Follow-up Workshops.

value stream driven kaizen workshops

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