Lean Manufacturing – Johnson Ma3hey (ECT)
Our Principles, Our Way of Working
Our Founda7ons
Lean and ECT
Our Principles, Our Way of Working
Our Principles
First of all let’s dispel a myth…… There is no formula, or rigid path However there are some basic requisites, You must :-‐ • Have a desire to improve using a Lean approach • Be able to determine what’s right for Your people and Your business • Be prepared to have a go (c.f. Intelligent Fast Failure – Jack V.Matson)
Going Lean and Staying Lean A model that mirrors our experience within ECT – Chris CraycraU, Whirlpool
Kaizen Blitz
Source - Staying Lean, Not Just Surviving (P Hines/P Found/G Griffiths/R Harrison LERC 2008 )
MoAvaAonal Theories The Fundamentals of a Lean Culture – Our Long Term Goal Maslow’s Heirarchy of Needs Sa7sfy lower level needs to allow employees to achieve self actualisa7on Herzberg’s MoAvaAonal Theory Eliminate work disa7sfiers (‘Hygiene’) to create posi7ve sa7sfiers
Lean and ECT
Our Founda7ons
Our FoundaAons
Involve, Inform and Empower People Introduce Proven Structured Improvement Techniques Establishment of Stability by Reducing Varia7on
Our FoundaAons -‐ Involve, Inform and Empower People
Make it obvious to everyone how their area is func4oning, The 5S and Visual Factory (VF) elements • 5S is the establishment of Visual Order • The VF captures the Performance of an area, it should provide informa7on that tells you within:-‐ 30 seconds -‐ the issues are affec7ng performance 3 minutes -‐ what steps are being progressed to address these issues
DemonstraAon
How many coloured circles? How many of each colour? Are there any missing?
Lean – A DemonstraAon
Our FoundaAons
Main InformaAon Centre -‐ Engine Test Facility
CCC strip tracker
Ran out of fuel
Interrupt tes7ng
Change over IBC and restart
PT
Check fuel on Kamishibai board
KS
Weekly
All Cells
22/9
15/9
CCC strip
Overall OEE Performance for Engine Test TC3
Performance figures from the 3 diesel cells in TC3 An increase of OEE of 15% across the 3 cells:-‐ Equivalent net capacity gain of one test cell
Our FoundaAons -‐ Structured Improvement Techniques Iden4fy the appropriate tool for the situa4on. For the purpose of our journey we have only needed to use simple, proven techniques Problem Solving Tools • CCC Strips and the Deming PDCA cycle • 5 Minute Kaizen, staggering results through simplicity • Structured Kaizen and/or A3 (CIS) problem solving for more complex or repeat problems Other Lean Temple Tools (most commonly used) • QCO (to reduce changeover down7me) • Yamazumi ( or workload balancing, to reduce boilenecks)
5 Minute Kaizen 5 Minute Kaizen
Kaizen Team: Kaizen Location
5 Minute Kaizen
Pete Riley Line 6
Date:
December 2011
Plan
Reason For Kaizen Implementation
Drier tray inserts continually working loose, making it difficult to locate blocks in trays and causing rejects when they fall over.
Improvement
Category
£ Savings
Time Savings
Safety Cost Efficiency
Easier to locate blocks
10 minutes per day
Productivity
Less damaged parts (4) per week
Quality
£170 per week
Sustainability
Do
Action Taken
Total Savings
Obtained locking nuts from Maintenance and fitted them to all the trays to prevent the nuts and bolts from coming loose.
Detail Achieved Improvements
Check
No need to continually re-tighten nuts and bolts Blocks no longer fall over Time saved as it is easier to locate blocks into slots in trays
Highlight Any Waste Categories Reviewed
Shift Supervisor Sign Off :
P.T.O. for estimates of savings, Kaizen and WORMPIT explanations
Detail savings in terms of per amount e.g. shift, hour, pallet, part etc…….. Annual saving = £1,500 in rejects + 42 Man hours
Yokoten Potential to Share
W
Anytime lost through waiting, waiting for a signature, substrate, ingredient, paperwork etc
O
Anytime a job is processed No longer have to that we do not have an order continually re-tighten for, performing tasks that the customer is not paying for. and bolts
R
Using resources to put right errors that have occurred due to parts not being right Less first time.
M
Any excess movement to do a task, leaving workstation to find information, parts or Easier tools.
P
Any process is potentially wasteful. Look at all steps in a process and try to focus on any unnecessary steps.
I
Any inventory in excess of what is needed to satisfy immediate customers is considered waste.
T
All transportation of materials or information beyond that required to satisfy customers is waste.
nuts
rejects
to locate blocks
5 Minute Kaizen Titles of the Kaizen maier • Reduce Opera4ng Temperature • Produc4vity Improvements to eliminate over4me • Reusable Packaging • Mercury Recovery • Reduce Sample Volume • Compressed Air Leak Detec4on and Repair • Reduce Washings via S4rrer Op4misa4on
(Kaizen of the Month) ……PEOPLE
Concern InvesAgaAon Sheet
Our FoundaAons -‐ Establish Stability The establishment of Standard Work creates the template to agree and communicate best prac4ce. 5S, VF and Improvement Techniques provide the plaNorm for this next phase
An important element of Standard Work is its 7me based control to ensure that everyone is able to work to the same quality in the same 7me period i.e. to reduce varia7on. • Short Cycle (seconds) • Long Cycle (minutes/hours) We use problem solving to address this varia7on and some simple balancing tools to redistribute workload (another form of varia7on) e.g. a Yamazumi.
Yamazumi (Re-‐Balancing ‘Point’ Bo3lenecks) Cataly7c Filter Plant (1.5 second improvement/part, a 14% reduc7on) 10.5
SWES 5192 10
0.3 sec SWES 5151
9.5
0.5 sec SWES 5144
9
8.5
0.5 sec
SWES 5096
SWES 5096
8
7.5
7
2.0 sec
2.0 sec
SWES 5096
SWES 5096
6.5
6
0.8 sec
0.8 sec
SWES 5146
SWES 5146
SWES 5192 0.3 sec SWES 5144
5.5
0.5 sec SWES 5088
SWES 5088
5
4.5
1.3 sec
4
2.5 sec 3.5
SWES 5180
SWES 5097
1.3 sec 2.5 sec
SWES 5180
SWES 5097
3
2.5
1.5 sec
1.5 sec
SWES 5093
SWES 5093
1.5 sec
1.5 sec
2
1.5
1
Before
AUer
