The Lean Management System Improve Sustain

Transform

What is it? How do we get there? © 2015 The Murli Group, LLC. All Rights Reserved.

The Journey  Pratt & Whitney  Chengdu Aerotech - China’s first aviation industry JV

 Ensign Bickford - Pursuit of the Shingo Prize

 Sterling Autobody

What was learned? It’s about unlocking the human potential of the entire organization! There is no magic bullet.

- Reinventing the automotive repair experience

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Always Start From Need

Why? © 2016 Group, LLC. AllAll Rights Reserved. © 2015The TheMurli Murli Group, LLC. Rights Reserved.

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P&W 1990

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Visitors

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The plan…We’re going to do

LEAN! So what is Lean?

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Kaizen 0

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Pr oc es s1 Pr oc es s2 Pr oc es s3 Pr oc es s4 Pr oc es s5 Pr oc es s6 Pr oc es s7 Pr oc es s8 Pr oc es s9 Pr oc es s1 0 TO TA L

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Product A Product B Product C Product D Product E Product F Product G Product H TOTAL

1 1 1 1 1 1 1 1 8

1 1 1 1 1 1 1 1 8

1 1

1 1

1 1 1 1

1 1

1 1

1

1 1 1

1 3

1 6

1 1 3

5

3

1 1

1 1 1 5

1

1 1 3

1 1 1 1 1 1 1 1 8

6 8 5 6 6 8 5 8

Products A, D & E show an affinity for similar processes Products B, F & H show an affinity for similar processes Products C & G show an affinity for similar processes

Process affinities are used to define a cell/line (mixed model lines)

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New

New / Rev

Organization

Combustor COE

9

Page 1 Area

of

1

Date

Part Number

Process Capacity Table

M. Hanson

Dome Cell

BASE TIME (s, m, h) Step No.

Process Description

Production Line

10/2001

Supervisor

Classi- Machine Travel fication Number Time

Man Task Time

Auto Run Time

TOOL CHANGES

Time To # of pcs Time Per Time Com- Between Tool Per Plete changes chg Piece

Part Name

Dome

Manual Auto Processing Capacity

Travel Wait

1

Get Raw Material

R14

------

Assembly

R17

4728

2 2

2

2

4

28

32

100

60

.6

717

4

3 4

Turn O.D.

R19

139A

2

5

29

34

200

50

.25

683

5

Drill Pilot Hole

R17

6280

2

4

27

31

300

100

.33

747

4

R16

15

400

30

.75

1486

3

2

3 6

12

R19

1324 ----

2

6

Thread Inspect Thread

0

6

0

0

0

3900

7

Move Part to Next Op R19

-----

2

2

0

2

0

0

0

11700

7

8

10

11

5

1

2

3

14

4

Totals

5

6

14

26

2

15

9

Available Hours Maximum Output

16

Grand Total

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~~~~~~~~

Remarks:

Operators Needed

6.5h/23400s

28 29 27 12 6

2

13

12 19

683 pc.

18

1.17

17

Daily Demand Takt Time Operators Needed

531 pc

20

44s

21

1

22

10

Hey That’s my job!

80 75 70 65 60 55 50 45 40 35 30 25 20 15 10 5

A

B

C

D

E

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New / Rev Organization

11

Page 1 of Supervisor

Area

Station 1 & 2

1

Time Sec ( ) Min (X) Hr ( )

Step No.

Operation Name

1 2

Check Motor Issue DHR

3 2

3 2

3

Install Gen. Housing

10

5

4

Install Clips

5

4

5

Install Term. Strip

6

6

6

Install/Wire Latch

4

4

10

6

40

30

Manual

7 Jumper Wire to Filter

Totals

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Operator

AMX

Part Number

J. David

Auto

Production Line

Date 2/6/02

Travel

Standard Work Combination Sheet Production Req'd

10

20

Takt/Rate Time

30

Shannon

Part Name Manual Auto

40

Operation Time

50

Travel Wait

60

~~~~~~~~

70 74

80

90

T/T

12

12

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Design

13

Detail Specifications

2

1

1

2

Enter Order

Orders in

2

1

Process Planning

Procurement

Quality Check

Safety Precaution

3

Scheduling

Standard WIP

# Pieces WIP

6

4 Release

TAKT Time

70’

Orders Released

Cycle Time

140’ 14

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Five Days Later… Success!

 Travel Distance  Productivity  Inventory  Quality  Customer Service

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Three Months Later… Success?

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Why Can’t we Sustain?       

Maybe it really is just a “car thing”? We don’t live in a Japanese culture We have a union The foreman aren’t doing their jobs We didn’t spend time getting “buy in” There is too much going on we don’t have time for follow up Sensei says “do more kaizen- develop kaizen mind”

Is sustaining even good enough?

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What is “Lean” Really? Collaborative problem solving!

Shop floor work cells?

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Overview of Management Systems  Characterizing Management Systems Purpose Objective Setting Planning methods Gap identification methods - Gap closure methods -

       

Tribal Bureaucratic Scientific Management by Objectives Servant Leadership Management by Walking Around Management by Means Lean Management System

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Distinguishing Factors of Lean

Performance

Lean Thinking = Continual Improvement!

Expert & Project Based

Actually simply sustaining is not good enough, that is not Lean

Time A Human Potential System

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Transformation

What? © 2016 Group, LLC. AllAll Rights Reserved. © 2015The TheMurli Murli Group, LLC. Rights Reserved.

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Elements of Sustainability

Visual Management

Standard Work Leader Standard Work

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System of Continual Improvement True North

Standard

Accountability

Work Lean Management System

Leader Standard Work & Behaviors

Visual Management

People System

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True North

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To inspire and nurture the human spirit one person one cup and one neighborhood at a time

Highest Quality Lowest Cost Shortest time Safest Manner Respect

Eliminate all unnecessary death or illness. Putting the humanity back into flight

Current Performance

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• • • • • •

Transients Economic fluctuations Supply disruptions Technology changes New customers Regulatory changes Etc. 26

Standard Work

The current one best way we have agreed on But That will change 10 times in the next 10 months © 2016 Group, LLC. AllAll Rights Reserved. © 2015The TheMurli Murli Group, LLC. Rights Reserved.

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Visual Management

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People Systems

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Leader Standard Work & Behaviors Humble & Appreciative Inquiry Open Ended Questions Structure Goal Reality Options Way Forward © 2016 Group, LLC. AllAll Rights Reserved. © 2015The TheMurli Murli Group, LLC. Rights Reserved.

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Accountability Accountable

Blame

     

     

Transparency Fast identification Facts Overt problem solving Team learning Continually improving

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Camouflage Slow realization Conjecture Work arounds One upsmanship Variable or declining

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Accountable to What? Customers Employees

Society Investors True North 20 Years or more Breakthrough Objectives 3-5 Years Annual Priorities 1 Year Daily Metrics < 1 Year

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Transformation

How? © 2016 Group, LLC. AllAll Rights Reserved. © 2015The TheMurli Murli Group, LLC. Rights Reserved.

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Micro Level Leader Std Work & Behaviors

Competencies Visual Management Standard Work Kaizen

Repetitive Cycles of Implementation

Flow Kaizen Value Stream Analysis and Planning

Purpose and Alignment © 2016 Group, LLC. AllAll Rights Reserved. © 2015The TheMurli Murli Group, LLC. Rights Reserved.

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Macro Transformation Operating and Management Processes

Supporting Systems

Internal Expert Development

Sustainable FSD Ready

People Finance IT

Stand Alone

Co-Facilitate TTT

Value Stream Analysis

Educate

Leadership Alignment

Bottom up Creation of Superior Processes and Enabling Culture 35

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These all Interconnect

Baltimore (Gypsum/Board/Durock/Joint Treatment) Month Mth 1 Mth 2 Mth 3 Mth 4 Mth 5 Time Line VSM Pre Planning VSM VSM Improvement Plan Visual Management PPA Flow & Std Work Kaizen TPM Visual Mgt Implementation Leader Standard Work Lean Leadership Behaviors Problem Solving Evry Level

Mth

Mth 6 Mth 7 Mth 8 Mth 9 Mth 10 Mth 11 Mth 12 Mth 13 Mth 14 Mth 15 Mth 16 Mth 17

1 5 1 2 10

10

5 5 5

5 5 5 2 2

Ten day engagments are two coaches for 5 days to get people started

5 2 1

2 2 1

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2 1

1 1

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Determining Progress  Pilot “X”

We do these things

Sources: 80% Leadership -People Alignment -Quality -Delivery VSIP’s -Cost -Rate of CI VPP Boards

So we can see these things in place

And verify measureable improvements

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The Goal- Everybody, Every Day

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Bottom Line: Attitude Is Critical

“If you think you can or you think you can’t, chances are you’re right.” - Henry Ford © 2016 Group, LLC. AllAll Rights Reserved. © 2015The TheMurli Murli Group, LLC. Rights Reserved.

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Infrastructure  Champion - High level individual to promote the implementation of Lean and eliminate barriers as they are identified

 Steering Committee -

Executive team between 4-12 people Establish goals and objectives Determine pace Monitor and approve “green to go” for each phase

 Value Stream Manager - Individual coordinating activities outlined on future state VSM and VSIP - Identifying abnormalities and mid course corrections to maintain VSM objectives

 Lean Support Office



- Group of people with deep Lean expertise - Provide technical support for the implementation of Lean in the continuous improvement phase Project Manager - Maintains detailed project plan and keeps all informed as to status

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