Read More - Australian Organisation for Quality

Transcription

Lean Management
South Brisbane TAFE
February 18th 2015
© 2Morrow Solutions Pty Ltd
2morrowsolutions.com.au
Agenda
DURATION
5 minutes
ACTIVITIES
Introduction
15 minutes
Introduction to Lean
15 minutes
Waste Elimination
15 minutes
Introduction to Lean Tools
10 minutes
Summary & Questions
Introductions
Michael Morrow
• Director of 2Morrow Solutions Pty Ltd
• 5 years Productivity Improvement
consulting
• 14 years Industrial Engineering
experience
• Degrees in Engineering
(Manufacturing Systems) & Business
(Marketing)
2Morrow Solutions
It's Easy to Make Productivity Improvements When You Know Where To Look.
2Morrow Solutions specialises in partnering with organisations through a holistic
approach in applying Best Practice. We assist companies in:
• Manufacturing / Operation Strategy
• Process Mapping
• 5S Housekeeping & Organisation
• Facilities Layout Design
• Work Measurement & Methods Analysis
• Process Documentation
• Visual Performance Measurement
What is Lean?
Image: http://en.wikipedia.org/wiki/Smooth_Criminal
Lean is a philosophy
Quality
Velocity
Customer
Sustainability
Value
Cost
Flexibility
Value Adding
Value Adding (VA) is any activity or process that the customer is willing to
pay for.
Value Adding activities or processes transform the product or service in
terms of:
• Form (shape, features)
• Fit (together)
• Function (how it performs)
Image: http://www.successstories.co.in/things-that-crush-creativity/
Non-Value Adding (Waste)
Non-Value Adding (NVA) is also known as Waste and is any activity or
process that absorbs resources, but does not add value.
There are two types of Non-Value Adding activities:
• Non-Value Added but Necessary work – Incidental (I)
• Non-Value Added Wasteful work – Waste (W)
Image: http://www.coatesville.org/finance-department/solid-waste-fee
X
NVA vs VA
Value Added
I will pay 50 cents for the following:
•
Having one ball point pen available when I want it.
•
The pen works
Non-Value Added:
I will not pay for you to:
•
Have hundreds of pens available and paying for the cost of holding stock.
•
The cost of stocktaking the pens, and pay for someone to count them.
•
The cost of moving the pens around your office/workshop
•
And so on….
Image: http://www.viking-direct.co.uk/a/pb/Bic-Cristal-Large-Ballpoint-Pen-Broad-Tip-Black-Pack-of-50/id=2114760/
Example
Customer Value: Good quality product, delivered on time, at a
specific quantity and at an appropriate price
Receive Order
9 days
Ship Product
= Value adding operation time (blanking, painting etc)
= Non-value adding time (receive, store, rejects, move, wait, pack)
Example
Receive Order
“Current State”
Ship Product
“Future State”
•Shorter Lead-times
•Better Quality
•Lower Costs
“Happy Customers”
•Improved Morale
Image: http://www.pinipa.com/imagine-positive-change-experiences/
Waste Elimination
Image: http://oscarthegrouch.wikia.com/wiki/Trash_Can
The 8 Wastes
• DEFECTS
• OVERPRODUCTION
• WAITING
• NOT UTILISING POTENTIAL
• TRANSPORTATION
D.O.W.N.T.I.M.E.
• INVENTORY
• MOTION
• EXCESSIVE PROCESSING
Defects
Repairing defective work takes time & is costly as it wastes time, material &
labour.
Examples of Defects
•
•
•
•
Order entry errors
Grammar & punctuation
Inaccurate reports
Lack of standardised processes
•
•
•
•
•
Incomplete communications
Employee turnover
Missing information
Lost records
Rejects or rework
Image: http://organizersnw.com/5s-lean-office-7-deadly-wastes-correction-rework/
Overproduction
The most serious of all wastes, involves producing things before it is required.
Overproduction uses extra resources and storage space. It results in more
storage & double handling.
Examples of Overproduction:
• Printing hardcopies of forms
• Making too many copies
• Purchasing items just in case
• Getting ahead of demand
• Processing paperwork before it is
needed
• Preparing reports that are not read
Image: http://myhicoach.com/impact-of-running-lean-part-2/
Waiting
Unproductive time with no value added to product or service – waiting for
resources.
Examples of Waiting:
•
•
•
•
System downtime
Approvals from others
Information from customers
Meetings starting late
• Late projects
• Equipment breakdowns
• Setups or changeovers
Image: http://business901.com/blog1/time-based-thinking-limits-lean-sales-and-marketing/
Not Utilising Potential
Not Utilising Potential is essentially untapped human potential. This may
involve not asking for people’s opinions on how to improve their own work. It
also includes not utilising people’s skill or talent.
Examples of Not Utilising Potential:
• CEO organising the Xmas party
• Limiting authority & responsibility
for task
• Restricting or not offering training
Image: http://leantechnologytransformation.blogspot.com.au/2014/05/the-great-waste-wasted-knowledge.html
Transportation
Transportation involves the movement of materials and paperwork.
Examples of Transportation:
To minimise this waste consider:
• Retrieving consumables
• Taking files/reports to a person
• Carrying documents to/from shared
equipment
• Stockpiling supplies far from point of use
• Facilities Layout
• Transport methods
• Housekeeping & organisation
Image: http://www.allentowninc.com/en/accessories/
Inventory
Inventory is too much of anything and any form of batch processing.
Examples of Inventory:
Excess inventory increases cost:
•
•
•
•
•
•
•
•
Excessive office supplies
Full “in-boxes” (electronic or paper)
Emails waiting to be read
Work In Progress (WIP) in
manufacturing processes
Capital tied up in materials
Extra handling
Extra administration – stock takes
Extra space
Image: https://conroyquick.wordpress.com/category/seven-deadly-wastes/waste-of-inventory/
Motion
Motion is any unnecessary movement.
Includes the movement of:
• Walking
• Reaching, grasping, positioning,
bending
• Machines/tooling
Examples of Motion:
• Digging through stacks of paper
• Reaching for commonly used tools
• Misplacing equipment/items
• Excessive tool movement
Image: http://www.listaintl.com/general/ergonomics
Excessive Processing
Effort that adds no value to product or service from the Customers’ viewpoint.
Examples of Excessive Processing:
•
•
•
•
Repeated manual entry of data
Using outdated forms
Using inappropriate software
Lack of visual controls
•
•
•
•
Image: http://processmodeling.nl/?m=201209
Too many approvals
Reviewing a document multiple times
Unnecessary packaging
Grinding unseen welds
Introduction to Lean Tools
Image: http://www.e-bas.com.au/bookkeeping-blog/employers-toolbox-free-download-2
Lean Tools
Mistake Proofing
Quick Change Overs
Total Productive
Maintenance
Pull Systems
Focused Improvement
Current State VSM
Standard Work
PLAN
ACT
PDCA
Future State VSM
Visual Management
5S Housekeeping
DO
CHECK
Value Stream Mapping (VSM)
Image: http://blog.queensland.com/2014/02/04/a-personal-whitsundays-itinerary-for-angelina-jolie-and-brad-pitt/
• Method of recording all tasks from order to delivery
• Tracks material and information flow throughout the value stream
• A communication aid
• Tool to manage change
• Overview of whole operation
Image: http://www.mountainchallengeevents.co.uk/navigation-training/
Current State VSM
Read upper-half from right to left
Supplier
Information Flow
Customer
Process Flow
Process Data Boxes
Timeline & Summary Statistics
Read lower-half from left to right
Source: http://www.exelop.com/resources/go/article/building-the-current-state-map.html
Virginia Mason Medical Centre (Seattle)
• Develop Current State (Now)
• Orthopaedics
• Previous Time for a
Visit: 187 mins
• Develop Future State (6-12 months)
• New Time for a
• Develop Action Plan & Implement Visit: 60 mins
Results:
• Happier Patients, staff morale, better use of X-Ray equipment,
happier doctors finishing on schedule
Image: http://runningahospital.blogspot.com.au/2007/03/lean-machine.html
5S Workplace Organisation
Image: http://eliminatethemuda.com/2009/09/get-organized-save-time-money-and-aggravation-get-rid-of-clutter-using-the-5s/before-2/
5S
Creating an organised workplace using the following 5 steps:
Sorting & removing unnecessary items
A place for everything & everything in it’s place
Cleaning the work area
Establishing the rules & standards
Maintaining the standards in a disciplined way
5S Vision
Before
After
Image: http://www.countryliving.com/homes/makeovers/garage-overhaul-0209#slide-1
Image: http://www.news.com.au/world/supermarket-cops-a-fresh-idea/story-fndir2ev-1226471484403
5S Before & After
Before
After
Image: https://totalqualitymanagement.wordpress.com/2010/03/23/some-images-of-5s-houskeeping-in-factories-and-offices/
5S Before & After
Before
After
Image: https://totalqualitymanagement.wordpress.com/2010/03/23/some-images-of-5s-houskeeping-in-factories-and-offices/
5S Summary
 Simple tool delivering for powerful results
 Company wide approach based on
understanding and discipline
 Encompass all areas
 Foundation practice for World Class
 Simple yet highly effective
 Immediate results
Image: http://www.businessmarketingpress.com/how-to-create-a-winning-business-name/
Visual Management
Image: istock
Why Visual?
Signs to inform or warn
Charts to give info
Floor Markings
Tags & Labels
Noticeboards to display info
Andon lights to warn
Images: https://beyondlean.wordpress.com/2012/07/05/visual-management-at-the-airport/ http://www.clipartbest.com/emergency-signs-and-symbols
http://readwrite.com/2012/10/25/apples-hit-and-miss-quarter-in-charts http://arrowalpha.com.au/products/?range=notice-boards http://www.seltec.co.uk/products/productvity-station.html
http://www.bradyid.com/bradyid/cms/pressReleaseDetailView.do?contentId=11750
Visual Management Boards
Image: http://www.visualworkplaceinc.com/printed-signs-banners/custom-sign-printing/material-options/
http://leanvisualblog.bradyid.com/blog/2012/05/
Standard Work
Image: http://blog.gembaacademy.com/2009/05/11/leadership-standard-work-2/
Standard Work – What is it?
• The most effective combination of labour, materials and equipment
• Involves the documentation of the best known method
• Serves as a basis for continuous improvement
Standard Work – Required for Continuous
Improvement
Holding Standard Work
Indicators of Improvement
Without Holding Standard Work
Time
3 Elements of Standard Work
•Standard Time
•Standard Work In
Progress
•e.g. Time to enter order into PC
•e.g. # of orders
system is 3mins
•Standard Work Practice
•e.g. different people follow same process
Standardised Time
2 min.
1 min.
John
Judy
Billy
John
Judy
Billy
1. Capture
knowledge
2. Eliminate NVA
3. Document &
Train
2 min.
1 min.
Standard Work Practice
Standard Work Practice - Examples
Image: http://reliabilityweb.com/index.php/maintenance_tips/operator_care_4_elements_to_enhanced_operator_inspections/
Lean Management - Summary
Image: http://en.wikipedia.org/wiki/Smooth_Criminal
Quality
Velocity
Customer
Sustainability
Value
Cost
Flexibility
NVA vs VA
Customer Value: Good quality product, delivered on time, at a
specific quantity and at an appropriate price
Receive Order
9 days
Ship Product
= Value adding operation time (blanking, painting etc)
= Non-value adding time (receive, store, rejects, move, wait, pack)
The 8 Wastes
• DEFECTS
• OVERPRODUCTION
• WAITING
• NOT UTILISING POTENTIAL
• TRANSPORTATION
D.O.W.N.T.I.M.E.
• INVENTORY
• MOTION
• EXCESSIVE PROCESSING
Lean Tools
Mistake Proofing
Quick Change Overs
Total Productive
Maintenance
Pull Systems
Focused Improvement
Current State VSM
Standard Work
PLAN
ACT
PDCA
Future State VSM
Visual Management
5S Housekeeping
DO
CHECK
Image: http://www.e-bas.com.au/bookkeeping-blog/employers-toolbox-free-download-2
Want To Know More?
• 2Morrow Solutions - partnering with organisations through a
holistic approach in applying Best Practice
• Phone 0418 199 063
• http://www.2morrowsolutions.com.au
• Email [email protected]
Questions?
Image: http://www.brantfordvw.com/portals/709/dog_question.jpg
Further Reading
The Toyota Way: 14 Management Principles from the World’s Greatest
Manufacturer– 2004, Jeffrey Liker, ISBN-13: 978-0071392310
Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA – 1999,
Mike Rother, Jim Womack, ISBN-13: 978-0966784305
5S for Operators: 5 Pillars of the Visual Workplace – 1996, Hiroyuki Hirano,
ISBN-13: 978-1563271236
Further Reading
Standard Work for the Shopfloor– 2002, Productivity Press Team,
ISBN-13: 978-1563272738
The Visual Factory: Building Participation Through Shared Information– 1996,
Michel Greif, ISBN-13: 978-0915299676
Thank You!
Image: http://www.hadassah-med.com/media/1210884/thankyou.jpg

Read More - Australian Organisation for Quality

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