Creating An Environment For Continuous Improvement: Darren Dolcemascolo EMS Consulting Group, Inc

Creating an Environment for
Continuous Improvement
Darren Dolcemascolo
EMS Consulting Group, Inc.
www.emsstrategies.com
Copyright EMS Consulting Group, Inc. 2010
Presentation Agenda
1. Continuous Improvement Overview
2. Pitfalls/Critical Success Factors
3. Techniques for Driving Continuous
Improvement
Overview
System Lean / Toyota Six Sigma
Production
System
Philosophy •Elimination of •Reduction of
waste defects/variation
Improvement •PDCA •DMAIC

Process/Cycle
Tools VSM, 5S, Process Mapping,

Standardized Work, SIPOC, Hypothesis
Leveling, SMED, Testing, DOE,
TPM, One Piece Control Charts, etc.
Flow, Kanban, etc.
The TPS TPS
House Diagram
Goal:
A System
Highest Quality,Based
Lowest Cost,on a Structure
Shortest Lead Time
Best Safety, High Morale
Just In Time Jidoka

Right part- Built-in-Quality
Right amount-
Right Time •Line Stop
•Efficiency
•Flow •Visual
•Takt Time Controls
•Pull •Error Proofing
•Quick •Andon
Changeover •5 Whys
Operational Stability
Standardized Work
TPM
5S
Leveled Production
Toyota Production System

What does Lean do?
Total Lead Time
Lean
Transformation
Total Lead Time

Value-Creating Time
Non-Value-Creating
www.emsstrategies.com Time (waste)
Thinking Lean
5 Principles of Lean
(Womack and Jones, Lean Thinking)
• Specify value
– can only be defined by the ultimate customer
• Identify/Map the value stream
– exposes the enormous amounts of waste
• Create one piece flow
– reduce batch size and WIP
• Let the customer pull product through the value stream
– make only what the customer has ordered
• Seek perfection
– Continuously improve quality and eliminate waste
8 Types of “Muda” or Waste
7
• Overproduction
• Waiting
• Transporting
• Inappropriate Processing
• Excess Inventory
• Unnecessary / Excess Motion
• Defects
• Underutilization of Employees’ Minds/Ideas
PDCA
• Plan: Develop an
Action Plan for
Improvement
• Do: Implement the
Plan Act Plan
• Check: Verify Results
• Act: Make Necessary Check Do
Adjustments and
Define Next Steps
What is Six Sigma?
• Six Sigma concentrates on reduction of
defects/variation in processes
• If you can define and measure customer
requirements, you can determine how well you
meet this requirement.
• Six Sigma, in statistical terms, translates to 3.4
defects per million opportunities (DPMO)
• The project implementation approach is called
DMAIC (Define Measure Analyze Improve
Control)
DMAIC
• Define the problem and what the customers
require
• Measure the defects and process operation
• Analyze the data and discover causes of
the problem.
• Improve the process to remove causes of
the defects.
• Control the process to make sure defects
don’t recur.
Kaizen Events
• 3 to 5 day Kaizen: “Good Change”

breakthrough
event
• “Working level”
participants w.
facilitator
• Appropriate for
use with several
lean tools
Kaizen Events Overview
Kaizen Process
Learn
Observe
Brainstorm
Improve
Report
Critical Success Factors and
Common Pitfalls of Continuous
Improvement
Pitfalls?
• Tendency to use Lean/TPS/Six Sigma as a
Cookbook
• Tendency to make surface changes without
applying principles properly (customizing to
suit the situation)
• Failure to tie improvement initiatives to
Company Business Objectives
• Short-Term Thinking at the Expense of Long
Term
• Lack of Plans/Methods to Engage All
Employees
• Lack of Standardized Work With Metrics
and Audits
Key Ingredients of Culture Change
How do we get
Participation
to this point?
and Ownership
Learn By
Doing Education
Accountability / Metrics
Organizational Structure
Committed, Knowledgeable Leadership

Tools to Increase Participation and
Ownership
• Kaizen Board
• 5 Why’s
• Standard Work Sheet w. Audits
• Visual Performance Metrics
Kaizen Board
Kaizen Board
Area:
Week Ending:
Date Name Problem or Improvement Idea Assigned? Notes
Procedure:
1. Enter a problem or potential improvement idea (Anyone working in area)
2. Supervisor may assign project (if < 1 week duration)
3. At the end of the week during the production meeting with the team, each idea/problem will be recorded
electronically and team will prioritize for potential inclusion in "Top 3."
The Five Why’s
Level of Problem Corresponding Level of Countermeasure

There is a puddle of oil on the shop floor. Clean up the oil.
Because the machine is leaking oil. Fix the machine.
Because the gasket has deteriorated Replace the gasket
Because we bought gaskets made of inferior Change gasket specifications
material
Because we got a good deal (price) on those Change purchasing policies
gaskets
Because the purchasing agent gets Change the evaluation policy for purchasing
evaluated on short-term cost savings agents.
Source: Peter R. Schultz, The Leader’s Handbook, McGraw-Hill, 1998
Standard Work Sheet
Operator Balance Chart
1
2
7
9
3
400
Takt Time
350
300
250
Seconds
SWIP = 4
200
150
100
50
0
1 2
7
6
9
1
Operator #
Task # Work Element Time (s) Operator

1 Inspect strip 105
2 Slide jacket Over Strip 230 Op1
3 Install Marker 40
4 Install second marker 38
5 Install cover 55
6 Install second band 55
Op2
7 Weld jacket to strip 45
8 Place in package 45
9 Prep for Shrink-wrap 97
Metrics Drive Accountability
• Performance metrics should:

Hour Plan Actual
– Support the company’s strategy
– Be relatively few in number 1 60 25
– Be mostly non-financial 2 60 72
– Be structured to motivate “lean 3 60 52
behavior”
– Be simple and easy to 4 60 76
understand 5 60 49
– Measure actual results versus 6 60 55
goals
– Measure processes rather than 7 60 44
people 8 60 86
– Be timely
– Be visual
Questions?
Email: darrend@emsstrategies.com

Creating An Environment For Continuous Improvement: Darren Dolcemascolo EMS Consulting Group, Inc

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Creating An Environment For Continuous Improvement: Darren Dolcemascolo EMS Consulting Group, Inc

Hochgeladen von

Copyright:

Verfügbare Formate

Creating an Environment for

Improvement •PDCA •DMAIC

Tools VSM, 5S, Process Mapping,

Just In Time Jidoka

Toyota Production System

Total Lead Time

Total Lead Time

• 3 to 5 day Kaizen: “Good Change”

Committed, Knowledgeable Leadership

Date Name Problem or Improvement Idea Assigned? Notes

Level of Problem Corresponding Level of Countermeasure

Source: Peter R. Schultz, The Leader’s Handbook, McGraw-Hill, 1998

Task # Work Element Time (s) Operator

• Performance metrics should:

Das könnte Ihnen auch gefallen