achieving higher performance results - omtec higher performance results and greater employee...
TRANSCRIPT
Achieving Higher
Performance Results
and
Greater Employee Engagement
Through Business Plan Deployment
Joe Mazzeo
Integrated Lean and Quality Solutions, LLC
June 12, 2014
Business Plan Deployment Topics Discussed:
• Your Business Plan Objectives
• Lean Manufacturing Overview
• Defining BPD
• The BPD Process
• The Planning Cycle
• The Role of Leadership
• Making BPD Visible and a Daily Process
• Summary
Presentation Take-Aways:
• An understanding of what Business Plan Deployment is and how to apply it
to your business environment
• How BPD fits within Lean Manufacturing Principles
• BPD can help improve a company’s operational and financial performance
• Think about the concepts:
- How can I apply this idea to my business?
- How can I make this work for my business?
• Everything discussed can be scaled to fit
Business Plan Deployment
Business Plan Deployment Topics Discussed:
• Your Business Plan Objectives
• Lean Manufacturing Overview
• Defining BPD
• The BPD Process
• The Planning Cycle
• The Role of Leadership
• Making BPD Visible and a Daily Process
• Summary
Lean Manufacturing and Business Plan Deployment….
...Applies to all Industries/Businesses/Services
Heat Treating
High Precision/Clean Room Environment - Medical/Orthopedic - Automotive - Electronics
Hotel / Services
Transportation
Hospitals
Machine Shops / Short Runs
Your Business Plan Objectives:
• Do your employees know and understand your
company's objectives?
• How effectively are the top line goals communicated?
• Would your employees be able to communicate how they are directly
contributing to the achievement of those objectives?
• Are your employees able to measure their performance and directly
link it to the company's overall performance metrics?
• What does "Achieve Market Quality Leadership" mean to a production
operator?
Business Plan Deployment
Your Business Plan Objectives:
Business Plan Deployment
NOT BEING ABLE TO PROPERLY ANSWER THESE QUESTIONS RESULTS IN A LOSS OF OPPORTUNITY FOR EMPLOYEE
ENGAGEMENT
Translating Your BPD
• “Translate" the goals into specific objectives and actions down through the
organization in a manner that is appropriate to all levels.
• Business Plans need to be "translated" and into the language of the
production floor
• Allows everyone to understand how they can directly impact and
contribute to the achievement of the stated objectives
Business Plan Deployment
Business Plan Deployment Topics Discussed:
• Your Business Plan Objectives
• Lean Manufacturing Overview
• Defining BPD
• The BPD Process
• The Planning Cycle
• The Role of Leadership
• Making BPD Visible and a Daily Process
• Summary
System for:
• Eliminating Waste
• Build Value
• Support for the Operator
Lean Manufacturing System
Lean Manufacturing Principles
An effective Lean Manufacturing System is:
• A single, common manufacturing system
• Integrated / Inter-dependent principles
• Scalable to fit the needs and size of the
organization
Lean Manufacturing Principles
How Do All the Principles
Fit Together ?
People Involvement
Author:
(Group Leader)Job
Number1 2 3 4 5 6
Group:
ACE AREA Dept
156 Maching
Issue
Date:
Jan-11
Group
Leader
Shift
Leader
Shift Req'd Act.Jan
J.M J.W.
1 J.Doe (T/L)Feb
1 T.WhiteMar
1 T.LaCourseApr
1 J.WingMay
1 C.PersallJune
1 T.BellantJuly
Aug
Sep
Oct
Nov
Dec
Plan 3 3 3 3 2 2 Knows steps (in training)
Actual 2 3 2 3 3 2 Can perform job to quality & safety but not in takt time
X X X X Can perform job to quality & safety in takt time with no help
Can teach job with Job Element Sheets
# of people at 3/4 circle per job to meet
coverage requirements
% of group that reached Persons/Job target (%
of boxes checked) ______ %
Check here if target is met
_____ %
SIGN-OFF
Evaluation (O,
, X)
J
o
b
N
a
m
e
Name (Write position if not T/M)
# of 3/4 circle
Jobs per
Person to meet
rotation plan
Check
here if
target is
met
% of
group that
reached
Jobs/
Person
target (%
of boxes
checked)
O
p
1
0
O
p
2
0
O
p
3
0
O
p
4
0
W
h
e
e
l
C
h
a
n
g
e
T
o
o
l
S
e
t
u
p
FLEXIBILITY CHART Ref-2C
Verify quadrants filled in have supporting documentation to match in JIT binder.
If the Actual does not meet the Plan, ensure the team has countermeasures written to close the training gap.
Ensure monthly reviews and sign offs are occuring between TL &
- Engagement
- Communication
- Team concept
- Health and safety
Communication Board Job Flexibility Chart
Standardization
Standardization
- Workplace organization
- Standardized work
5S Workshop Board
Standardized Gage Inspection Bench
5S = Sift/Sweep/Standardize/Self-Discipline/Sustain
Built-In-Quality
Built in Quality
• Process and product validation
• Quality standards
• Quality management system
• Quality feedback and feed forward
Process Control Plan
Product Sample Retention Boards / Tables
Short Lead Time
cart will contain 13 rows with 6 housings in each
(78 pcs) total.
Safety Ergonomics Quality K Knack CriticalSymbol Legend (SYM):
4 Load or unload the buggy.
Doc. No.: DP-785
area for download/upload.
uploaded out of with minimal walking distance.
Stack the housings in stacks of 6 per row. A full
C
machined surface
Will reduce and minimize nicks on the
Select a green buggy for Gen IV. Choose a
B Will help ensure FIFO.
machined surface to a machined surface method.
When loading the cart stack the housings using a
to the line so the parts can be loaded into or
C Will help minimize waste in motion.
the current date before you begin to load.
JOB ELEMENT SHEET Page: 1 of 2
Control
Block
Shift 154 / Truck Oil Pump
Rev. 2
1 FIFO for buffer after Op50
3 Place the buggy into the identified staging Move the cart into the identified staging area next
2 Fill out and attach "O.K. for Use" tag to the Identify on the tag Gen III or Gen IV, and fill in
SYM
downloaded parts into. blue buggy for Gen III.
SEQ
Helps prevent the bodies from being mixed. 1 Select the proper colored buggy to buffer the
N/A
A
Department No. / Name:
Op. No. / Mach. Mfg./ Process:
Job Element or Task Name:
Element Numbers(s):
buggy.
- STEP (What) -
Initial Review & Update Signatures(Final Review & Update - See Training Signature Sheet or Training M atrix)
Group Leader
Team Leaderand/or
Lead Technician
Date
10/22/10
10/20/10Deanna McKay
- KEY POINT (How) -
B.Berry1
REF - REASON (Why) -
C
A B C
REF 12A
Short Lead Time
• Simple process flow
• Supply chain management
• Scheduled shipping/receiving
• Lean containerization
Material Delivery Rack Locations
Job Element Sheet – Showing Color-coded Part-Cart Locations
Continuous Improvement
Dept/Group: 140 PISTON PINS
PACK OFF \ INSPECTION
Reviewer: ______________________________ Date: ______________ Shift: _______ RATING
X or O
1. PPE sheet: present on workstation board, current, and signed off. (Ref 1A or 1B)
2. PPE Sheet: being adhered to by the operator. (safety glasses, gloves, no finger rings, non-slip shoes, etc) (Ref 1C)
3. Walkie Truck Pre-Op Inspection completed if applicable to area. (Ref 1D)
4. Take shelter\evacuation map: needs to be visually located in the work area. (team room) (Ref 1E & 1F)
5. Verify Lockout Placard is posted on operation, is current, (reviewed on an annual basis) and is understood by the operator. ( Ref 1G)
6. Verify if SOP's are being used at the workstation, are listed on the PPE, and are posted at the job. (Ref 1H & 1I)
1. Verify there is JIT documentation for each team member that supports the information posted on the flex chart (Ref 2A, 2B, 2C)
2. Does the JIT have the required signatures: safety, quality, and production (Ref 2B)
3. Flex chart: sign-offs validating monthly reviews; bottom quarter of sheet filled in (target vs plan) (Ref 2C)
MANUFACTURING LAYERED AUDIT
CHECKSHEETWorkstation:
Team Member Name:
PRIORITY CHECKS (Performed by all levels of the organization)
Is the team member (TM) following the posted PPE requirements?
Has the TM been qualified to requirements of the job, documented through JIT, identified on the Flex Chart and rotating in the team?
4. Verify if there are any countermeasures written under "People" on the level 5 board if training plans (target vs actual) are not achieved
according to the flex chart. (Ref 2C)
5. Verify training (Bay City specific) has occurred for those people with full Harvey quadrants (documentation located with JITP sheets)
1
PI
2
X
J. Craig 1/26/11 1st
Continuous Improvement
• Problem-solving
• Process Verification
• Andon - call for help
• Layered Audits
• Business Plan
Deployment
Manufacturing Layered Audit
Business Plan Deployment Topics Discussed:
• Your Business Plan Objectives
• Lean Manufacturing Overview
• Defining BPD
• The BPD Process
• The Planning Cycle
• The Role of Leadership
• Making BPD Visible and a Daily Process
• Summary
Where does
Business Plan Deployment fit into a
Lean Manufacturing System?
Business Plan Deployment
Business Plan Deployment
fits into Lean Manufacturing’s
Continuous Improvement
Principle
Business Plan Deployment
Definition:
• BPD enables the total organization to:
• Set targets
• Develop actions
• Integrate plans
• Remain focused to achieve company-wide goals
• Manage change
Business Plan Deployment
Purpose
• Aligns all employees to work on one set of
common objectives
• Allows all employees to help contribute to
the success of a company’s business plan
• Develops a culture of Continuous
Improvement
Manufacturing
Business Plan Deployment
Manufacturing Engineering
Product Engineering
Purchasing
Finance
Personnel
Sales/Marketing
Customer Service
BPD:
• Applies to all functions within an organization
• Can be scaled to fit the size of the organization
Business Plan Deployment Topics Discussed:
• Your Business Plan Objectives
• Lean Manufacturing Overview
• Defining BPD
• The BPD Process
• The Planning Cycle
• The Role of Leadership
• Making BPD Visible and a Daily Process
• Summary
Manufacturing Leadership
Functional Area
Plant Level 1
Plant Level 1
Plant Level 1
Plant Level 1 Plant
Manager
Quality HR/LR
Finance
Purchasing
The ACME Manufacturing Company
Non- Integrated Manufacturing Plan
Manufacturing Plants
In order for a company to achieve its VISION, it must have the
following in place:
Concrete
GOALS
Specific OBJECTIVES
Clear & Measurable TARGETS
A METHOD to reach the targets / GAP CLOSURE PLAN and Strategies
Common Measurements
BPD Elements
GOALS
Setting BPD Goals
BPD Starts With Senior Leadership:
• Establishing the strategic direction and setting
specific goals for the organization to achieve
• Starts with the company's annual business
planning and implementation cycle
• While a company may select a wide range of
goals, fewer, more focused goals are better
• Allows for successful cascading throughout the
organization and achievement of the objectives.
Example BPD Goals
Safety – Achieve Safety Leadership
People – Develop and Engage a Qualified Workforce
Quality – Achieve Market Quality Leadership
Responsiveness – Meet Customer Demand
Cost – Maintain Profitability
GOALS
Setting BPD Objectives For an effective BPD process, company leadership must
ensure :
• Strategic direction is developed to attain business
results using Lean Manufacturing principles
• Conflicting issues and objectives between strategies
and staffs are prioritized and resolved
• Specific ownership is assigned to implement and track
BPD implementation
• Business Plan initiatives for specific areas such as
quality, cost, etc, are developed and achievable
• Progress and best practices are shared at frequent
performance reviews
Objectives
Are My Targets SMART?
S pecific
M easured
A greed
R ealistic / (But with STRETCH)
T imed
BPD Targets
BPD Actions/Methods
• Activities that are planned to achieve the OBJECTIVE as measured by the TARGET.
• Provides for gap closure
• Methods are: – The “How” of the annual plan
– Specific
– Timed and scheduled on the annual plan
– Assigned to individuals responsible for carrying them out
– Supported by detailed action plans
– Signed by the responsible individuals
METHODS
ACME MANUFACTURING COMPANY
2014 Business Plan Deployment
QUALITY GOAL: Achieve Market Quality Leadership“
OBJECTIVE 1: Implement Process Failure Mode Effects Analysis (PFMEA) across all manufacturing sites
TARGET: 50% of all operations have PFMEAs in place with supporting control plans
RESPONSIBILITY METHOD SUMMARY TARGET
Vice President – Manufacturing
Ensure PFMEA training and Resources are provided
100% of Manufacturing leadership and technical resources trained
Plant Manager
Production Supervisor and Team
Implement plan to train and identify operations for PFMEA implementation
100% of Staff, production, manufacturing engineering and quality departments trained; 50% of operations identified and PFMEAs completed
Implement control plans and daily process monitoring
All department employees trained in Control Plans and performing daily audits
Translating the Business
Plan Objectives
= Meets Expectation
= Needs Improvement
= Not Meeting Target
Business Plan Deployment Performance Evaluation System
ACME MANUFACTURING COMPANY
2014 Business Plan Deployment QUALITY
Achieve Market Quality Leadership through the Implementing a Lean Manufacturing System (LMS) with "Built in Quality" so that we only accept, build and ship defect free products.
Achieve competitive quality costs with AJAX manufacturing
Goal 1 Goal 2
Overall Status
# OBJECTIVE AND METHODS RESPONSIBLE TARGET Schedule & Control Plan Sign Status Jan Feb Mar Apr May Jun off
1.0 OBJECTIVE: Implement LMS to Build Quality Plt Mgr Reduce spills
in Station by 30% EOY
METHODS SUMMARY:
1.1 Implement plan to train for PFMEA implement. Plt Mgr -100% of staff Eng…..trained May 2014 -50% of Ops PFMEAs comp Dec 201 1.2 Enhance process control by Q. Mgr 100% comp - using SPC on high risk June 30 characteristics
X
Translating the Business
Plan Objectives
Supporting Detailed Plans Needs to Exist for
all Methods
2.0 OBJECTIVE: Reduce Cost of Quality Quality Mgr METHODS:
2.1 Deploy statistical engineering Quality Mgr $10M in resources to support problem savings from solving projects – Dec 2014
ACME MANUFACTURING COMPANY
2014 Business Plan Deployment QUALITY
Achieve Market Quality Leadership through the Implementing a Lean Manufacturing System (LMS) with "Built in Quality" so that we only accept, build and ship defect free products.
Achieve competitive quality costs with AJAX manufacturing
Goal 1 Goal 2
Overall Status
# OBJECTIVE AND METHODS RESPONSIBLE TARGET Schedule & Control Plan Sign Status Jan Feb Mar Apr May Jun off
X
Signature Block Plant Manager Production Mgr Quality Manager Finance Director
Signature Means Commitment /
Ownership
Translating the Business
Plan Objectives
Plant Level 1
Plant Level 1
Plant Level 1
Plant Level 1 Plant
Manager
Quality HR/LR
Finance
Purchasing
The ACME Manufacturing Company
Integrated Manufacturing Plan
Manufacturing Plants
Manufacturing Leadership
Functional Area
Integrated Manufacturing Plan
Strategic Direction
Who is involved in BPD? The ACME Company
Manufacturing Engineering
Purchasing
Quality
Human Resourcses
Finance
Plant Managers
Business Unit Manager
Department Supervisor
Team #1
Team Board
Translating the Business
Plan Objectives
Performance Reviews at all Levels
Who is involved in BPD? Plant Manager
Business Unit Manager
Department Supervisor
Team #1
BPD Initiatives Posted as Team Actions and Targets
Translating the Business
Plan Objectives
Business Plan Deployment Topics Discussed:
• Your Business Plan Objectives
• Lean Manufacturing Overview
• Defining BPD
• The BPD Process
• The Planning Cycle
• The Role of Leadership
• Making BPD Visible and a Daily Process
• Summary
Company/Mfg Leadership
Mfg Teams & Staffs
Mfg Leaders
Plants
Sept Oct Nov Dec Jan
Complete SWOT
Analysis
Develop first draft of BPD Objectives
/ Methods
Complete BPD one page
Summaries
Gain approval of BPD content
Establish Annual Goals and Objectives
Plt Mgr Meetings
Initial set of Mfg/Staff
Requirements
Communicate BPD to Plants
Plants develop BPD’s
Provide Input Mfg Staff
SWOT Analysis
Complete Plant SWOT Analysis
Business Plan Deployment Planning Cycle – Development Timing
Plants begin implementation of BPD’s
Staffs begin implementation of BPD’s
Business Plan Deployment Topics Discussed:
• Your Business Plan Objectives
• Lean Manufacturing Overview
• Defining BPD
• The BPD Process
• The Planning Cycle
• The Role of Leadership
• Making BPD Visible and a Daily Process
• Summary
Senior Leadership
• Establish and maintain vision and strategy
• Help eliminate barriers to BPD implementation
• Facilitate regular / frequent reviews with a focus on development / achievement of the business plan
• Assure that countermeasures are: – Assigned
– Tracked
– Implemented
• Ensure Best Practices are
converted to common systems/procedures
BPD Implementation: Role of Leadership
Manufacturing Plants
• Provide leadership to achieve the specific objectives
• Communicate / rollout the plan throughout the plant
• Develop /cascade the required supporting actions
• Use visual management to make the business plan visible
• Hold regular / frequent reviews with focus on status toward
achievement of the business plan
• Assure that countermeasures are:
– Assigned
– Tracked
– Implemented
• Best Practices are converted to common systems/procedures
BPD Implementation: Role of Leadership
Business Plan Deployment Topics Discussed:
• Your Business Plan Objectives
• Lean Manufacturing Overview
• Defining BPD
• The BPD Process
• The Planning Cycle
• The Role of Leadership
• Making BPD Visible and a Daily Process
• Summary
Milestones
Items
Post the Plan in an accessible location
Check progress to the Plan often
Make updates and notations to Plan directly
on the original Plan in a different color
Do not delete items from the Plan
Review countermeasures
BPD: Visualize and Update
BUSINESS PLAN DEPLOYMENT
ACME Plant
People Safety Quality Responsiveness Cost
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Goal
No.Department Goals/
Section Methods
Target/
TimingHighlighted Activities Eval. Problems/ Reasons
Future Actions
CMs
Status of Objectives
S
A
F
E
T
Y
2)
Reduce 1st time incidents per
200,000 working hrs.
Use safety tracking system to make incidents visible, use problem solving to improve accident rate.
Reduce lost work day cases by
25% in 1996.
Show safety video, and institute safety audits to heighten awareness.
52
2.3
in '96
1)
Head Injuries excessiveIntroduce hard hat policy by next quarter review
Strains and Sprains
keep TMs from coming
back to job.
Hire Ergoniomic expert to suggest improvements by end February
Exceeds Expectation Meets Expectation Needs Improvement X Below Expectation
Resp.
S. Klein
D. Gärtner
Department: Date:
F i r st A i d I n c i d e n ts
0
1 0
2 0
3 0
4 0
5 0
6 0
7 0
av
g.
9
5
Fe
b-
96
Ap
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96
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c-
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Ta
rg
et
9
8
A c tu a l
T a r g e t
T a r g e t
L o st W o r k D a y C a se s
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A c tu a l
Ta r g e t
Ta r g e t
X
MFD Plant Goal
No.Department Goals/
Section Methods
Target/
TimingHighlighted Activities Eval. Problems/ Reasons
Future Actions
CMs
Status of Objectives
S
A
F
E
T
Y
2)
Reduce 1st time incidents per
200,000 working hrs.
Use safety tracking system to make incidents visible, use problem solving to improve accident rate.
Reduce lost work day cases by
25% in 1996.
Show safety video, and institute safety audits to heighten awareness.
52
2.3
in '96
1)
Head Injuries excessiveIntroduce hard hat policy by next quarter review
Strains and Sprains
keep TMs from coming
back to job.
Hire Ergoniomic expert to suggest improvements by end February
Exceeds Expectation Meets Expectation Needs Improvement X Below Expectation
Resp.
S. Klein
D. Gärtner
Department: Date:
F i r st A i d I n c i d e n ts
0
1 0
2 0
3 0
4 0
5 0
6 0
7 0
av
g.
9
5
Fe
b-
96
Ap
r-
96
Ju
n-
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Au
g-
96
Oc
t-
96
De
c-
96
Ta
rg
et
9
8
A c tu a l
T a r g e t
T a r g e t
L o st W o r k D a y C a se s
0
0 .5
1
1 .5
2
2 .5
3
3 .5
4
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b-
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Ta
rg
et
9
8
A c tu a l
Ta r g e t
Ta r g e t
X
MFD Plant Goal
No.Department Goals/
Section Methods
Target/
TimingHighlighted Activities Eval. Problems/ Reasons
Future Actions
CMs
Status of Objectives
S
A
F
E
T
Y
2)
Reduce 1st time incidents per
200,000 working hrs.
Use safety tracking system to make incidents visible, use problem solving to improve accident rate.
Reduce lost work day cases by
25% in 1996.
Show safety video, and institute safety audits to heighten awareness.
52
2.3
in '96
1)
Head Injuries excessiveIntroduce hard hat policy by next quarter review
Strains and Sprains
keep TMs from coming
back to job.
Hire Ergoniomic expert to suggest improvements by end February
Exceeds Expectation Meets Expectation Needs Improvement X Below Expectation
Resp.
S. Klein
D. Gärtner
Department: Date:
F i r st A i d I n c i d e n ts
0
1 0
2 0
3 0
4 0
5 0
6 0
7 0
av
g.
9
5
Fe
b-
96
Ap
r-
96
Ju
n-
96
Au
g-
96
Oc
t-
96
De
c-
96
Ta
rg
et
9
8
A c tu a l
T a r g e t
T a r g e t
L o st W o r k D a y C a se s
0
0 .5
1
1 .5
2
2 .5
3
3 .5
4
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5
Fe
b-
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Ap
r-
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Ju
n-
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Oc
t-
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De
c-
96
Ta
rg
et
9
8
A c tu a l
Ta r g e t
Ta r g e t
X
MFD Plant Goal
No.Department Goals/
Section Methods
Target/
TimingHighlighted Activities Eval. Problems/ Reasons
Future Actions
CMs
Status of Objectives
S
A
F
E
T
Y
2)
Reduce 1st time incidents per
200,000 working hrs.
Use safety tracking system to make incidents visible, use problem solving to improve accident rate.
Reduce lost work day cases by
25% in 1996.
Show safety video, and institute safety audits to heighten awareness.
52
2.3
in '96
1)
Head Injuries excessiveIntroduce hard hat policy by next quarter review
Strains and Sprains
keep TMs from coming
back to job.
Hire Ergoniomic expert to suggest improvements by end February
Exceeds Expectation Meets Expectation Needs Improvement X Below Expectation
Resp.
S. Klein
D. Gärtner
Department: Date:
F i r st A i d I n c i d e n ts
0
1 0
2 0
3 0
4 0
5 0
6 0
7 0
av
g.
9
5
Fe
b-
96
Ap
r-
96
Ju
n-
96
Au
g-
96
Oc
t-
96
De
c-
96
Ta
rg
et
9
8
A c tu a l
T a r g e t
T a r g e t
L o st W o r k D a y C a se s
0
0 .5
1
1 .5
2
2 .5
3
3 .5
4
av
g.
9
5
Fe
b-
96
Ap
r-
96
Ju
n-
96
Au
g-
96
Oc
t-
96
De
c-
96
Ta
rg
et
9
8
A c tu a l
Ta r g e t
Ta r g e t
X
MFD Plant Goal
No.Department Goals/
Section Methods
Target/
TimingHighlighted Activities Eval. Problems/ Reasons
Future Actions
CMs
Status of Objectives
S
A
F
E
T
Y
2)
Reduce 1st time incidents per
200,000 working hrs.
Use safety tracking system to make incidents visible, use problem solving to improve accident rate.
Reduce lost work day cases by
25% in 1996.
Show safety video, and institute safety audits to heighten awareness.
52
2.3
in '96
1)
Head Injuries excessiveIntroduce hard hat policy by next quarter review
Strains and Sprains
keep TMs from coming
back to job.
Hire Ergoniomic expert to suggest improvements by end February
Exceeds Expectation Meets Expectation Needs Improvement X Below Expectation
Resp.
S. Klein
D. Gärtner
Department: Date:
F i r st A i d I n c i d e n ts
0
1 0
2 0
3 0
4 0
5 0
6 0
7 0
av
g.
9
5
Fe
b-
96
Ap
r-
96
Ju
n-
96
Au
g-
96
Oc
t-
96
De
c-
96
Ta
rg
et
9
8
A c tu a l
T a r g e t
T a r g e t
L o st W o r k D a y C a se s
0
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Business Plan Deployment Topics Discussed:
• Your Business Plan Objectives
• Lean Manufacturing Overview
• Defining BPD
• The BPD Process
• The Planning Cycle
• The Role of Leadership
• Making BPD Visible and a Daily Process
• Summary
Business Plan Deployment Summary:
BPD is a management tool to: • Provide focus and direction
• Establish clear and quantifiable targets
• Align business activities focused on objectives
• Challenge the organization to develop action plans to meet objectives
• Track performance
• Allow all employees to contribute to the success of the plan
• Drive Continuous Improvement
• Improves company performance and profitability
Thank you!
About Joe Mazzeo • Owner of Integrated Lean and Quality Solutions, LLC
• Broad experience in manufacturing and quality
• Providing Leadership, Lean Manufacturing and Quality Management services
• Member of: ASQ / SME / SEMA
To download a copy of this presentation, visit:
www. http://ILQSolutions.com/presentation