lean continuous improvement overview
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Continuous Improvement Overview
Values
uSafety & Health
uEnvironmental Stewardship
uHighest Ethical Standards
uRespect for People
“Committed to Zero”
RESPECT FOR PEOPLE:
Let’s create a respectful culture.Let’s embrace and celebrate differences.Let’s respect others for their individuality.LET’S SOLVEAs we show RESPECT FOR PEOPLE AT DUPONT.
We Do Not Feel Respected or Included When:
We are forced
We are ignored
We are threatened
We feel imposed upon
We feel intruded upon
We feel judged or rejected
We are not listened to
We are tricked
We feel manipulated
We are lied to
We are lied about
We are not given reasonable explanations
We are not asked for our opinions
We are invalidated
We are interrupted
We are not cared about
We are laughed at (especially when we are upset or in pain or some kind of trouble)
We are mocked
We are stereotyped
We are underestimated
We are not taken seriously
Our feelings are not taken seriously
Our preferences are not taken seriously
Our dreams are not taken seriously
Our ideas are not taken seriously
Our needs are not acknowledgedand not taken seriously
Our questions are not taken seriously
Our questions are not answered or are evaded
We are told that we wouldn't be able tounderstand something
We are not asked for our ideas
Others make decisions about uswithout our input
Others do not try to understand us
Others make assumptions about us
We are not asked what we think we need
Others tell us what they think we need.
We are not asked how we feel
Others believe they know what is best for us
Others believe they know us better than we know ourselves
Our way of doing things is not accepted
Our privacy is invaded or denied
We feel betrayed
We feel controlled.
3P’s
Purpose
Process
Product
• To gain a high level understanding of tools we can use for continuous improvement opportunities
• To generate ideas for continuous improvement projects/ideas for ATC in 2015
• Brandon to review continuous improvement training materials, videos and games
• Idea generation by team
• Understanding of continuous improvement tools• List of 2015 ATC continuous improvement projects
Vision Statement- Where we going?
u To become a high performing team that provides quality,reliable data to our customers in a timely manner so that
Ø Customers use our data to make sound decisions on new product orapplication development
Ø We can strengthen customer relationship to meet customers changingdevelopment needs
u We will achieve a high performing team through engaging,collaborating and embracing change
Expectations/Questions and Intentions
Agenda•Brief overview of miscellaneous tools for meetings/invites…:•Value Contacts•3 Ps•Ground rules•Check in
• Continuous Improvement/Lean knowledge
Ground Rules:•Cell phone on silent•Participation is valued•Respect time (start, break, end)•No disruptions•Check your stripes at the door•Location of rally…•Any other?
Check in
OHT 01
•Read the below statement
•and count how many times does the letter f as in Frank appear in the following stmt?
Finished files are theresult of years of scientificstudy combined with the
experience of years.
This demonstrates how our mind sometimes plays tricks on what we believe. The puzzle support themes of concentration, accuracy, assumptions, and creative or lateral thinking
How many did you count?
Continuous Improvement (CI)
Define- is an approach to work, that systematically seeks to achieve incremental changes in processes in order to improve efficiency, quality, cost, time…
Common CI tools programs:•DPS•Lean•Six Sigma•Total Quality Management - TQM•Industry Organization of Standards - ISO certificationWhy is it good for a companyWhy is it good for employees
Participants responses
Why should a company spend money on a CI program?For a better future of the companyMake more moneyMore credibility (certifications, ISO)Productivity
Why should an employee learn a CI program?More efficientMore prosperous for companyPersonally more value to outside company
Lean- history
Lean-define• What is needed• When needed• In exact quantity• Perfect quality• Least amount of time
Concept of elimination of waste• Waste is anything that:
• does not add value to the product• The customer is not willing to pay for
Lean-5 principles
Lean- Goals or 3 V’s
VariabilityVisibilityVelocity
Waste Elimination enables achieving the 3 Vs
Continuous improvement
Video
Any questions on CI objectives or CI in general?
Main objectives:•Have what is needed when needed•Elimination of waste•Reduce Variability•Increase Velocity and Visibility•Meet Customer demands
Next steps
1. Need opportunities2. Use tools
Opportunities
• Directives• COTs• Loss and waste analysis• Customer feedback• Bad actor reports• Cost analysis• Knowing the 8 wastes
Tools
5SKaizenVisual ManagementTeamworkOne Piece FlowFocused ImprovementAutonomous MaintenanceAsset CarePullKanBan
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Teamwork
The Teamwork TRACC focuses on the establishment of effective teamwork in the
workplace to drive down waste and improve efficiency on a day-to-day basis.
22
Paper clip exercise
23
Focused Improvement
Focused Improvement is the best practice of identifying the major
wastes and other priority areas in order to focus all improvement
activities on them. It guides and focuses the other best practices.
With the addition of a divider employees desk will no longer become involved with other personnel's copier activities. (i.e. stapling, non-retrieved papers)
25
Poke Yoke
Video
26
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Top Secret Top Priority Team Measurement
Proactive Control Self-directed
Visual Management (VM) has two distinct themes —performance measurement and visual display. In this TRACC, the emphasis is on measuring the right things such as waste, quality and on-time delivery.
Visual Management
MT Labs’ Supply Closet
5S with a little bit of visual management!Pictures make it “impossible” to store something
in the wrong spot.
Visual Management
Video
29
Autonomous Maintenance
This TRACC focuses on operators taking ownership of theirequipment and share the responsibility for its maintenance with themaintenance department. The operator should not replace the tradesperson,but should perform first-line maintenance tasks, such as cleaning, inspection, lubrication, minor repairs and assisting with major repairs.
Observations
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Asset Care This TRACC addresses the
systems and activities which are needed to ensure maximum equipment availability and
performance at an optimum cost.
It focuses on the maintenance department's function and its
partnership with the production department.
Planning & Scheduling
31
Set-up Time Reduction
This TRACC focuses on reducingthe amount of time between distinct
production runs, typically due to product changes, equipment sanitisation or planned
maintenance activities.
One piece flow
Video
Kanban
A Kan-ban is a card containing all the information required to be done on a product at each stage along its path to completion and which parts are needed at subsequent processes.
LAS Product Stewardship Lab
Kanban and 5S systems go hand-in-hand
LAS Product Stewardship Lab• Drawer is labeled for LC Vials and
GC vial caps.• There is a Kanban card for each
type of item • One card is missing because the
card was turned in to an administrator – it was time to order!
Drawer labeled for LC Vials and GC vial caps contains only those items.
Leader Standard Work (routine, value add tasks)
Leader Standard Work
Leader Standard Work
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Quality This TRACC focuses on ensuring consistent
product quality by controlling it 'at source'. The source includes both the suppliers of material and production operators.
Achieving quality is therefore proactive, rather than reactive. It also addresses the need for well-defined, visible quality requirements for each step in the value chain. Also Quality is the best practice whereby work teams take responsibility for product quality by monitoring and correcting critical process variables tokeep the product within customer specification limits.
5S
5S is a system which was developed in Japan to establish basic discipline and order in the
workplace.
It creates an environment that is an essential foundation for other best practices to prosper and for
people to be really effective.
SortShine
Set in order
Standardize Sustain
41
Supply closet
MT Labs’ Supply ClosetBefore: After:
Idea generator
• 8 Waste• Keep in mind of issues, concerns, frustrating events…when
you say” It will be nice”
• Questions• Pathforward• Idea generation exercise – turn in ???
Thanks for your time.
Feedback
“The content level was appropriate for the audience”“At first I thought I had nothing to benefit from the
training but now I can see areas in my lab that I can implement”
“I want to be included in your prioritization meeting and be a part of the team to lead improvements”
“Brandon is articulate”
8 waste chart
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