employee involvement using kaizen events · the kaizen approach in the proposals process total...
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© 2016 Aker Solutions
Employee Involvement Using Kaizen Events
Continuous Improvement Seminar, 1st December 2016
Gary Downs, VP Lean Deployment
November 30, 2016 Slide 1
© 2016 Aker Solutions
© 2016 Aker Solutions
Lean is 90% Attitude & Behaviours, 10% Tool Application
November 30, 2016 Slide 3
Tools &
Methods
Behaviours
Attitudes
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Process for Kaizen Competency Build
Slide 4
Attend4 day
Kaizen training
Co-deliver Kaizen 110%
90% supported by
qualified Kaizen facilitator
Co-deliver
Lean & Kaizen
Training 1
Co-deliver Lean & Kaizen
Training 2
Co-deliver Kaizen 250%
50% supported by
qualified Kaizen facilitator
Co-deliver Kaizen 390%
10% supported by
qualified Kaizen facilitator
Kaizen facilitator
Kaizen Trainer
Senior Leaders
Attend3 day
Kaizen training
Senior Leaders
participate in
Kaizen Events
Senior Leaders
Sponsor
Kaizen Events
Senior Leaders
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The Kaizen ApproachKaizen is a vehicle to execute improvements quickly and help
build a culture of employee involvement
Pre-Event prep (1 day) 3 weeks before event
Identify and plan the agreed scoped event:
Define the problem with a clear problem statement
Measure the baseline and establish goal(s)
Plan the timing of execution of the event by team
Carry out a Value Stream Mapping session
Deliver any relevant training
Kaizen Event (3-5 days)
Engage the team to validate the problem:
Carry out Root Cause analysis
Check for any unintended consequences of proposed solutions.
Test and Implement do-now solutions during the Kaizen-implement a minimum of 90% during Kaizen
Report out daily for Management buy in
Event Follow up (21days)
Follow-up actions typically end 21 days following the Kaizen
November 30, 2016 Slide 5
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Kaizen Change Readiness
November 30, 2016 Slide 6
1. Rate the new process (P) from 1 to 10
2. Rate the level of acceptance (A) from 1 to 10
3. Multiply the two numbers; e.g.
P9 X A2 Results = 18
P7 X A5 Results = 35
Conclusion
Trying to force a perfect process without buy-in, is less effective than a less-
than-perfect process, with buy-in from those who use it
Process (P) x Acceptance (A) = Results
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Current State Process Map
November 30, 2016 Slide 7
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Kaizen Implementation Center (KIC)
■ Used to control Kaizen Event
deliverables
■ All actions added to KIC
■ Daily review of open / closed actions
■ Actions closed during event:
■ Day 1: 8 - expanding on issues
■ Day 2: 10 - Providing solutions
■ Day 3: 13 - Delivering solutions,
implementing new layout,
updating procedures, flows etc
■ Day 4: 14 - Implementing new
layout, designing standard work
■ Day 5: 17 - Closing out
remaining actions
■ Grand total: 62
November 30, 2016 Slide 8
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PSV Workplace Organisation Kaizen
November 30, 2016 Slide 9
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PSV Workplace Organisation Kaizen | BEFORE
November 30, 2016 Slide 10
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PSV Workplace Organisation Kaizen | AFTER
November 30, 2016 Slide 11
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Red Tagging and Waste Removal
■ 3 tonnes of metal waste
removed
■ 2.5 tonnes of Unserviceable
Electrical Equipment removed
■ 3 tonnes of paperwork
removed
■ Out of three unserviceable
extraction units, one repaired
and two removed from site
November 30, 2016 Slide 12
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Standard Bay Before & After
■ With newly designed standard bays the
capacity for Welding, Fitting and or
Plating Bays has risen from 10 to 13
with, four more on the freed-up
Mezzanine deck, which represent 70%
increase in capacity
■ Tradesmen no longer have to provide
their own tools
November 30, 2016 Slide 13
Before
After
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Shadow Boards and Bay Replication Complete
November 30, 2016 Slide 14
Material laydown areas marked and bin allocated to
each bay to reduce motion waste, increasing tool time
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HSE
■ Safe working throughout
kaizen event
■ Ergonomics - height adjustable
benches
■ Repainting of hazard lines
■ Shadow board frames
designed to incorporate hooks
to safely store wiring reducing
trip hazards
■ Removal of expired first aid
materials (e.g eyewash 2010)
■ New actions raised – fire risk
assessment, laser, extraction/
ventilation
November 30, 2016 Slide 15
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Benefits
■ Reduction in motion waste (approx
73% for the most frequent job
type)
■ 8.5 tonnes removed – electrical,
paperwork, scrap metal
■ Additional space created for 4
bays on mezzanine deck for
Exotics welding pending HSE
approval
■ 230m2 space freed-up for potential
production bays
■ 70% increase in production with
introduction of new bays
■ Cost avoidance - removing need
for additional facility for Mariner
workload
November 30, 2016 Slide 16
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DCV Change Out Process Proposal
November 30, 2016 Slide 17
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DCV Change Out Process – As Was
■ Current process cycle time best case = 219 hours; worst case = 256
hours
■ SCM is constantly transported from one work area to another; ■ Potential for damage to module (cables, pipework, components) – Defects
■ Increased HSE risk (movement around people) – Defects, Waiting, Safety
■ Delays for other jobs to progress (use of crane, use of clean room) – Waiting
■ Current process requires complete removal of top cover and cutting
of all attached wiring and base plate Tronics
■ This process must be followed in order to allow installation within the
clean room
■ Module is contaminated in comparison to clean room
It is impossible to clean a fully populated module prior to
introducing it into the clean room, which increases the chance of
contaminating the clean room and other modules currently in situ.
November 30, 2016 Slide 18
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Opportunity / Benefit of DCV Swap Out
■ Reduce overall cycle time by
74.5% (56 hours down from 219)
■ Module transportation reduced
from■ 5 crane movements 1 crane
movement – 80% improvement
■ 18 other crane activities 6 other
crane activities – 67%
improvement
■ Reduced risk of HSE incidents
■ Creating opportunity to progress
other jobs quicker
■ Reduced opportunity for damage
to module components
■ Contamination potential
unchanged■ No data available to suggest
November 30, 2016 Slide 19
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The Kaizen Approach in the Proposals Process
■ Total duration 22 days; only 4 days spent full time on the project
■ Benefits: Visual Management to show any delays
■ During the first 10 weeks after the Kaizen, the team submitted:■ Four tenders
■ Three requests for information
■ Three supplier questionnaires
■ Two contract negotiations
■ One estimate
■ Successes include:■ Study award for the FES team
■ A new customer for PSV
■ Three tenders submitted ahead of schedule – one delivered 8 days early!
■ Signed contract extension for a three year term
November 30, 2016 Slide 20
22nd May
Discussion with
Sponsor
24th May
A3 written; team
& dates agreed
29th May
VSM session
carried out
13th June
Kaizen
complete
© 2016 Aker Solutions
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November 30, 2016 Slide 21