excellence in the north central | march 2013 region... · 2014-08-22 · the lean product...
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1 Events Calendar | Benefits of Hosting a Regional Event2 Upcoming Event: Making Materials Flow3 Webinar Series | 5 Benefits of Corporate Membership
EXCELLENCE IN THE NORTH CENTRAL | MARCH 2013
Volume 2 • Issue 1
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Iss 4 Upcoming AME Consortia Event: Mastering Lean Product Development
5 Visual Management6 Innovation: The Voice of the Customer & the Squeeze Machine7 Bridging the Trust Gap With Lean Safety8 AME’s Spring Conference9 North Central Region Board of Directors
Five Benefits of Hosting a Regional Event
1 - As a host you can select the subject. Identify a “gap” in existing knowledge or experience within your organization. AME will bring in a facilitator to teach the host participants as well as the other attendees.
2 - Hosting an application based event (e.g. a kaizen event) will provide the host company with Tangible improvements in the selected area. Attendees from other companies will be valuable resources during the event to implement real change. AME will bring in a facilitator if required.
3 - Build your network of fellow Continuous Improvement and Operational
October 21-25, 2013
Register at www ametoronto org
Excellence professionals that will provide continued benefits long after the event
4 - Receive suggestions for improvement from attendees after a tour of the host facility
5 - Use the event as a “rallying point” for the organization to progress to the next level in your quest for Operational Excellence, or to reinvigorate a stalled effort.
Value Stream Mapping, Lean Office, Pull Systems, TPM, TWI, Daily VisualM t h t th bj t AME h l l i ti
Upcoming Events
Events Dates Location Cost
www.ametoronto.org Management – whatever the subject area - AME can help you close an existing knowledge gap. Contact North Central Region Workshop Chair, Didier Rabino,email: [email protected] to discuss the possibility of holding an Event at your facility.
Mastering Lean Product Dev. March 6-7 Minneapolis, MN $750
Dinner Meeting April 9 Minneapolis, MN $25
AME Spring Conference April 15-18 San Antonio, TX $1,295
Making Materials Flow April 23 Minneapolis, MN $295
AME International Conference October 21-25 Toronto, ON $2,699
To sign up for AME events, contact AME at 224-232-5980. To host an AME event in your area, contact a North Central Region Director.
North Central Region | March 2013
EXCELLENCE IN THE NORTH CENTRAL | Volume 2 • Issue 1
UPCOMING EVENTS
MAKING MATERIALS FLOW IN A HIGH MIX/LOW VOLUME ENVIRONMENTApril 23 | Minneapolis, MN
The facility tour of the plant’s fabrication and assembly operations will give participants a first hand look at how Tennant Company has implemented many solutions to help improve material flow in a high mix/low volume environment. Learn how material flows from the raw steel truck all of the way to final assembly. After the tour there will be an opportunity to share examples of what your company has done with material flow and how you think Tennant can improve even further.HOST COMPANYTennant Company is a recognized leader in designing, manufacturing and marketing solutions that help create a cleaner, safer, healthier world. With a vision to become a global leader in sustainable cleaning and other technologies, Tennant creates innovative solutions that are changing the way the world cleans. Its products include equipment for maintaining surfaces in industrial, commercial and outdoor environments; sustainable cleaning technologies; and coatings for protecting, repairing and upgrading surfaces.WHO SHOULD ATTEND?• Business Leaders (CEO’s and Presidents)• Managers of Operations and Continuous Improvement• Lean Champions• Lean Champions• Leaders from your OrganizationWHY ATTEND?• Networking with peers• Learning from those who have "been there, done that"• Building and rejuvenating your sense of purpose• Improving skills and maximizing resultsFOR MORE INFO: http://www.ame.org/events/making-materials-flow-high-mixlow-volume-environment
Sign Up Now! Call AME at 224.232.5980
DINNER MEETING
The American Society of Quality (ASQ), the Institute of Industrial Engineers (IIE) and the Association for Manufacturing Excellence (AME) are co-sponsoring a dinner meeting on Tuesday, April 9th beginning at 5:00pm at the Ramada Plaza Minneapolis. The event includes local representatives from each of the organizations who will spend a few minutes welcoming the participants and sharing a few announcements and information related to their organization. Dinner will begin at 5:45 pm. Following the meal, there will be two presentations.• HealthEast: Fast Track to Lean Transformation – presented by Didier Rabino, Lean Sensei at HealthEast and Corin Hammitt, Lean Deployment Manager at HealthEast
North Central Region | March 2013
• Improving a Child’s Quality of Life Through Innovative Design of Medical Products to Fulfill their Unique Customer Needs – presented by Brad Slaker, Founder and CEO of DesignWise Medical.To register for the event: http://a3.acteva.com/orderbooking/bookEvent/A332513
EXCELLENCE IN THE NORTH CENTRAL | Volume 2 • Issue 1
AME WEBINAR SERIES
Each month world recognized speakers will be making 1-hour presentations representing a wide variety of topics. Authors, Shingo Prize recipients, and thought leaders in their respective areas form the line-up of presenters. Webinars are very modestly priced at $25 for members, $50 for
b d f f t b Th bi i i j tnon-members and free for corporate members. The webinar series is just one way that AME is trying to increase the value it delivers to its members, and better fulfill its mission of “Share-Learn-Grow”. So gather up some colleagues at your organization and register for a webinar today.
The upcoming line-up includes:• Making Materials Flow: March 7• 10 Financial Secrets of Truly Lean Companies: April 910 Financial Secrets of Truly Lean Companies: April 9• A3 Reports: Beyond Documentation: May 15
Go to http://www.ame.org/webinars for more details on these and other webinars scheduled through the end of the year.
AME Corporate Member Benefits
As a Corporate member all of your employees may attend AME events, including conferences and workshops at AME member rates. Five key contacts within your organization will become full AME members and receive the following:
• Access to the Benchmarking Community of Practice Query program and a website query library. • Subscription to the award winning publication Target magazine and monthly online newsletter Target Online. • Access to the website portal on AME org for Target magazine and Target Online along• Access to the website portal on AME.org for Target magazine and Target Online along with complete archives of both publications. • Participate in monthly AME webinars for free. • Online access to future benchmarking and lean assessment tools.
Corporate Membership Options
Site Membership
A site is defined as a single physical location or campus with multiple plants/facilities within aA site is defined as a single physical location or campus with multiple plants/facilities within a short distance from each other. All employees at your site can attend AME events at the AME member rate. A one year AME Corporate Site Membership is only $1,000. Multi-year discounts are also available.
Enterprise Membership
An Enterprise includes all of the corporation’s facilities within North America. Each facility can identify 5 employees to become full members in AME and all employees can attend AME events at the AME member rate. A one year AME Corporate Enterprise Membership is
North Central Region | March 2013
y p p ponly $5,000. Multi-year discounts are also available.
For additional information or to join: Contact Robert Carlson, AME Business Development Manager at 224-232-5980, ext. 227 or [email protected].
EXCELLENCE IN THE NORTH CENTRAL | Volume 2 • Issue 1
UPCOMING AME CONSORTIA EVENT
MASTERING LEAN PRODUCT DEVELOPMENTFeaturing: Ron Mascitelli, PMPMarch 6 & 7 | Minneapolis, MN
WORKSHOP DESCRIPTIONThe all new Mastering Lean Product Development Workshop provides a step-by-step methodology for integrating the powerful waste-eliminating tools of lean product development into any product development process. This material is presented as a practical overview, with enough detail to help attendees identify critical improvements they should pursue, and provide the first steps they should take to achieve their lean goals.
I th t i li t d i ith l i d t f i t ll fi ti l l ithIn the current economic climate, doing more with less is a mandate for virtually any firm, particularly with respect to new product introductions. Unfortunately, much of the effort expended by product development teams is often unnecessary and potentially wasteful. In many cases, less than half of a team member’s work day is actually spent creating value for their customers, and profits for their companies. Firms that have embraced the practical, waste-eliminating methods of Lean Product Development have reported up to 50 percent reduction in launch schedules, dramatic improvements in gross margin, and enhanced customer satisfaction. This workshop is based on the recently published book Mastering Lean Product Development, by Ronald Mascitelli, and is presented by the author.by Ronald Mascitelli, and is presented by the author.
PRESENTERRonald Mascitelli, PMP (Project Management Professional, MS Solid State Physics, University of California, Los Angeles; BS Physics / Applied Mathematics, California State University, Fullerton) is the Founder and President of Technology Perspectives. Mr. Mascitelli is a recognized leader in the development of advanced methods for project management and product development, with an emphasis on eliminating non-value-added waste, maximizing team productivity, and enhancing profitability. He currently presents hi i t k h d i i t ti ll t bli di d h t dhis proprietary workshops and seminars internationally to public audiences, and has created company-specific training and deployment programs for a over one hundred leading firms, including Lockheed-Martin, The Volvo Group, Boston Scientific, Adidas, Intel, Boeing, Parker-Hannifin, Emerson, Siemens, Briggs & Stratton, Delta Faucet, and Rockwell Automation / Allen-Bradley.
Mr. Mascitelli served as both Senior Scientist and Director of Research and Development for Hughes Electronics and the Santa Barbara Research Center. Since founding Technology Perspectives in 1994, Mr. Mascitelli has published over twenty papers and technical articles in major journals, including theMascitelli has published over twenty papers and technical articles in major journals, including the International Journal of Technology Management and The Journal of Product Innovation Management, and is a contributing author for IEEE’s Technology Management Handbook. Mr. Mascitelli is the author of five books, including the critically acclaimed Building a Project-Driven Enterprise, The Lean Design Guidebook, The Lean Product Development Guidebook, and Mastering Lean Product Development.
TO REGISTER: Call Mary Townsend @ 920.425.1005 or e-mail to [email protected]
North Central Region | March 2013
Participants will also receive a copy of the recently published book by Ronald Mascitelli, Mastering Lean Product Development (Retailed at $50.00).
EXCELLENCE IN THE NORTH CENTRAL | Volume 2 • Issue 1
VISUAL MANAGEMENT
“Status at a glance” can define visual management which is one of the fundamentals of Lean. For a leader, visual management is one of the most fundamental and necessary elements to success. Leadership is focused on coaching and reinforcing the behaviors of employees that support departmental objectives–which are driven by strategic initiatives. Leadership is about observation and our observation is greatly enhanced by the ability to see the “status at a glance.”g
A visual management board is where the data and status are presented and communicated. This tool is designed to fulfill the following fundamentals:• Give the status of the process• Direct the leadership to areas that need support• Indicate the actions or countermeasures that are in process• Show normal versus the abnormal, or what is right and what is wrong.
When assessing the value and effectiveness of a visual management board, some criteria are:• Evidence that the information within the tools is maintained and current• Measurements include goals/targets (expected) and actual results• Reasons for “misses” are documented and are driving continuous improvement efforts• Evidence of a system of standards, andons, and responses• Modifications and updates as conditions change
Visual FactoryVisual FactoryProcess metrics are typically displayed at the machine or cell. This information is most effective when it is delivered in real time. Immediate feedback facilitates immediate improvement.
Work instructions are typically posted in the production areas. Highly visual instructions with photographs and graphics will generally minimize production errors. General plant information is typically posted in a central location where everyone has access to it. Lean manufacturing relies on bi-directional information exchange throughout the organization. In a visual factory environment information is delivered to inform, alert and motivate.
Visual controls are means, devices, or mechanisms that are designed to manage or control the operations (processes) so as to meet the following purposes:• make the problems, abnormalities, or deviation from standards visible to everyone and thus corrective action can be taken immediately,• display the operating or progress status in an easy to see format.• provide instruction.• convey information.
provide immediate feedback to people• provide immediate feedback to people.
Some common Visual Applications:• color-coded pipes and wires• painted floor areas for good parts, scrap, trash, etc.• shadow boards for parts and tools• status indicator lights• work group display boards with charts, metrics, procedures, etc. for their area
d ti t t b d
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• production status boards• inventory level reorder points• boundaries of work areas • “parking" locations for movable equipment
EXCELLENCE IN THE NORTH CENTRAL | Volume 2 • Issue 1
INNOVATION: THE VOICE OF THE CUSTOMER & THE SQUEEZE MACHINE
Innovation and meeting customer requirements are key strategies for successful, agile organizations. Start with the premise that we want to provide value as customers define it. “Using lean concepts and tools, we can improve our service to customers as we innovatively develop products and services,” said Ken Rolfes, KDR Associates, Inc. He suggested building a
ll b ti i t i hi h b d f i di id l d f ti l k t thcollaborative environment in which a broad range of individuals and functional areas work together on new product development.
For example, a team of design and manufacturing engineers, clinicians, users, marketing specialists, and individuals from 12 companies participated in further developing the Squeeze Machine, using lean tools. The original Squeeze Machine,
Gdeveloped by Dr. Temple Grandin, helps to calm individuals with autism-spectrum disorders. The team’s objective: to develop a cost-effective design that will enable more potential customers to afford the finished product. This project was hosted by TherafinCorporation, a manufacturer.
“We wanted to show that more creative, customer-focused design work can be accomplished in a collaborative environment,” Rolfessaid. “Participants were guided through the design process. We learned to speed our cycles of learning – create a design, build a model, try it out for better understanding and then modify it as needed. The resulting new designs meet customers’ and other stakeholders’ requirements.”
New Squeeze Machine side view
Real innovation comes from ideas that build on each other over time through interaction –something that companies need to do better. “We need to go to the gemba, learning directly from others about their challenges and then converting that knowledge into creative designs,” Rolfessaid. “This Plan/Do/Check/Act (PDCA) allows people to ask questions and be open to ideas.”
The new Squeeze Machine prototype has been built and demonstrated. The current manufacturing cost estimate ($1300 plus around $100 shipping cost) for this lighter-weight model shaves more ($ p $ pp g ) g gthan 50 percent from the previous model’s cost. After benchmarking tests are completed, customer models will be tested at clinics. More information about this project is available in the Target Summer 2012 article, “Refining the Squeeze Machine.”
Lea Tonkin, editor, AME regional newsletters, is the president of Lea Tonkin Communications.
North Central Region | March 2013
EXCELLENCE IN THE NORTH CENTRAL | Volume 2 • Issue 1
BRIDGING THE TRUST GAP WITH LEAN SAFETY
Lean safety offers leadership a significant opportunity to bridge the trust gap with associates. Too often, the common perception that lean is primarily a cost reduction program alienates workers. To engage their hearts and minds in continuous improvement initiatives, management must nurture understanding about the power of l ti t k th i j b i l d f di t B b H f id tlean practices to make their jobs simpler and safer, according to Bob Hafey, president of RBH Consulting, LLC http://www.leansafetybook.com in Homer Glen, IL and the author of Lean Safety: Transforming Your Safety Program with Lean Management(Taylor & Francis).
Fostering an organization-wide focus on lean safety yields significant benefits for the organization as well as employees, contends Hafey. He noted that kaizen (rapid improvement) team events
f ftargeting safety improvements typically yield several dozen suggestions for streamlined processes, with several selected for implementation. The resulting changes net improvements in cycle times and other areas, in addition to better safety performance.
“Safety is a rallying point for all stakeholders,” said Hafey. “Unions, managers, front-line supervisors and hourly employees will support safety initiatives in which they contribute to planned changes in their work areas.” Hafey contrasted this approach with traditional EHS (Environmental, Health and Safety) compliance practices, where senior leadership focuses on compliance with government-mandated standards. “This legacy system, which also uses discipline for safety infractions, relies on fear to help ensure compliance,” Hafey said.
Through safety kaizen blitz activities, leadership can build trust and buy-in for continuing improvements. As team members work together on ways to reduce soft-tissue injury risks in a process, for example, they employ the same approach as they’d use in driving cycle time out of a p p y p y pp y g ymachine changeover, noted Hafey. He added, “Removing the stop watch from the event eliminates the symbolic threat of job loss. Participants in these safety kaizen events walk away with a new view of safety and continuous improvement, seeing them as a unified approach for making work safer and easier while reducing cycle times.” Trust builds as employees experience these improvements first hand. As Hafey said, “A lean safety approach takes the ‘mean’ out of lean.”
Lea Tonkin, editor, AME regional newsletters, is the president of Lea Tonkin Communications.
As an AME member you know that a strong community of professionals dedicated to enterprise excellence is at the core of our Association. But did you know that the best way to maximize your benefits within this network, is to expand it? When you serve as an AME ambassador you not only help enhance the resources you need to excel in your career
North Central Region | March 2013
ambassador, you not only help enhance the resources you need to excel in your career, you also help us make a stronger impact on our vital industry.
Learn more at http://www.ame.org/refer-member
EXCELLENCE IN THE NORTH CENTRAL | Volume 2 • Issue 1
EMPLOYEE ENGAGEMENT: FROM THE HEART – THE SUR-SEAL APPROACH
Manufacturing executives striving to build employee engagement in overall improvement activities need to start close to home, with themselves. That’s the opinion of Mick Wilz, vice president, enterprise excellence, Sur-Seal in Cincinnati, OH. “I believe you can’t measure engagement,”Cincinnati, OH. I believe you can t measure engagement, said Wilz. “It has to come from your heart. As a leader, you have to know who you are and about your own values, then how these values are reflected in the ways you work with others on a day-to-day basis.”
Listening to people -- making sure they know they have a place where they can speak and not be criticized f th i id t th S S l ti ’ li t f t ti iti H d th t l dfor their ideas – tops the Sur-Seal executive’s list of engagement activities. He recommends that leaders develop and share a personal honor code. Among the basics of his honor code:http://www.sur-seal.com/wp-content/uploads/2013/01/My-Personal-Honor-Code.pdf Follow the Golden Rule; show care and respect for others, recognizing the value that they bring to the table; create an environment where it is OK to be different; be a good listener, keep promises and be accountable; when teaching, explain the process first, show them how, watch while they try it and then say thanks for a job well done; and leave a legacy by sharing tribal knowledge.
“People are not afraid of change; they are afraid of uncertainty,” said Wilz. Communicating effectively about the “big picture” – how the company’s performing against goals, future prospects, etc. – eliminates uncertainty. “Have goals and metrics,” suggested Wilz. “Let people know where they stand and need to do today and also what they need to do to support the company’s strategic plan.”
Recognition and celebration build engagement as well. Wilz commented that posting achievement kudos and a “pat on the back” from management, lunches and other informal activities are great ways to show
t f l t ib ti E l i l bl f db k d iti h th irespect for employee contributions. Employees gain valuable feedback and recognition when their improvement suggestions are implemented and when customers or suppliers visiting the plant offer positive comments.
Added suggestions shared by Wilz: Thoughtfully follow through on questions from associates, work on modifying your communications skills if you are a dominant personality, discourage gossip and consider everyone an equal. Find ways for motivating associates to say, “This is the best place to work!”
Are your employees emotionally engaged in their work? A recent Gallup poll indicates that only 29% of surveyed workers consider themselves “engaged,” while 52% report that they are “not engaged” and 19% are “actively not engaged.” More survey information is available at the Gallup website www.gallup.com/poll. http://www.gallup.com/poll/150383/majority-american-workers-not-engaged-jobs.aspx
Editor’s note: Join us at the AME San Antonio 2013 Spring Conference April 15-18 for inspiring “People, Processes and Partners” presentations and tours; check the website amesanantonio.org for information and registration.
North Central Region | March 2013
Lea Tonkin, editor, AME regional newsletters, is the president of Lea Tonkin Communications
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Upcoming Events
Events Dates Location Cost
EXCELLENCE IN THE NORTH CENTRAL | Volume 2 • Issue 1
AME North Central Region Board of Directors
AME MISSIONMINNESOTA
Jon McNamara
SOUTH DAKOTA
Inspire a commitment to Enterprise Excellence through Experiential Learning by bringing people together to Share, Learn and
GROW.
Jon McNamara (President)
Ed Polin
Vicki Benck
AME VISION
A Manufacturing Renaissance driven by
Jeff Papke
jeff papke@heii com
WISCONSIN
Jon Sievert
jsievert@douglasdynamics com yPeople-Centric
Leadership coupled with Enterprise Excellence.
Janice Tobin
Sondra Reierson
[email protected] VALUES
Jerry Ammann
Didier Rabino
CORE VALUES
• Volunteerism
• Practitioner Focused
• Integrity & Trust
Joe Molesky
j l k @
g y
• Passion for Excellence
• Engaging & Welcoming
North Central Region | March 2013