integrating manufacturing & special processing
DESCRIPTION
KAIZEN PROCESS 3.1.1. INTEGRATING MANUFACTURING & SPECIAL PROCESSING. Brief History of Joined Alloys 50 Years of experience Integrated Capabilities Vacuum, Torch & Induction Brazing Welding Heat Treating Machining Sheet Metal Fab. INTEGRATING MANUFACTURING & SPECIAL PROCESSING. - PowerPoint PPT PresentationTRANSCRIPT
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
KAIZEN PROCESS3.1.1
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
• Brief History of Joined Alloys
–50 Years of experience
– Integrated Capabilities
• Vacuum, Torch & Induction Brazing
• Welding
• Heat Treating
• Machining
• Sheet Metal Fab
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
• Products
• Honeycomb Seals• Turbine Nozzles• Bearing Housings
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
The purpose of the Kaizen Process is to accelerate and create breakthroughs in work-area process performance.
3.1.1 Kaizen Process – How does your organization set and review priorities for Kaizen events? How are Kaizen events conducted? How is recognition for team members provided and are senior managers and the workforce involved? How are lessons learned shared with others who can benefit? How are process improvements documented and deployed to others using the same or similar processes? How are internal Kaizen leaders developed and deployed? How are goals set for Kaizen leadership and how is progress monitored?
Setup Preparation Event Post Event
KAIZEN PROCESS
Kaizen Leader collects data from work area related to upcoming Kaizen event
Kaizen Leader confirms objectives with Process Owner and Champion
Resources are approved by Champion – standby resource confirmed
Kaizen event schedule is set with specific daily action plans
Value Stream Maps Kaizen Splash PlansAnnual Improvement Plan
Kaizen Team Leader appointed from work area
Kaizen Objectives set and linked to Annual Improvement Plan
Conduct training
Assign action plans
Daily report outs
Pilot run if applicable
Create new standard work and training
Prepare report out
Present results
Manage event follow-up
Share results and learning with other teams/work areas
PPT report
Feedback
Collect feedback and improve process
Area
s Ad
dres
sed
3.1.1 Kaizen Process
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Initiate Kaizen
Project Authorized (Trigger)
Kaizen Team
CIP Champion
Analyze Causes of 7 Wastes
Kaizen Team
Develop Project Plan & ROI Analysis
Kaizen Leader
Identify & Select Best Solution(s)
Kaizen Team
Standardize & Update
Documentation
Kaizen Leader Kaizen Leader
Revise Training Material
Management Review
Reject
Process Owner
Certify Users to Level 3
“PLAN”
“DO”Implement
Project Plan
Kaizen Team
“CHECK”Monitor Results
“ACT”Process Owner
Report Out & Celebrate Success
- Form Problem Solving Team- Define Process Flows - Complete 6S Audit Checklist- Define C.S. VSM- Define C.S. facility map- Enter data into Kaizen Workbook- Estimate lean benefits and ROI - Submit Assessment for Review- Schedule Kaizen
- Create Team Name- Validate C.S. VSM - Validate facility map- Validate lean benefits & ROI- Validate Kaizen Workbook
- Review 6S Audit Checklist - Create 7 Wastes Poster - Create Brainstorming Poster
- Select best ideas - Define F.S. VSM- Define F.S. facility map
- Update Kaizen Workbook- Generate Kaizen Action Plan - Update lean benefits & ROI
Accept- Complete Physical Moves- Review 6S Audit Checklist- Schedule “Checkpoint” Meetings- Adjust & Identify Contingency Plan
- Post Metrics Poster- Collect Feedback & Update Metrics Poster
Reject
Accept
- Revise Procedures- Revise Checklist/Forms- Revise Quality/Lean Index- Revise Work Instructions- Revise Master Operations
- Revise Training Plan- Revise Training Materials- Revise Cert. Matrix - Revise Cert. Testing
- Implement Training- Certify Users- Update Cert. Matrix- Feedback from Trainees
- Post “Storyboard” to Metrics Poster- Post Lessons Learned to Metrics Poster- Post Final Results to Metrics Poster
Process Owner
Feedback & Improve Process
Pre-Kaizen Day 1-5 StepsDay 6-30 Steps
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Team Leader follows up on Action Items related to the Kaizen.
Process Owner is responsible for updating documentation, and
ensuring that training takes place.
Process Champion oversees the change process, and ensures accountability of the Process
Owner and Team Leader.
Key Roles
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
•Goal #1 Increase Process OTD from 97% to 98% by September 2012. (Measured on a 3 month rolling average)
•Goal #2 Increase Manufacturing OTD from 96% to 97% by September 2012. (Measured on a 3 month rolling average)
•Goal #3 Increase Productivity (earned hours/actual paid hours) from 55% to 85% by September 2012. (Measured on a 3 month rolling average)
•Goal #4 Reduce Scrap Dollars from $15,476/mo. (2.4% of Sales) to $10,850/mo.(1.7% of Sales – 1% per month) by September 2012.
•Goal #5 Decrease Internal and External PPM from 3273 to 2000 by September 2012. (Measured on a 3 month rolling average)
•Goal #6 Decrease Safety Incidents from 3 to 0 by September 2012.
Strategic Goals
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Kanban- Pull
Systems
Office Kaizens
Flow Manufacturing
Value StreamImprovement
Process (VSM)
The one common element: these tools help us eliminate waste from our processes.
Set-Up Reduction6S
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Value Streams
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Initiate Kaizen
Project Authorized (Trigger)
Kaizen Team
CIP Champion
Analyze Causes of 7 Wastes
Kaizen Team
Develop Project Plan & ROI Analysis
Kaizen Leader
Identify & Select Best Solution(s)
Kaizen Team
Standardize & Update
Documentation
Kaizen Leader Kaizen Leader
Revise Training Material
Management Review
Reject
Process Owner
Certify Users to Level 3
“PLAN”
“DO”Implement
Project Plan
Kaizen Team
“CHECK”Monitor Results
“ACT”Process Owner
Report Out & Celebrate Success
- Form Problem Solving Team- Define Process Flows - Complete 6S Audit Checklist- Define C.S. VSM- Define C.S. facility map- Enter data into Kaizen Workbook- Estimate lean benefits and ROI - Submit Assessment for Review- Schedule Kaizen
- Create Team Name- Validate C.S. VSM - Validate facility map- Validate lean benefits & ROI- Validate Kaizen Workbook
- Review 6S Audit Checklist - Create 7 Wastes Poster - Create Brainstorming Poster
- Select best ideas - Define F.S. VSM- Define F.S. facility map
- Update Kaizen Workbook- Generate Kaizen Action Plan - Update lean benefits & ROI
Accept- Complete Physical Moves- Review 6S Audit Checklist- Schedule “Checkpoint” Meetings- Adjust & Identify Contingency Plan
- Post Metrics Poster- Collect Feedback & Update Metrics Poster
Reject
Accept
- Revise Procedures- Revise Checklist/Forms- Revise Quality/Lean Index- Revise Work Instructions- Revise Master Operations
- Revise Training Plan- Revise Training Materials- Revise Cert. Matrix - Revise Cert. Testing
- Implement Training- Certify Users- Update Cert. Matrix- Feedback from Trainees
- Post “Storyboard” to Metrics Poster- Post Lessons Learned to Metrics Poster- Post Final Results to Metrics Poster
Process Owner
Feedback & Improve Process
Pre-Kaizen Day 1-5 StepsDay 6-30 Steps
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Purchase Receive Rec Inspect SupermarketRELEASE TO FABRICATION
3 locationsTube
Sheet metalBar
CUT
Bend Tube
Lathe
Cope Tube Debur Tube
Mill Debur
Laser Brake Weld Sub
SupermarketRELEASE TO PRODUCTION
RELEASE TO FABRICATION
Need: # Operators, # Shifts, Cycle time 1 piece, Scrap/Rework eachDistance of moves from one to the next
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Robot Weld ManualWeld
Rec
Debur Weld Insp
Debur
Final Insp Pack Ship
RELEASE TO PRODUCTION
OP P.O. Pack Oil ManualBlast
Auto Blast
END
Need: Distances of moves from one to the next
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
days per period [ 249 Growthnumber of period [ 1 8%
Part Number Description Period Volume Daily Volume Line Design Volume - - - - - - - - - - - - - - - - - - - - - - - - - - - - Totals [ - - -
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Process #1
Part Number Description Design Volume
HEAT TREAT CLEANMachine
Changeover
Machine Run
Labor (Minute
s)
Volume modifier
Throughput
0
- 100%
-
0
- 100%
-
0
- 100%
-
0 - 100%
-
0 - 100%
-
0 - 100%
-
0 - 100%
-
0 - 100%
-
0 - 100%
-
0 - 100%
-
0 - 100%
-
100% -
100% -
Process Throughput (units/day)
-
Effective Time per process
(Minutes/shift) 460 Number of Shifts (shifts/day) 1
Takt (sec/unit) #DIV/0! Min Std Time 0 0 0
Max Std Time 0 0 0 TOTAL PEOPLE Weighted Average Std Time #DIV/0! #DIV/0! #DIV/0!
#DIV/0! People per process #DIV/0! Workstations per process #DIV/0!
Selected number of Workstations Machines per process #DIV/0!
People available per process Resources per workstation 1
Labor utilization #DIV/0!Machine utilization #DIV/0!
Number of models per day #DIV/0!
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
TRACTOR RAMPSPAGHETTI
8215 FT
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
LEAVE WJ/BRAKE CELL SWAP CNC WALL
CURRENT FUTURE 1 FUTURE 2 FUTURE 3 FUTURE 4
LABOR MATERIAL DISTANCE LABOR MATERIAL DISTANCE LABOR MATERIAL DISTANCE LABOR MATERIAL DISTANCE LABOR MATERIAL DISTANCE
WATER 22 30 22 30 22 30 22 30 22 30
WATER 24 30 24 30 24 30 24 30 24 30
SAW 3 25 3 25 3 25 3 25 3 25
LASER 1.3 50 1.3 50 1.3 50 1.3 50 1.3 50
LASER 1.3 1.3 1.3 1.3 1.3
LASER 0.9 0.9 0.9 0.9 0.9
LASER 1.3 50 1.3 50 1.3 50 1.3 50 1.3 50
LASER 0.9 0.9 0.9 0.9 0.9
LASER 0.9 0.9 0.9 0.9 0.9
LASER 0.9 0.9 0.9 0.9 0.9
BRAKE 1.5 4.7 1.5 4.7 1.5 0.9 1.5 1.9 1.5 4.7
BRAKE 1 6 1 6 1 1.5 1 0.75 1 6
MAN MILL 10 4.7 52.55
CNC 25 8 25 4.7 25 0.2 25 0.1 25 1.9
CNC 15 5.3 15 1.0 15 0.6 15 0.8 15 3.8
CNC 20 1.1 20 2.1 20 2.3 20 2.3 20 4.0
DEBUR 10 1.9 28.96
DEBUR 3 1.2 5096
DEBUR 3 1.3
MIG 90 61 90 12.5 90 6.6 90 9 90 9.6
GRIND 10 6.9 10 4.4 10 5 10 10 10 6.9
SANDBLAST 6 8.75 6 8.75 6 4.375 6 10 6 8.75
PAINT 252.5 35.4 252.5 35.4 252.5 35.4 252.5 35.4 252.5 35.4
MIN 503.5 STEP 331.1 477.5 STEP 264.5 477.5 STEP 241.8269231 477.5 STEP 255.1692308 477.5 STEP 266.0336538
HRS 8.4 FT 827.7 8.0 FT 661.2 8.0 FT 604.5673077 8.0 FT 637.9230769 8.0 FT 665.0841346
26 66.6 26 89.26843891 26 75.92613122 26 65.06170814
199.8 267.8053167 227.7783937 195.1851244
3.3 4.463421946 3.796306561 3.253085407
0.0 HOURS 0.0 0.4 HOURS 0.1 0.4 HOURS 0.1 0.4 HOURS 0.1 0.4 HOURS 0.1
0.0 4 YRS 0.0 1102.8 4 YRS 565.1 1102.8 4 YRS 757.3 1102.8 4 YRS 644.1 1102.8 4 YRS 551.9
$0.00 SAVGS $0.00 $167,296.29 SAVGS $14,126.62 $167,296.29 SAVGS $18,932.35 $167,296.29 SAVGS $16,102.67 $167,296.29 SAVGS $13,798.50
SETUP 419.1 SETUP $0.00 SETUP $0.00 SETUP $0.00 SETUP $0.00
TOTAL SAVGS $0.00 683.8 TOTAL SAVGS $181,422.91 TOTAL SAVGS $186,228.64 TOTAL SAVGS $183,398.95 TOTAL SAVGS $181,094.79
MOVE $22,022.48 MOVE $2,500.00 MOVE $2,500.00 MOVE $2,500.00 MOVE $2,500.00
ELECT $19,801.59 ELECT $2,500.00 ELECT $2,500.00 ELECT $2,500.00 ELECT $2,500.00
$167,296.29 $2,500.00 $2,500.00
CNC CNC $30,000.00 CNC $30,000.00 CNC $30,000.00 CNC $30,000.00
COST $37,500.00 COST $37,500.00 COST $35,000.00 COST $35,000.00
$143,922.91 $148,728.64 $148,398.95 $146,094.79
$90,000.00 $90,000.00 $90,000.00
$233,922.91 $238,728.64 $238,398.95 $146,094.79
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Initiate Kaizen
Project Authorized (Trigger)
Kaizen Team
CIP Champion
Analyze Causes of 7 Wastes
Kaizen Team
Develop Project Plan & ROI Analysis
Kaizen Leader
Identify & Select Best Solution(s)
Kaizen Team
Standardize & Update
Documentation
Kaizen Leader Kaizen Leader
Revise Training Material
Management Review
Reject
Process Owner
Certify Users to Level 3
“PLAN”
“DO”Implement
Project Plan
Kaizen Team
“CHECK”Monitor Results
“ACT”Process Owner
Report Out & Celebrate Success
- Form Problem Solving Team- Define Process Flows - Complete 6S Audit Checklist- Define C.S. VSM- Define C.S. facility map- Enter data into Kaizen Workbook- Estimate lean benefits and ROI - Submit Assessment for Review- Schedule Kaizen
- Create Team Name- Validate C.S. VSM - Validate facility map- Validate lean benefits & ROI- Validate Kaizen Workbook
- Review 6S Audit Checklist - Create 7 Wastes Poster - Create Brainstorming Poster
- Select best ideas - Define F.S. VSM- Define F.S. facility map
- Update Kaizen Workbook- Generate Kaizen Action Plan - Update lean benefits & ROI
Accept- Complete Physical Moves- Review 6S Audit Checklist- Schedule “Checkpoint” Meetings- Adjust & Identify Contingency Plan
- Post Metrics Poster- Collect Feedback & Update Metrics Poster
Reject
Accept
- Revise Procedures- Revise Checklist/Forms- Revise Quality/Lean Index- Revise Work Instructions- Revise Master Operations
- Revise Training Plan- Revise Training Materials- Revise Cert. Matrix - Revise Cert. Testing
- Implement Training- Certify Users- Update Cert. Matrix- Feedback from Trainees
- Post “Storyboard” to Metrics Poster- Post Lessons Learned to Metrics Poster- Post Final Results to Metrics Poster
Process Owner
Feedback & Improve Process
Pre-Kaizen Day 1-5 StepsDay 6-30 Steps
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Kanban- Pull
Systems
Office Kaizens
Flow Manufacturing
Value StreamImprovement
Process (VSM)
Set-Up Reduction6S
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
MetricPre-
KaizenPost-
KaizenChange
MFG Lead-time 8.6 wks 5.4 wks
3.2 wks37%
WIP 15 jobs 12 jobs3 jobs20%
Travel 2695 ft 1340 ft1355 ft
50%
Setup 3.1 hrs 2.6 hrs.5 hrs16%
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Metric Pre-Kaizen Post-Kaizen Change
Travel 1986’ 500’1486’74.8%
LT Mfg 20.2 d 1 d19 d95%
LT Process 2 d 0.5 d1.5 d75%
WIP 18 j 4 j14 j
77.8%
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Metric Pre-KaizenPost-
KaizenChange
WALKING
PARTS = 1065 ft
PEOPLE = 1931 ft
627 ft1254 ft
41.1%35.1%
LEAD TIME 12.3 d 9.5 d2.8 d22.7%
WIP
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Plant Productivity %
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
% 69.4% 75.0% 78.0% 73.0%
3 Month Avg 65.5% 71.8% 74.1% 75.3%
Goal 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0%
'Nov 11 'Dec 11 'Jan 12 'Feb 12 'Mar 12 'Apr 12 'May 12 'Jun 12 'Jul 12 'Aug 12 'Sep 12 'Oct 12 'Nov 12 'Dec 12
```
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Furnace Productivity %
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
140.0%
% 99.0% 46.0% 116.0% 122.0% 98.0% 132.0%
Average 99.0% 72.5% 87.0% 95.8% 112.0% 1.17
Goal 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0% 85.0%
5-Feb 12-Feb 19-Feb 26-Feb 4-Mar 11-Mar
```
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
110.0%
% 90.7% 87.2% 95.4% 97.2%
3 Month Avg 89.8% 88.4% 91.1% 93.2%
Goal 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
'Nov 11 'Dec 11 'Jan 12 'Feb 12 'Mar 12 'Apr 12 'May 12 'Jun 12 'Jul 12 'Aug 12 'Sep 12 'Oct 12 'Nov 12 'Dec 12
Customer On Time Delivery %
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Lessons Learned
1.Don’t be rigid in your kaizen process2.Have a coordinator to manage the events
1.Too many events at once will create a mess2.Schedule the events to manage resources
3.Communicate, Communicate, Communicate4.ROI Before the event5.Small to make big, Big to make better
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Questions ???
Thank YouPaul Kobishop
Director of Quality Assurance and Lean Systems
Joined Alloys
Phoenix, AZ
602-328-4235