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April 2013
Improving Operational Performance
To introduce participants to leadership techniques,
workplace organisation, standardised work and a
cariety of visual management techniques.
Session Aims
By the end of the session participants will be able to:Explain the qualities required in leading and
participating in CI teams. Recognise the benefits of an organised workplace. Identify a range of visual management techniques. Understand the importance of a standard method
of working. Understand takt time and line balancing activities.
Session
Objectives
Your working environment is the place where you
work and its main features or characteristics:
• Work areas, equipment and materials• Storage spaces• Light, heat and air
The Working
Environment
The quality of the working environment can have
a big impact on how you work:• an efficient layout will save time• a tidy workplace will make things easier to find• a clean workplace will reduce accidents• a pleasant workplace encourages productivity
Why is the Working
Environment
Important?
• Sort - Clear up• Straighten - Configure• Shine - Clean• Standardise - Conformity• Self Discipline - Custom and practice
Elements of 5S /
5C
There are three main benefits in a 5S
approach:
• Improved safety – reduction in
accidents
• Improved efficiency – more effective staff
• Improved quality – fewer defects
Benefits of 5s
• Separate those things which are necessary to do
the job
from those that are not
• Keep the number of necessary items to a
minimum
and in a convenient location
• Quarentine what is not needed
• Prevent accumulation
1 - Sort (clearing
up)
• Unnecessary equipment means more space is
required• More space increases transport distances•Unnecessary equipment increases search time for
necessary items• An untidy environment can be a safety risk• Aids more systematic maintenance
Why Sort?
USAGE FREQUENCY OF USE ACTION
Low
Things that you have not used inthe past year.Things you have only used once inthe last 6-12 months.
Place into quarentine
Store at a distance
MediumThings you have only used once inthe last 2-6 months.
Things used once a month.Store in a central location
HighThings used once a week.Things used every day.Things used hourly.
Store near the workplace orcarried by the person
Sorting Criteria
“Red tagging” is used where there is any doubt about whether an item:
is needed at all is needed in that quantity is located in the right place
A red tag is a label with a date and a reason.
Establish Red Tag Holding Areas (local and central).
Evaluate after a short period and retain, dispose or auction.
Red Tagging
11
Name: Date:
Item Found …………………………………. ………………………………………………... …………………………………………………
Category (circle one) 1) Raw material 2) Work-in-Progress 3) Finished Goods 4) Tools or Fixtures 5) Surplus Equipment 6) Maintenance or Supplies 7) Office Equipment or Supplies 8) Unknown 9) Other ………………………………….. ………………………………………………
5S RED TAG
Tag No:
Area: Qty
Disposition (circle one): 1) Scrap (with paperwork) 2) Scrap (no paperwork) 3) Return to supplier 4) Move to Red Tag area 5) Move to: ………………………………..…Storage Area 6) Store in Work Area 7) Other ……………………………… ………………………………………………
5S RED TAG Reason Tagged (circle as appropriate): 1) Not needed in next 30 days 2) Not needed in known future 3) Defective 4) Surplus 5) No needed now (service only) 6) Need identification 7) Other …………………………………….
………………………………………………….
Other …………………………………..
Disposition by: (Date) Disposed by: Disposal Date:
13
• Analyse the present situation• Develop a standard storage policy• Develop fixed locations• Keep to storage rules
2 - Straighten
(organise)
14
• Anyone should be able to find equipment or
material• Reduces time spent searching for items• Improves safety• Makes the job easier• Starts the process of standardisation
Why Straighten?
15
• Bring up to an ideal standard• Allocate roles and responsibilities• Be systematic• Deal with problems before they become
serious
3 – Shine (clean)
16
• Has a direct impact on quality• Has a direct impact on efficiency• Has a direct impact on health and safety• Increases morale
Why Shine?
17
• Develop an agreed way of doing things• Use visual management for continuous
improvement• Consider exceptions and emergencies• Use labels for tasks and responsibilities
4 – Standardise
(conform)
18
• Everyone will know what has to be done•Everyone will know when and how things should
be done• Changes of role or task are made easier• New personnel will know what is expected
Why Standardise?
19
• Develop simple clear instructions• Consider realistic expectations• Involve those actually carrying out the tasks• Carry out regular audits
5 – Self Discipline
(custom)
20
• There is always room for improvement• Training and discipline contribute to overall
success• Good working habits ensure efficient and effective
working• Productivity and efficiency will remain high
Why have Self
Discipline?
Changes should be reflected in the amended Standard Operating Procedure (SOP)
Standard Operation Sheet
No.
Revision Date S/V
Operation No.
Operation Name Safety critical
Area
Dept.
Sheet of
Date Prepared by
No.
Main step No.
Operation Description Key Points Reason for key points/sketches
Protective clothing
Jigs/Tools Quality checks Training comments Authorisation
Sustaining – The SOP
Visual information – just means any information that you can see that helps you to understand the current state of something ‘at a glance’ – and to modify your behaviour accordingly.
Visual control – includes any situation where visual information helps you to manage a task. For example, the dials on a car dashboard help you to control your speed and other aspects of performance.
Visual Management
24
Simple signs and signposts, traffic lights, ‘cats’ eyes’ lines on the road or the safety message on a new gadget.
Everyone makes wide use of visual information in everyday living.
Everyday Visual
Management
These are just some common workplace examples:
• Checklist• Colour coding• Floor markings• Safety diagrams• Shadow boards & Footprints• Skills matrix
• Standard operating procedure (SOP)
Workplace Visual
Management
Note the curved mirror to identify FLT and vehicle movements when entering a hazardous area
Example
Warning
Informing:-safety checks
Example
Example
Shadow boards make it easy for anyone to find, use and return items.
Example5S CleaningStation
Schedulingboard
Example
A display showing the skill status of each team and zone in the workplace, making clear at a glance the skills available.
Name
Skill
Hyd
rau
lics
Pn
eum
atic
s
Co
mm
un
icat
ion
s
CO
SH
H R
egu
lati
on
s
Ele
ctri
cs
Ele
ctro
nic
s
Co
mp
ute
r sk
ills
Ro
bo
tics
Ian Jones
Frank Smith
Charlie Capon
Alan Dale
James Miller
Example
JobName
Wash Dishes
Dry Dishes Put Dishes Away
Clean Benches
S. SmithI L I
J. BloggsU U U
D. CarrL L
T. PriceI I
Blank = Can not do
L = Can do with occasional reference to Std Op
U = Is fully competent
I = Is currently under training
= Can train others
The Skills Matrix
• Standardisation – wherever possible visual displays should have a similar layout.
• Format – should be the same wherever possible.
• Positioning – information on the same subject should be placed in the same position on each display.• Relevance – should be agreed in advance. No point in cluttering the place up with irrelevant information.• Type of information – should describe workplace activities and results that are relevant to the target audience.
Effective Display
34
Visual management is not a form of decoration to make the place look more attractive! To be effective it has to be properly designed and involves thinking about:
• The purpose that it is to serve (Why?)
• The target audience and ensuring ‘ownership’ (Who?)
• Selecting a suitable medium and style (How?)
• Selecting the best location (Where?)
• Choosing the content (What?)
Displaying Visual
Management
35
At workplace level an important element of any visual management system should be displays that show:• What the workplace is expected to achieve in
terms of management objectives. Where are we going?• How the workplace is performing in relation to its targets. Are we heading in the right direction?
• What the current state of play looks like. Are things on track?
Displaying Visual
Management
Systems indicating the direction of flow of people and goods.
Operation Operation
Operation Stock A
Stock B
Transport
Systems indicating how to get to plant wide facilities, canteen or learning centre.
Reception
Learning centre
Example
A standard format for all standard operation sheets – so that key features and safety reminders are always in the same style and location. Standard Operation
SheetNo.
Revision Date S/V
Operation No.
Operation Name Safety critical
Area
Dept.
Sheet of
Date Prepared by
No.
Main step No.
Operation Description Key Points Reason for key points/sketches
Protective clothing
Jigs/Tools Quality checks Training comments Authorisation
Example
Kaizen boards in the workplace showing the results to date of the various kaizen activities that have been undertaken and the productivity gains resulting from these efforts.
Example
39
The visual display board - the use of charts, graphs and simple bullet points. The aim is to tell all members of staff:
• New product information
• Levels of quality at the workplace
• Health & Safety information
Example
• Company performance.
40
Visual Display Boards
Visual Display Boards
Historical trend data (weekly /
monthly)
Current real time data (hourly /
shift by cause)
Improvement Activity
Actions / Status
What’s the
Difference?
43
What is a Standard Operation?
43
“The best method currently available to perform a
specific task, ensuring that safety, quality, cost and
delivery targets are achieved.”
Quality
Cost
Delivery
Man
Machine
Material
Method
Defined by the
standard operation
It combines the inputs of man, machine and materials
in a safe and repeatable manner.
The Standard
Operation?
• Reduces variation• Maintains quality • Acts as an audit tool• Can be used as a staff training tool• Means of standardisation• A platform for improvement
The Function of the SOP
The Standard Operation is the cornerstone of all
continuous improvement activities.
Being able to offer the same consistent product of
the same or better quality at a lower cost than a rival
company. And….
• Health & Safety is ensured/improved• Costs can be controlled• Quality standards are met• Delivery targets are met and can be controlled
Why Standardise?
• Guarantees that the product is made to the
required quality standard.• Uses the minimum of effort, tools, power and
materials.• Keeps the workplace organised and tidy.• Can be followed by any employee given training.• Best method currently available.
Benefits of SOP’s
• A means of recording all standard operating
criteria• Presents the information in a structured,
chronological • format• Contains all information required to perform a
task• Highlights key points – safety, quality, cost and
delivery• A ‘live’ document
The Standard Operation Sheet
Example
The seven steps:
1. Analyse the operation
2. Develop best current method
3. Review and confirm
4. Identify main steps
5. Identify key points
6. Review and confirm
7. Add additional information
Developing the SOP
Key points should re-iterate any action which may
affect:• Quality• Safety• Delivery / Cycle time• Cost
Explain the reason for any key point on the SOP.
Key Points
Four principles:
• Reduce the number of motions• Perform motions simultaneously• Shorten distances• Make motions easier
Motion Economy
• The Standard Operation is not carved in stone.
• To ensure we always operate best current method:
• The Standard Operation must be reviewed on a regular basis
• Any new methods must be evaluated
• Any improvements should be adopted
• Sheets must be revised and approved
• Appropriate operators should be retrained or their skill matrix reduced accordingly.
Maintaining the SOP
• To ensure it is still the ‘Best Current Method’
• To evaluate and adopt new methods
• To support continuous improvement
• To support cost reduction
• To improve quality
• To assure safety
• To improve efficiency
• To ensure staff are still working to current Standard Operation
Why is maintenance of the SOP
so Important?
Takt Time
• Derived from the German word for metronome• Rate of production required to achieve customer
demand• Producing above Takt time is as wasteful as being
late
Available Time
Customer Demand
= ‘X’ seconds per unit
Line BalancingLine balancing can be used to optimise three general
areas:• Operators• Production• Takt time (production matched to customer
demand)
Operators
Time
Operators
Takt Time
Takt Time
X
CI and Teamwork
Ideas Person
Problem Solver
Investigator
Implementer
Specialist
Co-ordinator
Team Roles
Most people have a preferred role when working
as part of a team.
• Leader• Doer• Thinker• Carer
What makes a good Leader?
A good leader has the ability to:
Communicate Motivate
Listen Problem Solve
Organise Coach
Manage time (their own and others)
Leadership v Management
Leadership• Creating a Vision• Energising• Inspiring• Motivating• Creating a Culture• Management
Management• Planning• Organising• Co-ordinating• Controlling
Leadership Styles
Directive:Letting team members know what the leader expects
Giving specific guidanceScheduling and co-ordinating work
Supportive:Treating members as equals
Showing concern for needs and welfareCreating a friendly working climate
Leadership Styles
Achievement orientated:Setting challenging goals and SMART targets
Seeking performance improvementsEmphasising excellence in performance
Participative:Consulting subordinates
Taking opinions into account
Authority:The power or right to give orders or make decisions
There are four elements of communication:
• the sender• the receiver• the subject• the method of communication
How well we feel we communicate depends on aspects of all of these elements and is based on our experience.
Elements of Communication
Effective Communication is the transfer of information, ideas and emotions to achieve mutual understanding.
Effective Communication
Working relationships can be affected by:
• behaviour, dress and language• not sharing knowledge and information• not keeping others involved in plans or activities• disruption caused by inopportune request for assistance
CI and Teamwork
Time
Priorities
ResponsibilitiesBarriers
=
Conflict of Interests
By the end of the session participants will be able to:Explain the qualities required in leading and
participating in CI teams. Recognise the benefits of an organised workplace. Identify a range of visual management techniques. Understand the importance of a standard method
of working. Understand takt time and line balancing activities.
Session
Objectives