the strive towards the perfect: work environment ...shopfloormanagement scania production zwolle the...
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Shopfloor managementScania Production Zwolle
The strive towards the perfect:
‐Work environment ‐ Productivity and ‐ Quality
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Lean/SPS development Scania Production Zwolle
‐80s Quality circles – involving people
‐90s Flat organization
‐00 early Housekeeping / 5S / tact time
‐00 late Working according to the standard / Kaizen
‐10s early Standard for leaders / 5+1 / Real Time Management
Now ‐ near future Small teams / pro‐active / CPM
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Normal situation
Continuous improvements
Shopfloor management
Stimulate
Control
‐ The right organization ‐ The right management methods
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Target break down
Follow‐up standard
Real Time Management
Shopfloormanagement – 5 methods 4
Standard for leaders
Kaizen
Real Time Management
Follow up standard
Support Kaizen
Strategy (target) follow up
Team meeting
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Method 1 – Target breakdown
What: Breakdown and handshake of targets
Spread new ideas and plan activities
Involvement
The link from Executive Board to Team leader
Who: Leaders on every organizational level
When: External sessions 1 + 1 day/year
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Method 1 – Target breakdown
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Scania strategy
Teamleader targets
Stop 2/dayQuality 1/daySafety 0/day
Method 1 – Target breakdown
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What: Improvement project during 3‐10 days
‐ Productivity, quality, ergonomics
‐ The method to go from target to result
‐ Very small to very big improvements
‐ Involves everybody
Method 2 – Kaizen
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How: 1. Set target
2. See and describe the process
3. Look for waste
4. Invent solutions
5. Test and measure result
6. Implement
7. Present
Who: Supervisor, Teamleader, Teammembers + KTL
KTL is an experienced leader e.g. a supervisor
When: ca. 150‐200 times/year
Method 2 – Kaizen
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Method 2 – Kaizen (presentation)
When: 5 minutes per presentation
Fridays 11:30 always
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What: Presentation of target and result
Who: The kaizen group
Manager introduces and makes connection with strategy plan
Method 2 – Kaizen (presentation)
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Open for everyone
Method 2 – Kaizen (presentation)
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What: Daily follow up of targets and activities1. Escalations?2. Follow up activities (CAP)3. Results since last meeting compared to target4. Plan new activities (CAP)
Who: All leaders, four eyes principle
When: Daily or more
Where: In the factory, at gemba
Method 3 – Real Time Management
Example Workshopmanagerboard
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Methode 3 – Real Time Management
Example Teamleaderboard
Key notes:‐Information cascade:
• 3 times per day 5 minutes betweenTeamleader and Supervisor• 1 time per day 10 minutes betweenSupervisor and Workshopmanager• 1 time per day 15 minutes betweenWorkshopmanager and Manager• 1 time per day 15 minutes betweenManager and Plantmanger
‐ Preferable following the 4 eyes principle whichmakes coaching possible‐ At gemba‐ Fixed agenda‐ Follow‐up by Post‐it‘s
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What: Weekly follow up on targets and activities‐ Follow up activities from strategy plan‐ Results since last meeting compared to target‐ Plan new activities
Who: All leaders, the complete team
When: Weekly
Where: In the factory or in a conference room
Method 3 – Real Time Management
Example MT board
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Method 4 – Follow up standard
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Method 4 – Follow up standard
What: Daily follow up of standard1. Choose standard to follow2. Find the gap 3. Coaching in reducing the gap
Who: Team leader, Supervisor, Workshop manager, Production manager
When: Daily
Where: On the line
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• The standard is the base for improvements• Should give answer on:
What? How? Why?
For the team member….
….and for the leader
Method 5 – Standard for leaders
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Follow up standard
Support Kaizen
Real Time Management
Strategy (target) follow up
Support your team – be present
Team meeting
Method 5 – Standard for leaders
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Standard
Kaizen
Monday Tuesday Wednesday Thursday Friday
8:00
10:00
12:00
14:00
16:00
Strategy
R T MR T MR T MR T MR T M
Team meet
Standard Standard Standard Standard
Team meet Team meet Team meet Team meet
Plant manager
Method 5 – Standard for leaders
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Standard
Kaizen
Monday Tuesday Wednesday Thursday Friday
8:00
10:00
12:00
14:00
Strategy
Team meet
Standard Standard Standard Standard
Team meet Team meet Team meet Team meet
Supervisor
R T M R T M R T M R T M R T M
R T M R T M R T M R T M R T M
R T M R T M R T M R T M R T M
R T M R T M R T M R T M R T M
Method 5 – Standard for leaders
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Day Week Quarter/Year
Daily follow up of targets and activities Daily follow up of standards Weekly follow up of targets and activities Weekly kaizen presentations Quarterly kaizen planning Yearly strategy planning
Normal situationControl
Continuous improvementsStimulate