wcm introduction nov07

8/12/2019 WCM Introduction Nov07

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Optimising the Process

towards

World Class Manufacturing

August 2007


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WORLD CLASS

. . the Highest Standards of B us iness

Performance

means achieving

. . . as measu red by theCustomer

What Is World Class?


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The World Class Goals of Securi-Tech

Delighting the customer through superior:

QUALITY

COST

SERVICE

LEAD TIME

FLEXIBILITY

INNOVATION

SECURITY


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EmployeeInvolvement

Total

Quality

Elimination

of Waste

Team-basedProcess

Measurements

Doing the

r ightthings

Rightfirst time....

.. with theright people.

World Class principles

& Measuringthe right things


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Optimising the Securi-Tech processes for World Class

performance will require

Eliminating waste

Right-First-Time Quality at source

All process variables under controlA highly organised workplace

Process-aligned teamwork & accountability,

Visible Measurements

Continuous Improvement


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What is waste?

WASTEAny resource consuming activity that delivers NOvalue

to the customer

The GOALA Continuous and RAPIDFlow of Valueadding

activities


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What are the most important causes of waste in

Securi-Techs processes at the moment?

Reprints waste:Materials

Printing capacity

Packaging capacity

Peoples time (and wages)

The result of reprints

Actual production capacity is unknown

Customers cannot rely on us to deliver on time

Our production costs cannot be predicted for setting the right prices Security risks, inconveniences and costs are all increased

Everyone in the factory works under stress!


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How many units per hour can these 7 operators produce?

If you said:

2+1.5+3+2.5+2+1.5+2.5=15 mins per unit; and

7 people x 60 mins = 420 mins available per hour; therefore

420mins / 15mins = 28 units per hour.. Then

You have not understood the bottleneck!

Operators:

2 min 1.5 min 3 min 2.5 min 2 min 1.5 min 2.5 minCycle time

per unit:

Finishe

ProducOP A OP B OP C OP D OP E OP F OP GRaw Mat: OP C

60mins / 3mins = 20 units per houris the best you can get!

Unbalanced lines and lack of bottleneck management

are another major source of waste at Securi-Tech

Th W ld Cl l i t li i t t d l d


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The World Class goal is to eliminate waste, reduce lead-

time and ensure right-first-time quality at each stage

Eliminate Non-Value-Adding Activities

Redesign Value-Adding Activities

Target is a Process consisting of only Value-Adding Activities

1 2 3 4 5 6 7 8 9 10 11 12 13 14

Ideal ProcessValue Adding

Non-Value Adding

(Waste)

O ti i i th S i T h f W ld Cl


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Eliminating waste





Ri ht Fi t Ti d fi th


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1

INPUT

Input variables?

Process

Variables?

OUTPUT

Output

variation

Measurable Attributes

x

Right First Time - define the process

Ri ht Fi t Ti i bl d tt ib t


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1

Draw up a Variables - Attributes Matrix.

- Primary input and process variables.

- Output (product) attributes.

Correlate the variables and attributes

- Rank for strength of correlation

CAUSE AND EFFECTAttributes

Variab

les

Right First Time - process variables and attributes


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Right First Time - process variables and attributes

Example of a Sintering process

Product Attributes Completing the

matrix identifies the

most significant

process variable

- those with the

longest red bars

The variable(s) can

then be investigated

in more detailProcess

Va

riables

Control the process during its operation


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2

.. SET THE CONTROL MECHANISMS

Controls can be...

Visual ... Audible ... Measurable...Lead-time Quality Costs

Flexibility Service InnovationRIGHT

FIRST

TIME

100 %

Control the process during its operation

Optimising the Securi Tech processes for World Class


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2



Eliminating waste






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2

The visual workplace - housekeeping

Is this cupboard well

organised ?

Can you tell if any equipmen

is missing ?

Would it be easy to find the

equipment you required ?

Is all of the equipment still

required ?

Would you know where to

return equipment to ?

A highly organised workplace is achieved using 5S


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2

A highly organised workplace is achieved using 5S

Introduced by Japanese

A 5 Step Tool for Workplace Improvements

SIERI- SEGREGATE

SEITON- STORE

SEISO- SWEEP

SEIKETSU- STANDARDISE

SHITSUKESYSTEMISE

A Visual Control Method

Securi-Tech needs to add a 6thS: SECURE

Understanding 5 S


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2

1. CLEARING-UP

To segregate wanted and unwanteditems.

Eliminate unwanted items

Store wanted items

5. TRAINING &

DISCIPLINEEmployee involvement

continuously challenging

and improving processes

and practices

2. ORGANISINGTo store wanted items in a mannerwhich will make them easy for

anybody to retrieve when required

3. CLEANINGTo remove the dirt and rubbish from

the area around the operator and

from the workplace as a whole

4.STANDARDISINGTo look after a clean area in such a wayas to prevent it from getting dirty again

Understanding 5 S

Th B fit F 5 S


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2

Employee Involvement

Improved Productivity

Improved Quality

Reduced Machine Downtime

Reduced Stock & Space Requirement

Improved Safety

Improved SECURITYthe 6thS at Securi-Tech

The Benefits From 5 S

How Attitudes Change with 5S ...


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4

How Attitudes Change with 5S ...

Post5S Activities

Pre - 5S Activities



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5

Optimising the Securi Tech processes for World Class


Eliminating waste






Measures drive behaviour


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5

Measures drive behaviour


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5

Who Measures?

Even if we dont measure our own performance

we are being measured by others...

......by our customers !

......by our potential customers!

......by our suppliers!

......by our competitors!


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5

If you dont measure it you cant understand it ...... If you

cant understand it you cant better it. In sport measurements are used all the time:

Football

Score

Home / away record

Goals scored / conceded

Individual player goals

Performance is measured in sport because they want to

know how they are doing and, equally important, they want

to know what it is going to take to be the best.At work, we are nowhere near as sophisticated!

Why Measure?

Visual performance measures


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5

p

Performance measures must be ...

Simple and relevant

Timely and up-to-date

Owned by the cell / team

Visual performance measures - examples


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5

p p

Order tracking

No. of peoplein the cell

Productivitymeasure

1

2

3

4

5

1 Productivity by product order

2 Problems during the shift (tick sheet)

3 Cell changeover time

4 Adherence to schedule

5 Cell skills matrix

Simple works-ordertracking mechanism

Team responsible for

updating the charts

during and after each

shift

End-of-shift meeting

held around the board

to discuss problems



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5

g


Eliminating waste


All process variables under control

A highly organised workplace





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5


MEASURES TEAM MEETING IDENTIFY

ANALYSE

PLAN SOLUTION

IMPLEMENTATION

THE

IMPROVEMENTPROCESS

OEE Availty Performance

Quality Downtime

If you dont measure it

you wont improve it!

Optimised World Class processes at Securi-Tech would:


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6

Produce reliable quality right-first-time every time

Run at an entirely predictable output rate

Be repeatable on an hourly, daily and weekly basis

Be efficient in use of materials and peoples time

Be totally secure

Be totally safe

Ensure Securi-Tech succeeds, grows & provides stable

employmentMake Securi-Tech a pleasant, tidy and harmonious

place where we can all be proud to work!

DEFINITION OF A CELL


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DEFINITION OF A CELL

AN AREA WHERE WORK GETS DONE . .

. BY A TEAM OF PEOPLE

GUIDELINES FOR A CELL


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GUIDELINES FOR A CELL

CLEARLY IDENTIFIED 'CUSTOMER'

LIMITED RANGE OF PRODUCTS

NO ROUTING COMPLEXITY

FLEXIBLE PEOPLE

Multi-Skilled

Work as Team

STABLE SCHEDULE

VISUAL CONTROLS

TIME ALLOCATED TO IMPROVEMENT / PROBLEM SOLVING

IDLE EQUIPMENT IS NOT AN ISSUE

There are two possible approaches to


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World Class Manufacturing implementation

1. The Shotgun Approach

Cellular Layouts Total Quality Management

Total Productive Maintenance SMED (Set-up Reduction)

Teamworking / Involvement Performance Measurement

Pull Scheduling (Kanban, Rate Base) Multiskilling etc.

This approach may deliver some incremental improvement but never a step-change

Danger of flavour of the month syndrome

Single techniques gains often lost as another is applied

A single WCM technique is selected & applied broadly

across the entire plant / business e.g:

There are two possible approaches toW ld Cl M f t i i l t ti ( t )


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World Class Manufacturing implementation (cont.)

2. The Multiple Rifle Approach

A wide range of synergistic WCM techniques are applied simultaneously

in a highly structured manner to a small, focused area of the business(e.g. a cell)

This approach delivers radical and irreversible step-changes in

performance

A fully integrated World Class Manufacturing cell will deliverstep change improvements


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Kanban

STATION 1 STATION 2

Kanban

STATION 'n''n-1'

STATION

Kanban

Kanban

STATION3

CellMeetings

Multi -Skilled

House -Keeping

OperatorMaintenance

QualityImprovement

Teams

OwnershipAnd PrideIn Cell

Quick-Set-upFacility

CellSched-uling

KanbanRequest FromCustomer- Or Other Cell

Line-StopAuthority

DirectLineFeed

PerformanceVisibleMeasures

Recognition& Reward

SuggestionScheme

KanbanDeliveries

To Cell

To Customer

ManufacturingArea

KanbansReplenishment

Or Next

CustomerFeedbackOn Quality

'A Place ForEverything'

Poka-Yoke(Fail-safe)

ChartsQuality

SkillsMatrix

Off-Line

Buffer

Stock

SUPPORTGROUPS(Adjacent

to Cell)

Material

LogisticsProductionEngineering

MaintenanceEngineering

ProductDevelopmentProcurement

Scheduling

Costing

Kanban

Kanban

step change improvements

- MAX

Kanban

Kanban

World Class Manufacturing


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6

BA1

MON TUE WED THU FRI W/EMON TUE WED THU FRI W/E

PLANNING

BOARD

WK 23 - 30/5/99 WK 24 - 7/6/99

BA2

CR2

MANNINGRE

Q

MANNINGAVAIL

20

6

6 6

20

STATION 1 STATION 2

STATION 'n''n-1'

STATION

STATION3

DirectLineFeed

Kanban

VisibleWorkplaceVisual Shop floorBased Planning

Kanban

Supplier

ManagedInventory

Team Working

Set-up /ChangeoverReduction

ProcessCapability& Control

TotalProductiveMaintenance

Personal QualityResponsibility

Visual & MeaningfulPerformance Measures

Standard OperatingProcedures

BlitzKaizen

IMPLEMENTATION OF WORLD CLASS CELLS


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DO . . .

Select a Product Family with a Reasonable Futurefor the Pilot Cell

Select Equipment which allows Some Spare Capacityin the Short / Medium term Form a Multi-disciplinary Project Team, incorporating at least

Production / Quality / Material Logistics / Maintenance / Future Team Leader

Dedicate Sufficient Resourceto get the Pilot running quickly ( 4-10 weeks)

Involve as many World Class Techniquesas possible in the Pilot Cell

Develop a Detailed Time-phased Project Plan

Hold a Site Briefingbefore you start

Involve Operatorsin Planning the Layout & Operation Sequence

Use Pull Systems(Kanban) within the Cell

Use Scoreboard Measurements & Problem Board from the first day

Ensure Operators Own the Measurements

Encourage Operators to Fine Tunethe Cell

Have Functional Specialists on call- especially in Start-up phase

Aim for Maximum Skills Transfer

IMPLEMENTATION OF WORLD CLASS CELLS


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DONT . . .

Select a Brand-newProduct Family or Process for the Pilot Cell

Allow any Routing Complexitywithin the Cell

Schedule for Unrealistic Levels of Uptime

initially not more than 80% of Capacity . . . often less

Allow any Loss of Momentumonce the Project has begun

Keep any Substantial Safety Stocks in line- keep them off-line initially

Overlook Importance of Housekeeping Put inIT Linksto begin with / make the cell dependent on any new technology

Expect any substantial benefitJUSTfrom moving equipment into new layouts

Proceed without a Clear Visionof the World Class Environment you are trying to create

Factory Visits

External Advice / Facilitation from people who have done it before

Allow the Pilot Cell to be a Failure !!

Scope of the set-up reduction activity


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From finish of production of the previous product / operation

through to the first good part of the next product / operationProduct A Product B

Production Stop Find Tooling Load Tooling Set-Up M/c Verify Production

Scope of Set-Up Reduction Activity

wcm introduction nov07

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