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Continuous Improvement Overview

Continuous Improvement Overview. The C.I. Focus. Cycle of Continuous Improvement. Standardize. Implement New Methods. Expose Problems. CI. Solve Problems. Continuous Improvement.

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Continuous Improvement Overview

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  1. Continuous Improvement Overview

  2. The C.I. Focus Cycle of Continuous Improvement Standardize Implement New Methods Expose Problems CI Solve Problems

  3. Continuous Improvement Continuous Improvement is an integral part of successful manufacturing in today’s competitive environment. It can help your company • Reduce waste • Increase efficiency • Improve quality • Reduce cost

  4. Continuous Improvement simple definition: Continuous Improvement is systematically identifying and eliminating waste, as quickly as possible, and at the lowest possible cost.

  5. Part 1: The Outcome of Continuous Improvement • Improved Quality at the Process • Eliminated Bottlenecks • Increased Visual Management • Reduced Fluctuation • Increased Knowledge • Reduced Costs • Increased Efficiency (Doing more with the same or Doing the same with less)

  6. Improved Quality at the Process Continuous Improvement enforces working in-station, to standard operating procedures, as a key factor in achieving quality at the process. During workshops, opportunities for simple quality confirmations are identified. Participants learn to always consider the impact to quality when making changes to the process.

  7. Eliminate Bottlenecks Bottleneck processes are individual processes or tasks that take more time than other processes and slow production. Continuous Improvement workshops focus on waste reduction and work rebalancing to eliminate bottlenecks.

  8. Visual Management Being able to quickly identify and respond to abnormal conditions is critical to managing a manufacturing environment. Visual Management tools are improved to • Increase awareness and response • Allow for quick return to stable conditions

  9. Reduce Fluctuation Unstable processes are difficult to staff and manage and inherently create waste in the production environment. Identifying and reducing process fluctuation • Reduces overall production time • Increases visual management • Allows for better allocation of resources

  10. Increased Knowledge • Tools learned during Continuous Improvements: • 1. Practical Problem Solving • 2. Time Measurement • 3. Elemental Wall • 4. Ergonomic Checklist • 5. Standardized Work • Process Stability Checklist • 5 S

  11. Reduced Costs • Traditional cost - plus approach • Add desired profit to costing in order to determine • selling price PROFIT MARKET PRICE COST PROFIT • Cost reduction approach • Market establishes selling price • Desired profit is achieved through • reduction of cost. MARKET PRICE COST

  12. Increased Efficiency We Gain Efficiency Through: • Process vs. Results • Time Measurement • Speaking with Data

  13. Increased Efficiency is achieved through: Process vs Results • Results are always historical. • Yesterday • Last week • Last month • Improved RESULTS can only be obtained by improving the PROCESS. • Process is NOW.

  14. Increased Efficiency is achieved through: Time Measurement • Production processes are completely focused on TIME • Takt Time • Cycle Time • Hours per Vehicle • Units per hour

  15. Increased Efficiency is achieved through: Speaking with Data • Don’t assume - Go and see - Observe and measure • Analyze Data • Make decisions with data • Take action based on data • Check results with data

  16. Part 2: Focus on Stability • Standardization • Safety • Quality • Ergonomics • Lean • 5S

  17. Standardization • Best, easiest, safest way known today • Basis for training • Basis for relentless root cause analysis • By standardizing processes, consistent results are produced in Safety, Quality and Efficiency • Documentation of know-how

  18. Safety A safe work environment is one of the cornerstones of a successful business. Continuous Improvement supports the idea that no change should ever be made to a process that has a negative impact on safety!

  19. Quality There are quality standards and expectations demanded of any manufacturing product. Changes to the process should never decrease the quality of the product provided to the customer!

  20. Ergonomics The ergonomic impact of work should always be examined to see if improvements can be made. Part presentation that places heavy or awkward parts within proper ergonomic levels can decrease waste of motion and fatigue. Any changes to tools or processes should be analyzed with a critical eye towards any impact on ergonomics.

  21. Lean Lean Manufacturing focuses on the identification and elimination of the 7 forms of waste: • Overproduction • Inventory • Unnecessary Motion • Transportation • Waiting • Overprocessing • Defects/Repair/Rework

  22. S S S 5 • SIFT • SWEEP • SORT • SANITIZE • SUSTAIN S S 5S 5S improves organization, visual management, and standardization. The 5S status of an area is assessed in the first CI Workshop to help identify potential problems and 5S should be maintained as improvements are made.

  23. Part 3: The Continuous Improvement Workshop • The CI Workshop • Team Roles • Days 1 - 5 • Presentation Format • Achieving Results: Example • Keys to Success • Moving Forward

  24. The CI Workshop • An activity/event to identify and implement improvements in a designated area • A Standard method for Process owners, Supervisors and Engineers to focus and learn about waste elimination methods and activities • An organized group of Team Members who identify and eliminate production wastes through Continuous Improvement activities • A method for training groups of Team Members on the Continuous Improvement process

  25. C. I. Workshop:Team Roles • A group of motivated people with complementary skills and knowledge who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. Team Leader - point of contact, organizes agenda and activity, orchestrates team activities, keeper of all documentation, also a team member Team Members - contribute fully to the project, share knowledge and expertise, participate in all activities and discussions, carry out assignments Facilitator/Advisor - provides technical or planning assistance, provides training, focuses on the team’s process (how) rather than product (what), works with team to eventually become self-reliant

  26. The 5 Day CI Workshop* Day 1: Assess the current condition Identify Opportunities Develop improvement ideas • Focus on one cell or work area – ideally no more than 1-2 processes per team member • Conduct elemental time & cycle time studies • Identify waste • Develop a strategy & target to reduce waste and eliminate bottlenecks * Any required pre-training should be provided prior to workshop kick-off

  27. The 5 Day CI Workshop Day 2: Simulate Changes • Ensure that ideas are viable BEFORE implementing process changes! • Get ideas/opinions of multiple operators • Simulate changes and get buy-in / approval on all shifts

  28. The 5 Day CI Workshop Day 3: Implement Improvements • Put changes in place with minimal impact to production. • Team members should be available on line while changes are being made to help and answer questions. • Any required change documentation / approvals should be completed according to company policy • Any required process training should be conducted prior to change implementation.

  29. The 5 Day CI Workshop Day 4: Validate Impact • Conduct new time study to validate reductions in cycle times. • Refine changes if necessary • Document changes • Prepare new line balance

  30. The 5 Day CI Workshop Day 5: Present Results • Materials should be hand written and displayed on flipcharts • Display both before and after data • Each participant should cover a portion of the presentation • Use simple 5-7 page format

  31. CI Workshop Presentation Format Section 1: Workshop location, team members, targets, etc. Section 2: Initial condition Section 3: Waste and opportunities identified Section 4: Highlight improvements made to process Section 5: Results (before and after) Section 6: Open items Section 7: Next Steps

  32. Achieving Results: Example Reduced max cycle time in cell from 48 seconds to 42 seconds Reduced total cell cycle time from 259 seconds to 221 seconds Reduced manpower by 1 operator per shift Increased cell utilization from 77.1% to 88.4%

  33. Moving Forward • Train more employees in Continuous Improvement. • Build a Continuous Improvement Team. • Spread Continuous Improvement to other production lines or other areas of the plant. • Build a culture of Continuous Improvement within your organization.

  34. The 5 Day CI Workshop - Keys to success • Create a sense of urgency • Have a vision, communicate it continuously • Focus on key process drivers • Remove all obstacles to achieve the vision • Create short-term victories • Don’t declare victory too soon

  35. The 5 Day CI Workshop - Keys to success Problems are Opportunities • Problems are a mountain of opportunities. • If no problem is perceived - there can be no improvement. • People are rarely the problem - they are the problem-solvers. • Processes and systems can only be improved by people recognizing and eliminating problems.

  36. The 5 Day CI Workshop - Keys to success Non-Judgmental / Non-Blaming • Eliminates the search for who to blame • Provides system improvement opportunities • Allows relentless root cause analysis • Increases trust • Improves quality of communication • Avoids “shoot the messenger” mentality • Avoids crisis orientation

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