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Rapid Improvement Events

Rapid Improvement Events. Converting Philosophy to Action Original slides by Doug Fingles - MERC. 5 Principles Value Value Stream Flow Pull Perfection Tools Value Stream Analysis 6S Cells Standard Work Rapid Improvement Events. 8 Wastes Injuries Defects Inventory Overproduction

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Rapid Improvement Events

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  1. Rapid Improvement Events Converting Philosophy to Action Original slides by Doug Fingles - MERC

  2. 5 Principles Value Value Stream Flow Pull Perfection Tools Value Stream Analysis 6S Cells Standard Work Rapid Improvement Events 8 Wastes Injuries Defects Inventory Overproduction Waiting time Motion Transportation Processing Lean Review

  3. Definition • A dedicated group spending 3 to 5 days improving a focused area or process that is usually tied to a Value Stream Analysis.

  4. Rapid Improvement Events • A seven week cycle of preparation, action, and follow-up to improve one area or fix a problem • People: work leaders, mechanics, workers, supervisor, and a Lean Change Agent • Led by the supervisor or work leader • Guided by the Lean Change Agent

  5. 7 week Cycle • 3 Weeks out: • Pick the team • Measurements • Deliverables • 2 Weeks out: • Get workcenter history • Communicate • Plan • 1 Week out: • Define boundaries • Communicate • Review

  6. 7 Week Cycle • Week of the Event: • Day 1 • Current conditions • Day 2 • Make the changes • Day 3 • Run the new process • Day 4 • Create Standard Work • Day 5 • Outbrief

  7. 7 Week Cycle • 1st Week After: • All or nothing—be relentless on Standard Work, 6S, Inventory, etc. • See and fix problems • 2nd Week After: • Keep up Standard Work, 6S, Inventory • See and fix problems • 3rd Week After: • Shift to sustainment, make the new the standard practice • Continue to see and fix problems

  8. Projector Screen Co. • Makes pull-down projector screens • Small business, less than 10 people • One shop, original owner • Best product/cheapest • “We made the big time!” • Orders are up • Coming in faster than can produce • Customers are unhappy at delay(s)

  9. Previous Weeks: 3 Weeks History Select team 2 Weeks Communicate Productivity numbers Determine targets 1 Week Train Communicate Results: Takt Time (pace, or timing) Team in place Place for Event Team Trained Productivity numbers are known (output, quality, delivery) Preparation

  10. Preparation • Previous 3 weeks: • History—small business growing rapidly, experiencing long lead times and customers wanting quicker delivery • You are our team—handpicked from the floor, supervision and a Lean Change Agent • We’ve communicated our need for change • We have our productivity numbers • Targets: Produce 135 per day, maintain quality, and find space for new products

  11. Day One Tasks • Build a Spaghetti Diagram • See the flow of people and parts • Build a Bar Chart • Show the workload per person/station • Time the operations • From when a part is started to finish • Individual stations • Measure • Output • Floor space

  12. Define the Boundaries • What process(es) will you map? • What can we not screw up? • Inputs • Outputs • Who are the customers • For the product • For the process • Top 2 or 3 measurements

  13. Layout Screen Cutting Area Tube Cutting Area Assembly Area Test Storage Room -Tubing -Screen -Hardware -End Caps Pack & Ship

  14. Spaghetti Diagram Screen Cutting Area Tube Cutting Area Assembly Area Test Storage Room -Tubing -Screen -Hardware -End Caps Pack & Ship Spaghetti Diagram for one person, one screen

  15. Spaghetti Diagram Screen Cutting Area Tube Cutting Area Assembly Area Test Storage Room -Tubing -Screen -Hardware -End Caps Pack & Ship Spaghetti Diagram for Three people, three screens

  16. A B C D E 4 2 3 2 4 3 2 1 2 1 3 1 18 10 4 2 3 2 3 3 2 1 2 1 4 2 18 11 4 3 3 2 4 3 2 1 3 1 3 1 19 11 4 2 3 2 3 3 2 1 2 1 3 1 17 10 4 2 3 2 3 3 2 1 3 1 4 1 19 10 Cut Screen 1 Cut Tube 2 3 Assembly Test 4 5 Hardware 6 Pack/Ship T Bar Chart

  17. The Numbers • Takt Time = Time Avail/Customer Demand • 8 hr shift – 20 min for breaks, 10 min 6S, 5 min TPM = 445 min • Demand = 135 screens per day • 445/135 = 3.3 min per screen • Process time = 18 min per screen, or 25 per day (445/18) • 3 Workers produce 75 screens per shift, or 60 below demand • 3.5 hours overtime = 36 screens, still 24 shy of daily demand • 24X5 days = 120, or a full Saturday and half of Sunday to fill all the orders

  18. Day Two Tasks • Eliminate the waste found on Day 1 • What waste(s)? • Create a cell or make changes to the cell • What would it look like? • Tools: • Paper dolls • Cardboard cut outs of stations • Simulations • Bar Chart • Spaghetti Diagram • Run the new setup at least once • Create basic Production Control Board

  19. Setup Cells Med Screen Large Screen Small Screen Tubes Tube Tube Assy/T/Pack Assy/Test/Pack A/T/Pack Storage Area Ship Cell Setup Spaghetti Diagram, 3 people, 3 screens

  20. Production Control Board A.M. P.M. Plan Actual Plan Actual Problems/comments Cell 23 22 Small 22 Medium 22 22 Large 22 67 66

  21. The New Numbers • Takt Time = Time Avail/Customer Demand • 8 hr shift – 20 min for breaks, 10 min 6S, 5 min TPM = 445 min • Demand = 135 screens per day • 445/135 = 3.3 min per screen • Manual Cycle Time = 10 min per screen, or 44.5 per day (445/10) • 3 Workers can produce 133 screens per shift, or 2 below demand • 20 min overtime = 2 screens

  22. Day Three • Compare new measures against targets • Run the cell • Be prepared for problems • Have someone assigned to each worker • Watch for Flow • Are any parts moving backwards or sideways? • Are tasks and positions for workers helping flow? • Is there a Pull system in the cell? • Corral the extra inventory-lock it up

  23. RIE Screen Projectors • Compare measurements against the targets • Stay with the Cell, look for • Standard WIP, Standard Work sequence • Review Production Control Board • Tools: • Build/use Standard Work Combination Sheet • Takt time • New Spaghetti Diagram • Bar Chart

  24. Day Five • Outbrief • Recognize Team Members • Use visuals/tours to show progress • Begin the follow up actions

  25. 1st Week After All or Nothing Supervisor monitor cell on hourly basis Use Production Control Board Keep excess inventory locked up Solve problems Supervisor/Leaders take responsibility 2nd Week After Don’t Relax Use Production Control Board Focus on Standard Work Supervisor/Leaders solve problems 3rd Week After Sustain Use Production Control Board Use Standard Work Supervisor/Leaders solve problems Follow Up

  26. NDI Bldg 323 Sanding Bldg 181 Bldg 169 Bldg 180 Paint Repair Depaint Prepaint Storage Lot 149 C-5 Pylon Spaghetti Diagram 1-Input 2-Clean 3-Sand 4-NDI 5-Repair 6-Paint Prep 7-Paint 8-Delivery 4 3 5 7 2,6 1,8

  27. C-5 Pylon New Spaghetti Diagram 1-Input 2-Clean 3-NDI 4-Sand & Repair 5-Paint Prep 6-Paint NDI Bldg 323 3 Bldg 181 2,5 6 4 1 Bldg 169 Bldg 180 Repair Depaint Prepaint F/Line

  28. Super visor C-5 Pylon shop T B T B T B T B T B T B T B T B T B T B T B T B T B T B T B

  29. Super visor C-5 Pylon Shop 6S’d T B T B T B T B T B T B

  30. Review • One Lean tool in the toolbox • Preparation is the key • Know the numbers • Set realistic goals • Communicate • Use Production Control Board for status, feedback • Hints for successful RIEs • Eat the Elephant in Small Bites • Think “Apollo 13”

  31. Acknowledgements • “Lean Thinking” by James Womack and Daniel Jones • “Toyota Production System” by Taiichi Ohno • Simpler Business System, www.simpler.com

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