15/11/2012
Lean Deployment in a Medical Device Plant
Lean Deployment
in a Medical Device Plant
Ivan Hanley
27-Sep-2012.
Vision Care Ireland Brief Overview
Vision: To bring healthy vision to everyone, everywhere,
everyday.
Mission: to lead the world in innovation, growth, profitability
and customer satisfaction.
Vision Care Ireland Brief Overview
• Manufacturing Operations:
Jacksonville Florida
Limerick, Ireland.
• In Operation since 1996.
• Manufacture Class II and III medical devices.
(contact lenses)
• Plant operates 24/7, ships 5.5 days/week.
• 4 Value Streams established.
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What is Lean
"Lean," is a production practice that considers the
expenditure of resources for any goal other than
the creation of value for the end customer to be
wasteful, and thus a target for elimination. Working
from the perspective of the customer who
consumes a product or service, "value" is defined
as any action or process that a customer would be
willing to pay for. (from Wikipedia)
Elements of Lean
Elements to be covered today
• OGSMs
• True North
• Value Stream Alignment
• Identifying Waste
• Visual Management and Mistake Proofing
• Standardised Problem Solving
• Standard Work
• TWI
OGSMs (Objectives, Goals, Strategies and Measures)
OGSM is a an excellent way of aligning an organization.
Originally developed in Japan in the 1950s by the major
car manufacturers.
Used by some companies as a strategic planning tool.
Goals and objectives cascade down the company.
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True North
“Guiding” the organisation towards its ultimate
goals.
Follow the ‘c3e’ model
Clarity – have SMART goals
Challenge – able to motivate
Commitment – bacon vs. egg
Execution – including regular monitoring
Value Stream Alignment
• 4 Value Streams established in Vision Care
• Operations, Engineering & Quality aligned to Value
Stream.
• Common OGSMs and KPIs across Value Stream.
• One owner with full responsibility and accountability.
• Personnel and Support services located within the Value
Stream.
Identifying Waste
Identifying Waste
Waste is anything that
does not add direct value
to the end service or
product
from
the
customer’s perspective.
Identified by:
• VSM
• Waste Walks
• Gemba Walks
• Automated OEE reports
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Kaizen
Kaizen = continuous improvement
Kaizen is based on making little changes
on a regular basis: always improving
productivity, safety and effectiveness
while reducing waste.
Critical to the success of a Kaizen are
1) Defined roles and responsibilities
2) Agreed problem statement with current and future
state defined.
Visual Management & Mistake Proofing
Visual Display: information is
displayed and clearly visible to
EVERYONE
Visual Management is a Visual
Display that clearly identifies
‘abnormalities’ and triggers a
reaction to correct it.
Mistake Proofing (Poka Yoke) is to design the process
so that mistakes can be detected and corrected
immediately.
100% Inspection Test
Why not just inspect / test out defects?
No test or inspection is 100 percent effective in finding
defects within a product. If you doubt this, then try
this experiment:
– Count the number of times the letter “e” appears on this page.
– Once you have counted the number of times that “e” has been used, write
your answer on a sheet of paper.
– Your answers will be collected, and the instructor will tally the number for
the class and will discuss the results.
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100% Insp52ction T53st
Why not just insp51ct / t50st out d49f48cts?
No t47st or insp46ction is 100 p45rc44nt 43ff42ctiv41 in
finding d40f39cts within a product. If you doubt this,
th38n try this 37xp36rim35nt:
– Count th34 numb33r of tim32s th31 l30tt29r “28” app27ars on this pag26.
– Onc25 you hav24 count23d th22 numb21r of tim20s that “19” has b18 17n
us16d, writ15 your answ14r on a sh13 12t of pap11r.
– Your answ10rs will b9 coll8ct7d, and th6 instructor will tally th5 numb4r for th3
class and will discuss th2 r1sults.
Standard Work
The best practice to maintain consistent and
repeatable level of quality in their
production processes.
By documenting the current best practice,
standardized work forms the baseline for
kaizen or continuous improvement. As the
standard is improved, the new standard
becomes the baseline for further
improvements, and so on. Improving
standardized work is a never-ending process.
Training Within Industry (TWI)
Training Within Industry (TWI) is a job instruction training
methodology to help a trainer effectively transfer knowledge to
a trainee.
Structured 1 on 1 training
1) The trainer prepares a trainee with an overview of the job, its purpose
and the desired results.
2) The trainer demonstrates the task to the trainee. (3 times, with different
focus each time)
3) The trainee then demonstrates the task back to the trainer. (4 times, with
different focus each time until competence in the task is demonstrated.)
4) The trainer follows up by providing feedback and help if required.
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Standardised Problem Solving
Adopt Specific standardised problem solving
techniques that can solve your problems.
• Lean DMAIIC.
• Shainin Approach.
• A3 or ‘8D’ – used for every Kaizen.
Collaboration
There are a number of ways we collaborate in Vision Care
Ireland:
•
Campus Ireland.
Process Excellence Lean Alignment with Depuy, Janssen
Pharma, Janssen Bio and Vision Care.
•
Jacksonville and Ireland.
Mirrored Roles and Responsibilities with Joint OGSMs and
deliverables.
•
Johnson & Johnson MD&D.
Share Best Practices / Lead new initiatives.
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