Kaizen’s Pillars – 3. Standardization Value Stream Mapping K Follow a “product” or “service” from beginning to end, and draw a visual representation of every process in the material & information flow K Then, draw (using icons) a “future state” map of how value should flow Kaizen’s Pillars – 3. Standardization Kaizen’s Pillars – 3. Standardization Levels of a Value Stream process level Start Here single plant (door to door) multiple plants across companies Kaizen’s Pillars – 3. Standardization Value Stream Managers Process 1 Process 2 Process 3 “Customer”” Kaizen The Value Stream Manager Kaizen’s Pillars – 3. Standardization Using the Value Stream Mapping Tool Product/Service ” “Family” current state drawing future state drawing plan and implementation Understanding how things currently operate. Our Baseline! Designing a lean flow. Our vision! The Goal of Mapping Kaizen’s Pillars – 3. Standardization Current State Mapping K Completed in a day K Performed by a cross functional team of middle managers responsible for implementing new ideas K Resulting in a picture (and team observations) of what we “see” when following the product Kaizen’s Pillars – 3. Standardization Future State Mapping K Completed in a day with the same team K Focused on: – Creating a flexible, reactive system that quickly adapts to changing customer needs – Eliminating waste – Creating flow – Producing on demand Kaizen’s Pillars – 3. Standardization Current State Value Stream Map Kaizen’s Pillars – 3. Standardization Future State Value Stream Map Kaizen’s Pillars – 3. Standardization ✔ 7 March 2015 Slide 75 Kaizen’s Pillars – 3. Standardization PHASE 2: DO Do: Implement the change on a small scale. Collect data for charting and analysis in the following "CHECK" and "ACT" steps. STEPS K Prioritize opportunities K Execute plan 7 March 2015 TOOLS K Pareto K VSM New + Flow Chart New Slide 76 Kaizen’s Pillars – 3. Standardization Pareto Charts Kaizen’s Pillars – 3. Standardization Purpose: Prioritize problems. How is it done? K Create a preliminary list of problem classifications. K Tally the occurrences in each problem classification. K Arrange each classification in order from highest to lowest K Construct the bar chart Pareto Charts Kaizen’s Pillars – 3. Standardization Pareto Charts Benefits: Pareto analysis helps graphically display results so the significant few problems emerge from the general background n It tells you what to work on first 120 n 100 Quantity 80 60 40 20 0 Defects Dent Scratch Hole Others Crack Stain Gap 104 42 20 14 10 6 4 Kaizen’s Pillars – 3. Standardization Pareto Charts Pareto Charts v Weighted Pareto charts use the quantity of defects multiplied by their cost to determine the order. Weighted Pareto 900 800 700 Total 4 104 20 10 42 14 6 Cost 200 2 5 8 1 1 1 600 Weighted Cost Defect Gap Dent Hole Crack Scratch Others Stain Weighted cost 800 208 100 80 42 14 6 500 400 300 200 100 0 Weighted cost Gap Dent Hole Crack Scratch Others Stain 800 208 100 80 42 14 6 Kaizen’s Pillars – 3. Standardization Flow Charts Kaizen’s Pillars – 3. Standardization Purpose: Flow Charts Visual illustration of the sequence of operations required to complete a task ü Schematic drawing of the process to measure or improve. ü Starting point for process improvement ü Potential weakness in the process are made visual. ü Picture of process as it should be. Benefits: ü Identify process improvements ü Understand the process ü Shows duplicated effort and other non-value-added steps ü Clarify working relationships between people and organizations ü Target specific steps in the process for improvement. Kaizen’s Pillars – 3. Standardization Benefits C Simplest of all flowcharts C Used for planning new processes or examining existing one C Keep people focused on the whole process How is it done? C List major steps C Write them across top of the chart C List sub-steps under each in order they occur Flow Charts Top Down Measure Analyze Improve Control Problem report Customer input Hardware procurement Fleet leader reports Hardware return Stress analysis Customer coordination Service reports Failure analysis Heat transfer analysis Compliance verification Operational statistics Life analysis Documentation Substantiation FAA approval Kaizen’s Pillars – 3. Standardization Benefits K K K Show what actually happens at each step in the process Show what happens when nonstandard events occur Graphically display processes to identify redundancies and other wasted effort How is it done? K K Write the process step inside each symbol Connect the Symbols with arrows showing the direction of flow Flow charts Linear Toolbox Kaizen’s Pillars – 3. Standardization Sample Linear Flow Start 1- Fleet Analysis utilizes data warehouse reports to create and distribute a selection matrix. 2 - Other Groups compile data as determined by FRB. 3 - FRB meets to analyze data. 4 - FRB selects candidate problems for additional investigation. END 5 - Action Assignee performs detail analysis of failure. Requests failure analysis as needed. No Yes 6 - Action Assignee documents investigation findings. 7 - Action Assignee reports investigation results to FRB. 8 - Fleet Analysis monitors failed item to ensure failure has been corrected. 11 - Fleet Analysis monitors failure to ensure corrective action is effective. Still failing? Yes 10 - FRB determines required corrective action - i.e. QAM or supplier corrective action. Still failing? No 9 - FRB Categorize Failure: Workmanship, component, material, maintenance, or design. Also fleet wide or RSU. Kaizen’s Pillars – 3. Standardization ✔ 7 March 2015 Slide 86 Kaizen’s Pillars – 3. Standardization PHASE 3: CHECK Check: Use data to analyze the results (measured and collected in "DO" above) of the change and determine whether it made a difference STEPS K Review collected data TOOLS K Histogram K Tweak process K Look for deeper root cause K Confirm result 7 March 2015 K Fishbone + Pareto + SIPOC (Creative Combination: If Fishbone cannot provide a clear RCA, then combination of Fishbone, SIPOC and Perato is required) Slide 87 Kaizen’s Pillars – 3. Standardization Histograms Kaizen’s Pillars – 3. Standardization Purpose: To determine the spread or variation of a set of data points in a graphical form Histograms How is it done?: Collect data, 50-100 data point Determine the range of the data Calculate the size of the class interval Divide data points into classes Determine the class boundary K Count # of data points in each class K Draw the histogram K K K K Stable process, exhibiting bell shape Kaizen’s Pillars – 3. Standardization Benefits: Histograms H Allows you to understand at a glance the variation that exists in a process H The shape of the histogram will show process behavior H Often, it will tell you to dig deeper for otherwise unseen causes of variation. H The shape and size of the dispersion will help identify otherwise hidden sources of variation H *@21A<12A2?:6;2A520.=./696AF<3.=?<02@@ H Starting point for the improvement process Kaizen’s Pillars – 3. Standardization Cause and Effect Diagrams/ Fishbone Diagram/ Eshikawa Diagram Kaizen’s Pillars – 3. Standardization Fishbone Diagram Purpose: Graphical representation of the trail leading to the root cause of a problem How is it done? C Decide which quality characteristic, outcome or effect you want to examine (may use Pareto chart) C Backbone –draw straight line C Ribs – categories C Medium size bones –secondary causes C Small bones – root causes Kaizen’s Pillars – 3. Standardization Cause & Effect Diagrams Benefits: K Breaks problems down into bite-size pieces to find root cause K Fosters team work K Common understanding of factors causing the problem K Road map to verify picture of the process K Follows brainstorming relationship Kaizen’s Pillars – 3. Standardization Cause & Effect Diagrams Sample Manpower Materials Typos Source info incorrect Wrong source info Didn’t follow proc. Dyslexic Transposition Wrong purchase order Incorrect shipping documents Glare on display Temp. #<A?.6;6;4 Environment Corrupt data #<=?<021B?2 #<0<::B;60.A6<;@ Software problem Methods Machine Keyboard sticks Kaizen’s Pillars – 3. Standardization SIPOC Defined SIPOC is an acronym standing for 1. S = Supplier(s) 2. I = Input(s) & key requirements 3. P = Process 4. O = Output(s) & key requirements 5. C = Customer(s) Kaizen’s Pillars – 3. Standardization SIPOC Diagram Defined K A SIPOC Diagram is a visual representation of a high-level process map; including suppliers & inputs into the process and outputs & customers of the process K Visually communicates the scope of a project Kaizen’s Pillars – 3. Standardization How can SIPOC be used? K SIPOC Diagrams help a team and its sponsor(s) agree on project boundaries and scope K A SIPOC helps teams verify that K K inputs match outputs of upstream processes outputs match inputs of downstream processes Kaizen’s Pillars – 3. Standardization Brainstorming Exercise How can SIPOC be used in your organization? Kaizen’s Pillars – 3. Standardization How a SIPOC works Suppliers Inputs Process Outputs Customers Kaizen’s Pillars – 3. Standardization Step 1: Begin with the high-level process map Suppliers Inputs Process Step 1 Step 2 Step 3 Step 4 Outputs Customers Kaizen’s Pillars – 3. Standardization Step 2: List all of the outputs from the process Suppliers Inputs Process Step 1 Step 2 Step 3 Step 4 Outputs Examples Services Products Reports Metrics Raw data Customers Kaizen’s Pillars – 3. Standardization Step 3: Identify the customers receiving the outputs Suppliers Inputs Process Step 1 Step 2 Step 3 Step 4 Outputs Customers Examples Services Products Reports Metrics Raw data Examples Internal External Vendors End users Management Downstream Process Kaizen’s Pillars – 3. Standardization Step 4: List all of the inputs into the process Suppliers Inputs Examples Data Parts Application Raw materials Process Step 1 Step 2 Step 3 Step 4 Outputs Customers Examples Services Products Reports Metrics Raw data Examples Internal External Vendors End users Management Downstream Process Kaizen’s Pillars – 3. Standardization Step 5: Identify the suppliers of the process inputs Suppliers Examples Internal External Vendors Producers Management *=@A?2.:%?<02@@ Inputs Examples Data Parts Application Raw materials Process Step 1 Step 2 Step 3 Step 4 Outputs Customers Examples Services Products Reports Metrics Raw data Examples Internal External Vendors End users Management Downstream Process Kaizen’s Pillars – 3. Standardization An Example: Mowing the Lawn Suppliers Inputs Process Outputs Customers Kaizen’s Pillars – 3. Standardization Step 1: Begin with the high-level process map Suppliers Inputs Process Prepare Lawn for mowing Mow the Lawn Trim the Lawn Clean-up & Removal Outputs Customers Kaizen’s Pillars – 3. Standardization Step 2: List all of the outputs from the process Suppliers Inputs Process Outputs Prepare Lawn for mowing K Debris from lawn Mow the Lawn K Beautiful lawn Trim the Lawn K Bagged grass clippings Clean-up & Removal K Happy customer Customers Kaizen’s Pillars – 3. Standardization Step 3: Identify the customers receiving the output Suppliers Inputs Process Outputs Customers Prepare Lawn for mowing K Debris from lawn K Homeowner Mow the Lawn K Beautiful lawn K Yard waste recycler Trim the Lawn K Bagged grass clippings Clean-up & Removal K Happy customer Kaizen’s Pillars – 3. Standardization Step 4: List all of the inputs into the process Suppliers Inputs Process Outputs Customers K Long lawn Prepare Lawn for mowing K Debris from lawn K Homeowner Mow the Lawn K Beautiful lawn K Yard waste recycler Trim the Lawn K Bagged grass clippings Clean-up & Removal K Happy customer K Lawnmower K Trimmer K Gasoline K Yard waste bags K Rake & broom Kaizen’s Pillars – 3. Standardization Step 5: Identify the suppliers of the process inputs Suppliers Inputs Process Outputs Customers K Homeowner K Long lawn K Lawnmower K Debris from lawn K Homeowner K Home Depot Prepare Lawn for mowing K Chevron K Trimmer Mow the Lawn K Beautiful lawn K Yard waste recycler Trim the Lawn K Bagged grass clippings Clean-up & Removal K Happy customer K Gasoline K Yard waste bags K Rake & broom Kaizen’s Pillars – 3. Standardization ✔ 7 March 2015 Slide 111 Kaizen’s Pillars – 3. Standardization PHASE 4: ACT Act: If the change was successful, implement it on a wider scale and continuously assess your results. If the change did not work, begin the cycle again. STEPS TOOLS K Train team on new process K Train up K Refine solution K Review and adjust Flow Chart + VSM new K Test and verity K Implement new process 7 March 2015 K New Flow Chart and VSM New Slide 112 AGENDA: ² Project Selection ² What is Kaizen? ² What a Kaizen Event Look Like? ² Kaizen’s Pillars 1. Housekeeping 2. Waste elimination 3. Standardization ² Kaizen Targets ² Ground Rules & Guidelines Kaizen Targets Ø Ø Ø Ø Ø Ø Ø Ø Ø Ø Ø Ø Eliminate waste (non value added activities) Increase productivity / output Reduce inventory (less material and labor) Reduce cycle time (less time to produce specific part) Reduce space (work cell, office area) Improve On-Time Delivery (OTD) Improve quality of product and process Improve housekeeping, 5S and visual management Reduce downtime (setup time, maintenance) Reduce transport time and distance Standardize the process (less variation) Reduce operating costs http://REALKaizen.com 114 Kaizen Targets: http://REALKaizen.com 115 AGENDA: ² Project Selection ² What is Kaizen? ² What a Kaizen Event Look Like? ² Kaizen’s Pillars 1. Housekeeping 2. Waste elimination 3. Standardization ² Kaizen Targets ² Ground Rules & Guidelines Ground Rules & Guidelines Ø Try to make all improvements within the event area. Avoid blame on suppliers (internal or external) Ø Don’t accept excuses. Just say no to “we’ve always done it that way” and the status quo. Keep an open mind to change Ø Think of how it can be done, not why it won’t work. Don’t make excuses-just make improvement happen Ø Ask “why” five times until you get to the root cause of the problem (The 5 Why’s) Ø The Team solution is usually the best solution Ø Don’t over-analyze. Understand the process, then “just do it,” and see if it works Ø Don’t seek perfection the first time. Do something now – a 20% improvement is better than nothing http://REALKaizen.com 117 Ground Rules & Guidelines Ø “Fast and crude” is better than “slow and elegant” or “maybe never”. Ø In the worst case, the original process can be restored Ø Never leave in silent disagreement; Silence is agreement = ‘I can live with it’ Ø Every person has a voice and there is no such thing as a dumb question Ø Keep a positive attitude and have fun. The possibilities for improvements are unlimited Ø Everyone respect everyone else K Change ‘paradigm’ from conventional to process-emphasis approach http://REALKaizen.com 118 Ground Rules & Guidelines http://REALKaizen.com 119 ? ?? ? ? ? ? ? ? Ques�on ? ? ? ?? ? ?? Syed.Mahsud@gmail.com h�ps://www.linkedin.com/in/mahsud Slide 120 J Thank You J
