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Process & Innovation Committee

Process & Innovation Committee . Canadian Collision Industry Forum Mississauga, Ontario January 21, 2006. Committee Members. Ken Friesen, Concours Collision Tony Canade, Assured Automotive Bob Dubreuil, Akzo Nobel Paul McFarlane, The Boyd Group

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Process & Innovation Committee

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  1. Process & Innovation Committee Canadian Collision Industry Forum Mississauga, Ontario January 21, 2006

  2. Committee Members • Ken Friesen, Concours Collision • Tony Canade, Assured Automotive • Bob Dubreuil, Akzo Nobel • Paul McFarlane, The Boyd Group • Mark Bonsor, Dupont • Wayne Riley, Aviva Canada • Neil Anderson, Anderson Consulting • Tom Bissonnette, Parr Auto Body

  3. PROCESS ENGINEERING Your Business Where Do I Start ? • Ken Friesen Process Mapping • Tony Canade’ 7 Types waste • Bob DuBreuil 5 ‘s

  4. Admin Process • Total Days: 32 • Steps 42 • Value 13 Travel • People 1478ft. • Product 524ft. Time • Total 156min. • Non Value 128min. • Value 28min.

  5. Planning Process • Total Days:12 • Steps 54 • Value 5 Travel • People 4029ft. • Product 524ft. Time • Total 131min. • Non Value 94min. • Value 37min.

  6. Production • Total Days:5.5 • Steps 48 • Value 11 Travel • People 8173ft • Product 1524ft Time • Total 684min. • Non Value 113min. • Value 571min

  7. Total • Total Days:19.5-32 • Steps: 144 • Value: 29 Travel • People: 13,680ft 2.6 miles • Product: 2,577ft .5mile Time • Total: 971min. 16.2hrs. • Non Value: 335min. 5.6hrs. • Value: 636min 10.6hrs

  8. Waste - Muda • “Muda” means Waste – specifically any human activity which absorbs resources but creates “no value” to the Customer (insurer, vehicle owner)

  9. 7 Types of Waste • Rework – product or admin. • Overproduction –of goods not needed by next step • Inventories – goods waiting to start or further processing

  10. 7 Types of Waste • People Movement – office/shop • Product Movement – office/shop • Process Time – goods /admin. • Waiting/Sleep Time

  11. What is 5 S? Based on Japanese words that begin with “S”. 5S philosophy focuses on: • Work place organization • Standard Operating Procedures

  12. What is 5 S? • Simplifies the work environment • Reduces waste • Reduces “non-value” activity • Improves quality efficiency • Improves workplace safety

  13. What is 5 S? • Sorting (Seiri) • Set in Order (Seiton) • Scrubbing Clean (Seiso) • Standardizing (Seiketsu) • Sustain (Shitsuke)

  14. Why 5S? • Eliminate waste from uncontrolled processes • Improve delivery consistency • Gain control of equipment, material, and inventory • Improve quality • Improve safety • Improve consistency

  15. # 1 – Sorting • Process to eliminate unnecessary items from the workplace • Tag and evaluate need • Move occasional use items to storage location • Discard unneeded items (scrap etc) • Get rid of “J.I.C.” mentality

  16. Systematic Sorting & Organization • Eliminate space taken up by unneeded items-huge toolboxes, benches, scrap parts • Remove outdated papers and files • Reduce cabinets, shelving, lockers that have no current use • Eliminate outdated posters, wall boards, metrics, slogans, banners

  17. # 2 - Set in Order “A place for everything and everything in its place” • Equipment – shop and office • Tools • Cabinets and files • Brooms and trash cans!!

  18. Sort • Visual Colour System • Work areas (mark on the floor) • Aisle ways • Equipment locations • Storage locations

  19. #3 - Scrubbing Clean • The cleaner the better • Clean areas where red tagged items were removed • Remove dirt, oil, scrap, and garbage • Look at lighting • Clean on a daily basis • Audit the cleaning process • Improve equipment maintenance

  20. Scrubbing Clean • Clean aisles, walkways, floors, machines, desks • Assign cleaning responsibilities • Create target areas: equipment, floors, inventories • Cleaning checklists • Correct deficiencies • Cleaning is a team effort • Correct root cause of messy areas

  21. # 4 - Standardize • Standard Operating Procedures • Implement “SOPs” in all areas • Involve staff in developing “SOPs” • Involve vendors • Involve consultants • Document all SOPS

  22. Standardize Step 1: Planning • Who does what and when Step 2: Allocation • Assign resources to tasks

  23. Standardize • Step 3: Act • Train all employees • Step 4: Implement • Step 5: Verify • Ensure effectiveness

  24. # 5 - Sustain • Most difficult of the 5 S • Employees tend to return to “comfort zone” • Need to monitor and influence until new culture becomes the “status quo” • Takes time!!

  25. Benefits of 5S • Increased efficiency • Increased productivity • Increased profitability • Improved morale • A nicer place to work

  26. Clean is Lean!

  27. “THANK YOU FOR YOUR TIME!!” Please join us in our Breakout Session this Afternoon!!

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