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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

Rapid Improvement Events

Converting Philosophy to Action

Original slides by Doug Fingles - MERC

lean review
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
definition
Definition
  • A dedicated group spending 3 to 5 days improving a focused area or process that is usually tied to a Value Stream Analysis.
rapid improvement events1
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
7 week cycle
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
7 week cycle1
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 week cycle2
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
projector screen co
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)
preparation
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
preparation1
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
day one tasks
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
define the boundaries
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
layout
Layout

Screen Cutting Area

Tube Cutting

Area

Assembly

Area

Test

Storage Room

-Tubing

-Screen

-Hardware

-End Caps

Pack & Ship

spaghetti diagram
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

spaghetti diagram1
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

bar chart

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
the numbers
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
day two tasks
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
setup cells
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

production control board
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

the new numbers
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
day three
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
rie screen projectors
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
day five
Day Five
  • Outbrief
    • Recognize Team Members
    • Use visuals/tours to show progress
    • Begin the follow up actions
follow up
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
c 5 pylon spaghetti diagram

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

c 5 pylon new spaghetti diagram
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

c 5 pylon shop

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

c 5 pylon shop 6s d

Super

visor

C-5 Pylon Shop 6S’d

T B

T B

T B

T B

T B

T B

review
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”
acknowledgements
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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