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PRODUCTION EFFICIENCIES

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PRODUCTION EFFICIENCIES. This isn’t your father’s production system!. WHAT’S IN YOUR DIRECT CONTROL?. How many units you sell? How much you make off of each unit?.

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slide1
PRODUCTION EFFICIENCIES

This isn’t your father’s production system!

what s in your direct control
WHAT’S IN YOUR DIRECT CONTROL?
  • How many units you sell?
  • How much you make off of each unit?
slide3
All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value-added wastes.

-Taiichi Ohno

what s waste
WHAT’S WASTE??

ANYTHINGYOUR CUSTOMER IS NOT WILLING TOPAY EXTRA FOR!

8 wastes
CORRECTION

MOTION

Repair, Rework

Scrap, Labor,

R & A

WAITING

Bending, lifting, turning,

stretching, or reaching

more than is absolutely

needed. Cannot take away

from value-added part

of job

Employee waits for

tools, machine, materials,

supervisor, maint., etc.

Machine waits for…

Inventory waits for…

Waste

EXCESS

PROCESS

OVER PRODUCTION

Producing more than the

customer requires, before

the customer requires it

Poor design of parts, poor

maintenance of equipment,

poor training/instructions

and reworking

parts

INVENTORY

CONVEYANCE

Excessive raw materials, WIP

finished goods, excessive

supplies, requires extra space

handling, paperwork

Double or triple handling, long

distance moving of materials

and tools

8 WASTES

+ 1

UNDER UTILIZED PEOPLE

Not allowing or challenging individuals and teams to use their creativity to solve everyday problems

why do we fail to recognize waste
WHY DO WE FAIL TO RECOGNIZE WASTE?
  • Too “Busy”
  • Not Easily Identified
  • Working in the Short-Term
  • Don’t Ask the Right People
  • Fail to “Gemba”
  • “It Ain’t broke”
  • “Good is the Enemy of Great”

-Jim Collins

how can we start
HOW CAN WE START?
  • CREATE STANDARDS
  • AUDIT THE STANDARD
standard work
Best repeatable method agreed upon by everyone

Defines “when” and “what order”

Focused on human movements

Should have one for every process that is repeated

And…….

STANDARD WORK
auditing
AUDITING

You’ll Be

Glad You

Did It!!

whys of auditing
“Whys” of Auditing
  • Is The Work Being Done Correctly
  • Is The Documentation Correct
  • Encourage Continuous Improvement
jasper presents
JASPER Presents

BEAUTY SHOP

slide14
BEAUTY SHOP
  • Rules of Beauty Shop
    • All steps must be followed according to Standard Work.
    • Only operators may access tools from tool crib.
    • Any tool borrowed must be returned before moving on to next step.
    • 5 Minute cycle time
    • Auditors should insure SW is followed and look for areas of improvement.
slide15
BEAUTY SHOP

THOUGHTS OR QUESTIONS

slide16
BEAUTY SHOP

Guidelines for improvement

  • All steps must remain on SW, order can change
  • Sort, Set in order, Shine, Standardize, Sustain
  • Consider best utilization of people
  • Cycle time remains 5 minutes
does this stuff really work
DOES THIS STUFF REALLY WORK?
  • 43% IMPROVEMENT IN HPU
  • 56% IMPROVEMENT IN 0-90 DAY WARRANTIES
  • 46% REDUCTION IN WIP
  • 52% IMPROVEMENT IN PRODUCT THROUGHPUT TIME
  • IMPROVED CI’S PER ASSOCIATE FROM 1.3 TO 18.4 PER YEAR
  • ABLE TO OPEN OUR FIRST “DOJO”
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