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Continuously Improving Our Continuous Improvement Process
Brad Graetz
Lean Manager
27 Jun 2016 Uponor General Company Overview
Who is Uponor?
Uponor corporation• Headquartered in Vantaa, Finland
• NASDAQ Helsinki
• 3,700 employees in 30 countries
• Net sales for 2015: $1.1billion
• Leading international systems and
solutions provider for
• safe drinking water delivery
• energy-efficient radiant heating
• cooling and reliable infrastructure
27 Jun 2016 Uponor General Company Overview
Uponor North America• Headquartered in Apple Valley, Minn.
• 725 employees, 4 facilities
• 2015 Sales: $304 million
• Manufacturer of 1/3 of all PEX tubing
sold in North America
Who is Uponor?
What We Do
27 Jun 2016
Uponor General Company Overview
Uponor PEX plumbing systems • Features Uponor AquaPEX® tubing with Uponor’s ProPEX® fitting
system for a safe, clean, installation-friendly alternative to copper and other plastics.
Uponor AquaSAFE™
Incorporates residential fire safety and protection with Uponor
AquaPEX plumbing systems.
Uponor radiant heating/cooling
Features Wirsbo hePEX™ tubing for effective design delivering the
ultimate in comfort and efficiency.
Uponor hydronic distributionUses Wirsbo hePEX tubing to transport water to terminal units.
Agenda
• Lean journey
• Previous continuous improvement (CI)
systems
• Current CI System
– Mechanics
– Support
– Recognition
• Next steps
Lean Journey
2013-2014
• Kaizen
• 6S
• Lean model
Creation
• Redesign• CI
• Kaizen
2009-2010
• 5S
• A3
• VSM
2011-2012
• Tier
• CI
• 5S
Process/Audit
Lean Journey
2015
• Launched model
• Bronze training 50%
• OpEx assessment
Created
• Added 2 lean
coordinators
2016
• Launched • OpEx assessment
• Leader standard work
• Gemba walk
• Silver training
• Bronze 95%
• Redesign• Tier process
• CI
• 6S
Purpose-Driven Excellence
Uponor’s Values
CI Journey
CI Process - 2012
Projects Quick & Easy To Do Doing Done
CI Process - 2012
CI Process - 2012
Summary
• Old cards (6 to 12 months)
• Minimal support
• Lost cards
• Lack of employee confidence
CI Process - 2014
CI Process - 2014
CI Process - 2014
Complicated Standard Work
Dept:
Time
Guideline
1
Daily
2 Immediate
3 Daily
4
Daily
5
Daily
6
Daily
7Bi-Weekly
8
Bi-Weekly
9
Daily
10
Daily
11
Weekly
12
12
DC
N1
N2
CI Boards
Plant TAKT Time:
StepCI Board
# min
- does not affect form / fit / function
- Dept. can implement idea on their own without outside support
- Following shift must have opportunity to sign, if they fail to sign
during their 12 hour shift, the originating shift can move forward.
At the Tier 2 meeting the Supervisor will ask leads for the number of
new ideas and mark off each department. They will then ask for
completed cards, mark it for each department and then put the card in
the "To Be Recognized slot on the tier 2 board.
Level 2
- Then Sup/Lead assigns person and places card on the Department
section of the board
Leader updates all cards in the Dept. section from their shift on the
current status that are in process Bi-weekly.
Maintenance and Engineering updates cards on the board in their
sections Bi-weekly. N2 - See note below.
When idea is completed, ensure front and back is completely filled out
(especially Results and Savings). Communicate with your shift,
check off and put the card in the next shift's "Communication" slot.
The last shift to sign off brings completed card to Tier 2 meeting.
A Tier 4 representative will meet with the originator to discuss and
thank for implementing, and then bring the card to the Lean office and
put in the "Recognized CI card" bin.
Level 1
Standard Work: CI Process
Date: 8/5/2015
Employee talks to their lead about their CI idea. If the lead agrees
with it and knows that it is a new idea the Employee will then fill out
front of blank card, red card if safety.
If card is safety related, Sup/Lead takes action immediately.
Employee puts card in the New Idea slot.
Product Name CI Board Process
Machine
Description
Product Number
Sup/Lead meets with their team to go over any new ideas from their
shift and determines if they think the idea should move forward.
Sup/Lead then decides if the card from their shift has enough detail
and if it is a level 1 or level 2 idea (see Level 1 & Level 2 Definition
below) and places it in the Level 1 or 2 slot. Leads review other cards
in Level 1 and 2 and signs off for their shift's approval.
If the card is rejected after review by others, the rejecter needs to
write the reason why on the back "Results" section and sign it. The
card is put in the "rejected" slot. Leads should look over all rejected
ideas so they can keep their shift from creating similar CI's in the
future. Leads should check the rejected slot for cards from their shift.
They should take the card and explain to the operator why it was
rejected then give the card back to operator.
Prepared By:
Maint and Eng will highlight comments when idea is complete or if they
have decided to not implement idea at this time.
- Individual - All other implemented CI's will be entered into a
monthly drawing. 4 Prizes ($25 gift cards) will be awarded per
month.
Verbal recognition - a Tier 4 representative will take time to
personally thank each employee for their implemented idea each
rotation (4 days)
- does affect form / fit / function
- need any kind of Engineering or IT support. If idea requires outside
support you need to be as specific as possible. How severe is the
issue? How often does it happen? How big of issue is it for your job
function? What are the cost/time savings projections?
- Idea involves Maintenance help or will need help from or affect
different departments (i.e. recoil CI will affect quality department)
- Tier 3 - Supervisor brings idea to discuss with the group. The group
decides if Engineering, Maintenance or other area should take the lead
and Eng./Maint assigns a person to the CI card.
Note: If Eng, Maint, or Dept areas are full on the board, please place
in appropriate overflow section below. (Reminder - This happens after
they are approved at Level 1 or 2)
- Engineering - assigns project leader to the "Assign To" of the CI cards that can be completed within 1 month. If Engineering does not think that they
can complete CI within a month they will decide if the idea should be added to the priority list or if it will be rejected. If idea is rejected they will explain
the reason why. These cards will then be put in the rejected slot on the corresponding CI boards, leads will notify operator and give the card back to
operator. If Engineering thinks the idea should be moved forward they will add it to the priority list. They will write down "Added to Priority List" and
write the date added. They will then put that card in the communication box for that operator's shift. Lead will share information with operator and give
card back to operator. Engineering will hang up an updated printed Priority list every quarter at each of the CI boards. If idea falls off of priority list they
will let operator know why. When idea is completed a new card will be written up and put in communication box as being completed.
- All 4 shifts must have opportunity to sign w/in 1 rotation. If they fail
to sign, the originating shift can move forward. Leads need to check
this each rotation.
- After Tier 3 acceptance the card gets put on board in appropriate
section (Eng. or Maint.) If CI is less than $300, then the dept where
the improvement takes place will be charged. If CI is more than
$300, then idea will get charged to the Lean account.
If Level 2 at the DC: Leads, sups, or production manager will grab
them daily and bring to Tier 3. Lean manager will pick up the rest at
their Wed weekly meeting. Then the same process of bringing them
to the DC to put on the board when completed.
- Maintenance - assigns project leader to the "Assign To" of the CI
card immediately. They will fill out a work order soon after and send
that W.O. # to the leader or write it on the card.
Recognition
Simply More - A select number of implemented ideas will be
recognized monthly through the Simple More Program by a
committee
1
7
1
8
11
6
9
12
Eng. Maint. Department Done
Department Continuous Improvement Board
Eng.Overflow
Maint.Overflow
Dept.Overflow
Level 1BlankCards
New Ideas
Level 2
Communication - C-shift
Communication - B-shift
Communication - D-shift
Communication - A-shift
Rejected
3
9
4
78
8
N N 5
6
1
1
12
Dept:
Time
Guideline
1
Daily
2 Immediate
3 Daily
4
Daily
5
Daily
6
Daily
7Bi-Weekly
8
Bi-Weekly
9
Daily
10
Daily
11
Weekly
12
12
DC
N1
N2
CI Boards
Plant TAKT Time:
StepCI Board
# min
- does not affect form / fit / function
- Dept. can implement idea on their own without outside support
- Following shift must have opportunity to sign, if they fail to sign
during their 12 hour shift, the originating shift can move forward.
At the Tier 2 meeting the Supervisor will ask leads for the number of
new ideas and mark off each department. They will then ask for
completed cards, mark it for each department and then put the card in
the "To Be Recognized slot on the tier 2 board.
Level 2
- Then Sup/Lead assigns person and places card on the Department
section of the board
Leader updates all cards in the Dept. section from their shift on the
current status that are in process Bi-weekly.
Maintenance and Engineering updates cards on the board in their
sections Bi-weekly. N2 - See note below.
When idea is completed, ensure front and back is completely filled out
(especially Results and Savings). Communicate with your shift,
check off and put the card in the next shift's "Communication" slot.
The last shift to sign off brings completed card to Tier 2 meeting.
A Tier 4 representative will meet with the originator to discuss and
thank for implementing, and then bring the card to the Lean office and
put in the "Recognized CI card" bin.
Level 1
Standard Work: CI Process
Date: 8/5/2015
Employee talks to their lead about their CI idea. If the lead agrees
with it and knows that it is a new idea the Employee will then fill out
front of blank card, red card if safety.
If card is safety related, Sup/Lead takes action immediately.
Employee puts card in the New Idea slot.
Product Name CI Board Process
Machine
Description
Product Number
Sup/Lead meets with their team to go over any new ideas from their
shift and determines if they think the idea should move forward.
Sup/Lead then decides if the card from their shift has enough detail
and if it is a level 1 or level 2 idea (see Level 1 & Level 2 Definition
below) and places it in the Level 1 or 2 slot. Leads review other cards
in Level 1 and 2 and signs off for their shift's approval.
If the card is rejected after review by others, the rejecter needs to
write the reason why on the back "Results" section and sign it. The
card is put in the "rejected" slot. Leads should look over all rejected
ideas so they can keep their shift from creating similar CI's in the
future. Leads should check the rejected slot for cards from their shift.
They should take the card and explain to the operator why it was
rejected then give the card back to operator.
Prepared By:
Maint and Eng will highlight comments when idea is complete or if they
have decided to not implement idea at this time.
- Individual - All other implemented CI's will be entered into a
monthly drawing. 4 Prizes ($25 gift cards) will be awarded per
month.
Verbal recognition - a Tier 4 representative will take time to
personally thank each employee for their implemented idea each
rotation (4 days)
- does affect form / fit / function
- need any kind of Engineering or IT support. If idea requires outside
support you need to be as specific as possible. How severe is the
issue? How often does it happen? How big of issue is it for your job
function? What are the cost/time savings projections?
- Idea involves Maintenance help or will need help from or affect
different departments (i.e. recoil CI will affect quality department)
- Tier 3 - Supervisor brings idea to discuss with the group. The group
decides if Engineering, Maintenance or other area should take the lead
and Eng./Maint assigns a person to the CI card.
Note: If Eng, Maint, or Dept areas are full on the board, please place
in appropriate overflow section below. (Reminder - This happens after
they are approved at Level 1 or 2)
- Engineering - assigns project leader to the "Assign To" of the CI cards that can be completed within 1 month. If Engineering does not think that they
can complete CI within a month they will decide if the idea should be added to the priority list or if it will be rejected. If idea is rejected they will explain
the reason why. These cards will then be put in the rejected slot on the corresponding CI boards, leads will notify operator and give the card back to
operator. If Engineering thinks the idea should be moved forward they will add it to the priority list. They will write down "Added to Priority List" and
write the date added. They will then put that card in the communication box for that operator's shift. Lead will share information with operator and give
card back to operator. Engineering will hang up an updated printed Priority list every quarter at each of the CI boards. If idea falls off of priority list they
will let operator know why. When idea is completed a new card will be written up and put in communication box as being completed.
- All 4 shifts must have opportunity to sign w/in 1 rotation. If they fail
to sign, the originating shift can move forward. Leads need to check
this each rotation.
- After Tier 3 acceptance the card gets put on board in appropriate
section (Eng. or Maint.) If CI is less than $300, then the dept where
the improvement takes place will be charged. If CI is more than
$300, then idea will get charged to the Lean account.
If Level 2 at the DC: Leads, sups, or production manager will grab
them daily and bring to Tier 3. Lean manager will pick up the rest at
their Wed weekly meeting. Then the same process of bringing them
to the DC to put on the board when completed.
- Maintenance - assigns project leader to the "Assign To" of the CI
card immediately. They will fill out a work order soon after and send
that W.O. # to the leader or write it on the card.
Recognition
Simply More - A select number of implemented ideas will be
recognized monthly through the Simple More Program by a
committee
1
7
1
8
11
6
9
12
Eng. Maint. Department Done
Department Continuous Improvement Board
Eng.Overflow
Maint.Overflow
Dept.Overflow
Level 1BlankCards
New Ideas
Level 2
Communication - C-shift
Communication - B-shift
Communication - D-shift
Communication - A-shift
Rejected
3
9
4
78
8
N N 5
6
1
1
12
Summary
• Cards missing from boards
• CIs are not sustained
• CIs not communicated to the originator
• CIs not fully implemented
• CIs taking too long to complete
• Progress of CIs are not updated
• No ownership of boards
• Process is too complicated
CI Process - 2016
Board Owner Shift Contacts
Metrics
WinnersRecognition
Cards and Sleeves
Standard Work
CI Area
Program DetailsSign off and assign in 14 days
Contact submitter in 7 days Complete in
30 days
Review in 7 days
Record in metrics
Red Sleeve = issue
Green Sleeve = on task
Company Logo
CI Process - 2016
• Support ideas and assign resources if needed
• Different board each day
• 15 mins
• Lean coordinators Leaders Standard Work to meet with night/day leads daily
Quality
MaintEng
Lean
Mfg
TrainingSafety
CI Support Team
Mfg
CI Card
Picture Worth 1,000 words
CI Recognition
Verbal thanks
Monthly drawing
Formal reward and recognition program
Verbal Thanks
Gemba Auditor Start End Complete
Ron Berg 7/5 7/8
Jon Sillerud 7/9 7/12
Sang Albrecht 7/13 7/16
Scott Bates 7/17 7/20
Greg Lawler 7/21 7/24
Jeremy Barth 7/25 7/28
John Vchulek 7/29 8/1
Maggie Thompson 8/2 8/5
Mark Usselman 8/6 8/9
Aaron Bahner 8/10 8/13
Brad Graetz 8/14 8/17
Brad Okonek 8/18 8/21
Erica Amevo 8/22 8/25
Document Owner: Brad Graetz
Maint. MgrDir of Ops
Safety Mgr6 Sigma
VP of Supply ChainMfg. Mgr
Sheduling MgrFinance
Quality MgrEng Mgr
Lean MgrEng Sup
Training Mgr
CI Recognition Wall
CI Recognition – CI board
CI Drawing Winners
Mark Morgan - Coating Gary Erickson - Maintenance Josh Pavlish - Quality Charles Schmit - Maintenance James Hood - Mixing/Tooling
Robert Leibeg - Pex Vlad Kleitman - Maintenance Jason Hawkins - Mixing/Tooling Erik Williams - Maintenance Willy Gallardo - Recoil
Andrew Brady - Pex Alfredo Avila - RPC Drew Cook - Mixing/Tooling Jose Rosas - Quality Joe White - Maintenance
Nick Chanthakhoun - Pex Bill Bethke - Maintenance Jeff Strese - Mixing/Tooling Sung Hwang - Maintenance Darren Wold - Recoil
Trung Ngo - Ecoflex
April RecognitionSimply More Winners
Employee Lean Goals
• CIs submitted and completed
– Performance rating 1 = 0
– Performance rating 2 = 1 to 3
– Performance rating 3 = 4 to 7
– Performance rating 4 = 8 to19
– Performance rating 5 = 20+
• A3 or kaizen involvement
• 3 x 4-hr sessions
• Video, discussion, exercises
• Gemba Academy videos
Bronze (learn)
• Participate/use the tools
• 9 kaizensSilver
(do)
• Teach/lead kaizens
• External lean certificationGold (teach)
OpEx Training
Employee CI Videos
Next Steps
• Process adherence
• Area Leads become fully competent
• Launch in office departments
Thank You!
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survey using the conference mobile app.
Session: WP19
Continuously Improving our
Continuous Improvement Process
Brad Graetz
Uponor
brad.graetz@uponor.com
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