IIE 2008 Minneapolis Conference

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Methodology and Tools Supporting a Continuous Improvement Culture


<ul><li> 1. Continuous Improvement Methodology and Tools Supporting aContinuous Improvement Culture</li></ul> <p> 2. 2 Andersen Enterprise </p> <ul><li>Industry Leader </li></ul> <ul><li>14,000 employees </li></ul> <ul><li>16 facilities </li></ul> <ul><li>12 million </li></ul> <ul><li>windows &amp; doors </li></ul> <p> 3. Philosophy behind theAndersen Manufacturing System KA I ZEN 4. Recipe for Continuous Improvement 5. Eliminate Interruptions </p> <ul><li>Get</li></ul> <ul><li>chaos</li></ul> <ul><li>out</li></ul> <ul><li>of</li></ul> <ul><li>the</li></ul> <ul><li>process </li></ul> <p>Photo by Dave &amp; Anna Douglass. Used with permission. 6. 3 Types of Interruptions </p> <ul><li>Abnormalities </li></ul> <ul><li>Process Design Interruptions </li></ul> <ul><li>Product Design Differences </li></ul> <p> 7. Abnormalities </p> <ul><li>Machine </li></ul> <ul><li>Material </li></ul> <ul><li>Training</li></ul> <ul><li>Feedback </li></ul> <p> 8. Process Design Interruptions </p> <ul><li>Non-cyclical tasks designed into the process that interrupt the cyclical work </li></ul> <p> 9. Product Design Differences </p> <ul><li>Customer wants variety, choices </li></ul> <ul><li>Minimize impact to the operators</li></ul> <ul><li>work flow </li></ul> <p> 10. What is Standardized Work? </p> <ul><li>An agreed upon set of tasks</li></ul> <ul><li>resulting in the best sequenceof human motion and machine</li></ul> <ul><li>achieving the best quality output in thesafest manner with the least labor, space, inventory and equipment</li></ul> <ul><li>that is continually improved </li></ul> <p> 11. 4 Step Process 12. Process Variation is the Enemy! </p> <ul><li>Standardized Work notonly a concept but alsoa means to identify,reduce, and eliminate </li></ul> <p>Std Wk VARIATION 13. Role of Leadership S UPPORTIVE L EADERSHIPM ODEL OPERATOR TEAM LEADER VALUE STREAM SUPERVISOR PLANT MANAGER ENGINEERING MAINTENANCE FULFILLMENT SAFETY HUMAN RESOURCES VALUE STREAM MANAGER 14. Never be satisfied </p> <ul><li> Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization. </li></ul> <ul><li>Steven Spear &amp; H. Kent Bowen </li></ul> <p> 15. Scientific Method </p> <ul><li>Stating a hypothesis </li></ul> <ul><li>Test the hypothesis </li></ul> <ul><li>Confirm or disprove hypothesis </li></ul> <p> 16. Method of Implementation REFLECT Act Plan Check Do GRASP THE SITUATION HYPOTHESIS EXPERIMENT ADJUST 17. </p> <ul><li>Three options: </li></ul> <ul><li>Adjust &amp; experiment again </li></ul> <ul><li>Adopt the change </li></ul> <ul><li>Abandon the idea </li></ul> <ul><li>Experiment test the change </li></ul> <ul><li>Develop idea </li></ul> <ul><li>Determine expected result </li></ul> <ul><li>Monitor &amp; Measure </li></ul> <ul><li>Analyze gaps between actual &amp; expected </li></ul> <ul><li>Identify the problem </li></ul> <ul><li>Define current situation </li></ul> <ul><li>Analyze potential causes </li></ul> <p>Act Plan Check Do GRASP THE SITUATION 18. Changes must improve the process </p> <ul><li>Q uality </li></ul> <ul><li>E fficiency </li></ul> <ul><li>E ase of Learning </li></ul> <ul><li>S afety </li></ul> <p> 19. Summary of Part 1 20. Tools of Continuous Improvement </p> <ul><li>Continuous Improvement Board </li></ul> <ul><li>Focus Board </li></ul> <ul><li>Story Board </li></ul> <p> 21. 22. Continuous Improvement Board </p> <ul><li>Purpose:Employee involvement in process improvement. Captures quick and easy ideas that can be implemented by the employees. </li></ul> <ul><li>Process:Use of a card on the Board that follows PDCA methodology and visually shows the progress of the idea. </li></ul> <p> 23. Focus Board 24. Focus Board </p> <ul><li>Purpose:Focus on a specific issue that may involve multiple stations. </li></ul> <ul><li>Process:Team problem solving approach. Grasp the situation through run charting and Pareto analysis. Test several hypotheses and look at the impact. </li></ul> <p> 25. Story Board 26. Story Board </p> <ul><li>Purpose:Problem solving requiring deep root cause analysis. Used by team members supporting the value stream (engineers and leaders.) </li></ul> <ul><li>Process:The employee uses a standard template to present the problem solving process from problem description, through the 5 Why analysis, to permanent counter measure. </li></ul> <p> 27. Summary/Recap </p> <ul><li>Andersen Manufacturing System Philosophy </li></ul> <ul><li><ul><li>Customers </li></ul></li></ul> <ul><li><ul><li>Continuous Improvement </li></ul></li></ul> <ul><li><ul><li>Operators </li></ul></li></ul> <ul><li><ul><li>Production Floor </li></ul></li></ul> <ul><li>Work Processes </li></ul> <ul><li><ul><li>Stabilize </li></ul></li></ul> <ul><li><ul><li>Standardize </li></ul></li></ul> <ul><li><ul><li>Simplify </li></ul></li></ul> <ul><li>Tools </li></ul> <ul><li><ul><li>Continuous Improvement Board </li></ul></li></ul> <ul><li><ul><li>Focus Board </li></ul></li></ul> <ul><li><ul><li>Story Board </li></ul></li></ul> <p> 28. Questions?</p>