kaizen event case studies
TRANSCRIPT
WebinarMarch 31, 2015
Kaizen EventCase Studies
© 2015 The Karen Martin Group, Inc. 2
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Welcome to all from across the globe!
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Kaizen
Kai = Change Zen = Good
Continuous Improvement
Tie Kaizen Events to Something Larger
(A3 Problem Solving or Value Stream Transformation)
Customer%C&A = 99%
Dispatcher
Create W.O. Dispatch Tech
PT = 7 mins.%C&A = 85%
Supplier
Tech
Assess Problem
PT = 75 mins.%C&A = 90%
Billing Admin
Review W.O., payroll, AP & invoice; post immediately
PT = 25 mins.%C&A = 95%
Billing Admin
Compare invoice
register to invoices and mail invoices
PT = 5 mins.%C&A = 99%1x daily
Collections
Receive Cash; Post Payment
2 hrs.
0.117 hrs.
1.25 hrs.
1.25 hrs.
1.25 hrs.
1.25 hrs.
2 hrs.
2 hrs.
24 hrs.
0.417 hrs.
4 hrs.
0.0833 hrs.
480 hrs. Lead Time = 520 hrs.
Process Time = 5.12 hrs.
Tech
Make Repair; Complete call on handheld
PT = 120 mins.%C&A = 75%
Verisae(Customer)
Great Plains
Tech
Pick up Part at Parts Store
PT = 75 mins.%C&A = 95%
`
Excel Spreadsheet (Customer)
Billing Admin
Enter data into Verisae and Excel from Daily
Report
PT = 5 mins.%C&A = 99%1x daily
Tech
Special Order Part
10%
60%
Tech
Contact Tech Support As
Needed
Tech
Get Part from Truck
PT = 0 mins.
30%
EDI Interf ace
120 mins. 75 mins. 75 mins. 2 hrs. 24 hrs. 4 hrs. 60 days
Create Tech Support Center
Create EDI Interface w/ Customers
Centralize Dispatch
Improve Tech Onboarding
Standardize Truck Inventory
Improve Tech Training; Create
Sub-levels
Install kanban
on trucks
Create Customer Billing
Teams
Create stnd work for invoicing
Create invoice exception report
Explore flat rate pricing
Create Tech performance
report
Implement GPS
Define preferred T & C's
Separate labor & payroll
Create EDIInterface w/
Verisae
Establish parameters for time
& parts by service type
Lead Time to Invoice = 34.5 biz hrsLead Time to Cash = 67 biz days
Process Time = 5.1 biz hrs. Activity Ratio = 14.8%
RFPY = 45.4%
Project
Kaizen Event
Service Future State Value Stream Map
© 2015 The Karen Martin Group, Inc. 7
Improvements designed, tested, refined, and implemented during a Kaizen Event
© 2015 The Karen Martin Group, Inc. 8
Nested PDSA Cycles: Macro to Micro
Strategy Deployment
Value Stream Transformation
Kaizen Events & Projects
© 2015 The Karen Martin Group, Inc. 9
3‐Day Kaizen: Typical Structure
Day 1 (Plan)
Day 2 (Do, Study)
Day 3 (Study, Adjust)
Kick‐offUnderstand the current state Determine root cause(s)Design future stateInterim briefingDesign & test improvementsObtain buy‐inInterim briefingFinalize improvementsTrain process workers & stakeholdersPresent resultsCELEBRATE!
5‐Day Kaizen Event: Typical Structure
Day 1 & 2 (Plan)
Day 3 & 4 (Do, Study)
Day 5 (Study, Adjust)
Kick‐offAnalyze current state Perform root cause analysisDesign future stateInterim briefingDesign & test improvementsObtain feedbackInterim briefingRefine & finalize improvementsTrain process workers & stakeholders 10
Case Study
Tied to Value Stream TransformationProblem: Uneven Customer Orders
Customer
3.0 hrs.21.0 days
1.0 hrs.5.0 days
3.6 hrs.0.6 days
0.0 hrs.0.5 days
15.0 hrs.30.0 days
0.0 hrs.7.0 days
8.0 hrs. 0.0 hrs.5.0 days
0.1 hrs.26.0 days
0.0 hrs.0.2 days Total LT = 98.2 days
Total PT = 30.7 hrs.Activity Ratio = 4%
SAP
Collect Order From
Customer
Sales
LT = 15 mins.PT = 15 mins.%C&A: 99%
2
Collect Customer
Orders
Order Mgmt
LT = 15 mins.PT = 15 mins.%C&A: 99%
2B
Review & Release
Credit Holds
Sales
LT = 4 hrs.PT = 10 mins.
3Issue DO
To Transporter
Warehouse 10
LT = 4 hrs.PT = 1 mins.
4Load & Prepare Invoice
Warehouse 10
LT = 4 hrs.PT = 15 hrs.
5Collect
POD from Customer
Transporter
LT = 2 days
6Enter POD
Warehouse 10
LT = 7 daysPT = 1 mins.%C&A: 99%
7Deliver POD to
Accounting
Messenger
LT = 1 days
8 Rev iew PODfor Accuracy; Email Receipt
to Sales
Accounting
LT = 5 daysPT = 2 mins.
9
Produce Product
Plant 1
LT = 285 mins.PT = 215 mins.%C&A: 99%
3B
Pick & Stage
Warehouse 10
PT = 15 mins.%C&A: 95%
4B
Create Production
Plan
Production Planning
LT = 5 daysPT = 1 hrs.%C&A: 99%
2C
2%
Produce Product
Plant 2
LT = 285 mins.PT = 215 mins.%C&A: 99%
3C
Accept Customer e-Payment
Bank
LT = 30 daysPT = 0 hrs.%C&A: 99%
6B
Enter Payment,
Clear Billing
Accounting
LT = 2 hrs.PT = 1 mins.
11
Invoice
80%20%
Hold S&OP Meeting
LT = 1 mo.PT = 3 hrs.
1
40 Days1.5 Days Order Receipt to Ship
Monthly OrdersWk 1 = 25%Wk 2 = 25%Wk 3 = 25%Wk 4 = 25%
Prod. Plan
Prod. Plan
Pick List
Inv entory Report
Deliv er Receipt &
Collect from Customer
SalesBatch = 1x
monthly
LT = 26 daysPT = 5 mins.
10
POD
50%50%
Pick & Stage
KL
PT = 15 mins.%C&A: 95%
4C
Reduce CIP time from 4 to 3 hrs (actual: 2.5 hrs)
Explore transitioning OM to CS
Level customer demand to 25% orders each week
Resolve date discrepancy on invoice (so 30 days begins at
POD date)
Reduce soaking time from
90 to 30 mins
Obtain VOC re shipment, OE,
payments
Create web-based ordering for distributors
Direct ship from W H 10
Reduce FG inventory from
5 to 3 days
Analyze COGS & SG&A expenses to discover
opportunities for add'l reductions
Increase OEE on VMC from 62% to 70%
Increase volume of ETF customer payments from
2% to 50%
Reduce formulation C/O from 4 hrs to
2.5 hrs
Reduce # credit holds from 10% to 2%
of orders
Reduce label/pkg C/O from 20 to 10
mins
BLOCK COLOR LEGEND
Logistics / W arehouse
Sales
Order Management
Production
Accounting
BURST COLOR LEGEND
Pilot launched
In progress
Complete; goal met
Not started yet
Complete; goal exceeded
Implement pull-based inventory & production
scheduling
98%
Create mobile sales tool
Get tablet image
Incent customers to
use E-pay
Increase OEE on VMD from 60% to 70%
Future State Value Stream Map
Day 1• Team introductions• Kaizen Event Overview• Charter review• Understand the current state
• Data analysis• Voice of the customer• Root cause analysis
• Interim briefing
Weekly Shipments for Two Key Customers
0
10000
20000
30000
40000
50000
60000
70000
80000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2014 Ordering & Shipping Patterns for Customer A
Ordered Shipped
Rebate
Rebate
Rebate
0
10000
20000
30000
40000
50000
60000
70000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2014 Ordering & Shipping Patterns for Customer B
Ordered Shipped
Rebate
Rebate
Rebate
Plan = Discover80% of the reasons for uneven customer
orders are internally driven
10% Consumer Promotions
70%Customer Incentives
20% Sales
Incentives
We’ve met the enemy and it is us!
Day 2• Design new sales incentive program
• Design new customer incentive program
• Vet with senior leadership
New Customer Incentives to Reduce Quarter‐End Order Spikes
20% Operations
80% Target*
50% Operations
10%Target*
Current State Future State
Monthly invoice promotions No more monthly promotions
Rebates 3x per year No more rebatesNEW PROMOTION:2% possible discount each month• 1% from level orders in
(25% ±10% = 22.5‐27.5%)• 1% from moving product
Sales Commission
Customer OOSReturned GoodsMust‐have SKUsEffective Outlet
Future State
50% Operations
10%SalesTarget*
40% Even FlowWeek 1: 25%Week 2: 25%Week 3: 25%Week 4: 25%
20% Operations
80% Sales Target*
Current State
Customer OOSReturned GoodsMust‐have SKUsEffective Outlet
Planned Pilot May 1 – June 30Region 3
$15,000 if reach 100% of target$18,000 if reach 110% of target
Added $5,000 to base salary$10,000 if reach 100% target$15,000 if reach 110% target
Week 1: 10%Week 2: 20%Week 3: 30%Week 4: 40%
Day 3• Develop “talking points” document for conversations with customers
• Develop new incentive plan detail document for sales people
• Develop pilot monitoring plan• Roll out to sales people
• Train re: how to talk with customers
• Final presentation and celebration!
Next Steps• Monitor pilot – status calls every other week with full Kaizen Event team
• Begin planning two Kaizen Events for June• Implementing pull‐based production
• Continue solving value stream problems using A3 management (as defined by transformation plan)
© 2015 The Karen Martin Group, Inc. 25
Your Questions• How did the events sustain? How did they
communicate the new process to other team members?
• When planning for a Kaizen (Event), what are the criteria for selecting a swimlane or VSM as the best process clarification/definition tool?
• How do we decide that it is necessary to do a Kaizen event? Which indicators do we have to know/have to make the decision?
Document / Analyze the Current State• Go to Gemba / observation• Spaghetti diagrams• Work breakdown structure (manufacturing) or
Metrics‐Based Process Mapping (office/service)• Root Cause Analysis• Surveys / audits• Videotape• “Product” samples• Floor plans / blueprints• Review of existing procedures, job aids, etc.• Interviews 26
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Metrics‐Based Process Mapping: Eliminate Waste and Define Standard Work
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© 2015 The Karen Martin Group, Inc. 28
Karen Martin, President858.677.6799
@karenmartinopex
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