kaizen process 3.1.1. © 2010 vaupell holdings, inc. & vaupell molding & tooling, inc. who...

Kaizen process3.1.1

© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.

Who we are!

Privately held company established in 1947.Supplier of sophisticated injection molded products and

assemblies to the aerospace, defense, medical and commercial markets. Capabilities include:o rapid prototyping o prototype and short run machining and casting o domestic and offshore tool design and build o custom fixtures and gauges o injection molding and contract manufacturing for small to large volume

production o Lightweight structural composite parts for aerospace and defense

applicationsFacilities in WA, MI, MA, NH, NY, and TX with 350

employees locally and 900 employees worldwide.o 60,000 sq ft of manufacturing area in the Seattle facility

SEA Stage 1 certified company since 2010.


Kanji

Kaizen is improvement or change for the better. o It refers to practices that focus upon continuous

improvement of processes in manufacturing, engineering, and business management.

Kaizen is a daily process, the purpose of which goes beyond simple productivity improvement. o It is also a process that, when done correctly, humanizes

the workplace, eliminates overly hard work, and teaches people to learn to spot and eliminate waste in their processes.

“Improvement”


Kaizen development

Provide input for the continuous improvement process.

Provide prioritized input for the Kaizen process.

Complete project and

provide inputs to feed more

kaizen.


LP01-005

Need for Kaizen presented

Observe process and talk with operaors

Develop targets and Complete Scope Sheet:

Current State Team Selection General Objectives Specific Metrics defined Current Measures Targets or Goals

Collect Data:Cycle TimeTact Time

Special needs

Determine Time line of Kaizen

Explain expected changes with operators.

Analyze to determine if improvement is needed NO

Lean Process FlowKaizen Process 3.1.1

Document New Process for Standard Work

Redline Documentation (if required)

Need and Topic or Subject Validated?

Walk Operators through new process

Begin Work(Initiate Kaizen)

Review Scope Sheet with

Team

Make Changes / Implement the new process

Review Progress

Repeat prior three steps as necessary (Make Changes /

Walk Thru / Review) until Objectives are achieved or

Project is terminated

Document any Action Items on

Scope Sheet

Report Out to:Users

ManagementCo-workers

Etc.

Submit to Workforce Development for

Formal Training per LP01-003 & LP01-004

Track Results against Scope Sheet Targets

Inputs from:Strategic Planning (LP01-001),

Organizational Performance Review (LP01-002), Process

Owners, Process Users

End

YES


Two kinds

Immediate and simple. We all do them all the time. Very informal.o “Surprise” improvements.o Extremely limited in scope. An entire “event” might take 15 minutes and

involve only two people deciding they need to do something positive to their process.

o Costs no (minimal) money to implement.o Only approvals needed are floor leads and/or buy-in from other shifts or

operators performing the same task. • Does not need management approval to proceed. Literally a management “I won’t stand in the

way of improvement, tell me later” activity.

o Documentation limited to what may need to be done to standard work, etc.

Departmental or cross functional.o Cross functional teams made up of affected and non-affected departments with

team members from floor operations to manager.o Will usually require some kind of training for all or a portion of the event.o Can involve a monetary investment or higher level approval.o Will take more than one day.o Typically requires some groundwork be done prior to the event.


Continuous Improvement Scope Sheet

Continuous Improvement Scope Summary SheetDefine the Event & Objectives Define the Team Structure

Process (circle one): Leadership and Culture Workforce Development Process Name:Operational Excellence, Facilities, 5S Safety Quality Performance Event Dates: Type Improvement: Process owner:Describe prior or Current Process: Co-leader Members: Describe Future State: Facilitator: Consultant: Metrics for tracking: Describe the change Parking lot or future actions to be accomplished from or to complete this event: TAKT Time: Actions complete or still open:General Objectives (Plan, Do, Check, Act): Well-written Objectives meet the SMART Criteria: Specific, Measurable, Attainable, Results-Oriented, and Time-based



Continuous Improvement Event Objective/Results Summary

Team: Line:

ImprovementMeasurement

BeforeKaizen

KaizenObjective

AfterKaizen

ActualAchievement %



Process (circle one): Leadership and Culture Workforce Development

ACTION ITEMS FOR:Operational Excellence Facilities 5S Safety Quality Performance

Date Assigned Issue Description Responsible for Resolution Resolution Other Commentary Resolve by Date Issue Status


Before the event

Choose the project Select the team and the dates

o Does it include customers and suppliers? Do the ground work

o Review the purpose and goalso Conduct any event related trainingo Meet with process stakeholderso Look at or review any existing data or metricso Details, details, details!o If higher level approvals may be needed make sure that approval authority is on

board with the scope of the event. Rules for the event

o There are no bad ideas. Question everything.o No criticism.o One person-one vote and consensus rules.o Open mind – positive attitude.o Mutual respect. Work hard and have fun.


The event Document Everything! Review why we are here.

o Charter your purpose and ideas. o Name your team and give it a sense of ownership.

Train Value Stream Map Develop action items and begin to prioritize. “Priority A-B-C”.

o A is now. Impact on the evento B is undecidedo C is parking lot

Gemba – gather data. o The three actuals. o Interview

Evaluate the information and bounce it off of the purpose. o Develop ideas. Brainstorm. Develop the future state.o Follow-up on any newly created action items.

Implement the changeo Experimento Feedbacko Experiment some moreo Make it so!

Measure the change. Is it doing what we intended? Set a timetable to follow-up.


Are we there yet?

Finish up any last minute items. Document everything

o Record on Continuous Improvement tracking sheeto Set-up and assign any follow-on actions and future kaizen (from the “C” pile).

Report Outo Inform those in the process that “created” the event.o Inform departmental and management stakeholderso Involve the kaizen team AND the process owners and users.

Follow-up per your timetableo Is it still working?o Does it require reassembling the team to go over the unforeseen?


Project tracking

Kaizen Action Items

Kaizen #/NameDate

AssignedIssue Description

Responsible for Resolution

Resolution Other CommentaryResolve by

DateIssue Status

1 - Nozzle Pull System 06/05/10 Set up blanket orders with Conrad Russ S working with Lorenzo to complete open

1 - Nozzle Pull System 06/05/10 Set up blanket orders with Meggitt open

2 - Develop a 3P Area and Process 07/17/10 Train Engineers on use of Decision Matrix open

2 - Develop a 3P Area and Process 07/17/10 Train ???? On Quote Validation Sheet open

2 - Develop a 3P Area and Process 07/17/10 Train 3P leaders on standard work open

2 - Develop a 3P Area and Process 07/17/10Finish the 3P Area per the long term conversion plan- walls, curtains, etc. so that it is presentable for customers.

open

3 - Mixed Model Line 08/21/10Start getting orders released based on the calculated monthly order sizes.

Planning / CSRAsk customers if they will take smaller

shipments more often open

3 - Mixed Model Line 08/21/10 Track metrics to verify improvement Assy open

3 - Mixed Model Line 08/21/10QA to do 1st part inspection and ongoing samples, rather than waiting until order is complete.

?

4 - Master Planning / Scheduling 10/15/10BOM audit process (w/c & times) include /capture inspection steps, FAI, sequencing, etc.

Russ/Carina Start with Mixed Model Line partsDone with MML and first 1000 most frequent parts. Ongoing updates as needed.

open

4 - Master Planning / Scheduling 10/15/10Config control - coordinate with Engineering for BOM changes

Jim/Andy closed

4 - Master Planning / Scheduling 10/15/09Time fence rules - when jobs are fixed, who can change & when

Scott 1 week locked for MML parts closed

4 - Master Planning / Scheduling 10/15/09 1 time dump and clean up of old orders etc. Tracy/Scott Start with MML open

4 - Master Planning / Scheduling 10/15/09Disciplined process to close w/o or reschedule for shortagesEnsure timely picks of required materials & components

Guy/Scott Training for Leads open

4 - Master Planning / Scheduling 10/15/09 ID how many software seats are needed Russ 3 Planners, 2 Schedulers closed

4 - Master Planning / Scheduling 10/15/09Deal with multiple part #'s in the same tool. (4th shift By-Product in BOM structure)

Jim Convis @ RM to get back to us open


Project tracking

Process Process Owner Type improvement

Prior process

New process

Description of change

Future Actions Status Before

PhotosAfter

Photos

Leadership and Culture

SQP5 CommunicationWorkforce Development

Training EmployeeNew Employee Orientation Employee

Operational Excellence and Performance

Production Planning Production scheduling and tracking

Cell metricsPerformance to schedule (On Time Delivery as measured by

cell or line)

Quality

Quality System ManagementManagement of non-conforming material

databases

Facilities and 5S

Color codes Facility/Employee/Visitor

Hi-C building organized Workplace Organization - 5S

Relocation of molding presses Utilization and process flow

Everett Facility Open Performance - on time delivery

Upgrade Manufacturing Equipment Workplace Organization - 5S


The event


The results

kaizen process 3.1.1. © 2010 vaupell holdings, inc. & vaupell molding & tooling, inc. who...

Documents

vaupell holdings

vaupell molding tooling

continuous improvement

process owners

daily process

complete scope sheet

scope sheet targetsinputs

scope sheetexplain