lean, team-based medical device manufacturing · lean, team-based medical device manufacturing...
TRANSCRIPT
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Lean, team-based medical device manufacturing
David Hurley
Associate Director of Operations
Alcon Research, Ltd.
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Agenda
• Alcon
• Starting our Lean journey
• Our Lean Change Process
– Lean Production
– Lean Management
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Agenda
• Our Improvements – Looking beyond surface
metrics
• Telling your story - Our advice
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Alcon, Huntington WV
• Size: 296,000 ft.²
• Employees: More than 750
• Key Products: AcrySof® Intraocular Lenses
(IOLs), PMMA Intraocular Lenses, Monarch IOL
Delivery System (LDS)
• Annual Volume: 5 million IOLs, 9 million LDSs
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Alcon-North, Lesage
• Size: 130,000 ft²
• Employees: More than 200
• Key Products & Processes:
– Manufacturing: Monarch IOL Delivery System (9 million annually)
– Sterilization, Packaging, and Distribution of all product lines (15 million annually)
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Starting our Lean journey
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Lean...Again...Really?
• Failed past initiatives:
– Support from top
– Involvement from
bottom-up
– Change agents
from middle
management
– People who
understand Lean
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Why Now?
• New General Manager (Support from top+)
• Involvement from bottom-up (Ready and waiting)
• Change agents from middle management (Me+)
• People who understand Lean (Operational Excellence+)
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The Process
We need help!
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To The Rescue!
Alcon Operational Excellence
Greg Stehle, April Young, Stephanie Williams
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The Process
– Lean Production
– Lean Management
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The Process
• Communications and support from the top
• Technicians involved at every step
• Priorities for improvements
– Safety (Ergonomics)
– Quality (Poka-Yoke)
– Productivity (Fixtures)
– Cost (Will take care of itself)
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The Process
• Operational Excellence Support
– Lean road map
– Facilitate Gemba Kaizen Events
– Technical support for Lean tools
– Education of support staff
• Change Agents (Middle Managers) develop
technical lean knowledge to lead and facilitate
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Lean Production
• Creating Continuous Flow
– Who is your customer? Your supplier?
– What is the distance between stations?
– Is one-handed delivery possible?
– Identification of Product vs. Process oriented
layouts
– What is a work cell? Is a cell possible?
– Takt Time
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Lean Production
• CONWIP & Pull System Supermarkets
• Standard Work
• Value Stream Mapping
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Lean Production
• Process Improvement Teams (P.I.T.)
– Q.A.
– Mfg.
– Eng.
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Lean Management
• Day-by-Hour Charts
• Staffing Grids
• Tier Meetings @ Tier Boards
– Tier 1: For Technicians, by Technicians
– Tier 2: Supervisors and dedicated support (PIT Teams)
– Tier 3: Value Stream Manager and Staff Members
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The Kick-Off
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Gemba Kaizen Events
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Value Stream Mapping
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Load Charting
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Spaghetti Chart
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New Layouts
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Lean Management System
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The Improvements
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New Process – Meet Penny
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New Process – Meet Sheldon
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New Process – Meet Howard
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From Batch
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To Flow
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300.00
400.00
500.00
600.00
700.00
800.00
900.00
1,000.00
Process 2
Efficiency Improvements
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Old Process
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New Process – Water Spider
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New Process – Meet Frodo
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WIP Racks for Sale
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Results
and cautions!
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WIP (Beware Equivalent Units!)
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200,000
250,000
300,000
350,000
400,000
450,000
500,000
550,000
Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13
Product 1, WIP (Equivalent Units)
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200,000
400,000
600,000
800,000
Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14
Product 1, WIP (Equivalent Units)
+ 17%
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-
200,000
400,000
600,000
800,000
Product 1, WIP (Equivalent Units)
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408,315
455,158
278,742
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
2013 2014 2015
Process 1 WIP (Equiv. Units Avg.)
+ 12%
- 39%
- 32%
B
A
S
E
L
I
N
E
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277,731
339,807
60,669
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
2013 2014 2015
Process 2, Product A WIP (Avg.)
+ 22%
- 82%
B
A
S
E
L
I
N
E
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Cycle Time
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9
11
10
0
2
4
6
8
10
12
14
2013 2014 2015
Process 1 Cycle Time (Days)
+ 22%
- 9%
+ 11%
B
A
S
E
L
I
N
E
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17
8
6
0
2
4
6
8
10
12
14
16
18
2013 2014 2015
Process 1 Lot Std. Dev. (Avg. Days)
- 53%
- 25%
- 65%
B
A
S
E
L
I
N
E
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362
187
50
0
50
100
150
200
250
300
350
400
2013 2014 2015
Process 1, Max. CT (Days)
- 48%
- 73%
- 86%
B
A
S
E
L
I
N
E
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5 14
346
0
50
100
150
200
250
300
350
400
2013 2014 2015
Process 1, Lots Completed ≤ 24 Hrs. (Lot Count)
0.2%
5%
0.1%
Normal Distribution
Non-Normal Distribution
Normal Distribution
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Cost
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0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
2012 2013 2014 2015 (Proj.)
Process 1 Cost and Throughput 2012 - 2015 (proj.)
Cost TH
- 1%
- 15% - 6.5%
+ 4%
+ 17% 0 %
B
A
S
E
L
I
N
E
-22%
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Putting it all together
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Put it all together to tell the story
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Our Advice on your Lean Journey
• Support from the top
• Start small
• It doesn’t need to be pretty
• Celebrate success – big and small
• Beware of quick automation, Lean first
• Involve everyone, even the grumpy ones
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Our Advice on your Lean Journey
• Be transparent
• Take pictures to tell your story
• Involve the right people
• Avoid scope creep – get early wins
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Thank You!
Please complete the session survey at:
www.ame.org/survey
Session: WP/24
Lean, team-based medical device
manufacturing
David Hurley
Alcon