ng bb 50 rapid improvement event
TRANSCRIPT
National GuardBlack Belt Training
National GuardBlack Belt Training
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Module 50
Rapid Improvement Event (RIE)
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CPI Roadmap – Improve
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.
TOOLS
•Brainstorming
•Replenishment Pull/Kanban
•Stocking Strategy
•Process Flow Improvement
•Process Balancing
•Standard Work
•Quick Change Over
•Design of Experiments (DOE)
•Solution Selection Matrix
• „To-Be‟ Process Mapping
•Poka-Yoke
•6S Visual Mgt
•RIE
ACTIVITIES• Develop Potential Solutions
• Develop Evaluation Criteria
• Select Best Solutions
• Develop Future State Process Map(s)
• Develop Pilot Plan
• Pilot Solution
• Develop Full Scale Action/
Implementation Plan
• Complete Improve Gate
1.Validate the
Problem
4. Determine Root
Cause
3. Set Improvement
Targets
5. Develop Counter-
Measures
6. See Counter-MeasuresThrough
2. IdentifyPerformance
Gaps
7. Confirm Results
& Process
8. StandardizeSuccessfulProcesses
Define Measure Analyze ControlImprove
8-STEP PROCESS
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Learning Objectives
Identify opportunities for quick improvements, whether „Just Do Its‟ or RIE improvements
Learn the conditions that may lead to a quick improvement
Discuss the RIE methodology for quick improvement
Learn the difference between a project „Just Do It‟ and a RIE
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Quick Improvement Method
The CPI training focuses on a disciplined roadmap to Process Improvement (8-Steps or DMAIC)
The key to effect process improvement is successful completion of the Measurement and Analysis phases
They set the stage for Improvement
However:
Opportunities may be identified early in the project that do not warrant extensive analysis „Just Do Its‟ or „Quick Wins‟ bypass Analyze and go straight to
Improve Phase
RIE improvements still follow the DMAIC/8-Step format but the Define, Measure, and Analyze portions are accelerated
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Just Do It (Quick Win)
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Just Do It
Often we are able to find some opportunities for immediate improvement early in the project using basic tools
Process map
Pareto chart
Fishbone Diagram
Metric Implementation (Hawthorne effect)
Process Map Pareto Chart Cause & Effect
Productivity
Y
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Just Do It
When we find these opportunities there is no need to wait months for implementation
We should implement change as soon as possible to begin reaping the benefits
We by-pass the Analyze phase and move straight to Improve
Define Measure Analyze Improve Control
$$
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Just Do It Improvement Criteria
Minimal or no capital expenditure
Low risk
Narrow scope
Buy-in to solutions by all stakeholders
Certainty the change will generate a positive impact
Improvements may be implemented quickly (within 1-2 weeks)
The project team has the authority to implement the desired changes
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Just Do It - Examples
Process Step Elimination
Procedure Change
Safety Stock Elimination (Just in Case Inventory)
Communication Improvement
Supplier Price Reduction
Part Substitution
Training on Best Practices
Error Proof a Process Step
Process Balancing / Layout
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Just Do It - CAUTIONS
Risk assessment must be an essential part of the „Just Do It‟ decision process
What are the potential „Just Do It‟ impacts on:
Customers/Suppliers
Other functional areas
Cost/Benefit analysis
Other teams‟ efforts
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Quick Improvement Control Plans
Quick improvements, whether „Just Do It‟ or Rapid Improvement Events, must have implemented Control Plans in place before being considered complete
It is desirable to implement improvements as soon as possible but implementation without control can be worse than no implementation at all
See the Control Plan Module for Control Plan implementation and details
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Rapid Improvement Events
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Rapid Improvement Event Facilitation
RIE is the application of continuous improvement to a specific, targeted process objective
RIE assembles cross-functional teams aimed at improving a process or problem identified within a specific area
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What is an RIE?
An RIE is an Event
Defined duration (clear start & end point)
Where Improvements are made
Changes happen during event
In a Rapid fashion
Event duration is short & changes happen fast
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Important Considerations
Events last from 3 to 5 days and during this period production may be negatively affected
This requires planning to avoid affecting customer deliveries
Anticipate a learning curve on the changes implemented
Document as the event happens – for example, complete Value Stream Maps and Standardized Worksheets during the event
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RIE Facilitation Is and Is Not
RIE is:
A tactical facilitation method for reaching strategic goals
A strategic approach
The involvement of all stakeholders
Well planned out
RIE is not:
A tool to be used to reduce headcount
A way to do pet projects
Just an expert activity
A haphazard event
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When to Use Rapid Improvement Events
When obvious waste sources have been identified
When the scope and boundaries of a problem are clearly defined and understood
When implementation risk is minimal
When results are needed immediately -i.e., capacity constraints, setup reduction, acute quality problems, safety/ergonomic issues
In the early stages of a project to gain momentum and build credibility
As the result of Process Mapping,
work area tour, data collection, etc.,
obvious sources of instability and waste
are identified
Examples:Standardization
(SOPs), 6S, Generic Pull, Setup Reduction
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RIE Facilitation Approach
Team is 5 days full-time vs. 4 months part-time
Actual team hours may be similar
Resources are dedicated
100% dedicated for the event (5 days)
Scope is completed and problem is identified going in
Team does not have time for scope assessment
Basic data is gathered
Be ready to implement immediately
Complete as much as possible the week of event
May use tribal knowledge vs. detailed analysis
Solution may be known but historically not listened to
Allow 30-day follow-up on action items
Items that cannot be finished that week
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RIE Approach
RIE is a vehicle to implement „Quick Wins‟
A. Pre-Event Prep: Identify and plan narrow scope events
B. RIE: Implement do-now quick hit solutions during the RIE
C. Follow-up Action Items: RIE activity typically ends 30 days following RIE
The RIE approach follows the DMAIC/8-Step process
Pre-Event Prep
(3-5 days)
RIE(3-5 days)
Event Follow-up(15-30 days)
Typical RIE Timeline
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RIE Follows the DMAIC/8-Step Structure
Define (Prep Week)
Clearly define the RIE objective
Pre-Event prep: Select team members, perform logistics, notifications, data collections, and prepare training
Measure (Prep Week and Monday of Event)
Validate the value-stream map of the process. Complete a resource flow layout for all operations or tasks if necessary (people, paper, material, information)
Carefully observe, then collect needed metrics for tasks or steps in the selected process
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RIE Follows the DMAIC/8-Step Structure
Analyze (Tuesday-Wednesday)
Quickly validate root causes and identify/review sources of waste
Review waste elimination techniques, then brainstorm process improvements for eliminating non-value added tasks (CVA and NVA-R as well) and reducing variation
Improve (Wednesday-Friday)
Create action item list to accomplish improvements
Implement process improvements, train employees, then test, fine-tune, and ensure the process is capable
Control (Thursday-Friday)
Create Standard Operating Procedures to document and sustain improvements
Present results to Management Team, complete follow-up, monitor results over time
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RIE Preparation
Data Collection/Analysis
Team Selection/Notified
Scope Identified
$$ Savings Determined
Process Map
Resources Alerted
Create “Specialized” Training
Equipment
Logistics Arranged
Preparation Phase (1-2 Weeks before start of event)
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“Specialized” Training for Team
The entire team should be trained to use the following tools:
6s Work place organization
Time study
Takt time
Standard work layouts
Standard work combination sheets
Spaghetti diagrams
Run charts
Value add
Process capability
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Logistics
Meeting room near work area
Quiet
Work spaces for individuals and team meetings
Tools needed for team work
Flip charts, masking tape, and markers
Computer, projector, screen
White board
Telephone
Typical office equipment
Post Its!!!
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General RIE Week Structure
Cause & Effect
Issue List
Effort
Benefit
.5
1.5
1.0
2.0
2.5
.5
3.0
3.5
4.0
4.5
5.0
1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0
12
3
4
5
89
10
76
Brainstormed Ideas
Team Training
Area Discovery
Goal
Final Presentation
Action Items
What Who When Status
Implementation
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FinalizePre-Event
Prep
Typical Timeline
Implement Improvements
Perform Process Participant Training
Tweak Design
Implement Improvements
Perform Process Participant Training
Tweak Design
Finalize Future State
Complete Training on Std Work
8AM
Monday Tuesday Wednesday Thursday Friday
12PM
4PM
6PM
10AM
2PM
RIE Kickoff
Lean/RIE Training
Specialized Training
Measure
(Present State Analysis)
Measure
(Present State Analysis)
Analyze
Lunch Lunch
Analyze
Brainstorm Ideas
Idea Effort/Impact
Idea Prioritization
Future State Design
Mid-Week Review
Process Part Design Review
Future State Des
Future State Des
Implement Improvements
Lunch Lunch Lunch &
Celebration
Final Presentation
Create and Implement Standard
Work
Measure Future State
Calculate Actual Benefits
Create Final Presentation
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Mon, Sep 9 Tue, Sep 10 Wed, Sep 11 Thu, Sep 12 Fri, Sep 13
7:00 AM Review plan for the day Review plan for the day Review plan for the day Review plan for the day
7:30 AM
8:00 AM
8:30 AM
9:00 AM
9:30 AM
10:00 AM
10:30 AM
11:00 AM
11:30 AM
12:00 PM
12:30 PM
1:00 PM
1:30 PM
2:00 PM
2:30 PM
3:00 PM Assign Action Items
3:30 PM
4:00 PM
4:30 PM
5:00 PM
5:30 PMStatus review & updates Status review & updates Status review & updates
6:00 PM Time to go home Time to go home Time to go home Time to go home
Continue
implementation
Capture observations &
ideas
Lunch
Guest Speaker, Intro &
Training
Lunch & status review Lunch & status review Lunch & status review
Continue
implementation
Prepare presentation
Brainsorm Solutions
Presentation &
QuestionsDefine & assign roles
Area Discovery
Area Discovery
Area Observations
Area Observations
Problems seen
Fishbone diagram
Lunch & status review
Continue
implementation
Prepare presentation
Affinitize list of possible
solutions
Complete Effort / Impact
Matrix
Begin Implementation
Cause & effect
RIE Schedule - Example
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RIE Team Rules
Be open to change
Maintain a positive attitude
Never leave disagreements unspoken
We‟re not interested in assigning blame - only in creating solutions
Practice mutual respect
Treat others as you want to treated
One person, one vote – position doesn‟t matter
The only stupid questions are the ones not asked
Have fun
Understand the process and…JUST DO IT!
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Facilitation Keys
Keep Team Busy!
Tendency for emails, voicemails, etc.
Event will be stressful
Forcefully stay on track
Be a part of scope and team selection if possible
Plant seeds but don‟t overpower the team with your ideas
Give something back to area personnel
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RIE Detail Schedule
Monday or Before
Team Training
What is a RIE?
Project and Goal Background
Present Data/Burning Platform
Specialized Training Geared Toward Project Goal
Discovery
Team Spends Afternoon in Project Area
Gather Insights from Personnel
Observe Issues/Conduct Studies
Keep Detailed Notes
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Discovery Phase
The team “Discovery” is the most important part of the RIE
It is during the Discovery that the team identifies opportunity for improvement
Keys to Discovery success:
Is a rotation schedule needed?
Write everything down
Are more backup data needed?
Keep everyone busy
Expect long hours
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Capture/Brainstorm Ideas
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Toolset Used During RIE
Any tool may be used to aid the team during a RIE from a Process Map to a Designed Experiment
Bottom line is you use any tool that is needed!
Pareto
Fishbone
Process map
Spaghetti Diagram
Takt Time
NVA Analysis
Time Studies
C & E matrix
4 Step Set Up Reduction
Personnel/Skillset Matrix
Brainstorming
Affinity Diagram
Prioritization Tools
Pilot Plans
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Indicates an in-box or outbox where work (forms/information) waits to be worked on or transferred
RIE ToolsetResource Flow
Layout (“Spaghetti Flow”)
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civil, criminal, or other relevant enforcement information to obtain data relevant to an Army decision, (c) other federal agencies in connection with hiring, security clearances, and investigation of an employee, or the letting of contract, (d) Congressional offices in
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Authority: Title 10, United State Code, Section 3013Principal Purpose: To identify your significant others: parents, spouse, children, friends, employer, etc. information gathered may be used to produce informational letters from theCommanding General and assist in the development of appropriate outreach through Family Readiness Group (FRG) activities and services to the persons you list. All individuals identified are eligible to participate in the FRG and receive information that will assist you in having a successful deployment should you be mobilized and deployed.Routine Uses: Any information you provide may be disclosed to members of DoD who have an official need for the information in the performance of their duties, including the Chaplains, Family Readiness personnel and the Operational Stress Control team of the 81stRRC, as well as to: (a) Federal, State, local or foreign law enforcement purposes, (b) Federal, State or local agencies that maintain civil, criminal, or other relevant enforcement information to obtain data relevant to an Army decision, (c) other federal agencies in connection with hiring, security clearances, and investigation of an employee, or the letting of contract, (d) Congressional offices in response to Congressional inquiries, and (e) OMB for the review of private relief legislation.
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Provide the following information for the individual you consider your closestfamily member, loved one or significant other: Names listed below will be included on your FRG Unit Telephone Tree as your Primary Contact.
NAME: FIRST___________________ MI______LAST______________________________
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Marital Status:Single oMarried o Divorced o Separated o Widowed o Single Parent o
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___ Does Family Member have an DependentDuty ID Card? ___ Does Family Member requires special
assistance?
NAME: FIRST___________________ MI____ LAST________________________________
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WORK PHONE: ______________________ HOME PHONE: _________________
MAILING ADDRESS:_____________________________________ CELL PHONE: __________________
CITY_______________________ STATE ________ ZIP Code _______________________
Will Family Member be at this address during Soldier Mobilization / Deployment? Yes__ No__
If no, provide new address:
MAILING ADDRESS: ________________________________________________________
CITY_______________________ STATE ________ ZIP Code _______________________
SOLDIER / FAMILY INFORMATION
Privacy Act Statement
Authority: Title 10, United State Code, Section 3013Principal Purpose: To identify your significant others: parents, spouse, children, friends, employer, etc. information gathered may be used to produce informational letters from theCommanding General and assist in the development of appropriate outreach through Family Readiness Group (FRG) activities and services to the persons you list. All individuals identified are eligible to participate in the FRG and receive information that will assist you in having a successful deployment should you be mobilized and deployed.Routine Uses: Any information you provide may be disclosed to members of DoD who have an official need for the information in the performance of their duties, including the Chaplains, Family Readiness personnel and the Operational Stress Control team of the 81stRRC, as well as to: (a) Federal, State, local or foreign law enforcement purposes, (b) Federal, State or local agencies that maintain civil, criminal, or other relevant enforcement information to obtain data relevant to an Army decision, (c) other federal agencies in connection with hiring, security clearances, and investigation of an employee, or the letting of contract, (d) Congressional offices in response to Congressional inquiries, and (e) OMB for the review of private relief legislation.
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FAMILY MEMBERS:(You must complete this box.)
Provide the following information for the individual you consider your closestfamily member, loved one or significant other: Names listed below will be included on your FRG Unit Telephone Tree as your Primary Contact.
NAME: FIRST___________________ MI______LAST______________________________
SSN________-_______-___________DOB (MM/DD/YYYY): ____/____/____
Marital Status:Single oMarried o Divorced o Separated o Widowed o Single Parent o
Date of Marriage: ______________
HOME PHONE: _______________________ CELL PHONE: ______________________________
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WORK PHONE: ______________________ _______________________@ us.army.mil
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Current Unit: _________________________Leadership Role: _________________________
Areyou being cross-leveled:
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___ Does Family Member have a signed DD 1172? ____ Is Family Member enrolled in DEERS?
___ Does Family Member have an DependentDuty ID Card? ___ Does Family Member requires special
assistance?
NAME: FIRST___________________ MI____ LAST________________________________
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Foreign Language? If yes, which: _______________________ e-mailaddress: ________________________
WORK PHONE: ______________________ HOME PHONE: _________________
MAILING ADDRESS:_____________________________________ CELL PHONE: __________________
CITY_______________________ STATE ________ ZIP Code _______________________
Will Family Member be at this address during Soldier Mobilization / Deployment? Yes__ No__
If no, provide new address:
MAILING ADDRESS: ________________________________________________________
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SOLDIER / FAMILY INFORMATION
Privacy Act Statement
Authority: Title 10, United State Code, Section 3013Principal Purpose: To identify your significant others: parents, spouse, children, friends, employer, etc. information gathered may be used to produce informational letters from theCommanding General and assist in the development of appropriate outreach through Family Readiness Group (FRG) activities and services to the persons you list. All individuals identified are eligible to participate in the FRG and receive information that will assist you in having a successful deployment should you be mobilized and deployed.Routine Uses: Any information you provide may be disclosed to members of DoD who have an official need for the information in the performance of their duties, including the Chaplains, Family Readiness personnel and the Operational Stress Control team of the 81stRRC, as well as to: (a) Federal, State, local or foreign law enforcement purposes, (b) Federal, State or local agencies that maintain civil, criminal, or other relevant enforcement information to obtain data relevant to an Army decision, (c) other federal agencies in connection with hiring, security clearances, and investigation of an employee, or the letting of contract, (d) Congressional offices in response to Congressional inquiries, and (e) OMB for the review of private relief legislation.
SOLDIER INFORMATION:
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FAMILY MEMBERS:(You must complete this box.)
Provide the following information for the individual you consider your closestfamily member, loved one or significant other: Names listed below will be included on your FRG Unit Telephone Tree as your Primary Contact.
NAME: FIRST___________________ MI______LAST______________________________
SSN________-_______-___________DOB (MM/DD/YYYY): ____/____/____
Marital Status:Single oMarried o Divorced o Separated o Widowed o Single Parent o
Date of Marriage: ______________
HOME PHONE: _______________________ CELL PHONE: ______________________________
Your AKO e-mail Account
WORK PHONE: ______________________ _______________________@ us.army.mil
HOME ADDRESS: ___________________________________________________________________CITY________________________STATE ________ ZIP Code ___________________
Current Unit: _________________________Leadership Role: _________________________
Areyou being cross-leveled:
Gaining unit and / or RRC: _________________________ RANK: __________________
___ Does Family Member have a signed DD 1172? ____ Is Family Member enrolled in DEERS?
___ Does Family Member have an DependentDuty ID Card? ___ Does Family Member requires special
assistance?
NAME: FIRST___________________ MI____ LAST________________________________
RELATIONSHIP: Spouse oMother o Father o Child o Significant Other o Other oDate of Marriage:___________________DOB: __________ Age: _________
Foreign Language? If yes, which: _______________________ e-mailaddress: ________________________
WORK PHONE: ______________________ HOME PHONE: _________________
MAILING ADDRESS:_____________________________________ CELL PHONE: __________________
CITY_______________________ STATE ________ ZIP Code _______________________
Will Family Member be at this address during Soldier Mobilization / Deployment? Yes__ No__
If no, provide new address:
MAILING ADDRESS: ________________________________________________________
CITY_______________________ STATE ________ ZIP Code _______________________
Form 107-RFORSCOM
Mob FormPA Form 106
Soldier Info Contact Info Family Info
Indicates flow
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1 2 3 4 5 6 7 8 9 10
Clock 9 7 11 12 10 10 13 10 11 10
Elapsed 9 7 11 12 10 10 13 10 11 10
Clock 13 15 11 16 17 15 16 15 14 13
Elapsed 13 15 11 16 17 15 16 15 14 13
Clock 7 7 7 7 7 7 7 7 7 7
Elapsed 10 12 18 13 14 12 13 12 11 10
Clock 8 7 10 12 11 10 10 9 8 7
Elapsed 8 9 8 5 5 12 13 11 9 7
Clock 2 4 5 3 3 4 3 5 2 3
Elapsed 2 4 5 4 4 4 3 5 2 3
Clock
Elapsed 45 Avg
Update AFRP.org contact
data 3 1.1
Call Family Member 10 1.7
Review Family Member
Contact Info 7 0.0
How do w e
maintain accurate
info if something
chnages
Too Many Forms
Input FRG Forms into
AFRP.org 15 1.8Website is too
slow
Task Description
Complete FRG Forms 10 1.6
Date: Observer
Observed Cycles: Best
Repeatable
Time
Standard
Deviation Remarks
Process:
Family Readiness Group Contact
Sub-Process:
AFRP Contact List
Date:
RIE Tool Example
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Family Readiness Group Form 107-R Family Contact
0
5
10
15
20
Complete
Forms(107-
R)
Input Forms Store
Hardcopy
Use
Database
Use
Hardcopy
Call Family
Task #
Task T
ime (
min
ute
s)
CVA Time NVA-R Time NVA Time
Takt Time = 13 min
RIE Tool Example
Need to reduceto meet customer
demand!
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As a team, determine which activities are non-value added
RIE Tool Example
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Typical RIE Schedule (Cont.)
Tuesday
Area Discovery (Cont.)
Team Spends Morning in Project Area
Gather Insights from Personnel
Observe Issues/Conduct Studies
Back to Room to Brainstorm Issues
What was learned?
Write down ideas
Evaluate Studies
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Typical RIE Schedule (Cont.)
Wednesday
Brainstorm Issues
Capture Ideas/Solutions
Evaluate Studies
Reduce and Prioritize Ideas
Affinitize Ideas/Solutions
Utilize Effort vs. Impact Matrix
Assign Numbers Based on Effort and Impact
Midweek Status Meeting
Vector check / Milestone review
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Quantify Ideas by Impact on Goal
Quantify each idea by
contribution to problem
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Create ranked list of improvements
Brainstorm, Affinitize, Prioritize Improvements
Take each brainstormed idea and have the team assign an effort and an impact to each
Transfer this information to a spreadsheet to sort the ideas based on Highest Impact and Lowest Effort
This becomes the teams activity and priority list
Effort
Benefit
.5
1.5
1.0
2.0
2.5
.5
3.0
3.5
4.0
4.5
5.0
1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0
12
3
4
5
8
9
10
76
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SolutionAvg
Impact
Avg
Effort
Final
RankingResponsible Action Plan
Align Modified Table of Equipment (MTOE) in Property
Book and Unit Supply E8.0 1.1 4.6 Nate, Mary, Ed Call Help Desk to clean up MTOE by MTOE
Recheck Unit Identification Code tree on a regular
basis(annually) and as new units are assinged4.0 1.3 2.6
Francis, Mary,
GaryCreate reminder to check
Property Book Officer's (PBO) and supply sergeants to
pull status at least 2 times a week.3.0 1.3 2.1 Dave Sw . Supply Level Mgmt. System to communicate
PBO's should only order class 2,4 and 7 and allow the
supply sergeants to process their own requests3.0 1.0 2.0 Gary Quick fix w ill be procedural change.
Create Effort/Impact Priority List
Quantified Impact on GoalFinal Ranking Priority
By quantifying the effort and impact and sorting in a spreadsheet, this may be used as the action item list
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Mid-Week Review
Mid-Week Review Meeting:
Purpose: (Buy-In and Decisions) To review with local management team the analysis findings and the proposed RIE activities for implementation; to address any obstacles impacting the team‟s implementation plan; gain understanding and agreement from Management to proceed with proposed RIE implementation.
Responsibility for Conducting the Meeting: RIE Project Team Leader
Frequency: For Projects beginning Monday afternoon, this meeting will occur early Wednesday afternoon, typically between 1:00 p.m. and 2:30 p.m.
Duration: 30 Minutes
Attendees: RIE Project Team Leader, Key Stakeholders, Sponsor, Process Owner
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Typical RIE Schedule (Cont.)
Thursday
Implement Solutions
Each team member acts on their assignments
Build future state
Pilot or test new ideas
Review Progress
AM review of assignments
Noon review of progress
PM review of progress
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Implementation
Training
Conduct training that week
Communication
Communicate to the area personnel the changes
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Typical RIE Schedule (Cont.)
Friday
Implement Solutions
Each team member acts on their assignments
Implement plan
Team Presentation to Management
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RIE Team Final Presentation Purpose
The purpose of the RIE team final presentation is to provide a forum for improvement teams to inform local management of workshop findings and progress
The presentation formalizes expected results and openly and clearly communicates ownership of open action items and result sustainment
The RIE report-out presentation also provides the opportunity for management to publicly congratulate team members for successes and express appreciation for their dedicated teamwork.
The presentation flows to tell the story about how the team progressed from the project area discovery phase to the team follow-up plan.
RIE team members deliver the presentation to the management team
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RIE Team Final Presentation Flow
Event Description Info
• Event Name & Date
• Team name
• Team Members
Goal & Objectives
• Charter (Problem Statement)
• Quantifiable goals (projected)
• Qualitative objectives
Assessment/Analysis
• Initial findings
• Before Value-Stream Map
• Before procedures
• Key process issues
Brainstorming Causes
• Root cause analysis
• Brainstormed ideas
• Effort/Impact outcome
Implementation
• RIE storyboards describing what the team implemented
• Pictures are key
Standardization
• After/improved process map
• New SOPs and examples of how to sustain
Results
• Quantifiable (vs. Projected)
• Qualitative (vs. Projected)
Follow-Up
• Action list team will complete
• Keep to 20 or less items
• Management “need helps”
Parking Lot
• Items parked for other teams /management consideration
• Risks/Issues for success
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Company: Department: Date: Prepared by:
1. Define the problem situation
2. Problem Analysis
3. Action plans to correct problems
4. Results of Activity
5. Future Steps
Use A3 Project Summary Report for RIE
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Takeaways
Now you should be able to:
Identify opportunities for quick improvements, whether „Just Do Its‟ or RIE improvements
Learn the conditions that may lead to a quick improvement
Discuss and apply the RIE facilitation methodology for quick improvement
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What other comments or questions
do you have?
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APPENDIXPreparation and Facilitation
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Training and Facilitation Materials
RIE Facilitation Kit Will Cover:
RIE Schedule and Approach
Pre-Event Preparation
Team Selection
Pre-event Communications/Preparation
Policies and Procedures
Presentation Preparation
Facilitation Tools
Data Collection
Mapping and Measurement
Safety Awareness
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Typical RIE Weekly Schedule
Weekly Calendar
Pre-work
1. Review Scope, Goals, Objectives, and Deliverables With Senior Staff
2. Select Team Leader 2A. Select Team Members 2B. Inform Team Members
3. Gather Data (Demand, Quality, Headcount, WIP, Downtime, Overtime, Safety, Before Pics)
4. Set Meeting Rooms, Food, Develop Team Tool Box
11/27 Monday
1. Kaizen Kickoff (Senior Staff Representative)
2. Kaizen Training (Lean Principles) & Specialized for Project
3. Review Project Scope, Goals (SMART), Deliverables with Team
4. Assign Tasks for Process Observations, Timestudies, 5-S, Spaghetti Charts, Takt Time Chart
5. Train Team Members in Timestudy Basics and Begin Observation and Data Gathering
11/28 Tuesday
1. Complete Present State Analysis Using All Appropriate Data
2. Brainstorm Based on Goals & Objectives, Ergonomics, Safety, & Waste Elimination
3. Create Future State Analysis and Action Plan
4. Team Lead and Consultant Review FSA With Senior Staff
5 Launch Sub-Teams and Complete Plan
11/29 Wednesday
1. Complete Action Plan
2. Train Process Participants in New Process
3. Fine-tune New Process and Take After Digital Pics
4. Retime and Compare to Goals, Objectives
11/30 Thursday
1. Run New Process and Assess Effectiveness
2. Calculate Improvements in Cycle Time, WIP, Cost Savings, Etc.
3. Complete New Takt Time Cycle Time Bar Chart and Create 30 Day Follow-up List
4. Complete New Standard Operating Procedure
5. Prepare Presentation, Assign Presenters
12/1 Friday
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RIE Team Selection
Team Selection: Typically Area leader, group leader or someone close to process activities, but not a member of management. Identify team members (this can be a bottleneck- keep it moving!)
Team Selection Criteria: Optimum number of team members is 6-8. Three team members must come from the following areas: 2 individuals whom directly work within the project area (i.e. process participants), 1 individual who supervises or leads the project area (i.e. supervisor), the rest of the team can come from the following areas, in order of importance:
Individuals from the direct upstream process (i.e. order entry, purchasing agent)
Individuals from the direct downstream process (i.e. accounts receivable, customer service)
Support personnel (information technology, purchasing, engineering, etc)
Management staff of the project area (i.e. Division Manager, Operations Officer, Engineering Manager, etc.)
Other cross functions (i.e. HR, Headquarters functions, or other divisions) to provide “out-of-the-box” ideas
Insisting that management (Commander, Div Chief, etc.) participate on one of the first RIE teams is critical. This is an effective vehicle for demonstrating to the troops how important the effort / RIE is to fostering continuous improvement and motivating the team members to succeed
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RIE External Resource Support
Information Technology:
Schedule information meeting to detail approach and goals for each project to inform & prep them for potential software/programming needs & ideas.
Gives the IT department a head start on preparation for the event
Facilities (example – co-location, 6S)
Schedule information meeting to walk the process for each project to inform and prep them for potential moves & ideas.
In addition, facilities resources can assist with additional scoping and costs of the event
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RIE Logistical Support
Logistical Support Checklist:
Training/team room(s), Conference Room(s), Eating Areas - reserve RIE team room and rooms for team reviews/presentations, break/lunch/snack areas
Equipment & supplies: overhead projector, video camera & tapes for set-ups, 2-3 flip charts per team with markers
Team member name tags, special access security cards
Rulers/Tape Measures
Transparencies for presentation / PowerPoint file for LCD projector, copies of presentation
Pens/Pencils, fine-point makers, erasers, multi-colored post-it notes, notepads, clipboards, tape (Masking, Floor / layout), Pre-printed RIE forms
Calculators, computer, printer, copier, laminating machine and supplies
Safety and Cleaning Supplies - eye & hearing protection, clean suits, cleaning supplies
Breaks/Lunches/Snacks/Drinks - coordinate team meals/snacks when applicable and who will be responsible for coordinating these
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RIE Logistical Support (con‟t)
Process Preparation:
May want to process ahead (work ahead by working overtime) to cover for RIE work stoppages or interruptions. For example, a RIE team may want to create case teams requiring co-location - work will probably be interrupted while the furniture is moved
May need to change product mix for RIE product focus. For example, a RIE team may work with order entry to change the schedule to improve rework for a product family
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RIE Kickoff & Training Materials
Team Notification Letters
Include team schedule/agenda, dates, times and meeting room information.
Set expectations concerning full-time status
Set expectations for high level approach and goals of the event
Send out one week prior to event
Training Materials
Tailor training module(s) to specific area focus, if possible. Produce copies of training manuals for team use. Make poster size worksheets for the RIE workshop (fishbone, team ground rules, 20-day follow-up).
Prepare some form of RIE team recognition. (i.e., hats, shirts, certificates printed)
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RIE Kickoff & Training Materials
Kickoff and Review Sessions
Plan for top leader (Commander, etc.) to launch team with motivational, appreciative kick-off
Schedule appropriate personnel for Process Participant Design Review (incl. HR and EH&S)
Schedule the Management team for the Mid-Week Review and Final Team Presentations
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RIE Additional Considerations
Provide emergency contact telephone numbers for each Team Member
Use proper lifting techniques and devices (esp. 5S and co-locate)
Identify hazardous waste materials and/or toxic chemicals in project area
Identify specific project area ergonomic issues
Identify specific project area hazards
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RIE Team Meeting Effectiveness
Post Prominently in the team room and review daily/frequently:
RIE Scope and Goals
Ground rules for team member behavior
Agenda for the session, day and week
Team roles (lead, co-lead, session facilitator, timekeeper, scribe, experts)
Parking Lot
Benefits and Concerns
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AppendixRIE Example Results
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Rapid Improvement Event - Results
Event: F-100 Propulsion Shop RIE
Team Leads: Mr. Steve Holland (DS2)
MSgt DW Glass (325 MXS)
Location: Tyndall AFB, Panama City, FL
Date: August 21 - 25, 2006
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RIE Charter
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F-100 Propulsion Shop Team
Mr. Steve Holland DS2 Co-Lead
MSgt DW Glass JEIM Flight Chief Co-Lead
Mr. Todd Benz DS2
A1C Chris Brown 325 MXS
Col(S) Bruce Danskine AFSO21 Randolph
Mr. Mike Jones DS2
TSgt Bill MacCarty AFSO21 Tyndall
SSgt Lee McDuffie 325 MXS
Mr. Kevin Morrow Dover AFB, Prop. Shop
Mr. Brian Nugent AFSO21 Randolph
Mr. Gary Poland QAE
Mr. Chad Sowell F-100 Propulsion AFETS
MSgt Tim Walker JEIM Section Chief
Ms. Kristin Witt AFSO21 Tinker
Capt Glenn Wright AFSO21 Tyndall
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“Before” SituationSummary
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Before Situation Flow
Lead Time Estimate – 10 – 14 Days Through Process
With AWP & AWM – 60 Day Average
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Before Situation Flow
Engine Travel – Black Lines
Engine Component Travel – Blue Lines
Total Travel Per Engine – 9,700 Feet
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Before Situation – Walk Distance
Mechanic Walk (Orange) – 5 Miles
Worker Walk (Blue) – 30 Miles
Total Walk Per Engine – 35 Miles
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Before Situation Summary
Lead Time
Core or LPT - 10 Days
Double Duct - 14 Days
Average with AWM & AWP – 60 Days
25 Engines (Forced Reduction to 15 In Process)
AWM & AWP – 5 Engines
WIP – 10 Engines
Serviceable – 10 Engines
Production Floor Space – 8,720 Sq. Ft. (plus storage)
Part Travel Distance – 9,700 Ft. Per Engine
Walk Distance – 35 Miles per Engine
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Flow Pace (TAKT Time)
Average of 4 Scheduled Engines per month
Average of 5 Unscheduled Engines per month
Average of 20 Work Days per month
TAKT Time = 2 Days
2 “Super Crews” each at TAKT Time of 4 Days
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Work Structure Changes
2 Super Crews Established
4 Workers
2 Mechanics
Same Total Manning as before
4 Day TAKT Time
Ebb & Flow of Process
Tear Down and Service
Build-up
Crew Chief
Handles Paperwork, CAMS, etc.
Handles Parts Ordering
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Layout Changes
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Before & After
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Before & After
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Parts at Point of Use
Transforming “Rusty Cabinet”
into new POU Parts Storage
System
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Tools at Point of Use
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Equipment at Point of Use
Before
Changing
After
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Extra Equipment?
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“Infectious” AFSO21 RIE
Before
Just Do It!Chemical Desk next
to Chemicals
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Improved Walk Distance
Mechanic (Orange)reduced to 1.06 Miles
Worker (Purple)reduced to 1.33 Miles
Based on reduced distances, fewer flow days, kitting, POU, etc.
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Projected Improvements
Item Before After Savings
Lead Time 10–14 Days 8-9 Days* 20 - 35%
Part Travel 9,700 ft. 9,450 ft. 2.5%
Walk Distance 35 Miles 2.4 Miles 93%
WIP 10 Engines 5 Engines 50%
Floor Space 8,720 sq. ft. 7,460 sq. ft. 1,260 sq. ft.**
* Estimate based on Improved Flow – Actual Results will be tracked **
Plus additional savings in Storage & Spares Barn
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Action Item Tracking
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Long Term Challenges
Buy-in and Culture Change needed in shop
Reinforce need for Continued Improvement
Workplace Environment Improvements
Ensure Clarification of On/Off Equipment (in our favor)
Streamlining of Work Package & CAMS
Identification of Future Workload
Advertising Excess Capacity once proven
Future Discussions on Contract Issues causing separation of DS2 & Military