Applying Lean and Assessing plants
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This document outlines an agenda for a presentation on applying Lean principles and assessing manufacturing plants. The presentation covers Lean implementation, Lean principles like focusing on customer value, and conducting a Rapid Plant Assessment (RPA) using a 20 question questionnaire and rating sheet to evaluate a plant's "leanness". The RPA involves observing all aspects of plant operations, including safety, organization, visual management systems, and empowered employee teams.
Applying Lean and Assessing plants
- 1. WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & R Professional and Executive Programmes Smart Manufacturing Applying Lean and Assessing Plants Julian Amey 24 February 2016
- 2. - 2 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 Agenda 1. Lean implementation 2. Some Lean Principles 3. Plant Assessment
- 3. - 3 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 • Who has implemented LEAN? • What problems have occurred with Implementation? • Is your LEAN implementation sustainable? Lean implementation
- 4. - 4 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 So what is LEAN? Maybe there’s a question we should have asked first?
- 5. - 5 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 What Lean is not …. Possible focus areas • Primarily about Waste • About 5S • About SMED (Single Minute Exchange of Die) • About (improvement) Tools Response • Focus on the Customer – Prevent or reduce rather than eliminate • Ways of improving consistency or quality • A way of improving response time and service • The overall system delivers value to the Customer
- 6. - 6 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 Lean thinking 1. The definition of Value from the Customer perspective. 2. Integrated management of the entire Value Stream. 3. Design of production systems that ensure materials Flow. 4. Pull production systems that support customer demand. 5. Continuous improvement of all business activities to achieve Perfection. Source: Derived from ‘Lean thinking’ by Womack & Jones
- 7. - 7 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 Some Lean characteristics • Customer (paying) • Time • Simplicity • Waste • Process • Visibility • Regularity • Flow • Pull • Postponement • Gemba • Participation • Partnership • Prevention • Improvement • Value networks • Variation reduction • Thinking small • Trust • Knowledge
- 8. - 8 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 Some Basics • Humility • Willingness to learn • Listening • Respect • Contribution People and Sustainability What are the implications?
- 9. - 9 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 So what is LEAN? Maybe there’s a question we should have asked first?
- 10. - 10 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 What Lean is not …. Possible focus areas • Primarily about Waste • About 5S • About SMED (Single Minute Exchange of Die) • About (improvement) Tools Response • Focus on the Customer – Prevent or reduce rather than eliminate • Ways of improving consistency or quality • A way of improving response time and service • The overall system delivers value to the Customer
- 11. - 11 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 STRETCH SUPPORT DISCIPLINE TRUST CommitmentCommitment InitiativeInitiative CollaborationCollaboration DeliveryDelivery ConfidenceConfidence LearningLearning From Organizational Context to Individual Behaviours Source: Sumantra Goshel, AZ Conference Cannes (2001)
- 12. - 12 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 • The Visible and the Invisible • How we behave • The systems and processes • The formal Organisation – Flatter – reduced levels – More consistent benefits • The informal networks What are the signs of a Lean operation
- 13. - 13 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 3. Assessing a Factory
- 14. - 14 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 Rapid Plant Assessment (RPA) • RPA Questionnaire – 20 questions – Determines if Plant uses Best Practices • RPA Rating Sheet – Assesses the ‘leanness’ of the Plant N.B. • Observe all aspects of operation • Talk to workforce (if possible) • Try to understand how work flows through the plant • No notes during tour Source: “Read a Plant – Fast”, HBR May 2002 3. Assessing a Factory
- 15. - 15 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 RPA Questionnaire (1) 1. Are Visitors welcomed and given information about plant layout, workforce, customers, and products 2. Are ratings for Customer Satisfaction and Product Quality displayed? 3. Is the facility safe, clean, orderly and well lit? Is the air good quality, and are noise levels low? 4. Does a visual Labelling System identify and locate Inventory, Tools, Processes, and Flow? 5. Does everything have its own place, and is everything stored in its place? 6. Are up-to-date Operational Goals and KPIs for those goals prominently displayed? 7. Are production materials brought and stored at line side rather than in separate inventory storage areas? 8. Are Work Instructions and Product Quality Specifications visible at all work areas? Yes No o o o o o o o o o o o o o o o o Source: “Read a Plant – Fast”, HBR May 2002 3. Assessing a Factory
- 16. - 16 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 RPA Questionnaire (2) 9. Are updated Charts on Productivity, Quality, Safety, and problem solving visible to all teams? 10. Can the current state of the operation be viewed from a central control room, on a status board, or on a computer display? 11. Are production lines scheduled off a single pacing process, with appropriate Inventory levels at each stage? 12. Is Material moved only once and as short a distance as possible? Is Material moved efficiently in appropriate containers? 13. Is the Plant laid out in continuous Product Line flows rather than in “shops”? 14. Are work Teams trained, empowered, and involved in problem solving and ongoing improvements? 15. Do Employees appear committed to continuous improvement 16. Is a timetable posted for equipment Preventative Maintenance and ongoing improvement of tools and processes? Yes No o o o o o o o o o o o o o o o o Source: “Read a Plant – Fast”, HBR May 2002 3. Assessing a Factory
- 17. - 17 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 RPA Questionnaire (3) 17. Is there an effective Project Management process with cost and timing goals: for new product start-ups, for capital projects? 18. Is a Supplier Certification process – with measures for Quality, Delivery, and Cost performance – displayed? 19. Have key product characteristics been identified, and fail-safe methods used to forestall propagation of defects? 20. Would you buy the products this operation produces? Yes No o o o o o o o o Source: “Read a Plant – Fast”, HBR May 2002 3. Assessing a Factory
- 18. - 18 -WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA Proprietary and Confidential © WMG / J C Amey 2016 26/02/2016 • Level of Automation • Innovation • Use of Statistical Process Control • The applicability to a Jobbing Shop environment rather than mass production? • Excess costs • Succession planning • Use of daily meetings : PDR or PDCA • Vision of the Business : its mission and purpose • Freeze framing Feedback on RPA: Possible missing areas