Junwoo Park
- 1. Junwoo Park
- 2. Visual Management Establish and display work priorities Visually display daily process performance Support communication within a work area or between management and staff Provide feedback to team members, supervisors and managers and make it possible for all employees to contribute to continuous improvement
- 3. Visual Management Management innovation Process People Product VALUE
- 4. ¥108.6 billion - 703 stores in Japan - 1000 stores in China 30,000 employees
- 5. Quality Service DNA
- 6. Space Management Uniqlo’s 4 1 No personal table 2 No chairs in meeting rooms 3 No personal conversation during work time 4 No lights after 7 p.m.
- 7. Characteristics of Six Sigma Quality Six Sigma 1) Getting fast can actually improve quality 2) Improving quality can Quality Six Sigma Quality actually make you faster 3) Reducing complexity improves speed and quality Speed
- 8. Customer trends : 2S+4G Smart + Slow life style Global Digital Grey Green Gender
- 9. Visual control tools and methods To set up poles next to inventory stacks and mark down the maximum allowable stock Signboard Red line Strategy demarcators Red Tag White line strategy demarcators To organize workshops in an orderly condition, marking out pathways and in- process storage sites
- 10. Visual control tools and methods Standard operation Kanban charts Error prevention Andon Production Defective management item boards displays
- 11. Kaizen Kaizen
- 12. Statistical approach 40 hours 10 1 year Minutes/day X all employee= ??? 1 week salary
- 13. Marketing Strategy Program Information Implementation Marketing Insight Feedback Strategy Idea Mobilization Environment Customer 내부역량 Strategic Strategy Monitoring Analysis Analysis Fit Deployment
- 14. Method Management 1 Business core management 2 Business structure adjustment 3 Timing & Risk Management
- 15. Method Management Starbucks’ Brand Meaning Samsung Remove Reduce Rearrange
- 16. Acquaintance Management 1 Global trend 2 Benchmarking 3 Communication 4 Ex. IBM (Innovation Jam, P&G (Virus Marketing))
- 17. Result Management 1 How much you create value, not how much you work 2 Infinite challenge 3 Compensation and Incentive
- 18. Time Management 1 Focus on highly efficient work 2 Work & Life Balance 3 Reduced-Load Work
- 19. Specific steps for accurate project Select Issue Business system / Process Sustain The best Optimize Define New Identify Design Optimization Verify Process (if needed) Measure Analyze Redesign Improve Control Redesign Enough capability
- 20. TPM All-out autonomous management Standardization Autonomous inspection General inspection Preparation of tentative ‘Jishu-hozen’ standards Countermeasures for the causes of forced deterioration and improving hard to access areas Initial clean-up Examples of steps for evolving ‘ Jishu-Hozen’
- 21. Classification of Maintenance Activities As for measures 1 Normal Operation Maintain activities 1 to maintain Preventive Maintenance 2 Kaizen activities 2 measures maintenance As for Kaizen activity 1 Corrective Incorporated into 3 elements measures maintenance Activities to prevent deterioration Maintenance Activities to measure deterioration 2 Prevention Activities to restore deterioration
- 22. TPM- What do Skills Mean? Persons who can Who can act Phenomenon precisely judge reflexively found the phenomenon 5 senses Brain The Limbs Perception Judgment Acton Information Accumulation Education Experience
- 23. TPM – Concept of Life Cycle cost Cost of Purchases (R&D, Production) Training cost Service cost & technical information cost Logistical Support cost Transport and Handing cost Facility and Replacement and equipment scrap cost cost
- 24. Failure factors of Kaizen Systems without passion Passion without Systmes
- 25. Characteristics of bankrupt companies 1 Arrogant-overconfidence of managers and executives 2 Lack of Employee education, inadequate education 3 Lack of business goals and planning 4 Lack knowledge of new products 5 Delay of technology development
- 26. Characteristics of bankrupt companies 6 Workers discord, problems Confusion, mix business with personal affairs, 7 Lack of business philosophy 8 Lack of strength of decision making & power of execution 9 Lack of computation management and study 10 Stubbornness, lack of self examination
- 27. Poor Management Errors& Wastes Kaizen
- 28. Definition of TPM Operator’s skills Operation standards Instruction of operation Knowledge Sequence Output Skill Method Products Products Quantity Delivery Service Information Input Material Process Utilities Energy Information Electricity Gas Environment Steam Support material & Energy Equipment Compressed air Cleanliness Industrial water Brightness Die Vibrations Lubricant Tools & Jigs Noise Cutting oil Cutting blades Temperature Working oil Measuring Humidity Others instruments
- 29. VOR VOS VOM VOC Strategy Business Department Strategy improvement) (Continuous Kaizen VOE Communication VOT Risk Management Cooperation Management Leadership Management
- 30. VOC Analysis 1 Necessity for grasping current & potential customers needs 2 Necessity for more customer’s information 3 Differentiation from other competitors Understanding from VOC - Customer’s business - Core factors of customers - Knowing things to do/ Kaizen for right process
- 31. Statistical approach 100% 100% 100% 13 departments 100% 99% .99^13=.88 88%
- 32. Speed Simple System New 5S Service Smile
- 33. Genba (現場, Kaizen actual place) 3GEN Genbutsu Genjitsu (現物, ( , actual thing) Actual facts
- 34. Product Genba design su Genbut Productio n techno logy Genjitsu Manufac turing te c hnology Kaizen Capi tal eq uipm ent m anag Prod eme ntrol uct fl nt tion co ow c Produc ontro l Stan si n g dard Purcha ent izatio n nagem on ma Inf ormati
- 35. Purpose of Inspection Total cost of revenue improvement in risk management Correction of significant risk issues Presentation of management’s determination Provide objective Muri( information Kaizen Muda( Improvements of risk Mura( ) management Normal or defeats Reasons of defeats Know countermeasures of defeats
- 36. Inventory hides waste Poor Quality Long set up Line Scheduling problems time imbalance Lack of Raw Efficiency of production house keeping Material Machine Long Breakdown transportation Absenteeism Vendor Delivery Communication Customer service problem
- 37. TPM Definition of TPM 1 Total 2 Productive 3 Maintenance
- 38. Necessity of TPM • Even more severe and total elimination of waste • Requirements for produce quality • To reduce the 8 major equipment losses to zero has been recognized as necessary for corporate survival • Avoidance of the 3 Ds (Difficult, Dirty and Dangerous)
- 39. Customer orders/ sales plan Production planning Manufacturing Material Worker Customer Products Q & Energy demands Equip. C P Investment D in equip. Safety Morale Maintenance Utility Management Method
- 40. TPM Equipment downtime loss 8 Major Cutting ＞ Set-up & ＞ ＞ Losses Equipment Adjustment blade & Start up loss downtime Jig change failure loss loss loss ＜ ＜ ＜ ＜ Defect loss ＞ Minor Speed stoppage & loss idling losses ＞ Defects & Shutdown loss Rework loss 8 Major Losses Equipment performance loss
- 41. TPM 5 major losses obstructing manpower efficiency Production • Management loss manhour • Operating motions loss loss Line • Line organization loss • Loss due to failure to automate organization • Logistics loss manhour loss Defect Quality • Measurement and adjustment loss loss
- 42. TPM Competing with Information Technology 3 major losses obstructing efficiency of material and energy 1 utilization 1 2 3
- 43. Starbucks’ Brand Meaning TPM Production automatization Operation Maintenance Automated Not automated Unmanned equipment produces It is the “ role of human beings” to maintain equipment
- 44. Starbucks’ Brand Meaning TPM Life cycle of Production system TPM activity Plan and design - Easy to produce product design - Program to prevent loss Construction or building up - Setting conditions to prevent Operation & Maintenance losses - Controlling conditions to Scrap eliminate losses - Improvement of production system
- 45. TPM All worker participation type Dictator type Mgmt based on order and Mgmt based on self-decision control and self control - Relationship and support - High productivity can be principal - Problem solving by the group achieved within a short period - Setting a higher target of - Lack of reliability performance to be achieved - Productivity would decrease over a long period of operation Effect - Solid reliability - Higher productivity Comparison
- 46. TPM To restructure the corporate culture Improving 1) Operator: ‘Jishu-Hozen’ Human 2) Maintenance team : High quality maintenance resources 3) Production manager: maintenance free equipment plan Improving 1) Attain efficiency through revamping of the existing equipment plant 2) LCC- considered designing of new equipment and minimizing equipment their run-up time Improving the corporate culture
- 47. 5 Principles in TPM development 1 Establish the system to achieve production efficiency 2 Establish initial production and flow control system for new Products and equipment 3 Establish the ‘Hinshitsu-Hozen’system’ 4 Establish the system to realize operation in the administration 5 Establish safety, hygiene and working environment protection
- 48. TPM TPM aims at: 1 Establishing a corporate culture 2 Organizing ‘genba-genbutsu’ system to prevent losses and achieve such ‘reduction - to – zero’ targets 3 Involving all functions of an organization 4 Involving every member of an organization 5 Achieving zero losses through the activities
- 49. 12 steps in TPM development program Preparations Declaration by top management Declared in TPM 1 Introductory education and Managers/ 2 campaign for TPM General employees Establishing TPM promotion Committee 3 Organization and pilot Special subcommittee organization model TPM promotion office
- 50. 12 steps in TPM development program Setting basic policy and target Benchmark & target prediction of effect 4 Creating of master plan for From preparations for 5 Implementing TPM implementation Invite suppliers, 6 TPM Kickoff cooperation and affiliated companies
- 51. 12 steps in TPM development program Implementation Establishing systems for Pursuing maximum Improving Production efficiency efficiency of production 7 Initial control system for new Easy-to-manufacture product development & 8 Products and equipment easy to operate equipment Setting conditions to 9 Establishing the Hinshitsu hozen Eliminate defective system Products and control
- 52. 12 steps in TPM development program Implementation & Steady application Establishing the system to realize Support for production, Operation efficiency in the Increasing efficiency in administration Office and OA equipment 10 Establishing safety, hygiene, and Zero-accident, Working environment protection Zero pollution 11 systems Challenge of a 12 Total application of TPM and Raising of its level higher target
- 53. Project plan Meaning Starbucks’ Brand Main Tools 5 Why VSM MGP Gantt Chart SIPOC Bench Marking In-Out of frame Risk Management WBS
- 54. TPM Equipment efficiency Availability = Loading time - downtime Loading time
- 55. TPM Performance rate Speed operating rate = Standard cycle time Actual cycle time
- 56. TPM Performance rate Net operating rate = Product units processed × actual cycle time Loading time - downtime
- 57. TPM Performance rate Performance rate = Speed operating rate × Net operating rate
- 58. TPM Quality products rate QPR = Product units processed – defect units Product units processed
- 59. TPM Overall Equipment Efficiency OEE = Availability × Performance rate × QPR
- 60. TPM External appearance Installation accuracy Dimensional accuracy What the Function equipment must be Assembly accuracy Usage environment Usage condition Material strength
- 61. What the equipment must be Equipment functions & performance can be fully utilized or maintained The optimum conditions with the necessary conditions satisfactorily maintained Recognized Not Recognized Principles are not Level of criteria be strictly observed abided by is low
- 62. Slight defects Law of Heinrich To prevent slight grow defects Induce other effects Stop synergy Even if each effect Render a greater Effect of has a smaller influence slight defect probability Trigger a mutual chain reaction Might be a lot of Find clue to Several causes causes solve Combined causes Factors which causes for the symptom The combination of possible causes
- 63. Restoration Concept How quickly should we find them? What does What is proper restoration? condition mean? How to properly restore
- 64. TPM Normal and abnormal 1. They can be judged as normal or abnormal if the viewpoint changed 2. The relationship of causes and effect from the trouble cannot be clearly identified 3. Even if the trouble is corrected, it is impossible to predict the results of the corrections 4. Cases where the correction is considered to contribute to the creation of a good result are few 5. Should be set of the range of the boundary should be narrowed 6. Should be applied in the trial and error manner to see the results
- 65. Basic Philosophy of Zero Failure 1 2 3
- 66. Classification of Latent defects 1) Defects which cannot be visually observed unless the Physical Improving equipment is dismantled latent Human 2) Defects which cannot be visually noticed due to improper defects resources installation location of equipment 3) Defects which are likely to be ignored since they are covered with dust or they are heavily soiled Improving plant equipment 1) Operator or maintenance man’s indifference Psychological 2) Operator or maintenance man is not well familiarized with type of latent defects 3) Operator or maintenance man’s ignorance bases on their own defect judgement
- 67. 5 countermeasures to reduce failure to zero 1 Establish Basic Conditions 2 Keep operating conditions 3 Restore the deterioration 4 Improve the weak points in design 5 Improve the skill level
- 68. TPM How to advance ‘Kobetsu – Kaizen’ Efficient equipment, worker, and material and energy utilization, that is extremes of productivity, and aims at achieving substantial effects
- 69. TPM- 10 step development of Kobetsu-Kaizen Select model equipment/line/process Organize project teams Grasp present losses Kaizen theme and goal setting Mapping out and evaluation of analysis and countermeasures Select model equipment/line/process Organize project teams Grasp present losses Kaizen theme and goal setting Mapping out and evaluation of analysis and countermeasures
- 70. PM Analysis Phenomena (non) P Physical Mechanism M Relationship ( Machine, Man, Material & Method
- 71. Steps forBrandanalysis Starbucks’ PM Meaning 1. Clarification of phenomenon 5. Study of what the conditions must be 6. Study of investigation 2. Physical view of phenomenon method 3. Contributing conditions for 7. Point out “fuguai” phenomenon 4. Study the relation between 8. Implementation and plan of equipment, men, material& method KAIZEN
- 72. Kaizen Process with core process Business Essential Strategy Business Index Leadership Process Core Business Result of Customer’s Process Process Needs Process of delegation of power Kaizen Process
- 73. Project Risk Management Examples of Risk 1. Overwork and possibilities of change of project team 2. Target products/ services and process changes 3. External business intervention
- 74. Project Risk Management Risk Factor Mgmt Control by Champion 1. Factor deduction : Brainstorming, SIPOC review 2. Factor analyze : Project evaluation by Risk factors 3. Risk factor measure establishment : - Set up main priority with management 4. Reduction of risk management : Progress method by mgmt
- 75. Project Risk Management Risk Factor Mgmt Risk = Unknown • Unknown - Macro issues - Possibilities for Kaizen opportunities - Cannot control by decision maker - Unclear of probability Risk = Danger + Opportunity
- 76. Delphi Interview Risk Identification Brainstorming SWOT
- 77. VOC Analysis VOC 1 (Voice of Customer) KCI 2 (Key Consumer Issue) CCR 3 (Critical Customer Requirements) To analyze data (VOC) about customer’s needs
- 78. VOC Analysis 1 Necessity for grasping current & potential customers needs 2 Necessity for more customer’s information 3 Differentiation from other competitors Understanding from VOC - Customer’s business - Core factors of customers - Knowing things to do/ Kaizen for right process
- 79. VOC Analysis Procedure VOC Survey Method VOC Classify Tools VOC Analyze Tools 1. Passive Method - Scene scenario - Pareto Analyze - Materials - Affinity Diagram - Kano Analyze - Internal survey - Tree Diagram - External survey 2. Active Method - Interview - FGI - Survey - Observation
- 80. VOC Analysis Passive Survey Method 1. Customer claim 2. Customer complaint 3. Return 4. Products/ service sales preferences 5. Contract cancel rate 6. Market share transition 7. Customer Retention 8. Website product contact number 9. Marketing strategy report 10. B/M report 11. Technology result report
- 81. VOC Analysis Active method Interview Grasp customers needs from individual interview FGI Gather representative people from groups and gather a data during conversation Survey Collect data with survey paper Observatio Observe customers action and grasp their needs n Collect Grasp data from external research sources data
- 82. VOC Analysis- Interview Purpose To find specific customers needs of Service Issue, Products/ Service Quality Usage Process of interview is important to grasp customers Beginning stage - Grasp customer’s expectation and understanding for important things for customers Mid stage - Understanding why these issues are important and investigate points Last stage - Clarifying new issues, collecting ideas and verifying ideas
- 83. VOC Analysis- Interview Characteristics of necessary information • individual specific points • Participate in senior level Individual • Big scale of customers • Information for customer’s needs for Similar products & services Group • Participate in mid and lower level • Big scale of customers Tele. • Information for customers in different areas • Information of basic and simple data / Male • Fast transition of collecting data
- 84. VOC Analysis- Information Technology Competing with Interview Key characteristics 1 2 3
- 85. VOC Analysis- Interview For effective interview Select interviewee who can share right information Make understand customer Being a good listener Standardization of survey to prevent errors Comply appropriate time –try to finish in an hour “ Is there anything that I forgot to ask you?”
- 86. VOC Analysis- FGI Purpose To compose specific segmentation of customer group’s needs Usage - Classify and define customer's needs - Secure the priority of customers needs and insight - Abstain feedback
- 87. VOC Analysis- FGI Method - Consist of 7 to 13 people - Organize focus at least 3 focus group to avoid mistakes and errors - 2~4 hours - Ask discussion to participants with many topics - Give incentive to participants
- 88. VOC Analysis- Information Technology Competing with Interview
- 89. VOC Analysis- Survey 3 principles for survey 1 Right Purpose 2 Right Way 3 Right Value
- 90. Tree Diagram Generalize Specific & Easy to measure
- 91. VOC Analysis Information Technology Competing with Method to know Customer’s needs 1 2 3 4 5
- 92. Project CTQ CTQ – Critical To Quality 1 Measurable 2 Indicator for success of projects 3 Indicator for Customer needs
- 93. Project CTQ CTQ – Critical To Quality 4 Understandable 5 To provide basic data for decision making 6 To apply wisely and widely
- 94. Project CTQ CTQ – Critical To Quality 7 One Interpretation 8 Need to be economic 9 Compatibility
- 96. Thank You Bodek Group