Applying Lean and Assessing plants

WMG_SME Smart Mfg 160224 v3 PRINT : J C Amey Lean & RPA

Professional and Executive Programmes

Smart Manufacturing

Applying Leanand

Assessing Plants

Julian Amey

24 February 2016

- 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


• Who has implemented LEAN?

• What problems have occurred with Implementation?

• Is your LEAN implementation sustainable?

Lean implementation


So what is LEAN?

Maybe there’s a question we shouldhave asked first?


What Lean is not ….

Possible focus areas

• Primarily about Waste

• About 5S

• About SMED (Single MinuteExchange of Die)

• About (improvement) Tools

Response

• Focus on the Customer– Prevent or reduce rather than

eliminate

• Ways of improvingconsistency or quality

• A way of improvingresponse time and service

• The overall system deliversvalue to the Customer


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 toachieve Perfection.

Source: Derived from ‘Lean thinking’ by Womack & Jones


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


Some Basics

• Humility

• Willingness to learn

• Listening

• Respect

• Contribution

People and Sustainability

What are the implications?


So what is LEAN?

Maybe there’s a question we shouldhave asked first?


What Lean is not ….

Possible focus areas

• Primarily about Waste

• About 5S

• About SMED (Single MinuteExchange of Die)

• About (improvement) Tools

Response

• Focus on the Customer– Prevent or reduce rather than

eliminate

• Ways of improvingconsistency or quality

• A way of improvingresponse time and service

• The overall system deliversvalue to the Customer


STRETCH

SUPPORT

DISCIPLINE

TRUST

CommitmentCommitment

InitiativeInitiative

CollaborationCollaboration

DeliveryDelivery ConfidenceConfidence

LearningLearning

From Organizational Context toIndividual Behaviours

Source: Sumantra Goshel, AZ Conference Cannes (2001)


• 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


3. Assessing a Factory


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



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 itsplace?

6. Are up-to-date Operational Goals and KPIs for those goals prominentlydisplayed?

7. Are production materials brought and stored at line side rather than inseparate inventory storage areas?

8. Are Work Instructions and Product Quality Specifications visible at allwork areas?

Yes No

o o

o o

o o

o o

o o

o o

o o

o o





9. Are updated Charts on Productivity, Quality, Safety, and problemsolving visible to all teams?

10. Can the current state of the operation be viewed from a central controlroom, on a status board, or on a computer display?

11. Are production lines scheduled off a single pacing process, withappropriate Inventory levels at each stage?

12. Is Material moved only once and as short a distance as possible? IsMaterial 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 solvingand ongoing improvements?

15. Do Employees appear committed to continuous improvement

16. Is a timetable posted for equipment Preventative Maintenance andongoing improvement of tools and processes?

Yes No

o o

o o

o o

o o

o o

o o

o o

o o





17. Is there an effective Project Management process with cost and timinggoals: 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 methodsused to forestall propagation of defects?

20. Would you buy the products this operation produces?

Yes No

o o

o o

o o

o o




• Level of Automation

• Innovation

• Use of Statistical Process Control

• The applicability to a Jobbing Shop environment rather thanmass 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 missingareas