8/6/2019 Brian Ennis - MAS2011 Presentation
15/25
Excellence In All WeDo
Lukomotion&MAS survey
AssessmentE A N M A N U F AC T U R I NG CHAMPION r i an E n ni
s
cri teri a m ea su re ev el 1 e v el 2 e v el 3 ev el 4 le vel5
t arge t cu rre nt auctioneerL1 Company Vision structure and
deployment of company
. /Vision and mission Goal objectivesetting
.no business plan exists No structured measurement methods are
in.place Company has no shared vision or objectives as to where
it
. .wants to be in the future Reactionary structure
,Developing a plan idea of where it wants to be but not
yet.created details behind it Little or no connection between
.plan and shop floor activities Employees lackunderstanding of
jow they can support the company
.objectives
Performance management system in place for( / ,employees
identifies goals objectives lists& -activities KPI's but lacks
the tie in of an
.integrated business plan Measures are in place but.not relevant
to achieving the vision
Company objectives are annually set to improve( )the key
performance indicators KPI's The
objectives are cascaded throughout the.organisation Improvement
activity is aligned to
.the business plan
.A clear business plan is in place KPI's to/support all goals
objectives have been developed
.and cascaded Clear on its approach to themarket and customers
and everyone knows how they
fit in to the future vision
5 3 BE
L2 Work place organisation organised workplace and housekeeping
.No workplace organisation on the shop floor All areas
are.generally disorganised and cluttered It is not clear what
is
.needed and what is not needed
( )There have been occasional ad hoc initiatives to
remove.unnecessary items from the workplace Generally prompted
by.company management or customer visits
.Clean organised work areas Locations for tools and.materials
are clearly marked and in there place
/ .Scrap rework clearly separated Some understanding( , , , )of
5S sort straighten sweep standardise sustain
Discipline is high on the shop floor and 5Sprinciples are
applied in the non production
( / )areas offices conference teams rooms etc A place.for
everything and everything in its place
Formal 5S improvement activities are plannedaccording to the
improvement targets and audits
.are performed by management Improvements havebeen sustained and
audit scores have become a
KPI
5 2 SB
L3 Visual Management visual information on key issues & ,No
examples of visual management beyond basic H S production.control
is viewed as the responsibility of supervision
Information considered necessary is supplied to those
responsible.on a need to know basis
.Some indication of production status on the shop floorSome foot
printing in evidence to show locations for
equipment and inventory
Production status is visually displayed and clear.at all times
on the shop floor All dangerous
.operations are clearly marked Inventory levels are.not clearly
marked but locations are designated
.All information is regularly updated
Current production status and impact onachievement of company
targets is clear at all
.times on the shop floor Inventory locations aremarked and some
levels are specified where.required
Wide range of visual management tools are used.throughout the
facility The status of
( , ,production and area performance safety quality, , )Cost
delivery People is transparent to
.everyone Inventory levels and locations are.clearly marked
5 .2 5 HM
L4 7 Wastes .There is a limited understanding of waste within
the organisation/No formal training of waste identification
reduction elimination
( - = , , , ,7 wastes Transportation inventory motion waiting, -
, )overproduction over processing defects
. -Training on 7 wastes has taken place Waste can now be
re.organised in the organisation Some people understand an
can give examples of non value added activities
. Waste walks have taken place Opportunities havebeen identified
and improvement projects have led
.to waste being reduced in some areas
Operators are given time and encouraged to/identify and reduce
eliminate waste as part of
their everyday activities
The proportion of time spent adding value( /significant increase
in value add non value
) .add ratio has been maximised New processes are.designed to be
waste free
5 .1 5 BE
L 5 F lo w L ay ou t i s ' fu nc ti on al ' e qu ip me nt b ei
ng g ro up ed i n ' sa me a s t yp es '( )with large amounts of WIP
work in progress between operations
( . . )i e departmentalised Large batch 'push' production
resulting inlong throughput time
.Economic batch sizes are used throughout the factory Some.batch
size reduction has taken place Some pull systems
.exist Bottlenecks evident resulting in some queuing
.Buffers exist between stages of manufacturingBuffer levels are
reducing as underlying
.production problems are surfaced and resolvedBottleneck
operations are systematicallyidentified and actions taken to remove
constraints
.Single piece flow is used wherever possible.Kanban is used for
coupling processes Product
and information is processed to customer order( )pull
Many processes have been combined to deliver a, .singe flow
customer 'pull' process WIP flows
with little interruption from one value addingoperation to the
next without intermediate
storage
5 .2 5 JL
L7 Continuous ImprovementCulture
.No improvement teams are in place Improvement is someone
else's.responsibility Suggestion schemes exist but are not used
extensively
Training in measurement and problem solving methods has.take
place People have started to take responsibility for
.their processes
-Improvement teams have been established most.people are
involved in project teams Most people
contribute ideas for improvement
Project teams focus on those vital few.improvements which licked
to company objectives
(Standard means of involving CI continuous) - -improvement into
day to day activities are in
,place through visual management and/review meetings
Improvement teams from all levels of the.business produce
consistent results Management
records show improvements in all KPI's as a.result of the
approach Everyone is involved and
encouraged to embrace CI
5 .1 5 /BE SB
L8 Condition and maintenanceof tools and equipment
.Frequent machine breakdown with no downtime information
Machinesare dirty and there is no planned maintenance schedule
or
.checklists Equipment maintenance is generally reactive
,PM plans in place for some selected pieces of equipmentbut
majority of maintenance activity is for unplanned
. .downtime Only maintenance technicians work on machinesLittle
information available on downtime causes
A planned preventative maintenance program.operates for
production plant and equipment
Corrective maintenance is undertaken where.relevant Operators
take responsibility for routinecleaning and lubrication
All equipment has PM plans with checkpoints.posted Machine
uptime as charted verses
.established target The prime measures formonitoring maintenance
performance is OEE
( )overall equipment effectiveness
A total productive maintenance programme.operates Operators
playing a crucial role in
.autonomous maintenance Efforts are being made.to design out
equipment failures Challenging
OEE improvement targets are set
5 .2 75 /BE SB
L9 Capacity and demandmanagement
,No planning system p roduction based on which customer is
chasing.parts or parts with high value No concept of value streams
or
. ,product families Little knowledge of lead time cost or
futuredemand requirements
.Some planning and scheduling in place Team leaders
often,produce there own work to list changes to schedule not
, .communicated schedules often overload work centres Ad
hoccapacity analysis
Runners repeaters strangers analysis taken placeto define
product family groups or where best to
.plan within the product variety Some parts remainthat do not
fit the family well and cause
.disruption
Planning and scheduling being developed towardfast change and
flexibility focussed on customer
.demand to improve on time deliveries Workundertaken to produce
a level schedule
Planning and scheduling implemented with clearvisual management
for the shop floor to
.understand what they are doing and when Kanban%systems in place
at correct levels 100 OTIF
( ) ,on time in full is the norm batch sizes arechallenged
5 .2 5 CF
L10 /Factory OfficeOrganisation
No strategy Strategy defined but not deployed factory areas
examined office areas examined Organisation layout optimised and
evidence ofresults
5 .2 5 /BE SB
Eliminationf Wast e
