Connect PDCA to Your Vision – True North

Connect PDCA to Your Vision –True North

Dan Bergeron Stephane DubreuilDan Bergeron

President, CEO

Stephane Dubreuil

Director of Operations

Your Take Away

Understand the importance of gemba

management structure at SigmaPoint and

learn how we connect daily quick PDCA to

business vision.business vision.

Our 14 years Journey

Our Purpose

We work every day to create a We work every day to create a funfun and and stimulatingstimulatingenvironment where people are free to affectenvironment where people are free to affect changechange, can , can

challengechallenge what was learned today to make a better tomorrow. what was learned today to make a better tomorrow. We believe our efforts will yield solid We believe our efforts will yield solid relationshipsrelationships by making by making

our customers’ life our customers’ life simplesimple..

Company ValuesCompany Values

Respect for Every PersonRespect for Every Person

Honesty and IntegrityHonesty and Integrity

CommitmentCommitment

TeamworkTeamwork

Presentation Structure

� True North (Vision)

� One step toward the ideal state (Challenge)

� Visual Management (actual)

� Separate Normal to abnormal� Separate Normal to abnormal

� Small step PDCA to Target,

� Gemba management structure

True North (Vision)Understand the direction

Customer Satisfaction Human Development

True True True True NorthNorthNorthNorthVisionVisionVisionVision

What We Should Do, What We Should Do, What We Should Do, What We Should Do,

Not What We Can DoNot What We Can DoNot What We Can DoNot What We Can Do

Customer Satisfaction• Zero Defects

• 100% value add (no Muda)

• 1x1 flow; in sequence; on demand

Human Development• Security

• Professional challenge

• Physical & mental Safety

AND

Current Condition

EVERYONE

Every Minute

Every Day

ChallengeOne step toward the Vision

IK Involves Management and Leadership

More specific Challenge is defined

Challenge @ VS1

� In order to make VS1 more profitable, the executive

gave VS1 the challenge of opening up capacity by

33% and reducing the man hour per unit.

� All this with no capital expense.

� Do more with less.

Challenge @ VS level

Want to run post SMT on customer demand rate on 2 shift with 2 people.

Grasp The Current Condition

Current Condition

3 Operators

3 Shifts

Current Condition

Current Condition

ESTABLISH THE TARGET CONDITION

ESTABLISH THE TARGET CONDITION

Quick PDCA everyday

Target 2 operators @ 3 ShiftResult of One month PDCA iterations

Next Target Condition2 operators @ 2 Shift2 operators @ 2 Shift

Nexts few PDCA Experiments

� Change CCA SuperMarket location in the flow to

better buffer process variation

� Change manufacturing method in work cell� Change manufacturing method in work cell

� Better work balancing between operators

� Test Station Stability

Target 2 operators @ 2 Shift6 weeks of PDCA iterations Result

PDCA + Visual management

Visual Management

• In gemba abnormalities arise everyday

• There are only 2 conditions that exist is gemba

1. The process is in control1. The process is in control

2. The process is out of control

Visual Management

• If an abnormality cannot be detected, nobody can manage the process

• Taiichi Ohno once said: “An assembly line that never stops is either perfect (impossible, of never stops is either perfect (impossible, of course), or extremely bad.”

• When the value stream stops everyone recognizes there is a problem, and seeks to ensure the line does not stop for the same reason again.

5 Gemba Principals

1. When problem (abnormality) arises, go to the

gemba first.

2. Check the gembutsu (relevant objects)2. Check the gembutsu (relevant objects)

3. Take temporary countermeasure on the spot

4. Find the root cause

5. Standardize to prevent recurrence.

JidokaStop the line for any abnormality

Normal Abnormal

29


Normal Abnormal

30


31

Gemba Management StructureBuild for CI

VS Coordinator VS Manager Dir OpsGroup Leader

Typical Management

Executive Middle Management Operatives

Time

Day Job

Gemba Management

Executive Middle Management Operatives

Strategic

Day Job

Gemba Management Structure


Value Stream Manager Value Stream ManagerValue Stream Manager

Value Stream Value Stream Value Stream Value Stream

Coordinator

Value Stream

Coordinator

Value Stream

Coordinator

Group leader

8-10

operators

Gemba Management Roles

Group leader

ManagerRoles in Oder

Of Priority Qualification

� Quality and Defects

oversight

� Line Stops responsibility

� Must be able to help operators to follow

standards operating procedure (SOP) and

standards worksheet (SWS) in work area

and assist VS coordinator in developing

and implementing work standard and

quality standard.

Value Stream

Coordinator

� Call in replacement

� Productivity

improvement

� Cost reduction

quality standard.

� Must be responsible for preparing

standard worksheet.

� Must be able to improve working

conditions (productivity, cost and quality)

and increase subordinates skills and

capabilities.

� Must prepare activity plans for the above

and discuss them with the VS Manager.

Gemba Management Roles

Value Stream Manager

Manager Qualification

� Human resources

management

� People-related problem

solving

� Must be able to assist director of

operations in improving a system of

production control, standard operating

procedure, quality control, safety, training,

and development of multiskilled and

thinking employees.

Roles in Oder

Of Priority


solving

� Policy deployment

� Deal with specific

problems brought up by

subordinates

� People-related problem

solving

� New product

development

coordination

thinking employees.

� Must establish challenging enough target

for quality, cost, delivery safety, and

morale (QCDMS)

� Must oversee line stop of more than 20

minutes, safety violation, accidents and

chronic defects.

Modern vs Lean Management





Kata CodeBe a coach have a coach

References

Why Now

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Connect PDCA to Your Vision – True NorthStephane Dubreuil

SigmaPoint Technologies inc.

[email protected]

A connected improvement Trajectory

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Connect PDCA to Your Vision – True North