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Leonard Pecore, PresidentGenoa Design International Ltd
Embedding lean in the engineering world
LEAN2012.COM
Important exercise
The following is an excerpt from a children's book,"Captain Underpants and the Perilous Plot ofProfessor Poopypants", by Dave Pilkey: The evilProfessor forces everyone to assume new names....
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Important exercise
Please introduce yourself:• Your NEW name• Your company name• What your company does
Goober Girdle-Hiney, PresidentGenoa Design International Ltd
Embedding lean in the engineering world
LEAN2012.COM
What I’ll talk about today
1. About Genoa Design: Our business and our challenges2. Genoa’s Lean journey: Why we need Lean (why any
engineering environment needs Lean)3. How we’re creating a Lean culture 4. Genoa’s future with Lean
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Genoa Design International
• Production design and lofting company located in St. John’s, Newfoundland
• Over 95% of work done with shipyards and production facilities in the US
• Opened in 1995. Business grew to >$3 million by 2009, declined during recession, now bouncing back
• 20 employees, mostly engineering technology graduates
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Genoa Design International• Core expertise in 3D modeling, production lofting and detail design
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Genoa Design International
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Genoa Design International
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Genoa Design International
• Our mission statement:– Contribute to safe and responsible ship design
and production– Provide client driven value on every project– Seek continuous improvement and advancement
across all business areas– Advance industry standards– Offer a satisfying and balanced work environment
to our employees
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Genoa Design International
• Our overall challenges are standard in any engineering environment: bid prices inaccurate, employee productivity lagging, tasks not streamlined for efficiency
• Result: High costs, low profits.
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Genoa Design International• Of 7 wastes, the biggest problems at Genoa:
Waiting, Rework, Overproduction, Motion
• Examples: – Waiting for decisions– Equipment downtime– Lack of use of documented procedures – Production ahead of schedule– Lack of pull– Inconsistent quality checks (errors)
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Genoa’s Lean Journey
• 2003: Lean tour in Ontario• 2004: Joined CME’s Lean consortium • 2005: Value stream mapping, 5S,
Kaizen – brought in lean expertise– Quick results: 50% reduction in lead time
and process time
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Genoa’s Lean Journey• 2007: Hired part‐time Lean consultant
(long‐term plan, Lean diagnostic, data analysis)
• 2008: Continuous improvement through teams (employee Lean certification, teams for each CI area) and participation in NSRP
• 2009: Training and standardization throughout company (Genoa Production System)
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Genoa’s Lean Journey• 2010: Loss of momentum: down‐turn
in business (recession, shipbuilding industry slows, concentrate on existing processes)
• 2011: AME Conference Calgary –presentation (non‐manufacturing environment) and participation in NSPS
• 2012: Increased business – resurgence and reliance on continuous improvement (Genoa Production System)
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Genoa’s Lean Journey• This work has led to a stronger
reputation among customers:– Recognized as a leader, being at the forefront of
innovation in marine engineering– Reputation for high quality and improvement‐
driven workforce– Quality Assurance Partner – ShipConstructor
Software– Invited to join Seaspan NSPS team based on Lean
expertise
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Genoa’s Lean Journey• Lean is also a valuable marketing tool:
– Links to Lean on our website– Share tips and advice to clients– Deliver presentations at trade shows– NSRP Lean project presentation
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Genoa’s Lean Journey
• Lean has become part of our customer language: “Cut the waste™” is how we refer to our work internally and how we pass on value to our clients.
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How we are implementing Lean
It all started with a PLAN.
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How we are implementing Lean
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How we are implementing Lean
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How we are implementing Lean
Design / SOP’s
Coaching, Communication,Training & Development
Human Performance Management
Quality Checks / SOP’sError Tracking
Production Design
Employee, Manager, Customer Expectations
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How we are implementing Lean
Design / SOP’s
Coaching, Communication,Training & Development
Human Performance Management
Quality Checks / SOP’sError Tracking
Employee, Manager, Customer Expectations
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How we are implementing Lean
Customers• End‐to‐end process
ensures customer needs defined early.
• Project start‐up procedures outline customer expectations.
• Project closing requires lessons learned.
Genoa team• Managers – provide
leadership and support, promote CI culture, set expectations.
• Employees – take part in CI, share ideas, follow standard operating procedures, develop their own skills.
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How we are implementing Lean
Design / SOP’s
Coaching, Communication,Training & Development
Human Performance Management
Quality Checks / SOP’sError Tracking
Employee, Manager, Customer Expectations
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How we are implementing Lean• Standard Operating Procedures
– SOP project: sort, set in order, standardize– Production design SOPs– Genoa Production System (GPS)– Quality check SOP– Mapped overall business process– Categorized existing procedures by value stream– Scoped for future ISO
• Applying to all areas: HR, document control, office admin, finance, IT, project management
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How we are implementing Lean• Genoa Production System
– Developed as an evolution of the SOP project– Needs: single sources of information, standard
naming conventions, accessible procedures and instructions
– Results: Employees can now quickly find the information they need, communication and updating is better, the system supports error tracking and quality models, GPS used as added client value and marketing
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How we are implementing Lean
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How we are implementing Lean
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How we are implementing Lean
Design / SOP’s
Coaching, Communication,Training & Development
Human Performance Management
Quality Checks / SOP’sError Tracking
Employee, Manager, Customer Expectations
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How we are implementing Lean
• Error tracking:– Causes / frequency of errors was unknown– What we did: Developed error tracking
spreadsheet and a tracking database– Results: Now tracking errors by unit, project and
ship type; developing SOPs based on error tracking; already scrapped the database….moving back to spreadsheet and printed checklist sheets.
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How we are implementing Lean
Error Category
Error Description
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How we are implementing Lean
ScoringProject Number
Score Summary
Error Tracking Model
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How we are implementing Lean
Summary all Projects Curved Plate Parts by # Occurrences
0
5
10
15
20
25
30
CPP - 1 CPP - 2 CPP - 3 CPP - 4 CPP - 5
Error ID
# O
ccur
renc
es
Summary All Projects Curved Plate Parts by Error Weighting
0
20
40
60
80
100
120
CPP - 1 CPP - 2 CPP - 3 CPP - 4 CPP - 5
Error ID
Wei
ghtin
g
Error Tracking Model: Analysis
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How we are implementing Lean
Design / SOP’s
Coaching, Communication,Training & Development
Human Performance Management
Quality Checks / SOP’sError Tracking
Employee, Manager, Customer Expectations
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How we are implementing Lean• People & performance:
– Lean is a people system: Must be driven by top down leadership, highly dependent on involvement of employees doing the work, full engagement needed for sustainability
– Need: Keep up with rate of change needed for employees
– Actions: Created training & development programs and objectives; set performance improvement action plans; established performance measures (error tracking is key); introduced coaching and mentoring
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How we are implementing Lean
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How we are implementing LeanSkill Levels
Genoa Skill Requirement
Individual Skill Level
SC 08 Skill
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How we are implementing Lean
Design / SOP’s
Coaching, Communication,Training & Development
Human Performance Management
Quality Checks / SOP’sError Tracking
Employee, Manager, Customer Expectations
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How we are implementing Lean
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How we are implementing Lean• Lean is a culture, not a project.
– Pull systems: employees and customers– Sources of waiting throughout Genoa– Total Productive Maintenance– Holistic data analysis– Employee culture: Identify any source of
waste and take part in solutions
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The future for Genoa
We are Year 3 of our Lean Plan. (Impact of the recession stalled our
progress – a sad fact of life.)
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The future for Genoa
Last Year
42%
This Year
52%
Next Year
65%
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The future for Genoa
Management Support
3.7
Culture 3.8
5S 2.8
Value Stream Mapping
3.3
Setup Reduction
1.5
TPM 4.1
Pull Systems 2.2
Production / Information Flow
2.7
Standard Work 3.2
LPPD 2.0
Accounting Support for Lean
1.2
Plant/Facility Layout
2.6
Supply Chain 0.0
Continuous Improvement
3.5
Total Score
2.6
3.9
4.3
2.9
3.5
3.3
3.2
2.6
3.1
3.9
3.5
2.8
2.0
2.8
3.6
3.2
Lean Advisor Team
52% 64%
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The future for Genoa
• Improvement plans: – Lean diagnostic is used to pull future
improvement plans.– Scoring becomes more difficult as category
requirements become more stringent.– Focus will be on: Culture, value stream mapping,
pull systems, production / information flow, accounting support, continuous improvement (always!)
– Target for end of year 3 is 65%
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The future for Genoa• How our Kaizens and improvement
projects affect our progress.
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Quickie #1 – Process Board
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Quickie #1 – Process Board
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Quickie #1 – Process Board
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Quickie #2 – DFP Manual
• Design for Producibility – Manuals for shipyards– Identify shipyard constraints in early stages of design, and modify the ship design with those constraints in mind (LPPD)
– Basically, we have taken an internal Lean practice and turned it into a new product
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Quickie #3 – Org Reorg
• MacDonald’s approach to engineering• Senior staff overview blocks of work• Senior staff provide detailed instruction to intermediate staff, then monitor and mentor.
• Junior staff create drawings based on stringent SOPs (assembly line work)
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Quickie #4 – Projections
Continual Improvement• Problem – how to keep up with projections• Solution – automation. Driven from existing schedule.
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Questions?
Genoa Design International Ltd
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Genoa Design International
Thank you!
• Leonard Pecore• [email protected]• Embedding Lean in an engineering world
Please return your completed session evaluation form to the room host
