Kanban/Pull SystemKanban/Pull System

As Part of the Continuous As Part of the Continuous Improvement ProcessImprovement Process

at at

Whirlpool Corporation - Whirlpool Corporation - FindlayFindlay

Bowling Green State UniversityBowling Green State UniversityCollege of TechnologyCollege of Technology

QS 327QS 327

Process and Productivity Process and Productivity DocumentationDocumentation

Fall Semester, 2002Fall Semester, 2002

Dr. John W. SinnDr. John W. Sinn

Team 327Team 327

Phase II - Short From PresentationPhase II - Short From Presentation

OverviewOverview

Toolkits 22-24Toolkits 22-24

Phase I

Phase II Toolkits 25-27Toolkits 25-27

Initial Team MembersTeam Members Initial TeamInitial Team Team Goals/ExpectationsTeam Goals/Expectations Team CommunicationsTeam Communications Team GrowthTeam Growth

Team MembersTeam Members

Title Name MajorTeam Leader John Brink DESNAssistant Team Leader Betsy Schwab MFGAssociate James Bennett MFGAssociate Jaimi Blazek ?Associate Aaron Grieger MFGAssociate James Haver ATEAssociate Kevin Lawler DESNAssociate David Peters MFGAssociate David Sellards MFG

Initial Team Initial Team

Only one team formed from 9 class membersOnly one team formed from 9 class members Chat time was established so all team members could be Chat time was established so all team members could be

presentpresent Team Selected “Kanban/Pull System” as its projectTeam Selected “Kanban/Pull System” as its project Team leader and assistant leader were appointedTeam leader and assistant leader were appointed Team completed start-up assessmentTeam completed start-up assessment

Team Goals/ExpectationsTeam Goals/Expectations To follow and analyze the implementation of a Kanban/pull To follow and analyze the implementation of a Kanban/pull

system in the spray arm work station on the lower dishrack system in the spray arm work station on the lower dishrack line at Whirlpool Corporation - Findlay Division.line at Whirlpool Corporation - Findlay Division.

To develop the necessary documentation through critique and To develop the necessary documentation through critique and phase portfolios.phase portfolios.

To use team members, chats, courseware, To use team members, chats, courseware, tools/documentation of Whirlpool, and additional outside tools/documentation of Whirlpool, and additional outside resources to construct a grand portfolio that can be utilized to resources to construct a grand portfolio that can be utilized to assess the project.assess the project.

Team CommunicationTeam Communication

Chats developed the focus and improved team members Chats developed the focus and improved team members understandingunderstanding

Formats were discussed and improved through Formats were discussed and improved through communicationcommunication

Team members learned more about Lean Manufacturing Team members learned more about Lean Manufacturing applied at Whirlpoolapplied at Whirlpool

Team members were delegated responsibilities for each Team members were delegated responsibilities for each toolkit and expected to post at a specified timetoolkit and expected to post at a specified time

Dr. Sinn assessed the toolkits as they were postedDr. Sinn assessed the toolkits as they were posted

Team GrowthTeam Growth

Team has developed a good foundation in lean Team has developed a good foundation in lean manufacturing and the required documentation as it relates to manufacturing and the required documentation as it relates to ISO 9000ISO 9000

Each member has gained applicable knowledge for possible Each member has gained applicable knowledge for possible future employment in industryfuture employment in industry

Team has learned the fundamentals for creating a portfolioTeam has learned the fundamentals for creating a portfolio Team pulled together and reduced and eliminated problems Team pulled together and reduced and eliminated problems

with data collection and format with data collection and format Members have obtained knowledge from this phase Members have obtained knowledge from this phase

presentation to help improve their skills for creating future presentation to help improve their skills for creating future portfoliosportfolios

Phase IPhase I

Toolkits 22-24Toolkits 22-24

Phase PortfolioPhase Portfolio RCA’sRCA’s Regular Critique Regular Critique

AssessmentsAssessments Allows team members to Allows team members to

research material, input research material, input information, compile and information, compile and review the work of othersreview the work of others

5 RCA’s that progress 5 RCA’s that progress toward a phase portfolio toward a phase portfolio during each critique during each critique portfolioportfolio

SDA’sSDA’s Standard Dedicated Standard Dedicated

AuditsAudits Applies technical content Applies technical content

of Toolkits to project of Toolkits to project objectivesobjectives

gathers the research and gathers the research and analysis of all team analysis of all team membersmembers

24 SDA’s will be 24 SDA’s will be compiled for a Final compiled for a Final Phase PortfolioPhase Portfolio

Toolkit #22

"Kaizen Documentation Foundations For Data Driven

Process Variation, Waste Reduction, Lean Six Sigma"

Toolkit #22 ObjectivesToolkit #22 Objectives

ISO 9000: Basis for Quality SystemsISO 9000: Basis for Quality Systems Kaizen, Six Sigma, Lean ProcessKaizen, Six Sigma, Lean Process Traditional Productivity ToolsTraditional Productivity Tools Using Charts, DataUsing Charts, Data Tying the Process TogetherTying the Process Together EvaluationEvaluation

Relation of Toolkit #22Relation of Toolkit #22 to Project to Project

RCA- Kaizen Documentation

- Lean Six Sigma

SDA- Documentation of Process Variation

- Determining Waste Reduction

Toolkit #23

"Basic Economic Considerations, Cost Related Documentation

For Kaizen, Lean Systems, Quality Relationships"

Toolkit #23 ObjectivesToolkit #23 Objectives

Quality Cost and WasteQuality Cost and Waste Purpose of BusinessPurpose of Business P and L, Operating StatementP and L, Operating Statement Economic ToolsEconomic Tools Kaizen Cost Analysis, Value AddedKaizen Cost Analysis, Value Added Break Even and Capital Investment Break Even and Capital Investment Material PlanningMaterial Planning

Relation of Toolkit #23 Relation of Toolkit #23 to Projectto Project

RCA- Profit is the Reason for Business

- Being Successful at Business

SDA- Analyzing Cost

- Determining Value Added

- Investments

Toolkit #24

"Ongoing Process Control Plan (OPCP),

Standard Operating Procedures (SOP)

For Lean: Infrastructure For

Understanding Process"

Toolkit #24 ObjectivesToolkit #24 Objectives

Ongoing Process Control Plan (OPCP) Standard operating procedures (SOP) Team Problem Solving, Documentation,

Variation Reduction for Lean 8-D Overviewed for Solving Problems Roles, Ongoing Improvement, Broader

Issues Traditional Productivity Tools,

Documentation for Improvement

Relation of Toolkit #24 Relation of Toolkit #24 to Projectto Project

RCA- Being efficient at solving problems in the

future

- Ongoing improvement

SDA- Ongoing Process Control Plan

- Standard Operating Procedures

Phase IIPhase II

Toolkits 25-27Toolkits 25-27

Toolkit #25

"Synchronous Production: Enhanced Best Practices For

Change,

Lean, Variation Reduction"

Toolkit #25 ObjectivesToolkit #25 Objectives

Synchronization Lean Systems Applied: Kanban, Takt, SMED Total Productive Maintenance Failsafing and Poka Yoke Design Best Practices, Bench Marking, Auditing Applied Technical Research for

Synchronous, Lean, Kaizen DOE Auditing Our Quality

Relationship of Toolkit Relationship of Toolkit #25 #25

to Projectto Project

RCARCA- Synchronous Production- Synchronous Production

- Lean and Best Practices- Lean and Best Practices

SDASDA- Operation Capacity Analysis- Operation Capacity Analysis

- Failsafing- Failsafing

- Benchmarking- Benchmarking

Toolkit #26

"Failure Mode And Effects Analysis (FMEA), Quality Function Deployment (QFD), Reliability For

Robust Problem Solving"

Toolkit #26 ObjectivesToolkit #26 Objectives

Failure Mode and Effects Analysis (FMEA) The Design Process Design, Product, and Process FMEA FMEA Steps and Procedures Product Liability, FMEA, Reliability, Finite Element

Analysis (FEA) General Reliability Issues, Kaizen and FMEA Quality Function Deployment (QFD) for Lean Introduced

Relationship of Toolkit Relationship of Toolkit #26#26

to Projectto Project

RCARCA- Design, Product , and Process Failure Mode and - Design, Product , and Process Failure Mode and

Effects AnalysisEffects Analysis

- Quality Function Deployment- Quality Function Deployment

- Finite Element Analysis- Finite Element Analysis

SDASDA- Failure Mode and Effects Analysis- Failure Mode and Effects Analysis

- Corrective Action- Corrective Action

- Planning Assessment and Potential Problem Analysis- Planning Assessment and Potential Problem Analysis

Toolkit #27Toolkit #27

"Total Productive Maintenance, Safety And Ergonomics:

Re-engineered Lean Environment"

Toolkit #27 ObjectivesToolkit #27 Objectives

Maintenance Requirements and Lean Service Types of Maintenance TPM, Synchronous Quality for Lean Safety, Human Factors, Quality Objectives Safety and Ergonomic Management Controlling Physical Conditions for Ergonomic

Enhancement

Relationship of Toolkit Relationship of Toolkit #27 #27

to Projectto Project

RCA- Types of Maintenance

- Total Productive Maintenance- Safety and Ergonomics

SDA- Maintenance Tracking- Safety Procedures/Inspections- Pareto Charting

Phase II PortfolioPhase II PortfolioShort FormShort Form

EndEnd