Lean visual factory, Visual Management board (Lean info

WorkshopConstructing our Lean board

Lean visual factory, Visual Management board (Lean info center)Content of the workshop:

• Animation of a Lean Info Center. • The five guiding principles of Lean. • Composition of a Lean board: - Board of KPI. - Production analysis board. - Daily operating board. - Planning board. - Board of actions.

Objectives of the laboratory:

• Introduce the concept of using a LEAN information board. • Understand how using it can help improve our processes: - To locate the info center in the Lean deployment strategy. - To explain what an information board is and its rules. - To explain the utility. - To list the benefits. - To explain how it functions.


Lean, Visual Factory and Lean Info Center

The main purpose of Lean is to show “wastes and delays” as well as “HSE risks associated with the company’s activities”.

The information boardA visual communication platform where we can find the following:

• Key Performance Indicators (KPIs). • Fears (action strips). • Improvement activities. • Planning.

Objectives:

• Give efficiency to daily meetings (rigor). • Facilitate communication (shared vision). • Highlight problems or opportunities for improvement and address them to the right people (where any deviation from the standard is obvious). • Facilitate planning. • Share the successes. • And above all, it’s a place to challenge ourselves ...


Communication strategy

Level 1: Executive office

Level 2: Supervisors

Level 3: Operation / Maintenance

Y = f (X1, X2, X3, …)

y = f (x1, x2, x3, …)

y = f (x1, x2, x3, …)

• The entire organization is engaged. • The right priorities for the day are addressed. • Fears are dealt with at the team level and some must be escalated to a higher level.


Meetings around the information center

Meetings last 15 minutes and are done standing

The teams are multidisciplinary.

The information is updated before every meeting by the managers.

On an exception basis: focus efforts in places that do not reach their goals, emphasize the need of additional resources, etc.

The meetings are held at fixed times

KPIs are revised on an exception basis.

30 second rule


Typical agenda for the meeting

• Review of the KPI board - What has happened it terms of security - Quick overview of subjects in green. - Explanation of the yellow and red dots. • Review of the daily operating board (current status) • Housekeeping key focus • List of reasons that prevented us from doing the work as planned • Planning Board Review (Daily) - Look at the progress of the activities. - Identify the associated risks. - Revise the calendar. - Approve the planning of the next quarter. • Highlight a success

Represents more than

50 % of the time spent in

meetings


In summary…The objectives of the Lean meetingsLean meetings are a key element in the management of operations,supported by the transparency of the information board.

The objectives of the meetings are:

• To have a common vision to start the day on the right priorities Bring out the “real problems” and go to the root cause and reach a consensus on countermeasures • Establish and agree on goals • Share information • Establish good working relationships • Exercise the culture of “no blame”

Share successes

• And above all, it’s a place to challenge ourselves ...


The rules of the meeting(Following the 5 principles)

• Information is updated before each meeting by managers (substitutes in case of absence). • Cellphones / radios on vibration or closed. • Standing meeting held at fixed times (15 minutes). • Be on time. • Only one person speaks at a time. • Be aware of opinions and perceptions, only use information and facts. • No back and forth during the meeting. • Report on an exception basis. • Do not solve problems during the meeting, too much of other’s time will be spent.

CHALLENGE GO SEE CONTINUOUS IMPROVEMENT

RESPECT THE INDIVIDUAL

TEAMWORK


The five guiding principles of LEAN

CHALLENGER ALLER VOIRAMÉLIORATION

CONTINUERESPECT DE L’INDIVIDU

TRAVAIL D’ÉQUIPE

The new standard, seek perfection

We set ourselves ambitious goals

Go see to understand and support, NOT TO MONITOR

Go and see = Bring an improvement

Go see, collect infor-mation, understand, find the cause, reach a consensus, initiate problem resolution

Simple technique, fast and not very costly

Capacity to solve problems as a team

Small steps in succession

Each person has an important role play in the team

We really understand a task when we are the ones executing it

Respect the one who makes

A team is stronger that an individual

Be present with of your teams

Having a common vision of the problem promotes solidarity when faced with results

CHALLENGE GO SEE CONTINUOUS IMPROVEMENT

RESPECT THE NDIVIDUAL

TEAMWORK


Set ambitious goals

CHALLENGER

If you can’t justify a situation, don’t accept it!

NOW LEAN TRANSFORMATION

CHALLENGE

Most of the time, we tell ourselves that failure is normal and natural and therefore we set ourselves realistic targets.

Accept that the norm is to seek perfection!

CHOOSE THE KPI THAT CHALLENGES YOU AND SET AMBITIOUS OBJECTIVES.


Learn to See

CHALLENGER

If there is a problem, get up and go see.Collect relevant information, find the root cause, reach consensus and take the initiative.

GO SEE

GO TO SEE FOR ENOUGH LONG ENOUGH TO UNDERSTAND AND SUPPORT! WHILE YOU HAVEN’T YET GOTTEN UP TO GO SEE, YOU STILL ONLY HAVE AN IDEA OF THE PROBLEM.

• Open your eyes and learn to look• It takes time to start seeing things• Going to see does not mean monitor• There needs to be an improvement in the process every time you go see• Balancing the ignorance of the processes with a better acuity to detect waste• Study to understand for oneself• Go see yourself!


The strength of a team lies in its ability to solve problems

CHALLENGER

Simple, fast and cheap.

NOW LEAN TRANSFORMATION

CONTINUOUS IMPROVEMENT

We value the excellent results and we reward them (consensus on the green points: firefighter)

Value improvement, problem solving and learning (do a lot of small steps).

TRANSFORMING MERITOCRACY TO KAISENOCRACY.A succession of small steps.

FIND SMALL IDEAS FOR IMPROVEMENT, FIND SEVERAL AND ACCOMPLISH THEM.... ALL!

WHAT’S IMPORTANT IS NOT TO SEARCH FOR INVESTMENT, BUT IMPROVEMENTS THAT COST NEXT TO NOTHING ...


The one who makes is the one who understands

CHALLENGER

Every individual has a role to play. Respect them.

RESPECT THE INDIVIDUAL

YOU CAN’T UNDERSTAND SOMETHING UNTIL YOU HAVEN’T DONE IT YET!

The one who understands is the one who understands in his bones. The person who executes is the one that knows because they do the task. We must therefore respect the one who does.


Taking charge (give control)

CHALLENGER

THE MANAGER MUST ENSURE THAT HIS EMPLOYEES SHARE THE SAME UNDERSTANDING OF THE SITUATION.

• At all times, the leader must have peace of mind to focus on a problem because all other things are under control. • The leader must feel that the operators have their eyes, ears and head ... (develop problem-solving culture throughout the organization) • The “X” must be under control to ensure that the “Y” is under control. • Develop trust as a manager. Make sure that the factory seen on the information board is indeed the actual factory.

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KPI Board Management

CHALLENGER

Key performance indicators should:

• Be aligned with strategic pillars in the organization • Be measurable indicators • Be under the team’s control • Reflect responsibilities / objectives of the sector • Be represented visually to enable employees to act • Generate an action strip, when there is a point in the red zone or three consecutive points in yellow

Circles of influence:

A: The problems can be solved by the team.

The team has control.

B: The problems can be influenced by the team.

The team is not in control.

C: Problems encountered, but the team is not in control

or can’t influence.


Standards for the Key Performance Index graph

Title of the graph Month of the graph

Action KPI writing directives

Limit zone

Status


Updating graphs

• The one’s responsible updates will come in to update the chart (s) that they are as signed to prior to the Information Board meeting (must have a substitute in case of absence).

• Set chart status using magnetic colored buttons (green, yellow or red).

Go over key performance indicators

• Look at the daily KPIs, weekly at the scheduled day of the week and monthly at the scheduled days of the month.

Manage only by exception

• Discuss only red dots (or consecutive yellows according to the established rule). - Explanation of the point. - Explanation of the action KPI related to the point in question.

Note: The owner of the information board is responsible for printing the pages for thegraphs before the start of the new period.


Level 1 and 2


Level 3


Production analysis board – the voice of the operation


Production analysis board – the voice of the operation (cont.)


What is a production analysis chart?

LEVEL 3 OPERATION / MAINTENANCE

The rules :

1. It shows the problems that prevent the operator from doing his job according to the established methods or the gaps between the actual production and the technical limit of the process every hour. The operator can also record the frustrations that prevent him from doing his job. 2. It is filled by hand by the team (operators) every hour. 3. Must be used to trigger problem solving. 4. It is visible to everyone in the area.

It allows:

1. To accumulate the problems and frustrations encountered during production. 2. To know the real status during the shift. 3. Regular review by the supervisor and triggering of problem resolution if needed. 4. Other people know the current status and problems of the sector, it also makes it possible to prioritize problem solving.

More specifically: 1. It is located near the operation / process. 2. The information is compiled at the end of the day (last 24 hours) and displayed to the operating team and the information board (N3).


Why use it:

• Collect the problems (facts) of the operator at the time when they arise. • Facilitate problem solving. • Determine the gap between current production, the target and what is achievable by the method. • Show the actual state of the process, as seen by those who are closest (ie the operators). • Identify problems as they arise. • See opportunities to improve the process. • Have real-time data, support problem solving and proactive prevention of problems.


Per day (chronological):

This analysis makes it possible to see

losses chronologically, detect sequenc-

es in time and start a problem-solving

process.

By problems / concerns (independent of the timeline):

This analysis makes it possible to see

the amplitude and the frequency of the

losses of each problem / concern and to

trigger a resolution process.


LEVEL 3 OPERATION / MAINTENANCE


Why use the production analysis board?

Often at the end of shifts, the production level is good, but ...

• Can you remember every problem that has occurred during the quarter? • Do you know what problems are happening each week? • Can you see the “level of production” during the shift? • Are you able to quantify your losses during your shift? • Do you know that sometimes, despite an excellent day of production, with simple little breaks, you can lose a lot?

It is important to see the OPPORTUNITIES and solve the SMALL PROBLEMS BEFORE THEY BECOME GREATER.


The purpose of the production analysis chart

The purpose of the production analysis chart is:

• Identify the technical limit of the process and show opportunities for improvement• Give the opportunity to workers to show, quantify and prioritize their concerns.• Display problems visually, closest to the process or location where value is created.• Identify wastes when and where they occur.• Make problem solving easier by acting on real-time data.


How to extract benefits from the use of the production analysis board?

Le but du tableau d’analyse de production est :

• Identify the technical limit of the process and show opportunities for improvement• Give the opportunity to workers to show, quantify and prioritize their concerns.• Display problems visually, closest to the process or location where value is created.• Identify wastes when and where they occur.• Make problem solving easier by acting on real-time data.


Production Analysis Board By equipment / location:

• This analysis makes it possible to see by frequency where are grouped each of the problems which cause production losses and trigger a problem-solving process.• An event = 1 red dot.• The disturbances card and the two pareto distributions are fed daily from the production analysis chart

Carte des maux For each problem:

• Put a red dot on the disturbance card where the problem occurred.• Transfer the information on the 2 pareto distributions

Pareto des pertes par jour

Pareto des pertes par problème et fréquence


Daily operation board • A current representation of the sector at the time of the meeting at the information board.• It is an indicator of how the day will be in the area.• Let’s see the bottleneck of the day (where to concentrate our efforts).• Can also be the planned production of the day.


Management of the planning board The planning board can include:

• The Lean Deployment Master Schedule. • Global Calendar of Sector Improvement Activities: - The detailed schedule of Lean deployment activities. - The major projects of the sector. - Ex: Major stoppages, 5-year plan, technological plan. - Residual action plans of activities (business improvement projects, HSE accident analysis, etc.). - Planning for sustainment leadership.

The update of the calendar must be done at least once a week:

• Follow the Lean standard for tracking schedules. - Red lines with forward or backward spikes. • Every opportunity or activity identified (Kaizen, Business improvement projects, major projects, ...) through the strips of shares must be inscribed on the Global schedule of activities. - The team must then set the date for the activity.


Management of the action board The strips of actions

CCC: Concerns, containments, countermeasures


Action strips: three colors

Strip of new concern

Band of concern regarding health, safety and environment

Band of repetitive concern (reoccurring problem)


What is a concern?It is an event that meets the criteria for writing a KPI of actions compared to :

• A key performance indicator on the Information Center.• A daily operation board.• A production analysis chart / disturbance chart.• A master schedule of activities.


Rules for writing stock strips

HSE cross (writing in N3, follow N2 and N1)

• A red dot. • Five yellow dots (in the course of one month).

KPI Graphics

• A point in the red area of a graph. • Three consecutive points in the yellow zone.

Production Analysis Chart / concerns Chart

• The reason that caused the most losses in the month.

Daily operation board

• If desired by the team, when a sector is fragile / at risk (yellow dot) or problematic (red dot).

Master Schedule

• A delay in the Master Calendar for the same activity (three consecutive backwards spikes).


What is a control?A temporary control is a “Band-aid” which is effective until the root cause of the problem is identified and corrected.

A good control is a temporary solution that we can implement quickly to maintain the level of HSE, quality, production, etc.


What is a countermeasure?

Finding a good countermeasure involves:

• Go see • Problem solving (PPS *). • Compare with the existing standard. • Determine a date of analysis and a responsible person to lead the analysis (ex: 5W, PPS *) with a team to determine the root cause (s) and thus, determine a permanent solution (s). • Once the permanent solution (s) is (are) implemented, make ten validations (frequency to be determined) to make sure the concern does not come back. If it returns, return to writing of a yellow KPI of actions exercise.

* PPS = Problem Solving Method

A good countermeasure is a permanent solution that will stop the problem from reoccuring through stan-dardisation.


How to write a fear on a KPI of actions?

• The description of the fear should be very explicit (it should include the right details in relation to a problematic event to understand what happened) at first glance.

• It is also very important to target the problem well to ensure, when taking down notes for the KPI of actions, that it contains only one item to process to avoid being stuck with a KPI of actions that include several problems to analyse and resolve. In so doing, the analysis will be much less cumbersome.

• There must be only one concern on a KPI of actions. Therefore, one analysis and one implementation date.

• It is very important to go on the field to see the problematic situation to visualize it fully.


How to conduct the action strips?

1. Once the fear has been written down, the date of the event must be indicated, the impact of the event as well as a temporary control put in place. Do not forget to indicate who put it in place. You must put the KPI in the section “New concern”

2. Subsequently, 48 hours to designate a manager for analysis and what type of analysis (5W, PPS, Kaizen, 5S, GB, BB, SMED).


How to conduct the action strips? (cont.)

3. From the moment the person responsible for the analysis, the date and type of method of problem solving are identified, the analysis can follow it’s course. The KPI is found in the “In Progress” section.

4. If the problem solving method is: PPS or 5W, the countermeasure must be established no later than 13 days following the determination of the person responsible for the analysis. Which means that from the moment the KPI is written, until the moment of implementation of the permanent countermeasure, 15 days have elapsed.



5. If we can not respect the date of implementation of the permanent countermeasure, the KPI must be in the “Due date” section. Do not change the date of implementation of a KPI of actions.


How to conduct the action strips? (after)

6. If the chosen method is: Kaïzen, 5S, BB, GB, SMED and that the completion of activity takes less than 3 months, the KPI must end up in the “Long-term action KPI” section. If it is more than 3 months, add the Improvement activity to the Master Schedule (Planning Board).



7. Once the permanent countermeasure has been implemented, a frequency of validation must be defined by the team to ensure that it is the right solution. The KPI should be in the “Tracking” section.



8. Once the 10 validations are made (confirmed with a go-see) according to the frequency determined, the KPI can be archived, and the success celebrated!

9. If the solution no longer works after a few validations, you must rewrite the concern on a new yellow KPI that must be reinstated on the board in the section “New fear” and start the process over to find the required permanent countermeasure.



10. While processing the KPI, highlight the status of the KPI in the Deming Cycle:


How to recognize the connection between a peculiar point on a graph and a KPI of actions?Each of the tools needed to solve problems is represented by a triangle of different colors in which is inscribed the tool used and its associated number. Each of these triangles is duplicat-ed to be able to affix a triangle on the point of the graph and another identical next to the KPI associated with this point.

Example:

Note: When the triangles are on the Information Board, put the name of the person in chargeof the analysis under the triangle next to the action KPI (the names are previously registered using a P-touch on a small magnetic tape). So, the head of the Information Board knows who is working on what and with which tool (can hinder the advancement).

Therefore, the Information Centre manager knows who is working on what and how or with what tool (he is able to challenge the progress)


Problem solving technique by intervention level


The objectives of the Lean meetings In summary...

• Lean meetings are a key element in the management of operations, supported by the transparency of the information board.

• The objectives of the meetings are: - To achieve a vision to start the day on the right priorities.

• Bring out the “real problems” and go to the root cause and reach a consensus on countermeasures. - Establish and consent to objectives. - Share information. - Establish good working relationships. - Exercise the culture of “no blame”.

• Share the successes.

• And above all, it’s a place to challenge ourselves!

Documents

Lean visual factory, Visual Management board (Lean info