Lean Solutions © Fujitsu CanadaLean Solutions © Fujitsu Canada
Exclusive ProposalEO9007 – Measurement and Analysis of
Manufacturing Operations, Product definition and change management
Revision March 12, 2010
Presented by :Jean-Pierre Dubé, Eng.Vice-president, Lean SolutionsCell : (514) 710-1550E-mail : [email protected]
Presented to :Mr Kirk RoweExecutive Vice President, COOEmail : [email protected] : (514) 636-7070
Fujitsu Consulting (Canada) Inc.1000 Sherbrook Ouest, 15th floorMontreal (Québec) J4B 6G4
Innotech-Execaire10225 Ryan AvenueDorval (Quebec) H9P 1A2
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Lean Solutions © Fujitsu Canada2
Proposal Plan
Objectives
Methodology
Budget
Profits for Your Business and the Planet
Lean Solutions © Fujitsu Canada3
Proposal Plan
Objectives
Methodology
Budget
Profits for Your Business and the Planet
Lean Solutions © Fujitsu Canada
Objectives
In order to decide if a full diagnostic is worth doing, it is proposed to do a Measure and Analysis phase at a high level on the manufacturing, the product definition and change management.
The main objectives are:
To have a good understanding of the actual situation of the current activities
Identify possible areas of improvementsQuantify in dollars the savings of the
transformation
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Lean Solutions © Fujitsu Canada5
Proposal Plan
Objectives
Methodology
Budget
Profits for Your Business and the Planet
Lean Solutions © Fujitsu Canada
Methodology: Conducting 2 Kaizen Workshops
In order to meet the objectives, we propose to conduct 2 Kaizen workshopsThe first Kaizen on Assembly Line and Manufacturing
work structureThe second Kaizen will cover Product Definition and
Change Management
The preparation of these two kaizen will includeSpecific objectives to be achievedBoundaries of the Kaizen (start and end) and scope
(inclusions and exclusions)Constraints to be respectedDetailed AgendaKaizen participants
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What is a Kaizen Workshop?
Employees participating in a Kaizen workshop are responsible for: Providing their ideas and
expertise to conduct the improvement project based on the Project Sheet
Helping their team work smoothly
Playing a significant role in examining and implementing tangible improvements
Communicating the details of the improvement project to their colleagues, asking for feedback and having their ideas validated
Informing people about potential changes that may concern them
Preparing an action plan detailing all actions required to conduct the improvement project
Estimating the improvement project’s costs and benefits
Presenting the improvement project to management and all employees
Actively participating in implementing actions
Monitoring and communicating progress in the action plan
Developing solutions to problems encountered during implementation
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Lean Solutions © Fujitsu Canada
Methodology: Facilitate the two Kaizen
The two Kaizen will be of 3 days each and will be conducted at the same time in order to save calendar time
We will need two conference rooms as close as possible to each other with a capacity of 8 persons per room
Detailed activities and tools for each Kaizen will be forwarded with the kaizen’s agenda
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Lean Solutions © Fujitsu Canada
Methodology: Facilitate the two Kaizen (cont.)
Model the extended value chain with a high level VSM (Value Stream Map)
Material flows of the key operational processesAnalyze the key management rules and information
systems currently used to manage materials in the extended value chain
Identify key MURA, MURI and MUDAMURA means irregular. Irregularities in material and
information flows in operational processesMURI means excess or unreasonable. Overused or
underused resources and business practices not justified by common good sense
MUDA means waste. Any activity that consumes resources without creating value in the eyes of internal or external clients
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Where To Begin To Model Your Business?
Work MethodEx: The work methods to operate
and maintain a machine
Operational ProcessEx: Your purchasing process
Extended Value Chain1- Supply Chain2- Internal Value Chain3- Logistic Chain
Internal Value ChainThe processes for manufacturing
a product family
Benefits ($) / Efforts ($) R
atioExtended Strategic ApproachVision to 5000 m. altitude Emphasis on the overall performance of the company and its partners
Internal Strategic ApproachVision to 3000 m. altitude Emphasis on the overall performance of the company
Operational ApproachVision 500 m. altitude Emphasis on the achievement of Kaizen Workshops
Tactical ApproachFlew over the daisies Emphasis on the deployment of LEAN tools: 5S, Kanban, Cellules, Poka Yoke, …
1
2
3
4
Leve
l of D
etai
l
+
+
-
-
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Lean Solutions © Fujitsu Canada
1st levelVSM - Value Stream Map(Strategic Direction)
2nd levelFunctional Map(Process Reengineering)
3rd levelMaterial or Information Flow Diagram(Work Method Improvement)
How To Model Your Business?
Nom du Processus : Date: Numéro de révision :
Fonc
tion
2Fo
nctio
n 3
Fonc
tion
4Fo
nctio
n 5
Fonc
tion
1 Début Fin
Oui
Non
Non
Oui
Oui
Non
Fin
But du processus
Étendue du processus
Propriétaire du processus (Titre)
Propriétaire du processus (Nom et Signature)
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Lean Solutions © Fujitsu Canada
Proposed Team
Jean-Pierre Dubé, P Eng.Master Black Belt LEAN Six SigmaVice-president, LEAN Solutions25+ years of Experience
Daniel Cyr , P Eng.Director, LEAN Solutions25+ years of Experience
Frédérick Gagnon, P Eng., M. Eng.Black Belt LEAN Six SigmaDirector, LEAN Solutions25+ years of Experience
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Partnership For Project Development
We use a project development method based on the interactive sharing of client/consultant knowledge and skills to deliver maximum results
7- Independent Expert 8- Mentor 9- PartnerDefine and implement the best solution in the eyes of FUJITSU with no participation from your ENTERPRISE
Define and implement the best solution in the eyes of FUJITSU with participation of your ENTERPRISE in learning mode
Define and implement the best solution in the eyes of your ENTERPRISE and FUJITSU by pooling skills and efforts
4- Practitioner 5- Instructor 6- CoachImplement the solution defined by your ENTERPRISE
Train (theory) your ENTERPRISE to define and implement your own solution to the current situation
Train (theory) and coach (practice) your ENTERPRISE to define and implement your own solution to the current situation
1- Analyst 2- Critic 3- ConsultantDefine, measure and analyze the current situation to enlighten your ENTERPRISE
Comment on the current situation and the solution defined by your ENTERPRISE
Suggest one or more potential solutions to the current situation
Transfer of FUJ ITSU SkillsFUJI
TSU
Invo
lvem
ent t
o Im
prov
e Cu
rren
t Situ
atio
n
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Lean Solutions © Fujitsu Canada14
Proposal Plan
Objectives
Methodology
Budget
Profits for Your Business and the Planet
Lean Solutions © Fujitsu Canada
Professional Fees
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FIXED COSTVice-president Directors Project
Assistant
2 800 $ 2 400 $ 400 $
1- Planning and organization of 2 simultanious kaizens work shops
1• 2 Kaizen Sheets• 2 agendas for the Kaizen • 2 Kaizen materials
15 600.00 $ 2.00 4.00 1.00
2- Kaizen: Assembly Line and Manufcaturing Work structure
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Facilitate a 3 days IMPACT-Kaizen workshop with key managers in order to; - Understand current Assembly Line and Manufacturing structure - Identify major inefficiencies and wastes - Elaborate realistic new model - Quantify in dollars the targeted gains (Efficiency and WIP reduction)
14 000.00 $ 2.00 3.00 3
3- Kaizen: Product requirement and change management
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Facilitate a 3 days IMPACT-Kaizen workshop with key managers in order to; - Understand current process of product definition and change management - Identify major inefficiencies, noise and wastes - Elaborate realistic new model - Quantify in dollars the targeted gains (Efficency)
10 000.00 $ 1.00 3.00
TOTAL FIXED PRICE including professional fees but excluding expenses and applicable taxes 39 600.00 $ 3.00 6.00 3.00
Convinced that our LEAN strategy will identify important opportunities, FUJITSU is prepared to invest 50% of the professional fees in your company to conduct a Pre-Phase of the MEASURE & ANALYZE activities.
50%
TOTAL FIXED PRICE including professional fees but excluding expenses and applicable taxes 19 800.00 $
Lean Solutions © Fujitsu Canada
Why Choose Fujitsu Canada?
Exclusive improvement strategy making it possible to substantially improve the overall performance of your enterprise
Unique value creation process to deliver immediate, sustainable benefits
Extensive improvement experience gained on hundreds of projects conducted on over 200 SMEs and multinationals in 17 countries
The depth of an engineering + management firm that practices scientific resource management
Collaborative work based on the synergistic optimization of group intelligence. This approach supports the interactive sharing of knowledge and client/consultant skills to get exponential results 16
Lean Solutions © Fujitsu Canada
Intellectual Property Policy
The present document is the sole and exclusive property of
Fujitsu Consulting (Canada) Inc.
Unauthorized use, disclosure, or reproduction, in any form, of the material contained in this document is
strictly forbidden. Its unauthorized or illegal use may result in the legal prosecution of offenders.
© Fujitsu Consulting (Canada) Inc. 2009
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