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Article created with A3 thinking for Target magazine about continuous improvement process and tool at Andersen Corporation
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Which approach should we take in order to continuously improve the process?
Kaizen: Continuous and incremental improvement to remove waste, variation and overburden. Teian Kaizen: System used for generating and implementing employee ideas with a special focus on the rate of implementation rather than the dollar value of the ideas.Waste: Everything that is not adding value in the eyes of the customer (think TIM WOOD: Transportation, Inventory, Motion, Waiting, Overproduction, Over processing, Defects)
Single Point Lesson: Implementing a Sustainable Continuous
Definitions
Situation• The current suggestion system has been in use since the 1960’s• 379 suggestions per year from the 1,500 employees, with 125 implemented (0.1 per employee)
• The process:
Problem• Many mistakes and flow interrupters keep recurring everyday• The process is unstable and the expected production output is unpredictable• Many “solutions” are put forward with fingers pointing in many directions
• In the mean time…
Reflection and analysis
• Be people focused: use “5 Who’s” to hold employees accountable
• Train 16 year seniority employees on product specifications for the nth time
• Replace supervisors and teamleaders if results are not achieved
• Hire more engineers to improve operations
• Be process focused: use “5 Why’s” to find the root cause of the problems
• Develop employees into problem solvers with PDCA expertise
• Redefine supervisor roles as teachers in waste, variation, overburden elimination
• Functional support and leaders using supportive leadership approach
This Way
Not There!
Engineering
Operators just need to follow Standard
Work!
Quality
Operators need training to do their job
TRAININGTRAINING
Some people
If only supervisors were holding operators
accountable for mistakes!
Supervisor
I am tired of playing whack-a-mole with the
same problems everyday
Employee
I work hard everyday. I became numb to these
recurring problems
Employee fillsout suggestioncard
Supervisorreviewsand signs
Managerassigns anEngineer
Engineerevaluatesfeasibility
EngineerManagerapproves
AdministrativeAssist. loadsthe database
Committeefor finalreview
Engineerimplementssuggestion
Financial auditfor potentialreward
Improvement Process at Andersen Corporation
Situation
Objectives
Trial solution
Situation
• More than four thousand ideas implemented per year (6 per employee)• Employees are asking to be involved in quality circles and kaizen activities• Teams are exchanging ideas, discoveries, and best practices during lunch hours• Process reliability (OEE) is consistently improving
Outcomes
ResourcesDidier Rabino, Andersen Corporation ([email protected]) David Mann, DMLC ([email protected])Creating a Lean Culture (ProductivityPress.com)
Business:• Eliminate recurring issues to meet business goals• Reach predictable output in terms of quantity and quality• Improve value proposition
People:• Feel good about contribution• Develop new skills• Feel respected and valued• Easier job to do• Have fun!
Leaders are teachers: on-going PDCA coaching
Supportive Leadership
0. Blank card is retrieved by the employee Card is documented with idea, and expected quantitative result1. Card placed into idea box2. Supervisor approves idea. If project, card is placed in Engineer bucket
Improvement is structured as a set of experiments
Supervisors &Team Leads
ManagersProduction Employees
Supervisors &Team Leads
ManagersProduction Employees
LEADER’S ROLE EMPLOYEE’S ROLE
Three options:
1. Adjust & experiment again
2. Adopt the change3. Abandon the idea
Three options:
1. Adjust & experiment again
2. Adopt the change3. Abandon the idea
• Experiment – test the change
• Experiment – test the change
• Develop idea• Determine
expected result
• Develop idea• Determine
expected result
• Monitor & Measure• Analyze gaps between
actual & expected
• Monitor & Measure• Analyze gaps between
actual & expected
• Identify the problem• Define current situation• Analyze potential causes
• Identify the problem• Define current situation• Analyze potential causes
Act Plan
Check Do
GRASP THESITUATIONThree options:
1. Adjust & experiment again
2. Adopt the change3. Abandon the idea
Three options:
1. Adjust & experiment again
2. Adopt the change3. Abandon the idea
• Experiment – test the change
• Experiment – test the change
• Develop idea• Determine
expected result
• Develop idea• Determine
expected result
• Monitor & Measure• Analyze gaps between
actual & expected
• Monitor & Measure• Analyze gaps between
actual & expected
• Identify the problem• Define current situation• Analyze potential causes
• Identify the problem• Define current situation• Analyze potential causes
Act Plan
Check Do
GRASP THESITUATION
THE CONTINUOUS IMPROVEMENT BOARD PROCESS
3. Team selects ideas to do (max 5 on the board)4. Employee experiments and checks result against plan5. Idea is adopted and $2 are banked for the team If necessary documents (std work) are updated… Team spends $ for food, party or goodies
Focus on own station and gaps in business goals
OPERATOR
TEAM LEADER
SUPERVISOR
PLANT MANAGER
ENGIN
EERI
NG & M
AINTE
NANCE
FULF
ILLM
ENT
SAFE
TY &
HUM
AN R
ESOUR
CES
MANAGER
Protect Std workand supportits improvement by removing:
• waste• variation • overburden
