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ZD Metal Products: Lean Manufacturing

Présentation de Google
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tanner kiley

on 5 March 2015

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Transcript of ZD Metal Products: Lean Manufacturing

Break 1
Break 2
ZD
M
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t
a
l
P
r
o
d
u
c
t
s


LEAN MANUFACTURING
EVENT

Customers desire
better quality and lower prices. If you
won’t provide it, someone else will.
References
FAST APPROACHING: DRIVERLESS CARS. (2013). Mechanical
Engineering, 135(5), 12-14.
Our history in depth. (n.d.). Retrieved from
http://www.google.com/about/company/history/
https://sites.google.com/site/net205apples/google-business-model, site web, Google, 01/02/2013,
http://www.brocooli.com/decouvrir-le-business-model-de-google/, site web, Brocooli, 03/02/2013
The Five W's of Kaizen
Kaizen is all
about Quality
Improvement
Understanding
The Customer
Kaizen Goals
"Google's mission is to organize the world's information and make it universally accessible and useful"
Les débuts du web...
1996 : Création de BackRub,
2004 : 8 milliards d'entrées de pages indexées,
2005 : Lancement de Google Maps et Google Analytics,
2004 : Lancement de Gmail,
16/08/2011 : 12 500 000 000 $
13 500
16/08/2011 : 12 500 000 000 $
16/08/2011 : 12 500 000 000 $
16/08/2011 : 12 500 000 000 $
16/08/2011 : 12 500 000 000 $
16/08/2011 : 12 500 000 000 $
16/08/2011 : 12 500 000 000 $
16/08/2011 : 12 500 000 000 $
16/08/2011 : 12 500 000 000 $
LEAN INTRODUCTORY TRAINING

5-S TRAINING, AUDITING & TRACKING

5-S STANDARDIZED WORK & COMMUNICATION

WALKTHROUGH

SETTING TEAM GOALS

PLANNING PROCESS IMPROVEMENTS

Day 1- Lean and 5-S Training
Day 2 - Discovery
"TRAINING OUR EYES"

TAKT TIME v.s CYCLE TIME

LEAN PROCESS IMPROVEMENT STUDIES

ELIMINATING
TIM WOOD

TEAM ASSIGNMENTS
Day 3 - Implementation
Organization

Key Measures & Targets

Board Display & Auditing

Standard Work and Communication

Experimentation
Doing The Laundry
AMERICAN HISTORY
CRAFT
One Person Produces One Product
Each Part Is Unique
High Quality But Expensive
Parts Not Interchangeable

BATCH
Multiple People Produce One Product
Use Standardized Parts
Assemblers Move To Product
Interchangeable Parts

MASS (ASSEMBLY LINE)
Large Mass of People Involved
Low Skill Level Required
Acceptable Level of Defects
Profit, Delivery, Consistency

LEAN MANUFACTURING
Work Cells
Just-In-Time (JIT) Components
Multifunctional Skill Levels
Zero Defects (Six-Sigma)
Profit, Delivery, Quality
LET'S GET ACQUAINTED

Tim Wood
WHAT IS KAIZEN?
Kaizen Literally Means "Improvement Good"

Kaizen can be applied to everything from improving speed, quality, comfort, organization, customer satisfactions, etc.

Kaizen can be used to improve any industry

Kaizen is simply improving processes to be faster, safer, healthier, and of higher quality (all for about the same price)

Kaizen increases competitive advantage to preserve jobs both now and for our future
WHAT
Improve Speed, Process and Quality

WHERE
All Lines, All Presses, All Processes. Everything, Everywhere

WHY
Business Is Competition
Fight to Win or Be Complacent and Lose

WHEN
Over and Over and Over Again
It is a non-stop, repetitive process

WHOM
All Positions
Everyone Must Be Involved
To learn the

principles
,
tools

and
techniques
that are necessary for implementing proactive
solutions
and
sustaining
improvements in all areas of business
Kaizen

Agenda

Overview
Value Added
v.s
Non-Value Added
Make The Customer !
E
l
i
m
i
n
a
t
i
n
g
N
o
n
-
V
a
l
u
e
Doing the laundry the wrong way can make it more costly and time consuming.

If the washer is in the bathroom and the dryer is in the basement, it will take even more time.

Do you think you'll hear the buzzer go off when the cycle is complete?

And what happens when you forget about the clothes in the dryer?

A laundry Kaizen would put the washer and dryer next to each other and hangers in the same room.
METAL PRODUCTS
You Have Been Invited
Day 4- Validation & Celebration
Conducting Process Improvements

Verifying Process Improvements

Issuing Standardized Work Instructions

Creating & Giving a Team Presentation
Educate, Train and Inspire Lean Process Improvement

Measure & Track Improvements

Owning your Kaizen Area

Plan Your Next Kaizen Team Project

Kaizen Maintenance
What Is Your Name and Work Title?


Do You Have Any "Lean" Experience?


What Are Your Expectations For The Week?
Measures of Success
Customer Retention Grid
Dissatisfied
Satisfied
DAZZLED
value added
Expectations
Met
Expectations
Not Met
Value Added Activity
Any Activity That Transforms information or raw materials to meet customer requirements
Satisfying Customer Requirements by Producing What is Needed, When it is Needed and in the Amount by Which it is Needed

Always Utilizing the

Minimal Amount of Resources Necessary
Non-Value Added Activity
Those Activities Which

Take
Time, Resources
or
Space
,
But

Do Not

Add Value to the Product

Transporting Material
Repackaging
Secondary Inspection
Some Examples
Why Plan A Kaizen?
BecauseThe Customer is
ONLY

Willing to Pay for
VALUE
Value Adding means performing work for which the customer is
WILLING TO PAY
WASTE

means adding

COST
,
not adding

VALUE
Layout (Creating Placed Distance)
Long Set-up Time

Incapable Processes
Poor Preventative Maintenance (Breakdown)
Poor Work Methods
Lack of Training
Lack of Adherence to Work Instructions
Changing priority/goals/standards
Poor Scheduling
Lack of Planning
Lack of Work Place Organization (5S)
Supplier Quality Issues


Dismissing
Tim Wood
T
ransportation
Multiple Handling, Delay in Material Handling, Unnecessary Handling or Transportation (Non-Value Added Conveyances
I
nventory
Holding or Purchasing Unnecessary Inventory
M
otion
Waste of Motions, Excessive Handling, Unnecessary Footprints (Non-Value Added Motions)
W
aiting
Time Delays, Idle Time (Non-Value Added Time)
O
verproduction
Producing Unnecessary Inventory
O
verprocessing
Unnecessary Steps, Procedures or Work Elements
D
efects
Correction of Errors - Rework, Quality or Scrap Issues
We Will Naturally Embrace Sustainability
Kaizen trains us to make a difference
And Through our Continual Efforts
THE SEVEN
DEADLY WASTES
EAT THE ELEPHANT
How Do We
Kaizen is a series of small improvements which over time make huge changes
Do not expect everything to change over night
Do not expect great changes to take place
Setting Goals
Be
"
Smart
"
S

Specific
Focus on goals that can be met
Too broad of a stroke and you will not finish

M
Measurable
Measure it with money
Measure it with quantity

A
Achievable
Must be able to do it
Must be able to do it in the time frame given

R
Relevant
Everyone must agree that it is important
It must have application in the area you are working on

T
Time Based
Event must be long enough to complete the goals
If event is too long then you have too many goals
If event is too short then you did not have enough goals

LEGO GAME
Visit the work area, make General Observations and Discuss

Complete a 5S Audit

Complete a Safety Survey

Conduct a "Waste Walk"

Decide if a Time Observation needs to be completed

Decide if a Spaghetti Diagram is necessary

Decide if a Process Flow Diagram is necessary

SET YOUR TEAM GOALS
Combine all observations and write each one on a post-it note

Using the Priority Chart assign priorities to each observation

Using the Newspaper assign Tasks

Remember to use the S.M.A.R.T Method

Priority Chart
Newspaper
Example
Complete This Kaizen Event As A Team

Remain Dedicated To This Event
Treat it as if you are on vacation, and refrain from allowing others to distract you from the event

Invite extended team members to help you with skills that you may not have

You are the owner of this Kaizen and the owner of keeping it going when it is done



Make & Give a Presentation to Management

Pass on Anything You Learned to Others

Keep the Ownership of Your Area

MAINTAIN WHAT YOU DID

FOLLOW THROUGH
Get Involved in a Process

Evaluate the Process

Identify Waste

Redesign the Process

Measure Improvements

1 Supervisor
3 Production Associates
1 Material Handler
1 Customer
Participants
There Will Be 3 Rounds

Round 1 begins with the Customer timing how long it takes to receive all 20 products

At the end of round 1, the entire team evaluates the process and discusses potential improvements

The team will choose 1-2 improvements and play Round 2

Again the team will evaluate the process and discuss potential improvements

The team will then choose as many improvements as desired and play Round 3

The team will evaluate the final process and discuss more improvements

Finally the team will discuss how improvements can affect their work area using Kaizen and 5S

LEGO GAME
MERCURY MARINE VIDEO
The Principles of
FIVE-S
WRENCHES
Hand Saw
Mallet
ORGANIZATIONAL BOARD
Cell 3
Visual Aid Board
5-s Daily Audits
Broom & Dustpan
FINISHED GOODS

Visual
Work
Instructions
JOB 20-361
Material
SuperMarket

Raw Materials
SCRAP
Recyclables
Rework
WATCH FOR
TRAFFIC

WATCH FOR
TRAFFIC
Pedestrian Walkway
The 5S system was designed to create a visual work place – that is, a work environment that is self-explaining, self ordering, and self-improving. In a visual work place, the out-of-standard situation is immediately obvious and employees can easily correct it. Managing thus, on the basis of expectations, makes excellence possible.

A process and Method for creating and maintaining
an organized, clean, high-performance work place.

An organized, relentless, never ending effort to
- Remove all physical waste from the work place
- Set things in order
- Make the work place visual

A foundation for the future Lean events.
- Provides a standardized and visual work area

A conditioning discipline for Lean
- Provides discipline required when implementing
more advanced Lean tools

WHAT IS 5-S?
5-S helps to improve the overall performance of your department, reduce your turn around time to the press, improve quality and safety


5-S helps to ensure we get consistent results

Benefits of adopting a 5S program:
- Eliminating waste
- Eliminates search time (waiting)
- Reduces training time
- Improve change over time
- Improve process flow
- Reduces employee STRESS

WHY DO 5-S?
CREATING THE
ORGANIZED

&
VISUAL
WORKPLACE
THE
VISUAL
WORKPLACE
“Ability to understand the status of a process area in 5 minutes or less by simple observation without use of computers or speaking to anyone.”
Sort – Eliminate what is not needed

Stabilize – A place for everything and everything in its place

Shine – Clean and keep it clean

Standardize – Maintain and monitor the first 3 S’s

Sustain – Stick to the rules, This is a Self-sustaining program

FOUNDATION OF 5-S
5-S GAME
Definition
To sort out necessary and unnecessary items.

To store often used items at the work area, infrequently used items away from the work area and dispose of items that are not needed.

Things to remember
Start in one area, then sort through everything.

Discuss removal of items with all persons involved.

Follow appropriate recycling and disposal procedures.
SORTING
What is the
Red Tag
Tactic?

This is the vital clearing up technique

As soon as an unnecessary item is identified, it is marked with a
red tag
so that anybody can see clearly what needs to be eliminated or moved

Visual Clean Up
1)
Allow everyone a chance to determine if the Red Tagged item is truly needed or not needed.

2)
Remove Red Tag items and temporarily store them in a holding area.

3)
Sort through the Red Tag items and dispose of those which are truly not needed. Other items can be disposed of at a later stage when it is clear that they have no use. Ensure that all interested people agree.

4)
Continue to Red Tag items regularly and let the team leader know if items are not being removed in a timely manner.

RED TAG
STABILIZE

(Straightening Up the Work Place)

To arrange all necessary items.
To have a designated place for everything.
A place for everything and everything in its place

Why
Visually shows what is required or is out of place
More efficient to find items/documents/Labels
Saves time, not having to search for items
Shorter travel distances

Things to Remember

Keep things used together kept together

Use labels, tape, floor markings, signs, shadow outlines

Sharable items keep at central location (eliminated excess)

TOOL STORAGE
MATERIAL STORAGE
To keep your area clean on a continuing basis

Why
A clean work place is indicative of a quality product and process
Dust and dirt cause potential health problems
A clean work place helps to identify abnormal conditions

SHINE
Things to Remember

Some machine operators have available wait time that could be used for cleaning

Cleaning the work area is like bathing. It relieves stress and strain, removes sweat and dirt, and prepares the body for the next day

Observe the 30 second rule: If you can’t find it or put it away in 30 seconds or less, you are not done with 5S

DEFINITION
To maintain the work place at a level which uncovers and makes problems obvious

WHY
To sustain sorting, storage and shining activities every day

STANDARDIZE
Things to Remember

We must keep the work place neat enough for visual identifiers to be effective in uncovering hidden problems

Develop a system that will enable anyone in the work place to see problems when they occur

Follow 5S Audit Sheet and all other visual controls

Perform regular, scheduled audits

Submit improvement suggestions

Stick to the guidelines

Produce signs, charts, graphs, paint equipment, color coding systems

Implement standard method for cleaning and maintenance

Create an environment in which anyone can know in five minutes or less the who, what, when, how and why of any work area: Without talking to anyone, without opening a file drawer, without opening a book or without turning on a computer

CONTINUOUS IMPROVEMENT ACTION ITEMS
DEFINITION
To maintain discipline, we need to practice and repeat until it becomes a way of life

WHY
To build “housekeeping” into the every day process

SUSTAIN
TRAINING & DISCIPLINED CULTURE
Things to Remember

Develop check lists

Good habits are hard to break, too

Commitment and discipline toward housekeeping is essential in taking the first step in being World Class

Conditions for Sustaining

Development of new awareness skills

Management support

Ongoing communication

Make 5S a part of daily work

5 minute 5S

Total People Involvement

THANK YOU FOR YOUR PARTICIPATION!
The 3 Principles of J.I.T
Just-In-Time
1) TAKT TIME
2) ONE-PIECE FLOW
3) PULL SYSTEM
LEAN PRODUCTION SYSTEM
# of Operators =
CYCLE TIME
TAKT TIME
CYCLE TIME
TAKT TIME
The total time to produce one part
The Customer Quoted Time to Produce One Part
Driven By Customer Requirement
CYCLE v.s TAKT
THE PIG GAME
ZD
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