Iie Kaizen Events Best Practices

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Kaizen Event Best Kaizen Event Best PracticesPractices

IIE Twin Cities Chapter

Agenda:

• Welcome

– IIE Announcements

• Boston Scientific

• Polaris Industries

• Andersen Corporation

• Panel Q&A

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Chapter 38 Chapter 38 AnnouncementsAnnouncements


• Randy Wahlstrom - President

• Christy Finger – Board Member Opening

• Dan Thury – April Event (Seagate)

http://www.iienet2.org/chapter/chap038/index.html



Kaizen Events at Maple Grove Operations

4 Confidential information of Boston Scientific Corporation. Do not copy or distribute.

What does Kaizen Mean?

Japanese term • “Kai” means “Change”• “Zen” means “for the better”

Kaizen: Continuous Improvement

Concept• Small incremental

improvements• Improvements add up over time

Kaizen does not necessarily mean an event or “Blitz”


What is a Kaizen Event?

•Continuous Improvement Event– Dedicated Resources– Specific Goals & Deliverables– Short time frame

•Also known as– Rapid Continuous Improvement Event– Rapid Fire Lean– Kaizen Blitz– Lean Event


Why Kaizen Events?

KaizenCurrent State

Future State

(Lean)

Kaizen drives the improvements which lead to a leaner business operating system


Kaizen Events convert opportunities

Sched

ule

Schedule

Value Stream Mapping

Process: Taxus Liberte MR

Date: 3/14/06Name: Pam Heller, Mike Smith, Randy Collins, Randy Gerard, Will Padin

Current State Future State Ideal State

Takt Time = 84 seconds

Hypotube Assy.

x2

3 Shifts

C/T = 18 sec

Yield = 100%

Injection Molding

x2

3 Shifts

C/T = 18 sec

Yield = 99%

Extrusion

x2

3 Shifts

C/T = 2 sec

Yield = 99%

3 Shifts

C/T = 55 sec

Yield = 87%

C/O = 10 min

Central Material Location

x1

Line Staging Area

x1

T/A MR Line #2

x14

3 Shifts

C/T = 70 sec

Yield = 93%

C/O = 10 min

Plasma Treat

x1

3 Shifts

C/T = 8 sec

Yield = 100%

HPC

x2

3 Shifts

C/T = 8 sec

Yield = 100%

DESResin Supplier

Creganna(Core Wires)

Avacena(Heat Shrink)

Inspection

x1

3 Shifts

C/T = 9 sec

Yield = 100%

FI FO

I0 Units HPC

I0 units

Pre Insp.

I88 units

Post Insp.

I0 units

I100 units

OnlineI

O units@ Plasma

Treat

I16,676 units

IHypos = 582

Balloons = 264

Production Control

Hypos = 5,143Inners = 38,843

Outers = 15,981

Balloons = 14,088

Heat Shrink = 31,368

I@ Tower

Balloons = 0Tubing = 350

I9,568 unitsI

4,000 wires

Balloons

x2

IStorage

Balloons = 274Tubing = 80,000

Weekly

IInners = 9,552

Outers = 127,800

Weekly S

chedule

Daily Schedule

Orders

Ord

ers

Manual

Manual

Manual

IOnline:

Hypos = 210Inners = 4676Outers = 1406Balloons = 50

HS = 2118

0 sec 0 sec 65 sec 8 sec 8 sec 9 sec

27 days 8 days 1 day 0 days 0 days 0 days 5.4 days

LT = 41.4 daysC/T = 145 sec

55 sec

ScheduleOrders

Withdrawal

Material Flow STAR

Project

Improve Supplier

Requirements

CML only for consignment

Material flow from T/A to

DES

Yield Improvements

Goal = 96%

Downtime Tracking System

C/T ImprovementsComponent

Issuing Strategy

NCMR Throughput Reduction

Streamline Line

Clearance

Polarized Light & Prox

IR Laser

Improve SFP format

Material Flow STAR

Project

Improve Supplier

Requirements



DES

Yield Improvements

Goal = 96%


C/T Improvements

Component Issuing Strategy


Streamline Line

Clearance


IR Laser

Improve SFP format

Material Flow STAR

Project

Improve Supplier

Requirements



DES

Yield Improvements

Goal = 96%


C/T Improvements



Streamline Line

Clearance


IR Laser

Improve SFP format

C/T Improvements


Improve Supplier

Requirements

C/T Improvements


Into current state realities


What is the goal of an Event?

Improve an area of the business• Process Waste Reduction• Space Reduction• Labor Efficiency• Quality or Mistake Proofing• Output Improvement• Throughput

Manageable• Pick items that can be done right away• Not about big projects – new machines, new buildings, etc.

Employee Involvement• Culture change• Trying out ideas


What does an event look like?

Dedicated Resources• No other responsibilities for event duration

– 8 hours for 4 days (Mfg)/8 hours for 2-3 days (BPI)

• Core Team Members– Leader (IE, BPIL, other)– Product Builders, functional reps (2)– Supervisor (from the target area)– Subject matter expert (IE, ME, QE, other)– At large participant (Operations)– At large participant (Non-operations)


What does an event look like?

Core Team Expectations• Work as a group throughout the day

– No rank, no title

• Hear out every member’s ideas• Everyone must be a full participant

– No observers

• Ideas should be tried & tested• Group decides on direction• Accountable to the goals established


What happens during an event?

Planning• Week 1

– Select project & team leader– Communicate with target areas

• Week 2– Select team members, define scope & goals– Write work plan/charter

• Week 3– Confirm commitments & gather some data– Re-communicate with target areas



Week 4 – Event Week• Day 1

– Training for event– Map & assess current state

• Day 2– Determine improvements, implement

• Day 3– Pilot changes

• Day 4– Review project– create presentation– present to management



Weeks 5, 6 & 7 – Follow up• Prioritize open action items• Report to management & core team

– Open Items– Achievement of goals & deliverables

• Additional event if necessary (shorter)• Close out project & document (informal)

– Archive work plan– Label photos– Scan all data collected– Communicate with target area


Kaizen Events at BSC


Q1 Kaizen Event - Issuing in TAL

Wrong/Mixed Component NCMRs in TAL

0

1

2

3

4

5

6

Month

NC

MR

's

Goal:

Reduce wrong component or mixed component NCMRs for all Laser Assembly Lines

Achieved:

Four NCMRs during implementation and 0 in the last 4 months

Kaizen


Q1 Kaizen Event- Sterling Balloon Tower Changeover

Goal:

Reduce the changeover time by 50% for the Sterling Balloon Towers

Achieved: Reduced Set-Up Time from 78 minutes to 26 minutes, a 66% reduction.

Balloon Changeover Time By Month

78

37 34 32 29 26

0

10

20

30

40

50

60

70

80

90

Jan '06 Feb '06 Mar '06 Apr '06 May '06 Jun '06

Month

Cha

ngeo

ver

Tim

e (m

inut

es)

Goal

Kaizen


Set-Up Method for Molder

Process Name/Procedure Number:

Part Number/Product Name:

Takt Time:

Cycle Time:

Standard Inventory:

Cycle Time

Description of operation Critical Factors Notes Seconds

1 Add water to hot bathReduces chances of having to do it during production time

2Pass last batch molds to inspector Inspector will kit up batch (molds, SFP, etc) for line

clearance

3 Do Line Clearance

4 Get kitted batchKit must include new molds, SFP, data sheets & stretched tubes

5 Sign SFP for molding

6 Change heat clamps if needed This is only for NBS

7 Verify molds and record on SFP

8 Scan SFP into computer and verify program

9 Adjust arms of tower

10 Trim tubing NBS and FBS-SEG will take longer due to back-off

11 Load tubing into molds

12 Load molds into machine and start cycle For NBS, pre-fill water

13 Start cycle

If FBS, load next tubes. If FBS-SEG or NBS, wait for brief inspection to be made to determine if adjustments need to be made.

14 Unload molds from machine

15 Unload balloons from molds

16 Hand to inspector and get feedback from inspector

17 Make adjustments if needed If new molds are needed, clean molds by hand

18 Repeat steps 10-17 as needed

Seq

uen

ce

Standard Work MethodBatch Set-Up for MolderSterling Balloons


Q2 Kaizen Event - Cardwire and Molding 1 Cell

Goal:

Reduce Throughput by 50% and Reduce WIP by 75%

Achieved:

94% Reduction in throughput,

90% Reduction in WIP,

100 sq. ft. of open production space

Cardwire WIP

192

5 5 5 5 50

50

100

150

200

250

Mar '06 Apr '06 May '06 Jun '06 July '06 Aug '06

Month

Hou

rs O

f WIP

Goal

Kaizen


Pre-Event Layout

Fin

ished

Cart

Start


Post-Event Layout


Maple Grove Findings

• Proper planning is key to success• Involve management in planning process

– Scope & deliverables

Event Goal: Targeted improvement to a real issue Scope: What are you going to work on, and what aren’t you.

Physical Deliverables: WC vs. TT graphs, VSPs, Standardized work sheets, check lists, Poka yoke devices, plan for sustainment

Successful Completion Criteria: Real 40/20/25/50 improvement, Test runs, etc.

Benefits: Value stream improvement towards space utilization, productivity, throughput time or yield

Start Date Enter Start Date of Event End Date



• Engage management in process– Kickoff– Wrap up

• Follow up is key– Master list of events– Quarterly updates– Monthly management report outs– Post event training – lose momentum!

• Training – Standard Work– Garbage in/Garbage out

• Facilitators– Need to be trained, experienced



• Document your success

Before Kaizen:

After Kaizen:

Improvements:1. Developed new cleaning system using visually standardized changeover carts and dedicated cleaning PB for all lines (no added headcount)2. 40% reduction in cleaning variation time - 3.14 hours with standardized carts3. Carts identified by batch minimizing risk of contamination (separate clean & dirty carts)4. Eliminated production interruptions and cleaning process from changeovers 5. Established consistency across lines6. Updated and clarified process 7. 13 closed CIS suggestions, 6 determined to be out of scope

Opportunities:1. Clean/dirty cleaning carts very unorganized2. Cleaning time not standardized and great variation seen between lines - longest time 5.19 hours3. Clean/dirty items stored on same cart posing risk of contamination4. Cleaning during changeovers can cause production interruptions and PB is taken from line to clean5. Many gray/undefined areas in cleaning process6. 19 open CIS cleaning suggestions

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Spirit Lake, IA

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• About Polaris For more than 50 years, Polaris has been making machines that not only take you out there, they offer you a way out. A break from the routine. An escape from the ordinary. A moment of freedom.

Snowmobiles came first in 1954 and quickly established a track record for advanced engineering. All-terrain vehicles followed in 1985, and since their introduction have set the standard for performance and innovation. 2005 marks the milestone of the 2 millionth ATV to roll off our assembly line. 1992 saw the arrival of our personal watercraft and their unprecedented combination of power and comfort. Then in 1997, the Polaris RANGER was born, creating a whole new class of off-road utility vehicles. In 1998, we introduced Victory Motorcycles, the first all-new American-made motorcycle from a major company in nearly 60 years and four years later turned the motorcycle industry upside-down by launching the first factory custom-order program and the sleek Victory Vegas cruiser.

Of course, there's more to having a great time than just a great ride. So we also make Pure Polaris parts and accessories designed to match our machines better than anything off the shelf, and a full line of apparel and collectibles to stylishly capture the spirit of Polaris. We even offer financial services to make getting on our machines, and out into the open, easier than ever.

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Polaris Production Sites

Spirit Lake – Victory and Ranger

Roseau- ATV and Snowmobiles

Osceola – Metal stamping/bending and Engines

Vermillion – PG&A Distribution

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Why Kaizen?

• Employee Engagement at all levels.

• Benchmarking of several companies who practice lean.

• Proven method of continuous improvement .

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The Lean Journey • First Kaizen team 8/2005

• Kicked off My Idea Kaizen 11/2005

• Started Value Stream Mapping 12/2005

• In 2006 Kaizen Teams saved/avoided $ 285,000 (2 teams per month)

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Kaizen Event Selection

• VSM

• My Idea Kaizen (individual Kaizen)

• Request from Supervisors and Engineers

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Team Leader Selection

• Engineering/Tech group

• Supervisor/Lead group

• Manager group•

I am looking forward to adding hourly people to this list !

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Team Leader Training

• Why Kaizen?

• Expectations

• Event Checklist

• Employee Empowerment

• 5S

• Lean Principles

• VSM

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Team Member Selection

• 6-8 Team Members per team

• From all areas of the plant based on skill needed for team subject

• Other Polaris sites

• Suppliers

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Lean Training

• Pens are Us 4 hour session (Simulation to show how to go from a traditional manufacturing environment to a lean environment )

• Kaizen Toast (DVD) (This covers all the lean principles in a very simple way and is a great refresher )

• 2007 Waste Hunt Training

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Event Checklist

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Event Checklist

37

Event Checklist

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Contact Information

• Regina Reed

• 712-336-6721

• [email protected]

mailto:[email protected]

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Panel Q & Panel Q & AA


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Join us for dinner Join us for dinner at Claddagh’sat Claddagh’sDowntown Maple Downtown Maple GroveGrove


Directions to Claddagh's from Boston Scientific:Directions to Claddagh's from Boston Scientific:1) Left on Weaver Lake Rd (0.8mi)1) Left on Weaver Lake Rd (0.8mi)2) Right on Elm Creek Blvd (1.0mi)2) Right on Elm Creek Blvd (1.0mi)3) Left on Main St (0.1) - Claddagh's will be on your 3) Left on Main St (0.1) - Claddagh's will be on your right hand side.right hand side.

Business

Iie Kaizen Events Best Practices