Upload
lyquynh
View
216
Download
0
Embed Size (px)
Citation preview
FABRICE BOUCHEREAU
A Visual Facilitation Approach to Create Prioritized Project Pipelines
2/20/2017
In this session you will:
▪ Learn the difference between Kaizen types
▪ Discover how a Kanban can be used for projects
▪ Leverage a visual facilitation approach to Identify opportunities for
improvements
▪ Facilitate a team using the “Faster and Better” approach
▪ Create a prioritized project pipeline
▪ Poor Project Selection
▪ Lack of Facilitation Skills
▪ Failure to Sustain
▪ Complements existing quality initiatives
▪ Combines various existing toolboxes
▪ Leverages the experience of all participants
▪ Compiles and prioritizes improvement opportunities
▪ Links improvement initiatives to key business objectives
Team event to quickly break apart & rebuild
a process to function better
• Waste• Tool location• Ergonomics• Poke Yoke
• Workflow• Cell Layout• Line balancing• 5S
• Team forms for the specific purpose of the event
• Cross Functional Teams
• Process Issues• System Issues• Organizational
Issues
• Part-time representatives from participating companies
© 2015 Fabrice Bouchereau
Kanbans signal to workers
what to build next or what parts to retrieve
© 2015 Fabrice Bouchereau
▪ Visual communication tools
▪ Based on traditional Kanbans principles
▪ Visible to all levels of employees within the organization
▪ Used by improvement teams
▪ Used to coordinate project selection and execution
© 2015 Fabrice Bouchereau
Kaizen Kanbans are communication boards
to display prioritized project pipelines
POINT Kaizen MINI Kaizen Kaizen BLITZ FLOW KaizenSUPPLY
CHAIN Kaizen
KAIZEN KANBAN
FMEA
I/O DEFINITION
SIPOC
VA / NVA
PROCESS MAP© 2015 Fabrice Bouchereau
??
Each step should be written in the
verb noun format
A process map is a visual representation of the
steps required to complete a task
Receive order
Prepare Traveler
Cut Tubes
Weld Tubes
Sandblast Frame
FRAME MAKING PROCESS
Sand Frame
Paint Frame
Apply Clear Coat
PAINT PROCESS
InstallBrakes
InstallGears
InstallSeat
Mount TiresOn Rims
Install Rims on Frame
COMPONENT INSTALLATION PROCESS
Inflate Tires
Add Protective packaging
Box Bicycle
WHEEL INSTALLATION PROCESS PACKAGING PROCESS
DOCUMENTATION PROCESS
A flowchart provides the medium to display Opportunities For
Improvement (OFIs)
Value Adding Step (VA)
Non-value Adding Step (NVA)
Essential Non-value Adding step (ENVA)
Choose
requisition
1
Y
Demand valid?
4
Excess
inventory?
7
Pending ECN?
13N Y N
Notify planner
to address
issue
3
Kill requisition
5
N
Which
location?
8
Y
Part pending
77/55?
2
Create STO
6
STO
Move inventory
9
Inventory move
Inter-
company
Notify planner
14
Y
Price &
delivery OK?
10
OEM part?
15
Contract
part?
16
Open PO?
19
PO history
(1 year)?
21
NN
NN
Consult
sourcing for
bidders (?)
23
N
RYG / QSL
OK?
18
Delivery OK?
17
N Price &
delivery OK?
20
Y N
Price &
delivery OK?
22
NY
Supplier
provides
quote
27
Demand still
valid?
28
Delivery
OK?
31
Cost OK?
33
Performance
OK?
35
Ease of doing
business OK?
36
Accept bid
37Y Y Y Y
Another
supplier
available?
32
Consult
planning /
sourcing
34
N
N
N NN
N
Y
Demand still
valid?
38
Kill requisition
41
N
Create PO
(SRM)
39
Close bid
(if applicable)
40
MP/QP
required?
42
Add note to PO,
send screen
shot to MPQP
coordinator
43
Y
Y
Verify cost,
vendor, delivery
44
Complete PO
check sheet
45
Order
(SRM)
46
N Approval
needed?
48
Approved by
management?
49
Correct issue
47N
Y
Supplier
online?
50
N
Y
Receive
confirmation
from supplier
(email/SRM)
52
Y
Make pdf of
docs and email
to supplier
51
N
Supplier
manufactures
part
58
Supplier invoice
received
62
Can invoice
be paid?
63
Buyer receives
workflow
64
NPrice correct?
65
Goods receipt?
67
Validate /
renegotiate
pricing
66
Request POD,
send to
Receiving
68
Y
N
N
Buyer
comments: OK
to release for
payment
69
Y Pay supplier
70
Y
Y
N
Y
Documentation process Frame Making Process Paint Process
Component Installation processWheel Installation
ProcessPackaging Process
Review DBI
11
QN process
54
Cancellations
55
ECN changes
59
Drop
shipment
60
Supplier-
generated
changes
56
WPS
61
MP/QP
57
Kill requisition
29
Engineering
release DBI
12
Create RFQ
26
Y
YY
N
Y
Y
Part X0 or PD?
24
Firm requisition
25
X0
PD
Bid evaluation
30Y
Attach email
from supplier to
SRM C folder
(if applicable)
53
A methodology used to capture and display:
Suppliers, Inputs, Process, Outputs and Customers
associated with each step in a process.
Traditional SIPOCs don’t clearly show linkages
Receive order
Prepare Traveler
Cut Tubes
Weld Tubes
Sandblast Frame
FRAME MAKING PROCESS
Sand Frame
Paint Frame
Apply Clear Coat
PAINT PROCESS
InstallBrakes
InstallGears
InstallSeat
Mount TiresOn Rims
Install Rims on Frame
COMPONENT INSTALLATION PROCESS
Inflate Tires
Add Protective packaging
Box Bicycle
WHEEL INSTALLATION PROCESS PACKAGING PROCESS
DOCUMENTATION PROCESS
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
Receive order
Prepare Traveler
Cut Tubes
Weld Tubes
Sandblast Frame
FRAME MAKING PROCESS
Sand Frame
Paint Frame
Apply Clear Coat
PAINT PROCESS
InstallBrakes
InstallGears
InstallSeat
Mount TiresOn Rims
Install Rims on Frame
COMPONENT INSTALLATION PROCESS
Inflate Tires
Add Protective packaging
Box Bicycle
WHEEL INSTALLATION PROCESS PACKAGING PROCESS
DOCUMENTATION PROCESS
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
END
Start
FMEA is a proactive tool used to assess, manage,
and reduce risk associated with the failure or
potential failure of products, processes, services,
and other systems before they occur.
1 Truck Arrives at Gate: 1 1 1 1 1 1. Truck Arrives at Gate: Guard
checks for PPE and ATS showing
shipment is valid and safe for entry
and has an appointment.
Not meeting standard PPE standards, loading
standards, ATS required for ALL
shipments, ATS ensures parts
are ok; scheduling has been
done. "ACCEPT NO DEFECTS"
2 3 3 18
0 Rejected truck turns up at dock Check for ATS at dock 3 3 1 9
2 Truck arrives at dock. Check
Documents
Incorrect or missing Paperwork 3 8 6 144 2 Truck arrives at dock. Scan ATS,
electonically flagging PO items to
be received to mobile scanner tool
Forget to scan Electronic verification, Scan
code on ATS. Bar code
includes all part number, po,
and serialization information
3 3 3 27
Dock is blocked with other trucks 2 8 6 96 Dock is blocked with other trucks All Devlieries are scheduled 2 3 6 36
3 Unload Truck to staging area Fail to unload parts 3 3 3 27 3 Unload Truck to staging area Fail to unload parts 3 3 3 27
Unsafe load Q651 6 3 3 54 Unload unsafely Training and licensing 6 3 3 54
Parts already damaged or
improperly protected
Q651 3 8 6 144 Parts already damaged or
improperly protected
Packaging standards enforced 3 5 6 90
Wrong Pallet Size ? 3 8 3 72 Wrong Pallet Size Written and enforced standard
for acceptable pallets
3 5 3 45
Driver not wearing proper PPE ? 3 8 3 72 Driver not wearing proper PPE PPE standard enforced at gate 3 3 3 27
Unload unsafely Training and
licensing
6 2 5 60 Unload unsafely Training and licensing 6 2 5 60
Forktruck not available 3 8 5 120 Forktruck not available Forktruck dedicated for
unloading trucks
3 2 4 24
Area Full 3 8 6 144 Area Full All Devlieries are scheduled;
adequate space allocated; high
material "velocity"
3 3 5 45
Large part delivered with out notice,
lack crane or space
3 3 8 72 Large part delivered with out
notice, lack crane or space
All Devlieries are scheduled;
adequate space allocated
3 2 4 24
4 Verify Part numbers, EQ
numbers, and tag numbers
with Pallet number
Fail to recognize problem 4 3 8 96 4 Scan Item, electronically verifiying
PN, equipment and serial numbers,
Receive PO Item
Forget to scan Electronic verification 2 3 2 12
Part improperly oriented on pallet 3 5 8 120 Part improperly oriented on pallet Standard for location of bar
codes; include in Q651 with part
orientation requirements
2 3 8 48
5 Place paperwork in clerk
basket
Forget to put in basket 3 3 7 63 X ELIMINATED Done electonically,
automatically
0
6 Get paperwork and check
part numbers to SAP
Misread/mistype numbers 3 3 7 63 X ELIMINATED Done electonically,
automatically
0
7 Transact to receive item in
SAP
Problem PO 3 8 8 192 X ELIMINATED Done electonically,
automatically
0
Entry Error 3 3 7 63 0
Fail to transact 3 3 5 45 0
8 Check if material is dock to
stock
Fail to communicate correct status 3 4 8 96 X ELIMINATED Done electonically,
automatically
0
9 Inspect documents to ensure
they are correct
Fail to find defect 3 3 8 72 X ELIMINATED Eliminated thru ATS 0
10 Scan Documents into
system
Fail to Scan, Can't find docs later 4 3 5 60 X ELIMINATED
Poor Scan, Can't find docs later 4 2 5 40
11 Move part to next location
(W/H or inspection)
Take part to wrong location 3 3 8 72 5 Move part to next location (W/H or
inspection)
Take part to wrong location Scan into location, Suppliers
required to arrange parts by
desintation location (no
repalletization required)
3 3 5 45
Location is full 3 8 5 120 Location is full Need to fix this! 3 8 5 120
Item not moved 3 8 3 72 Item not moved Electronic Verification,
Dedicated fork truck for
unloading trucks
3 3 2 18
12 Inspect Part and transact in
SAP
Unclear specifications, supplier
failiure; damage in transit
3 3 8 72 6 Inspect Part and transact in SAP Fails inspections Inspection Flag is on the
material master when required,
and can only be cleared by
completing the Recvg
inspection process
3 3 8 72
No tools 3 5 8 120 No tools Dedicated and controlled tools
and guages for process; 5S
3 3 2 18
Changing priorities, expeditiers Hot Tag
Process
3 8 7 168 Changing priorities, expeditiers FIFO Process / Hot Tag
Process
3 3 4 36
Reinspecting Parts for engineers,
others
3 5 7 105 Reinspecting Parts for engineers,
others
FIFO Process 3 3 4 36
Reshuffling pallets 3 8 7 168 Reshuffling pallets FIFO Process for inspection,
Pallet jacks and lift tables or
dedicated fork truck, supportive
layout, 5S
3 3 4 36
Doumentation incomplete 3 5 8 120 NFM 0
Part does not need inspection 3 8 7 168 NFM 0
13 Move part to next location
(W/H staging)
Take part to wrong location 3 3 8 72 7 Move part to next location (stock
location desinated by scanner, or
W/H staging area)
Take part to wrong location Scan into location
All locations defined on material
master.
3 3 1 9
Item not moved 3 8 5 120 Item not moved Electronic Verification 3 3 2 18
14 Inspect pallet for proper
protection, and paperwork
Bad Pallet, not preped properly, no
paperwork
3 3 3 27 X ELIMINATED Paperwork is eliminated 0
15 Determinine if part has
location defined in
warehouse, if not, define
location for material
Waiting on previous transaction to
clear
3 5 8 120 X ELIMINATED Done automatically,
electronically
0
Failure Mode Controls
Seve
rity
Occ
urre
nce
Controls
Dete
ctab
ility
Risk
Cat
egor
y
New Process
Line
#
Dete
ctab
ility
Risk
Cat
egor
y
Line
#Current Process Failure Mode
Seve
rity
Occ
urre
nce
FMEA sessions can be time consuming and frustrating
Frequency Severity Detectability
Failure Mode
Potential Effect / Consequences
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
Imput
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected]
www.ProcessZen.net
END
Start
Input
Requirements
Suppliers
Inputs
Process
Operator
Process Owner
Trigger
Outputs
Customers
Output
Requirements
Process
Phone: 305-761-6600 Email: [email protected] www.ProcessZen.net
Frequency Severity Detectability
Failure Mode
Potential Effect / Consequences
Frequency Severity Detectability
Failure Mode
Potential Effect / Consequences
Frequency Severity Detectability
Failure Mode
Potential Effect / Consequences
Frequency Severity Detectability
Failure Mode
Potential Effect / Consequences
Frequency Severity Detectability
Failure Mode
Potential Effect / Consequences
Frequency Severity Detectability
Failure Mode
Potential Effect / Consequences
Frequency Severity Detectability
Failure Mode
Potential Effect / Consequences
Frequency Severity Detectability
Failure Mode
Potential Effect / Consequences
Frequency Severity Detectability
Failure Mode
Potential Effect / Consequences
Frequency Severity Detectability
Failure Mode
Potential Effect / Consequences
Risk Priority Number =
Frequency x Severity x Detectability
Process Name: Department: Mountain Bikes FMEA #: FMEA 2010 - 002
Prepared By: Julia Tran Process Owner: Leandro Garve FMEA Date: May 18 2016
Core Team:
Sub-Processes Step # Process StepPotential Failure
Mode(s)
Potential Effect(s) of
FailureFrequency Severity Detectability RPN
Frame making Process 3 Cut Tubes Tubes too long Rework and delay 3 2 1 6
Frame making Process 5 Cut TubesTubes cut at wrong
angleScrap 5 4 5 100
Frame making Process 4 Cut Tubes Tubes cut too short Scrap 3 6 1 18
Mike - Jessica - Harris - Cammy - Jorge - Donald - Pedro - Naila - Conrad - Kiera - Michelle
Bicycle Assembly
Potential Failure Mode and Effect Analysis (Process FMEA) & VA/NVA Analysis
Many Trivial Task80% of Time
20% results
Few Vital Task20% of time
80% Results
Sort the FMEA by RPN and
focus on top 20% of Failure Modes
© 2015 Fabrice Bouchereau
▪ Who is affected by the issue OR who discovered
the issue/trend?
▪ What is the problem
▪ When did it occur (date, time, etc.)?
▪ Where the problem took place (room, location, ect)
▪ Extent or magnitude of the situation?
Failure
Mode
Potential
Cause(s)
Current
Process controls
Problem
Statements
Potential Project
Idea
Possible
Implement Challenge
Kill
Difficulty
Pa
yo
ff
PICK Chart to Determine which Projects to Pursue (Cont)
Duration Score Ressource Type Score
Short 1 Individual 1
Medium 5 Localize team 5
Long 9 Cross functional team 9
Delay Score Impact magnitude Score
Long Term 1 Localized 1
Mid Term 5 Department Wide 5
Short Term 9 Plant Wide 9
Low
High
Easy Hard
Pa
yoff
Implementation Difficulty
10
20
30
40
50
60
70
81
10 20 30 40 50 60 70 811
X
Low
High
Easy Hard
Ben
efit
Implementation Difficulty
10
20
30
40
50
60
70
81
10 20 30 40 50 60 70 811
Point Kaizen
Flow Kaizen
Supply Chain
KaizenKaizen Blitz
Mini Kaizen
Only execute if
mandatory
Sponsors and stakeholders recommend path forward
Use folders to create the structure where
the Kanban cards would be placed.
POINT Kaizen MINI Kaizen Kaizen BLITZ FLOW KaizenSUPPLY CHAIN
Kaizen
✓ Learn the difference between Kaizen types
✓ Discover how a Kanban can be used for projects
✓ Leverage a visual facilitation approach to Identify OFIs
✓ Facilitate a team using the “Faster and Better” approach
✓ Create a prioritized project pipeline
Like us on Facebook
Mention us on Linked In
Visit our website
“It all really helps”
Available in our bookstore:
http://www.processzen.net/shop
…go start a fire with your team
The job market has historically favored individuals who focused on single fields for entire careers. In
the last few years, there has been ever increasing pressure on businesses to improve their bottom lines with fewer
employees. This has resulted in the rise of cross-trained multi-purpose employees who perform a variety of
functions and tasks once reserved for career specialist.
As companies are streamlined, traditional silos are torn down. Project managers are now frequently
asked to execute projects in a broad range of industries including healthcare, manufacturing, pharmaceuticals,
textiles, transportation, oil & gas and banking.
In this new competitive space, customers expect short term engagements and immediate results. As
Project managers, we must discover how to repurpose PM tools and transform ourselves into Innovative
Facilitators and Change Agents who thrive in the modern workplace.
The goal of this session is to show how AGILE and Waterfall Project Management can be :
• leveraged to lead Continuous Improvement and Innovation Initiatives
• adapted and applied to lean, quality and Innovation projects across a variety of industries
❖ Licensed Industrial & Systems Engineer, facilitator and trainer with 18
years of experience managing improvement projects and teams
❖ Founder of Houston-based ProcessZen Consulting
❖ Vast experience in changing company culture and improving processes,
covering a broad range of industries including healthcare, medical
devices, pharmaceuticals, textiles, transportation, oil & gas and energy
❖ Fluent in English, French, and Spanish and has delivered training in the
United States, Caribbean, Mexico and Latin America
❖ Author and frequent speaker for world and regional conferences such as
the American Society of Quality, The Houston Project Management
Institute, and HR Houston and Universities
EDUCATION
❖ Master of Business Administration, University of Miami, Coral Gables, FL
❖ Bachelor of Science Industrial Engineering, University of Miami, Coral Gables, FL
CERTIFICATIONS
❖ Licensed Professional Engineer (PE), 2015
❖ PMI Agile Certified Practitioner (PMI-ACP), 2016
❖ Project Management Professional (PMP), 2015
❖ Certified in Production and Inventory Management (CPIM), 2011
❖ Manager of Quality/Organizational Excellence (CQM/OE), 2007
❖ Certified Quality Engineer (CQE), 2007
❖ Six Sigma Black Belt (CSSBB), 2007
PROFESSIONAL ASSOCIATION AFFILIATION