GE Capital - Lean

7/28/2019 GE Capital - Lean

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1 /GE Proprietary Information

LEAN WorkshopOctober 2006

Sharon Garavel, SVP Quality & OperationsRaj Wadehra, Lean & Originations Process Leader

Ryan McMillian, ACFC Lean Leader

GECapital Solutions

GE PROPRIETARY INFORMATIONThe information contained in this document is disclosed in confidence to GEcustomers/partners. It is the property of the General Electric Company andshould be used only within your company this notice shall appear on anyreproduction, in whole or in part. It should not be disclosed to others withoutthe expressed written consent of the General Electric Com

pany.


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LEAN Workshop Agenda

Change Management at GE Sharon Garavel

LEAN Principles Raj Wadehra

LEAN for Knowledge Flow Raj Wadehra

LEAN for Manufacturing Ryan McMillian

Launching LEAN at GE Sharon Garavel


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Strategy & Growth:IBs, CECOR, Lean, Customer Centric, Execution

Work-Out / Town Meetings:Empowerment, action Expert-Driven Decision-Making, Action Work-Outs, Customized Work-Outs

Productivity / Best Practices:Benchmarking External Organizations, Sharing Best Practices

Process Improvement:Process-mapping, re-engineering, Bullet Train Approach

Change Acceleration Process (CAP):Increase success and accelerate change

Key Strategic Initiatives:QMI*, NPI*, OTR*, SP*, Productivity, Globalization

Make Customers Winners:GE Tool-Kit

Six Sigma Quality:

Productivity, Span, Data-Driven Decision-Making

Digitization:Sell, Buy, Make using Technological Tools

ACFC (At the Customer For the Customer):Faster, Better, Closer to the Customer

Imagination at Work:Imagine, Solve, Build, Lead

* New Product Introduction, Quick Market Intelligence, Orderto Remittance, Supplier Partnership

1989

GEs change culture:A Continuing Journey

Using Change as a Strategic andCompetitive Advantage

Optimizing ChangeEffectiveness

Building a Culture thatDrives Change

1992

1996

1998

2000

2003

2004

Lean Six SigmaSpeed & Quality2005


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Lean Six Sigma

Lean Doesnt Replace Six Sigma But Complements It

Same Goal = Continuous Process Improvement for

Growth & Customer

- Business Process Ys: NPI, ITO, OTR

Lean

Reduce Waste

Decrease Cycle Time to increasecapacity and customer loyalty

Continuous Process Improvement

Intuitive and proven solutions

Six Sigma

Defect Reduction

Remove variability to increaseoutput and customer loyalty

Control keeps process defect free

Need Analytics to Find Problem


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1995

GE Launches Six SigmaThroughout Company

Focus :

Core Activities

Objective :

Productivity & AssetUtilization

Evolution Of LEAN Six Sigma At GE

PRODUCTIVITY

Evolution


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1997

GE Turns to Six Sigma ForNew Products

Focus :

New Product Design

Objective :

World Class Capability in theMarket Place


PRODUCTIVITY

Evolution

PRODUCT DESIGN


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1999

GE Turns Six Sigma Looseat the Customer

Focus :

Customer Productivity& Value Added Services

Objective :

Revenue Growth & Share Shift

PRODUCTIVITY

Evolution

PRODUCT DESIGN

CUSTOMER FOCUS



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2001Six Sigma LeadershipCritical to Success

Focus :

Developing Future Six SigmaLeaders

Objective :

Common Company WideTraining & Certification

PRODUCTIVITY

Evolution

PRODUCT DESIGN

CUSTOMER FOCUS

THE WAY WE WORK



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2003

Enabling Growth

Focus :NPI, ITO, OTR, ACFC

Objective :

Improve/Digitize KeyProcesses & Free UpResources for Growth

PRODUCTIVITY

Evolution

PRODUCT DESIGN

CUSTOMER FOCUS

THE WAY WE WORK

ENABLE GROWTH



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Enabling Growth

PRODUCTIVITY

Customer Focus

PRODUCT DESIGN

CUSTOMER FOCUS

THE WAY WE WORK

ENABLE GROWTHENABLE GROWTH


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Net Promoter Score (NPS)

Links Customer Loyalty to Business Performance

Drives growth through improved customer focus

On a scale of 0 -10, how willing would you

be to recommend GE to a colleague?

% Promoters%

Detractors

0 6Detractors

7 - 8PassivelySatisfied

9 - 10

Promoters

10

987

654321

% Net

Promoters

0


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LEAN Principles


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Batch vs. Flow Simulation

Batch Processing

First person writes their name on all post-it notes. When finished signing every post-it in the

packet they hand off to the next person.

Then 2nd person writes their name on all post-it notes and hands complete batch to the next

person.

Continue until last person has finished signing all post-it notes.

Flow Processing

First person writes their name on one post-it notes and hands to second person as soon as

theyve finished signing one post-it.

While the second person is signing the 1st post-it, the first person begins signing the 2nd post-it

note.

Continue until last person has finished signing all post-it notes.


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What Is LEAN?

Defines Value from the Customers perspective.

The relentless pursuit of the perfect process through

Waste Elimination.

Minimize Material or Information Flow Time from Startto Finish Process/Goods.

All we are doing is looking at a time line from the momentthe customer gives us an order to the point when we collectthe cash. And we are reducing that time line by removingthe non-value added wastes

Taiichi Ohno


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Understanding & Eliminating Waste

Lean can deliver impactto nearly any process

After

Before

Work: Value

added time

Reduced cycle times Better delivery More capacity Better quality Higher productivity

Driving improved

customer satisfaction

Wait time/waste:

Non-value added time

Cycle time or lead time

Cycle time or lead timeLean

attacks

waste

here


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Why LEAN?

>Employ proven tools to eliminate waste, manage variability, andsynchronize flows

>Deploy cross-functional problem-solving teams throughout theorganization, driving to measurable, actionable solutions

Improve

performance

Eliminate waste >Deliver exactly what customers need exactly when and where they need it>Eliminating all that does not add value in the eyes of the customer

Change the

culture

>Reinforce a performance culture and sense of urgency; learn by doing>Tied to clear goals, and real consequences

Grow the

business

>Optimize service, cost, and asset productivity>Segment, integrate, and accelerate information flows throughout the

business


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Jidoka

TOYOTA

Just-in-T

ime

Single Piece Flow

Pull Production

TAKT TimeProduction

Autonomation

Built-In Quality

Stopping atAbnormalities

Level Loading

Sequencing

Stability

Heijunka

ToyotaProduction System

Toyota Production System

People

People

People


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What is Heijunka?

Heijunka is the foundation of the Toyota Production system, and is the

process of leveling and sequencing an operation.

There are three main elements of Heijunka

2. Leveling: Overall leveling of a process to reduce variation in output

3. Sequencing: Managing the order in which work is processed (Mixed Production)

4. Stability or Standard Work: Reduce process variation

Heijunka

Customer Demand Leveling

TPS House - Heijunka


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There are two main elements of Jidoka2. Autonomation: Automation with human intelligence operate autonomously

3. Stop at Every Abnormality

What is Jidoka?

Jidoka allows machines/processes to operate autonomously by shutting

down automatically if an abnormality occurs. This prevents defective

products from passing to the next process.

Normal Abnormal

TPS House - Jidoka


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There are three main elements of JIT1. Single Piece Flow: Completing the process from start to finish continuously.

2. Pull Production: A system in which each process takes what it needs from the preceding

process when it needs it and in the exact amount needed

3. TAKT Time: Available time / required output (actual or forecasted demand )

e.g. 1 shift = 1980 min/wk, forecast = 198 units/wk

TAKT Time = 1980 min/wk / 198 units/wk = 10 min/unit

What is Just-in-Time?Just-in-Time provides the customer what is needed, when it is

needed, in the quantity it is needed.

TPS House - JIT


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Continuous movement of products,

services & information from end to

end through the process

Nothing is done by the upstream

process until the downstream

customer signals the need

Complete elimination of waste so all

activities create value for the

customer by continuous improvement

Define value from the customers

perspective and express value in

terms of a specific product

Map all of the stepsvalue added &

non-value addedthat bring a

product or service to the customer

3

Establish Flow

4Implement Pull

5Work to

Perfection

1Specify Value

2Map the

Value Stream

Lean Thinking Principles


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1. Specify Value

Typical Process: 5-10%

Activities Value-Adding

Value Added Activity

Any activity that changes the form, fit, or function of

materials or information to meet customer requirements

- OR - something customers are willing to pay for

Non-Value Added ActivityAdds no value to the

customer.simply raises

costs in our business!

Incidental Work

Does not add value, but

required by the business

(eg. Taxes)

Value can only be defined by customer

Product Flow: Value changes the form, fit and function of the product.

Knowledge Flow: Value adds necessary knowledge or information.


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2. Identify the Value Stream

OTR

Most Value Streams have less than 5% Value Add Time

The VALUE STREAMis a time series of all activities &

steps (both value add and non-value add) requiredto bring a product or service to the customer

TheVALUE STREAMcuts across functional

Boundaries

GE focuses on 3 mainVALUE STREAMS

New Product

Introduction

Inquiry to Order Order to Remittance

ITONPI1 2 3


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2. Identify the Value StreamCurrent State

Future State

A 2 hours process is taking us 63 days!

Goal: Reduce 63 day lead time to 27 days!

6-9 Month Roadmap

Typical Cycle Time Improvements > 50%


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GE Proprietary Information

3. Flow

A B C A B C

Batch Production Flow Production

5 Orders

3 Process Steps

1 Hour per order/operation

Operator 1 Operator 2 Operator 2

5 Hours 5 Hours 5 Hours+ +

Time for First Order = 15 Hours

Time for Last Order = 15 Hours

Time for First Order = 3 Hours

Time for Last Order = 7 Hours


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4. Pull Customer initiates business process

Produce only what is required by the customer

Each step in the process takes the product and adds knowledge it needs, as

it is needed

No action is taken until the downstream process initiates it to prevent

batches and queues

supplier customer

One more

please!Okay


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5. Improve To Perfection

Goal: perfect process

Tools allow you to see & eliminate waste

There is always more waste

True continuous improvement philosophy

The perfect process is a continuous flowof customer value add, without interruption

Current State

Future State

Next Future State

Original State


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Over ProcessingWaiting

Motion

InventoryMoving Things

Overproduction

Defects/Inspection

Waiting Transportation

Overproduction

Inventory

The Seven Types Of Waste


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Value Stream Mapping


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TOTAL VALUE STREAM

SUPPLIERS YOUR PROCESS CUSTOMER

What Is A Value Stream?

A value stream shows all the tasks (Value and Non-Value) required tobring a product, service, or capability from start to customer delivery

Value streams cut across functional boundaries

Most value streams have ~5% value add time (rest is waiting time)


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Value Stream Maps (VSM)

Customer focused

Look at the end-to-end value stream

Helps us to visualize flow

Helps see waste and its source

Becomes the blueprint for improvement

Shows the linkage between information

and physical flows

Reality Map

Traditional Process Maps

Functional Focused

Varies in scale from Macro to Micro functions

Used to understand the steps in a process

No value judgments made

Used for continuous improvement, business

planning, scoping or establishing boundaries

of what and where

Planned Map

Value Stream Maps vs. Process Maps

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Sales locatesdecision and

sends tocustomer

Process BoxA point in the value stream at which flow stops andinventory has the opportunity to accumulate

Enter Deal IntoAuto-

Decisioningtool

Submit creditinfo to CreditDepartment

1. Add process steps

Creating a Current State Value Stream Map

Customerreceives credit

decisionnotification

1. Define Start and Stop Points

Customer callsand provides

credit applicationinformation

1. Collect Data

Daily demand

Process Time

Inventory

Yield

Daily demand

Process Time

Inventory

Yield

Daily demand

Process Time

Inventory

Yield

Daily demand

Process Time

Inventory

Yield

Daily demand

Process Time

Inventory

Yield

1. Map information flows

PARTNER RIGHTFAX EXPERIAN/

EQUIFAX

LEGACY

SYSTEMS

GENPACT PARTNER

1. Create cycle time ladder

5 Mins 0.2 Min 1 Min 7 Min 1 Min

1 Mins 40 Mins 90 Mins ~240 Min

Processing Time 14 mins

Typical Cycle Time 370 MinsTrain sales

to enter

deals

1. Identify the Waste

W

~240 Min

W

40 Mins

W90 Mins


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Future State VSM Mapping

Future state map is the desired next stage in thecontinuous improvement journey.

Once we reach the desired next stage, future state map

will become the current state map and a new futurestate map should be created so that we keep moving

closer to perfection


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Creating The Future State

Where can I eliminate process steps entirely?

Where can I combine steps & create flow?

Where do I need to create pull?

Where can I execute process steps in parallel (or move processes from

critical path)

Which steps are creating waste for other steps in the process?

Fundamental questions to ask

No large IT projects (think excel macros not ERP systems)

No capital outlay No additional resources (resource re-allocation is OK)

Realistic: needs to be completed within 3-9 monthsCONTRAIN

TS


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Defining Action Workout Teams

current state

future state

Kaizen

Team #1

Kaizen

Team #3

KaizenTeam #2

KaizenTeam #4


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Value Stream Map Utilization

Ryan McMillianACFC Lean Leader

Effectively Analyzing a

VSM to Improve the

Manufacturing Process


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Eliminate Waste

A Focused Strategy to:

Increase Speed

Simplify the Process

Reduce Variation

Consistently Meet Customer Requirements

Scope of LEAN In Manufacturing?

Reduce Cost

All we are doing is looking at a time line from the moment thecustomer gives us an order to the point when we collect the

cash. And we are reducing that time line by removing the

non-value added wastes

Taiichi Ohno

Th V l f V l St M


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The Value of a Value Stream Map

Free RideAirlines

2 shifts

Tote = 20 parts

38,000 pcs/mo-20,000 LB-18,000 SB

Daily

Daily

Forging Vender

6-weekForecast

90/60/30 dayForecast

ProductionControl

DailyOrder

Daily Schedule

Long Set upOXOX

Issue Cutting Laser Finish Final & Ship

C/T=5.5 min

C/O=0 min.

3 SHIFTS

0% SCRAP

VA= .5 min

Up Time = 100%

C/T=120 min

C/O=240 min

3 SHIFTS

10% SCRAP

VA=7 min

Up Time = 80%

C/T=1445 min

C/O=15 min.

3 SHIFTS

5% SCRAP

VA=5 min

Up Time = 98%

C/T=2880 min

C/O=0 min.

3 SHIFTS

0% SCRAP

VA=1500 min

Up Time = 99%

C/T=720 min

C/O=0 min.

3 SHIFTS

1% SCRAP

VA=72 min

Up Time = 100%

1900pieces

I1900 pieces LB1900 pieces SB2 days

I19 piecesLB

2880 min

.5 min

5 min

7 min

5 min

5 min

1440 min

1440 min

1440 min

720 min 2172 min

5770 min

62% Queue

1900pieces

FlowProblems

Too MuchInventory

HighScrap

Long Set up

MachineIssues

Cutting

C/T=120 min

C/O=240 min

3 SHIFTS

10% SCRAP

VA=7 min

Up Time = 80%

k h


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36 /GE A CFC -L e a n /

8/25/2006

Stop @

Abnormality

Takt TimeProduction

Single Piece

Flow

Pull

Production

Autonomation

SequencingLeveling

THE HOUSE OF TOYOTATHE HOUSE OF TOYOTA

JIT Jidoka

Heijunka

TPS

VSM & TPS Work Together

VSM Helps Identify Current State and Prioritizean Improvement Plan

TPS are Tools for Improvement


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Cutting

C/T=120 min

C/O=240 min

3 SHIFTS

10% ReworkVA= 7 min

Up Time=80%

Breaking Down Value Stream Map

Cycle Time

Value Added

Change Over Time

Process Up Time

Defect Rate


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C/T=120 min

C/O=240 minC/O=240 min3 SHIFTS3 SHIFTS

10% Rework10% ReworkVA= 7 min

Up Time=80%Up Time=80%

Breaking Down VSM Flow

Cycle Time

Value Added

ToolsSpaghetti Chart

5SStandard Work

Cell Formation

Cutting

h h


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Previous Flow Chart New Flow Chart

1

3

4

2

5

6

7

8

12

34

Spaghetti Chart


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5S Workout

Before

After

Ensure that the workplace

contains only what is needed,when it is needed and where it is

needed

Quickly, any abnormalities can

be detected

Minimal time is spent on non-

value added activities A way to see and eliminate

waste

5S I t


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Planning

Tools

Material

Cart

5S Improvement

S Fl I t


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Old Process 2 Hours

Tools Spaghetti Chart, 5S

Results 12 minutes

Summary Flow Improvement


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C/T=120 minC/T=120 min

C/O=240 min.3 SHIFTS3 SHIFTS

10% Rework10% ReworkVA= 7 minVA= 7 min


Breaking Down VSM Setup

Change Over Time

ToolsSetup Reduction

Cutting

d i


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Setup Reduction

PART A

PRODUCTION

PART B

PRODUCTION

Finish part A Make and Inspect B

SETUP

PART A

PRODUCTION

PART B

PRODUCTION

Finish part AMake and Inspect B

SETUP

INTERNAL : You must shut the

machine off to perform

Changing chuck jaws

Changing diesChanging insertsAdjustments to dial in

EXTERNAL : You can perform while

the machine is running

Pre accumulate tooling

Installing / replacing insertsGetting paperwork together

Setting tool heights

Set Up Reduction Example


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Establish Visual Controls

Set Up Reduction Example

Afte

r

Before

Change Over Benchmark


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1) Internal Vs External

2) All tools and equipmentare at arms length

3) Standard work has beenpracticed to perfection

4) Continuous observation and

analysis drives continuousimprovement

Types of Waste Eliminated Searching Finding Selecting

Transporting Waiting

Change Over Benchmark


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Old Process 4 Hours

Tools 5S, Internal to External

Results 27 minutes

Summary Setup Improvement

k l


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C/O=240 min.C/O=240 min.3 SHIFTS3 SHIFTS

10% ReworkVA= 7 minVA= 7 min


Breaking Down VSM Quality

Defect Rate

ToolsBuild Quality In

Poka YokeSix Sigma

Cutting

Six Sigma Tools


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Six Sigma Tools

Before Process Capability After Process Capability

Find Top Problems Pareto

Standardize the Process

S S t I t


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Old Process 10% Rework

Tools Six Sigma Analysis

Results 0.7% Rework

Summary Setup Improvement

B ki D VSM M hi U Ti


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C/O=240 min.C/O=240 min.3 SHIFTS3 SHIFTS

10% Rework10% ReworkVA= 7 minVA= 7 min

Up Time=80%

Breaking Down VSM Machine Up Time

Process Up Time

ToolsPreventativeMaintenance

Cutting

i i


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Preventative Maintenance

Machines Deteriorate Over

Time

Maintenance Should Be

Preformed in the Beginning

Stages of Deterioration You can pay me now (with

short daily CCO)...or pay me

later (with poor quality, lots of

downtime, high maintenance

costs, etc...)

CCO Checklist

Badge/Date

Machine #:

General

- Nuts/bolts loose, wobbly or missing?

- Any play in moving parts or fixture mounting section?

- Any unnecessary items on the body of the machine?

Lubrication

- Are oil levels correct?- Does oil reach sliding parts?

- Any oil leaks from supply devices, pipes, fittings?

Pneumatics

- Pressures gages in proper range?

- Any stop valve, ball valve leaks?

- Air flowing through closed valves?

Sample CCO Checklist

l


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Results

Increased Capacity for Customer Growth

Significant Cash Savings to the Business

Old New ImprovementCycle Time (min) 120 12 90%

Setup Time (min) 240 27 89%

Defect Rate 10% 0.7% 93%Process Up Time 80% 100% 20%


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Launching LEAN at GE

d ll h d d h


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Toyota vs.

US auto industry

Dell vs.

PC industry

Growth (CAGR)Revenue 8% vs. 3% 28% vs. 3%

Earnings 24% vs. 0% 33% vs. 10%

Lean focusInventory turns Every 2 hrs vs. 5 min. vs. 11 days

NPI cycle time 30% faster

Toyota and Dell have demonstrated thatcycle time reduction in core customer

facing processes drives growth

but how do we make it work for us??

K T S At GE


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Keys To Success At GE

1. Select the Right Process(ITO,OTR, NPI)

4. Select the Right Business(Showcases)

7. Select the Right Approach

(Lean Workshops)

Focus On External Process To Drive Growth


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What happens if Engines takes NPI cycle time from 24 months to 18 months?

What happens if Healthcare can create breakthroughs in 1 year instead of 2?

What happens if Wind responds to an order in 1 month instead of 6 months?

What happens if Plastics can consistently respond to orders in 5 days?

What happens if Commercial Finance can offer financing to a CFO of a mid size companyin the first meeting?

What happens if Healthcare could propose a DI solution in the first meeting with a

radiologist?

Innovate Better: New Product Introduction

Sell Better: Inquiry to Order

Fulfill Better: Order to Remittance

Focus On External Process To Drive Growth

Create Excitement Through LEAN Showcases


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LEAN Showcasesprove that cycle time reduction in

GEs core customer-facing processes drives growth

Criteria For Selecting Initial Lean Showcases:

Passionate Business Leader

Growth Impact Greater Than $50MM Revenue

Must address at least 2 of 3 customer facing processes

(New Product Introduction, Inquiry to Order, Order toRemittance)

Create Excitement Through LEAN Showcases

Lean WorkOuts Are The Perfect Tool For


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WEEK ONE

Draw Wing-to-wing value stream maps for innovating (NPI), selling (ITO), and/or

fulfilling (OTR) including all relevant multi-functional participants to define future

vision for the organization

WEEK TWO

Action teams implement as much as possible during the Lean WorkOut to reducecycle times

30+ Lean Showcases Across GE In Place Today

First transaction 63to 1 day capability

15% additionalgrowth in 2006

Retail Sales Finance Magnetic Resonance Quoting from 62

days to samemeeting

NPI from 29 to 0

weeks

Lean WorkOuts Are The Perfect Tool ForDriving Significant Cycle Time Reduction

L

EANWorkOut

Approach

Locomotive Assembly cycle from

29 to 10 days

40% increase in

capacity


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Integrating LEAN With

Six Sigma

When To Use LEAN vs Six Sigma


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ToolSophistication

0 1 2 3 4 5 6

LEAN Six Sigma

Complexity&Control

Speed&

WasteElimination

Six SigmaLEAN

LEAN

Six Sigma

Time / Cultural Maturity

When To Use LEAN vs. Six Sigma

Integrating LEAN With Six Sigma


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Integrating LEAN With Six Sigma

ImproveDefine Measure Analyze Control

USE LEAN METHODOLGY TO DRIVE IMPROVEMENTS WHERE

CYCLE TIME IS IDENTIFIED AS ROOT CAUSE

Project Management Still Uses DMAIC With Lean

as a Critical Tool For Improving Processes

Value Stream

Mapping

Current State

Value Stream

Mapping

Future State

Action Workout -

Implement

Changes

DMleanC

Broader Perspective Of Our Evolution


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WorkOut

Change accelerationprocess

Project focused Six Sigma

Career focused Six Sigma

Lean Six Sigma wing-to-wingprocess focused

Employee voice

X-Functionalinvolvement

Productivity

Leadership

Customer impactand growth

1989 1992 1996 1999 2005

Broader Perspective Of Our Evolution

Employee Response To LEAN


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Employee Response To LEAN

91%would recommend participation in future Lean events to

colleagues

91%are excited about using Lean to grow our business

95%agree that the improvements made areREAL and willimprove the way we do business

93%feel that the improvements made will increase our

responsiveness to customer needs and reduce our processcycle time


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Considerations For

Implementing LEAN InYour Organization

Thoughts On Implementing LEAN


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Thoughts On Implementing LEAN

Focus on the Customer

Target processes that most directly touch the customer and drive

growth for your business.

Measure Customer Impact

Translate cycle time reductions to customer impact. Either through NPS

or through incremental revenue and net income.

Get Everyone Engaged

Lean works best when you focus wing to wing and drive cross-functional

participation.

Create a Continuous Learning Culture

Create new processes and dont be afraid to fail. Try new approaches

and learn from your mistakes.


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Questions?Questions?

Documents

GE Capital - Lean