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Copyright 1999 Patricia E. Moody, Inc

978-526-1278 [email protected]

How I Got Blitzed and Lived to Tell

the Story: Supplier Development -

Fast, Slow, Kaizen to the Max!

Patricia E. Moody

President

Patricia E. Moody, Inc

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Lets Zero in On Supplier

Development:

Expertise at the supplier level does not equal

expertise for the customer

THE GOAL IS SUPPLIER SELF-RELIANCE

Suggestion systems Kaizen programs

Honda BP, Chrysler SCORE, Motorola U, Nypro

Institute Typical results: Improved productivity, inventory

down, waste gone, lean mfg and smarter

purchasing.

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Supplier Development Methods

Classic Industrial Engineering

or, The Kaizen Family:

Honda BP

Kaizen Blitz and other Kaizen programs

Chrysler SCORE Solectron C.S. Index

John Deere programs

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The Roots of Kaizen (to make better)

Post-World War II Japan industrialproductivity 1/8 of U.S.

1948 Training Within Industries ramp-up

1950s - Juran, Deming, Shainin QualityDrives

Labor unions outlawed --Quality Circles 1960s - Toyota Production Systems and JIT -

5Ss, U-line cells, pull systems, fail-safe,

visibility systems, fast flow, jidoka

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Typical Kaizen Process Elements

1. Kanban 2. Cells

3. Pull systems and one-piece flow vs. batch

4. Standard work (industrial engineering)

5. Tool boards, maps, video, observations,

base and on-going data gathering.

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Learning to See

Gemba - The Three As

The Seven Wastes

PDCA

The Supplier Survey

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Honda BP

origins of BP proven results

not-consultant dependent

13 weeks

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What is BP?

Best Position Best Productivity

Best Product

Best Price

Best Partners

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BP Basic Data

Created by Teruyuki Maruo, Japan 1977

90+ companies - 120+ projects

Supplier associates affected 120k NA

Productivity gains overall: 47% (totalpieces/hr before BP compared to after)

Quality improvement overall: 30% Cost down overall: 7.25% +/-

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BP Basics

Associate involvement

Utilize existing resources

Minimum investment

Raw material utilization

Identify and eliminate waste

C.O.P.D.S.

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Seven Wastes

Over-production Idle time

Delivery waste

Waste in the work itself

Inventory waste

Wasted movement Waste from rejected parts

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Plan Do Check Act

Plan: Analyze situation, make schedule, assignresponsibility

Do: Implement the plan

Check: Compare the results from implementationagainst the plan

Act: Countermeasure faults. Standardize andrepeat continuous improvement cycle.

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The 3As

Go to the actual place, the value-adding

location, the mountain where the gold is

buried.

See and touch the actual parts to understand the actual situation.

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Kaizen Blitz

Rapid improvements in typically 3 days, set-up reduction 70 - 90%, productivity 20 - 60%,

process time reduction 40 - 80%, inventory

reduction 30 - 70%, walking distancereduction 40 - 90%

Just do it! - Change is good!

Powerful (and dangerous)

What happens next?

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Kaizen Blitz Principles

Be open-minded. Maintain a positive attitude.

Reject excuses, seek solutions.

Ask Why? Why? Why?

Take action. Implement now. Dont wait for

perfection. Go to the experts.

Disregard rank.

Just do it!

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Four Days to Blitz, The New Way

Prework: Learning, Planning, Preparing

Day 1: Hit the ground running, Do it Now!

Day 2: Build it, Try it, Change it!

Day 3: Change it again, Try it again and

again

Day 4: Refine it, Test it, Prove it!

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Three Steps to Workforce

Development

Step 1. Perform a workforce audit.

Step 2. Create a training and development

master plan that includes:

Component 1: The Budget

Component 2: The Management Review

Component 3: The Capabilities Survey Step 3. Reward results and build

accountability.

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Four Steps to Process Flow

Development

Step 1 - Compress a sequence of process

steps.

Step 2 - Put process steps in parallel (vs.

serial) Step 3 - Build on process platforms. Copy

and improve.

Step 4 - Expand the view of the process, e.g.

from a group of cells to flow.

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How to tell if there is

improvement...

1. Time

2. Space

3. Resource use - resource usage ratios,

costs

4. Results - process quality, primary

customer satisfaction, secondary customer

satisfaction, financial cash flow.

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Customer/Supplier Alignment

It is NOT about sameness; it IS about parallel

movement in the same direction.

Documents

HOE I GOT-SEEN-19.11.10