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WorkshopConstructing our Lean board
Lean visual factory, Visual Management board (Lean info center)Content of the workshop:
• Animation of a Lean Info Center. • The five guiding principles of Lean. • Composition of a Lean board: - Board of KPI. - Production analysis board. - Daily operating board. - Planning board. - Board of actions.
Objectives of the laboratory:
• Introduce the concept of using a LEAN information board. • Understand how using it can help improve our processes: - To locate the info center in the Lean deployment strategy. - To explain what an information board is and its rules. - To explain the utility. - To list the benefits. - To explain how it functions.
WorkshopConstructing our Lean board
Lean, Visual Factory and Lean Info Center
The main purpose of Lean is to show “wastes and delays” as well as “HSE risks associated with the company’s activities”.
The information boardA visual communication platform where we can find the following:
• Key Performance Indicators (KPIs). • Fears (action strips). • Improvement activities. • Planning.
Objectives:
• Give efficiency to daily meetings (rigor). • Facilitate communication (shared vision). • Highlight problems or opportunities for improvement and address them to the right people (where any deviation from the standard is obvious). • Facilitate planning. • Share the successes. • And above all, it’s a place to challenge ourselves ...
WorkshopConstructing our Lean board
Communication strategy
Level 1: Executive office
Level 2: Supervisors
Level 3: Operation / Maintenance
Y = f (X1, X2, X3, …)
y = f (x1, x2, x3, …)
y = f (x1, x2, x3, …)
• The entire organization is engaged. • The right priorities for the day are addressed. • Fears are dealt with at the team level and some must be escalated to a higher level.
WorkshopConstructing our Lean board
Meetings around the information center
Meetings last 15 minutes and are done standing
The teams are multidisciplinary.
The information is updated before every meeting by the managers.
On an exception basis: focus efforts in places that do not reach their goals, emphasize the need of additional resources, etc.
The meetings are held at fixed times
KPIs are revised on an exception basis.
30 second rule
WorkshopConstructing our Lean board
Typical agenda for the meeting
• Review of the KPI board - What has happened it terms of security - Quick overview of subjects in green. - Explanation of the yellow and red dots. • Review of the daily operating board (current status) • Housekeeping key focus • List of reasons that prevented us from doing the work as planned • Planning Board Review (Daily) - Look at the progress of the activities. - Identify the associated risks. - Revise the calendar. - Approve the planning of the next quarter. • Highlight a success
Represents more than
50 % of the time spent in
meetings
WorkshopConstructing our Lean board
In summary…The objectives of the Lean meetingsLean meetings are a key element in the management of operations,supported by the transparency of the information board.
The objectives of the meetings are:
• To have a common vision to start the day on the right priorities Bring out the “real problems” and go to the root cause and reach a consensus on countermeasures • Establish and agree on goals • Share information • Establish good working relationships • Exercise the culture of “no blame”
Share successes
• And above all, it’s a place to challenge ourselves ...
WorkshopConstructing our Lean board
The rules of the meeting(Following the 5 principles)
• Information is updated before each meeting by managers (substitutes in case of absence). • Cellphones / radios on vibration or closed. • Standing meeting held at fixed times (15 minutes). • Be on time. • Only one person speaks at a time. • Be aware of opinions and perceptions, only use information and facts. • No back and forth during the meeting. • Report on an exception basis. • Do not solve problems during the meeting, too much of other’s time will be spent.
CHALLENGE GO SEE CONTINUOUS IMPROVEMENT
RESPECT THE INDIVIDUAL
TEAMWORK
WorkshopConstructing our Lean board
The five guiding principles of LEAN
CHALLENGER ALLER VOIRAMÉLIORATION
CONTINUERESPECT DE L’INDIVIDU
TRAVAIL D’ÉQUIPE
The new standard, seek perfection
We set ourselves ambitious goals
Go see to understand and support, NOT TO MONITOR
Go and see = Bring an improvement
Go see, collect infor-mation, understand, find the cause, reach a consensus, initiate problem resolution
Simple technique, fast and not very costly
Capacity to solve problems as a team
Small steps in succession
Each person has an important role play in the team
We really understand a task when we are the ones executing it
Respect the one who makes
A team is stronger that an individual
Be present with of your teams
Having a common vision of the problem promotes solidarity when faced with results
CHALLENGE GO SEE CONTINUOUS IMPROVEMENT
RESPECT THE NDIVIDUAL
TEAMWORK
WorkshopConstructing our Lean board
Set ambitious goals
CHALLENGER
If you can’t justify a situation, don’t accept it!
NOW LEAN TRANSFORMATION
CHALLENGE
Most of the time, we tell ourselves that failure is normal and natural and therefore we set ourselves realistic targets.
Accept that the norm is to seek perfection!
CHOOSE THE KPI THAT CHALLENGES YOU AND SET AMBITIOUS OBJECTIVES.
WorkshopConstructing our Lean board
Learn to See
CHALLENGER
If there is a problem, get up and go see.Collect relevant information, find the root cause, reach consensus and take the initiative.
GO SEE
GO TO SEE FOR ENOUGH LONG ENOUGH TO UNDERSTAND AND SUPPORT! WHILE YOU HAVEN’T YET GOTTEN UP TO GO SEE, YOU STILL ONLY HAVE AN IDEA OF THE PROBLEM.
• Open your eyes and learn to look• It takes time to start seeing things• Going to see does not mean monitor• There needs to be an improvement in the process every time you go see• Balancing the ignorance of the processes with a better acuity to detect waste• Study to understand for oneself• Go see yourself!
WorkshopConstructing our Lean board
The strength of a team lies in its ability to solve problems
CHALLENGER
Simple, fast and cheap.
NOW LEAN TRANSFORMATION
CONTINUOUS IMPROVEMENT
We value the excellent results and we reward them (consensus on the green points: firefighter)
Value improvement, problem solving and learning (do a lot of small steps).
TRANSFORMING MERITOCRACY TO KAISENOCRACY.A succession of small steps.
FIND SMALL IDEAS FOR IMPROVEMENT, FIND SEVERAL AND ACCOMPLISH THEM.... ALL!
WHAT’S IMPORTANT IS NOT TO SEARCH FOR INVESTMENT, BUT IMPROVEMENTS THAT COST NEXT TO NOTHING ...
WorkshopConstructing our Lean board
The one who makes is the one who understands
CHALLENGER
Every individual has a role to play. Respect them.
RESPECT THE INDIVIDUAL
YOU CAN’T UNDERSTAND SOMETHING UNTIL YOU HAVEN’T DONE IT YET!
The one who understands is the one who understands in his bones. The person who executes is the one that knows because they do the task. We must therefore respect the one who does.
WorkshopConstructing our Lean board
Taking charge (give control)
CHALLENGER
THE MANAGER MUST ENSURE THAT HIS EMPLOYEES SHARE THE SAME UNDERSTANDING OF THE SITUATION.
• At all times, the leader must have peace of mind to focus on a problem because all other things are under control. • The leader must feel that the operators have their eyes, ears and head ... (develop problem-solving culture throughout the organization) • The “X” must be under control to ensure that the “Y” is under control. • Develop trust as a manager. Make sure that the factory seen on the information board is indeed the actual factory.
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WorkshopConstructing our Lean board
KPI Board Management
CHALLENGER
Key performance indicators should:
• Be aligned with strategic pillars in the organization • Be measurable indicators • Be under the team’s control • Reflect responsibilities / objectives of the sector • Be represented visually to enable employees to act • Generate an action strip, when there is a point in the red zone or three consecutive points in yellow
Circles of influence:
A: The problems can be solved by the team.
The team has control.
B: The problems can be influenced by the team.
The team is not in control.
C: Problems encountered, but the team is not in control
or can’t influence.
WorkshopConstructing our Lean board
Standards for the Key Performance Index graph
Title of the graph Month of the graph
Action KPI writing directives
Limit zone
Status
WorkshopConstructing our Lean board
Updating graphs
• The one’s responsible updates will come in to update the chart (s) that they are as signed to prior to the Information Board meeting (must have a substitute in case of absence).
• Set chart status using magnetic colored buttons (green, yellow or red).
Go over key performance indicators
• Look at the daily KPIs, weekly at the scheduled day of the week and monthly at the scheduled days of the month.
Manage only by exception
• Discuss only red dots (or consecutive yellows according to the established rule). - Explanation of the point. - Explanation of the action KPI related to the point in question.
Note: The owner of the information board is responsible for printing the pages for thegraphs before the start of the new period.
WorkshopConstructing our Lean board
Level 1 and 2
WorkshopConstructing our Lean board
Level 3
WorkshopConstructing our Lean board
Production analysis board – the voice of the operation
WorkshopConstructing our Lean board
Production analysis board – the voice of the operation (cont.)
WorkshopConstructing our Lean board
What is a production analysis chart?
LEVEL 3 OPERATION / MAINTENANCE
The rules :
1. It shows the problems that prevent the operator from doing his job according to the established methods or the gaps between the actual production and the technical limit of the process every hour. The operator can also record the frustrations that prevent him from doing his job. 2. It is filled by hand by the team (operators) every hour. 3. Must be used to trigger problem solving. 4. It is visible to everyone in the area.
It allows:
1. To accumulate the problems and frustrations encountered during production. 2. To know the real status during the shift. 3. Regular review by the supervisor and triggering of problem resolution if needed. 4. Other people know the current status and problems of the sector, it also makes it possible to prioritize problem solving.
More specifically: 1. It is located near the operation / process. 2. The information is compiled at the end of the day (last 24 hours) and displayed to the operating team and the information board (N3).
WorkshopConstructing our Lean board
Why use it:
• Collect the problems (facts) of the operator at the time when they arise. • Facilitate problem solving. • Determine the gap between current production, the target and what is achievable by the method. • Show the actual state of the process, as seen by those who are closest (ie the operators). • Identify problems as they arise. • See opportunities to improve the process. • Have real-time data, support problem solving and proactive prevention of problems.
WorkshopConstructing our Lean board
Per day (chronological):
This analysis makes it possible to see
losses chronologically, detect sequenc-
es in time and start a problem-solving
process.
By problems / concerns (independent of the timeline):
This analysis makes it possible to see
the amplitude and the frequency of the
losses of each problem / concern and to
trigger a resolution process.
WorkshopConstructing our Lean board
LEVEL 3 OPERATION / MAINTENANCE
WorkshopConstructing our Lean board
Why use the production analysis board?
Often at the end of shifts, the production level is good, but ...
• Can you remember every problem that has occurred during the quarter? • Do you know what problems are happening each week? • Can you see the “level of production” during the shift? • Are you able to quantify your losses during your shift? • Do you know that sometimes, despite an excellent day of production, with simple little breaks, you can lose a lot?
It is important to see the OPPORTUNITIES and solve the SMALL PROBLEMS BEFORE THEY BECOME GREATER.
WorkshopConstructing our Lean board
The purpose of the production analysis chart
The purpose of the production analysis chart is:
• Identify the technical limit of the process and show opportunities for improvement• Give the opportunity to workers to show, quantify and prioritize their concerns.• Display problems visually, closest to the process or location where value is created.• Identify wastes when and where they occur.• Make problem solving easier by acting on real-time data.
WorkshopConstructing our Lean board
How to extract benefits from the use of the production analysis board?
Le but du tableau d’analyse de production est :
• Identify the technical limit of the process and show opportunities for improvement• Give the opportunity to workers to show, quantify and prioritize their concerns.• Display problems visually, closest to the process or location where value is created.• Identify wastes when and where they occur.• Make problem solving easier by acting on real-time data.
WorkshopConstructing our Lean board
Production Analysis Board By equipment / location:
• This analysis makes it possible to see by frequency where are grouped each of the problems which cause production losses and trigger a problem-solving process.• An event = 1 red dot.• The disturbances card and the two pareto distributions are fed daily from the production analysis chart
Carte des maux For each problem:
• Put a red dot on the disturbance card where the problem occurred.• Transfer the information on the 2 pareto distributions
Pareto des pertes par jour
Pareto des pertes par problème et fréquence
WorkshopConstructing our Lean board
Daily operation board • A current representation of the sector at the time of the meeting at the information board.• It is an indicator of how the day will be in the area.• Let’s see the bottleneck of the day (where to concentrate our efforts).• Can also be the planned production of the day.
WorkshopConstructing our Lean board
Management of the planning board The planning board can include:
• The Lean Deployment Master Schedule. • Global Calendar of Sector Improvement Activities: - The detailed schedule of Lean deployment activities. - The major projects of the sector. - Ex: Major stoppages, 5-year plan, technological plan. - Residual action plans of activities (business improvement projects, HSE accident analysis, etc.). - Planning for sustainment leadership.
The update of the calendar must be done at least once a week:
• Follow the Lean standard for tracking schedules. - Red lines with forward or backward spikes. • Every opportunity or activity identified (Kaizen, Business improvement projects, major projects, ...) through the strips of shares must be inscribed on the Global schedule of activities. - The team must then set the date for the activity.
WorkshopConstructing our Lean board
Management of the action board The strips of actions
CCC: Concerns, containments, countermeasures
WorkshopConstructing our Lean board
Action strips: three colors
Strip of new concern
Band of concern regarding health, safety and environment
Band of repetitive concern (reoccurring problem)
WorkshopConstructing our Lean board
What is a concern?It is an event that meets the criteria for writing a KPI of actions compared to :
• A key performance indicator on the Information Center.• A daily operation board.• A production analysis chart / disturbance chart.• A master schedule of activities.
WorkshopConstructing our Lean board
Rules for writing stock strips
HSE cross (writing in N3, follow N2 and N1)
• A red dot. • Five yellow dots (in the course of one month).
KPI Graphics
• A point in the red area of a graph. • Three consecutive points in the yellow zone.
Production Analysis Chart / concerns Chart
• The reason that caused the most losses in the month.
Daily operation board
• If desired by the team, when a sector is fragile / at risk (yellow dot) or problematic (red dot).
Master Schedule
• A delay in the Master Calendar for the same activity (three consecutive backwards spikes).
WorkshopConstructing our Lean board
What is a control?A temporary control is a “Band-aid” which is effective until the root cause of the problem is identified and corrected.
A good control is a temporary solution that we can implement quickly to maintain the level of HSE, quality, production, etc.
WorkshopConstructing our Lean board
What is a countermeasure?
Finding a good countermeasure involves:
• Go see • Problem solving (PPS *). • Compare with the existing standard. • Determine a date of analysis and a responsible person to lead the analysis (ex: 5W, PPS *) with a team to determine the root cause (s) and thus, determine a permanent solution (s). • Once the permanent solution (s) is (are) implemented, make ten validations (frequency to be determined) to make sure the concern does not come back. If it returns, return to writing of a yellow KPI of actions exercise.
* PPS = Problem Solving Method
A good countermeasure is a permanent solution that will stop the problem from reoccuring through stan-dardisation.
WorkshopConstructing our Lean board
How to write a fear on a KPI of actions?
• The description of the fear should be very explicit (it should include the right details in relation to a problematic event to understand what happened) at first glance.
• It is also very important to target the problem well to ensure, when taking down notes for the KPI of actions, that it contains only one item to process to avoid being stuck with a KPI of actions that include several problems to analyse and resolve. In so doing, the analysis will be much less cumbersome.
• There must be only one concern on a KPI of actions. Therefore, one analysis and one implementation date.
• It is very important to go on the field to see the problematic situation to visualize it fully.
WorkshopConstructing our Lean board
How to conduct the action strips?
1. Once the fear has been written down, the date of the event must be indicated, the impact of the event as well as a temporary control put in place. Do not forget to indicate who put it in place. You must put the KPI in the section “New concern”
2. Subsequently, 48 hours to designate a manager for analysis and what type of analysis (5W, PPS, Kaizen, 5S, GB, BB, SMED).
WorkshopConstructing our Lean board
How to conduct the action strips? (cont.)
3. From the moment the person responsible for the analysis, the date and type of method of problem solving are identified, the analysis can follow it’s course. The KPI is found in the “In Progress” section.
4. If the problem solving method is: PPS or 5W, the countermeasure must be established no later than 13 days following the determination of the person responsible for the analysis. Which means that from the moment the KPI is written, until the moment of implementation of the permanent countermeasure, 15 days have elapsed.
WorkshopConstructing our Lean board
How to conduct the action strips? (cont.)
5. If we can not respect the date of implementation of the permanent countermeasure, the KPI must be in the “Due date” section. Do not change the date of implementation of a KPI of actions.
WorkshopConstructing our Lean board
How to conduct the action strips? (after)
6. If the chosen method is: Kaïzen, 5S, BB, GB, SMED and that the completion of activity takes less than 3 months, the KPI must end up in the “Long-term action KPI” section. If it is more than 3 months, add the Improvement activity to the Master Schedule (Planning Board).
WorkshopConstructing our Lean board
How to conduct the action strips? (cont.)
7. Once the permanent countermeasure has been implemented, a frequency of validation must be defined by the team to ensure that it is the right solution. The KPI should be in the “Tracking” section.
WorkshopConstructing our Lean board
How to conduct the action strips? (cont.)
8. Once the 10 validations are made (confirmed with a go-see) according to the frequency determined, the KPI can be archived, and the success celebrated!
9. If the solution no longer works after a few validations, you must rewrite the concern on a new yellow KPI that must be reinstated on the board in the section “New fear” and start the process over to find the required permanent countermeasure.
WorkshopConstructing our Lean board
How to conduct the action strips? (cont.)
10. While processing the KPI, highlight the status of the KPI in the Deming Cycle:
WorkshopConstructing our Lean board
How to recognize the connection between a peculiar point on a graph and a KPI of actions?Each of the tools needed to solve problems is represented by a triangle of different colors in which is inscribed the tool used and its associated number. Each of these triangles is duplicat-ed to be able to affix a triangle on the point of the graph and another identical next to the KPI associated with this point.
Example:
Note: When the triangles are on the Information Board, put the name of the person in chargeof the analysis under the triangle next to the action KPI (the names are previously registered using a P-touch on a small magnetic tape). So, the head of the Information Board knows who is working on what and with which tool (can hinder the advancement).
Therefore, the Information Centre manager knows who is working on what and how or with what tool (he is able to challenge the progress)
WorkshopConstructing our Lean board
Problem solving technique by intervention level
WorkshopConstructing our Lean board
The objectives of the Lean meetings In summary...
• Lean meetings are a key element in the management of operations, supported by the transparency of the information board.
• The objectives of the meetings are: - To achieve a vision to start the day on the right priorities.
• Bring out the “real problems” and go to the root cause and reach a consensus on countermeasures. - Establish and consent to objectives. - Share information. - Establish good working relationships. - Exercise the culture of “no blame”.
• Share the successes.
• And above all, it’s a place to challenge ourselves!