Continuous Process Improvement

Not This

Overview

LEAN Thinking

LEAN 5-step Continuous Improvement Cycle

Value Stream Mapping

8 Types of Waste

6S

LEAN Tools

Implementation Leadership

Example

Lean Thinking

“DELIVER THE MOST VALUE FROM YOUR CUSTOMER’S PERSPECTIVE WHILE CONSUMING THE FEWEST RESOURCES”«Offrir de la valeur du point de vue de vos client tout en consommant le moindre de ressources»

The basic philosophy of Lean is to provide the customer with…La philosophie de base du Lean est de fournir au client

What they want (besoin)

When they want it (quand il/elle ont besoin)

Using the absolute minimum resources (en utilisant le moindre de ressources)

Lean Thinking

Four key performance goals:Quatre objectifs de rendement clés:

1. On-demand 2. Defect free3. One-by-one4. Lowest cost

Lean

Why start with Lean? Requires very little specialized training

Nécessite une formation très peu spécialisée Can be implemented in any type of organization and at all

levelsPeut être implémentée dans n'importe quel type d'organisation et à tous les niveaux

LEAN creates a culture of continuous process improvementLEAN crée une culture d'amélioration des processus continu

Lean training is “learn by doing,” which means that benefits are realized before training is even completeFormation de LEAN est « apprendre en faisant», qui signifie que les bénéfices sont réalisés avant que la formation est même complète

Lean

Value

Flow

Value Stream

Pull

Perfection

Lean

Understand ValueComprendre la valeur

From perspective of the customerDu point de vue du client

What are they willing to pay for

Value

Flow

Value Stream

Pull

Perfection

Lean

Identify the Value StreamIdentifier le ‘Value Stream’

Set of actions required to take a product from concept to launch and from order to deliveryEnsemble d'actions nécessaires pour prendre un produit a parti du concept a la lancer ou de l'ordre a la livraison

Value

Flow

Value Stream

Pull

Perfection

Lean

Establish FlowEtablir le déroulement

Goal is to produce and move one item at a time, with each step making just what is requested by the next stepObjectif est de produire et de déplacer un élément à la fois, et faire en chaque étape seulement ce qui est demandé par la prochaine étape

Value

Flow

Value Stream

Pull

Perfection

Lean

Implement PullAppliqué la method de tire

Nothing is produced until there is a need or requestRien n'est produit jusqu'à ce qu'il y a un besoin ou une demande

Value

Flow

Value Stream

Pull

Perfection

Lean

Strive for PerfectionEssayer d’obtenir la perfection

Achieved when the process provides pure value as defined by the customerLorsque le processus fournit une valeur pure tels que définis par le client

No wastePas de gaspillage

Value

Flow

Value Stream

Pull

Perfection

Value Stream

Value Stream Set of actions required to bring a specific product or

service from raw material to the customer

Ensemble d'actions nécessaires pour apporter un produit spécifique ou un service de matières premières à la clientèle

Waste Anything that does not change the form, fit or function in a

product (be it physical material, a capability or information) to satisfy a customer’s requirement

Tout ce qui ne change pas la forme, d'agencement ou la fonction dans un produit (que ce soit matériel physique, une capacité ou informations) pour satisfaire les exigences du client

Value Stream Mapping

Generates a common understanding of the current process and future state vision

Génère une compréhension commune des processus en cours et vision du futur État

Creates a baseline to measure improvements against

Crée une base de référence pour mesurer les améliorations

Helps recognize that lots of waste exists

Aide à reconnaît qu'il existe beaucoup de gaspillage dans les processus

Value Stream Mapping

Benefits to Commanders Increased speed greater flexibility to deal with change

Augmentation de vitesse—plus grande souplesse pour faire face au changement Improved productivity equates to higher production/reduced cost

Amélioration de la productivité--équivaut à un coût bas et augmente la production Improved morale reduce the strain on our Airmen

Amélioration du moral--réduire la pression exercée sur nos techniciens

After

Before

Time

After

BeforeWork Time (value add)

Wait Time(no value)

Work Time (non-value add)

Typical Work Week: Mon | Tue | Wed | Thu | Fri | Sat | Sun

Value-added vs. Non-Value Added Work

Value Stream Mapping

Waste Identification

8 Types of Waste

Defects• Inspection and repair of material in inventory

Overproduction• Working faster than next person can process

Waiting• Idle time created when waiting

Non Value Added Processing• Any effort that adds no value to the product or service

Transportation• Movement of material or people that adds no value

Intellect• Not using people to the best of their unique abilities

Motion• Unnecessary movement

Excess Inventory• Having more than necessary

6S

Sort Keep only what you need

Garder seulement ce que vous devez Straighten

Organize it Shine

Make it easy to see if something is wrongRendre facile de voir si quelque chose est mauvaise

Standardize Develop systems/procedures to maintain and monitor first three Ss

Développer des systèmes et procédures pour maintenir et surveiller les trois premiers Ss

Sustain Maintain your new standard

Maintenir votre nouvelle norme Safety

Design safety in the layout

Six Sigma

Intended to improve the effectiveness of a process by identifying process variation in satisfying customer requirements and expectationsDestiné à améliorer l'efficacité d'un processus en identifiant les processus qui varie tout en essayant de satisfaire les attentes et les exigences du client

Reduce and eliminate variationRéduire et éliminer la variation

Nail Gun Video

Theory of Constraints

Focuses Identifying the system’s constraint that limits overall

operational performance

Identifier les contraintes du système qui limite la performance opérationnelle

Exploiting the system’s constraint to get the most out of it without additional resourcesExploitant les contraintes du système pour obtenir le maximum sans ressources supplémentaires

Subordinating everything else that is not the system’s constraint

Subordonne tout ce qui n'est pas contrainte du système

LEAN Tools

Other Tools Standardized work

• Example Visual Management Root cause problem solving (5 Why’s) Benchmarking

DRAW A PIG

Seriously, just draw a pig right now.

Task Description Sub-Task Instructions

1 Draw a letter M at the top left intersection. 1.1 Bottom center of M touches intersection

2 Draw letter W at bottom left intersection 2.1 Top center of W touches intersection

3 Draw letter W at bottom right intersection 3.1 Top center of W touches intersection

4 Draw arc from letter M to top right intersection

5 Draw another arc from top right intersection to bottom right W

6 Draw an arc between the two bottom Ws

7 Draw the letter O in center left box

8 Draw arc from letter M to tangent of the circle

9 Draw arc from left W to tangent of the circle

10 Draw an arc 10.1 Half way between the W and circle

10.2 Must be a happy pig

11 Draw an arc 11.1 Half way between the M and circle

12 Draw cursive letter e near top of arc on right

13 Draw two dots in middle of circle for pigs’ nose.

Standard Operating ProcedureStandardize Work Instruction

Status Final

Revision 1

Rev. Date 8/29/2005

Procedure Number PIG0001-A Page 1 of 1

Draw a Pig!

Task Description Sub-Task Instructions

1 Draw a letter M at the top left intersection. 1.1 Bottom center of M touches intersection

2 Draw letter W at bottom left intersection 2.1 Top center of W touches intersection

3 Draw letter W at bottom right intersection 3.1 Top center of W touches intersection

4 Draw arc from letter M to top right intersection

5 Draw another arc from top right intersection to bottom right W

6 Draw an arc between the two bottom Ws

7 Draw the letter O in center left box

8 Draw arc from letter M to tangent of the circle

9 Draw arc from left W to tangent of the circle

10 Draw an arc 10.1 Half way between the W and circle

10.2 Must be a happy pig

11 Draw an arc 11.1 Half way between the M and circle

12 Draw cursive letter e near top of arc on right

13 Draw two dots in middle of circle for pigs’ nose.

Standard Operating ProcedureStandardize Work Instruction

Status Final

Revision 1

Rev. Date 8/29/2005

Procedure Number PIG0001-A Page 1 of 1

Pig!

Process Driven Results

ConsistentProcess

Expected(desired)Results

InconsistentProcess

InconsistentResults

Traditional = People doing whatever they can to get results

Lean = People using standard process to get results

Visual Management

Provides instructionConveys informationExposes abnormalitiesConveys shortfalls

Visual Management

Visual Management

Displays Color coding Indicator/Signal/Control

Understanding Change

Over 90% of change initiatives fail in the long run

Plus de 90 % des initiatives de changement échouent à long terme

Reasons for failure (raisons pour l’échec)

Lack of sponsorship at all levels (Manque de parrainage à tous les

niveaux)

Lack of effective communication (Manque de communication efficace)

Poorly defined roles (les rôles sont pas bien définis)

Limits on time and resources (Limites de temps et de ressources)

Organizational inertia and politics (Politique et problèmes

organisationnel)

Lack of integrated planning (Manque de planification intégrée)

Choosing the wrong people for project roles (Choisir les mauvaises

personnes pour les rôles de projet)

Change Requires Affirming

Leadership

We tried that before. Our place is different. That’s not my job. It costs too much. We don’t have the time. Runs up our overhead. Laws and Regs say we can’t. That’s not our problem. I don’t like the idea. Good idea but impractical. Not that again. It’s too radical a change.

We did all right without it. It won’t work in our office. It can’t be done. It’s impossible. We’ve always done it this

way. Top management won’t buy

it. Don’t rock the boat. Quit dreaming. If it isn’t broke... We don’t have the authority. It’s a customer requirement...

Avoid Saying “Can’t” in its many forms . . .

Examples

Before Process Improvements (Lean/Cellular)

One Asset

Km Traveled: 5.7

Annex

Stripping28G

Blast53A

Full FPI 11B

PowerWash 17T

Weld05C

PlasmaSpray26C

Heat Treat26D

Steam Clean54A

Attach WCD54A

Weld Prep05F

Lab14B

Average Flow Days: 23

Ownership Changes: 12

Building 3001

Examples

TO-BE

Before• Distance traveled: 5.7 Km• Avg Flow Days: 23• Ownership Changes: 12

After• Distance Traveled: 2.1 Km• Avg Flow Days: 6• Ownership Changes: 4

Process Ownershipas high as possible

Product Turn timeas low as possible

InductionBlastCleaning Controlled

Grinding

Machining

Strip

Weld

Heat TreatPlasma

Paint

Assembly

Examples

OC-ALC: KC-135 aircraft overhaul 100 additional aircraft available

100 avions supplémentaires disponibles

Flowdays reduced from 380 to 167

Jours de travaille réduit de 380 à 167

On-time delivery increased to 100%

Livraison a temps a augmenté jusqu’a 100 %

Shingo PrizeDOD Silver-Level Winner

Shingo PrizeDOD Silver-Level Winner

Examples

McChord AFB: Wheel & tire shop Reduced manpower from 14 to 5

nombre d’ouvrier réduite de 14 à 5 Reduced steps from 7 to 4

Étapes réduit de 7 à 4 Cycle time reduced by 67%

Temps de cycle réduit de 67 %

Dover AFB: C-5 isochronal inspection Flowdays reduced from 33 to 19 days

Jour d’inspection réduit de 33 à 19 jours Cost/aircraft reduced from $1.9M to $1.6M

Coût de maintenance réduite de $1. 9 M $ 1. 6 M

CSAF Team Excellence AwardCSAF Team Excellence Award

Summary

LEAN Thinking

LEAN 5-step Continuous Improvement Cycle

Value Stream Mapping

8 Types of Waste

6S

LEAN Tools

Implementation Leadership

Example