CPI Training overview
-
Upload
charles-s-logan -
Category
Business
-
view
456 -
download
0
description
Transcript of CPI Training overview
TWI
Continuous Process Improvement
Overview
Charles S. Logan
2
• Explain the basic principles of Continuous Process Improvement (CPI), including Lean Thinking, Six Sigma, Theory of Constraints (TOC) and Training Within Industry (TWI).
Learning Objectives
At the end of this lesson you will be able to:
3
History of CPI
• Roots of Lean: back to early 1900’s• Henry Ford: continuous flow production, waste
elimination• TWI: (Training Within Industry), 1940-1945 • Kiichiro Toyoda and Taiichi Ohno: low inventories,
flexibility• U.S. supermarkets: pull systems• Shigeo Shingo: mistake proofing, reduced set up times• Toyota Production System• MIT and James Womack: bring Lean back to U.S.• Eli Goldratt: published book “The Goal”, early 1980’s
(TOC)• Motorola & others: developed Six Sigma early 1990’s
NIKE
Continuous Process Improvement
• CPI uses four very important principles for a total improvement to any program/process. - Lean (Eliminate Waste)
- Six Sigma (Minimize Variation)
- Theory of Constraints (Strengthening Weakest Link)
- Training within Industry (Standard Work)You can’t just use one……
When all four are used together, you can truly see the difference!!!
5
Four Methodologies• “Lean Thinking” is a management philosophy focusing on
reduction of the 8 wastes in products and services. By eliminating waste, quality is improved, production time is reduced, and cost is reduced.
• “Six Sigma” can be defined as a methodology to manage process variations that cause defects, defined as unacceptable deviation from the mean or target; and to systematically work towards managing variation to eliminate those defects.
• “Theory of Constraints (TOC)” a methodology for identifying the most important limiting factor (i.e. constraint/bottleneck) that stands in the way of achieving a goal.
• “Training Within Industry” standardized techniques, training, and continuous improvements in order to maximize the potential of every worker. Source: Wikipedia Encyclopedia
6
What is Lean?Lean Principles
• Value has been specified– From the Customer’s perspective
• The Value Stream has been identified– For each product/service
• The product/service Flows without interruptions
• The Customer can Pull value from the process
• Continuous pursuit of Perfection
7
Wastes-Those Elements of a process that Do Not Increase the Value of a Product or Service as perceived by the Customer, but Increases Cost and Cycle times.
IDENTIFY AND ELIMINATE THESE WASTES:
Types of Waste:
Inventory (Excess)
Transportation
Motion
Knowledge Check: Eight Sins of Waste
T
MI
WaitingOver-ProductionOver-ProcessingDefectsD
WOO
U Under utilization of employees
8
Eight Forms of Waste (Muda)Type Physical Process Transactional Example
Defects Scrap or Rework Drawing or PlanningErrors, Rework
Waiting Parts, Tools,Information
Meetings, Approval, System Down Time
Transporting Parts Moving toWarehouse and Back
Data Handoffs
Inventory Excessive Work-in-Process
Backlog of Design orTooling Changes
Motion Retrieving Parts,Tools, Information
Poor Office Lay-Out
Over-Processing Performing UnneededOperations
Approvals (Too Many Sign-offs)
Over-Production Working Ahead ofSchedule
Printing Paper Too Soon
Under utilization ofemployees
More people involved than required to perform physical or transactional tasks.
9
The Value of Time
TIMEBrokenComponent
RepairedComponent
Wait
Transport
Transport
InspectSet-up
= Value-Added Time = Non-Value-Added Time (WASTE)
Machine Machine
Disassemble
Start Finish
Re-InstallRemove From
Ship
Value-added time is only a very small percentage of the total time.
Within the 8 wastes, time is a significant factor.
10
Time
The Value of Time
2) Lean Focus• Make all of the Value
Stream visible• Reduce or eliminate
Non-Value-Added portions of the process
• Result: Large time savings
1) Traditional Focus• Improve Value-Added
work steps• Better tools, machines,
instructions• Result: Small time savings Amount of
Time Eliminated
amount oftime saved
Small
Note: The focus is not on the value-added steps or the people performing them. Instead, the focus is to remove barriers and better support the people doing the work!
LARGE
1
2
11
What is Six Sigma ?• Sigma (s) is the 18th letter of the Greek alphabet.• In statistics, s represents standard deviation, a
measure of variation for process performance.• Sigma is calculated from population or sample
data.– Process data can be collected and evaluated to determine its
impact on productivity, performance, and customer satisfaction
– The measurements provide the ability to “predict” process performance and provide a benchmark to determine if actions have produced results
12
What is Six Sigma? (cont’d)
“Six Sigma” is an optimized performance level approaching zero defects in any process - whether it produces a:• product• service • transaction
13
MEASURED IN UNITS OF STANDARD DEVIATION (SIGMA)
Critical Relationship Between Process Performance and Customer Satisfaction
Voice of the Process
Voice of the Customer
Source: ASQ LSS Training Material
14
DMAIC Problem-Solving Roadmap
CONTROL
IMPROVE
DEFINE
MEASURE
Validate & Replicate Changes
ANALYZE
DESCRIBE AS-IS CONDITION
IDENTIFY OPPORTUNITY
IDENTIFY KEY CAUSES
PROPOSE & IMPLEMENT SOLUTIONS
SUSTAIN THE GAIN
TWI
15
Why “Six Sigma”?
• 20,000 lost postal mail items per hour
• 15 minutes of unsafe drinking water per day
• 2 long/short landings per day at a major airport
• 5,000 incorrect surgical operations per week
• 7 hours of lost electricity per month
• 20,000 incorrect prescriptions per month
• 7 lost postal mail items per hour
• 1 unsafe minute every seven months
• 1 long/short landing every five years
• 1.7 incorrect operations per week
• 1 hour without electricity every 34 years
• 68 wrong prescriptions per year
Hey, 99% is good enough right?
99% 99.99966% (6 Sigma)
16
What is Theory of Constraints?
• A system must have a goal on which everything in that system is evaluated
• Systems function as chains. Strengthening the weakest link benefits the system the most
• Optimum system performance is NOT equal to the sum of the individual process optima
17
Principles of TOC
• Systems operate in an environment of cause and effect. Visible problems are usually indicators (undesirable effects or UDE) of some critical root cause(s) that must be addressed
• An optimal solution deteriorates over time. Improvement must be continuous.
• Policy constraints are the most common and most difficult to break. Policy constraints offer the most opportunity for system improvement.
18
TOC focuses on Constraints
• Constraint = Anything that impedes Throughput. TOC concentrates on identifying and improving the worst impediment
• Identifying constraints– Visual identification of WIP (Work in Process)– Calculating Throughput for each process step
19
TOC Measures of Progress
• Throughput: The rate at which the system produces customer value or generates money
• Inventory: Inventory is all the money invested in buying things that will at some time be sold (turned into Throughput) or that is tied up in the system (investment). Includes costs for raw materials, infrastructure, etc.
• Operating Expense: The costs associated with turning Inventory into Throughput. Includes costs for labor, utilities, interest, etc.
20
TOC Applications• Drum-Buffer-Rope (DBR): Links the pace of the first step in a
process to the exit rate of the constraint. One of the most common TOC applications; often applied to repetitive processes.
• Critical Chain: An advanced application of DBR used in the project management field which treats time as inventory.
• Supply Chain Management: DBR concepts applied in the logistics arena, concentrating on the system’s ability to replenish stock. The metric, “Time to Reliably Replenish” (TRR), is an offshoot of this application.
• Thinking Processes: TOC tools to link improvement efforts to the system’s goal using the logic of cause and effect. Uses logic trees as a way to step through the process.
21
TOC Steps1. Identify - What’s the constraint?
2. Exploit – Get the most out of the constraint with minimum investment.
3. Subordinate - Focus non-constraints towards supporting the constraint
4. Elevate – Increase the constraint’s capacity
5. Repeat Step 1 - The constraint has probably moved.
(From The Goal by Eli Goldratt)
Drum-Buffer-Rope uses this methodology
What is TWI?3 J-Programs
Developed by the U.S. Government to increase WWII production, by standardized techniques, training, and continuous improvements in order to maximize the potential of every worker.
What is TWI?
Job Instruction (JI): Structure for effective training, to eliminate the waste caused by varied work practices.
JIT taught supervisors the importance of proper training for their workforce and how to provide this training.
Job instruction is the way to get a person to quicklyremember how to do a job; Correctly, Safely & Conscientiously.
(LEAN)
(SIX SIGMA)
TWI Job Instruction Card
What is TWI?
Job Methods (JM): Structure for job improvement, listing each step and questioning why, what, where, when, who & how which leads to ideas towards improvement.
JMT taught how to generate and implement ideas for continuous improvement.
TWI Job Methods Card
TWI and Kaizen
• Job Methods - The Original KaizenThe objective of Job Methods was to give supervisors a practical method to improve production in their work area other than better technology, proving to be both simple and effective.
Job Methods pocket cards were issued in the US to stimulate ongoing improvement, an idea similar to kaizen, usually translated as CONTINUOUS IMPROVEMENT. As TWI originally expressed it.
What is TWI?
Job Relations (JR): Structure for how to promote teamwork and resolve basic worksite communication problems.
JRT taught leadership and human relations.
TWI Job relations Card
Job Breakdown SheetReasons
• Always go with key points
• Makes the job easier to learn or remember
• Support: Q,C,D,T,V and
Safety
Key points• Safety
• Makes or breaks the job
• Makes the job easier to do
• Calibrates 5 senses
• Special Information
Important Steps• Advance the
work
• Change form, fit or function
• Adds Value
• Noun & Verb
Step Job Instruction
Job Methods
Job Relations PDCA Cycle Scientific
Method
1Preparation
Prepare the worker
Break down the job
Get the facts
Define & Analyze a Problem
Observation & Description
2Presentation
Present the operation
Question every detail
Weigh and decide
Devise a Solution
Formulation of an Hypothesize
3Application
Try out performance
Develop the new method
Take action
Confirm Outcomes Against Plan
Use of Hypothesis to make Prediction
4Inspection
Follow upApply the new method
Check results
Standardize Solution
Interpret Predictions & Conclusions by Experiments
3 J-Programs overviewTWI is simply applied Scientific Method!
Training Within Industry
WHEN THE 3J-PROGRAMS ARE USED TOGETHER
Job Instruction (Know How)
- Develop Standard- Train Each Person Job Methods (Better Way)
- Question Every Detail
- Improve Standard
Job Relations (Confidence to Proceed)
- Encourage Innovation- Solve People Problems
Training Within Industry…
…it’s that simple
Variability Causing Unstable Performance
Reduce Variability and Cut Waste With Standard Work
Improve Performance and Bottom Line From Stable Baseline
You must standardize the work and remove variability first before you can improve it.
Stable Process & Less variation
Improved Process
STANDARD WORK is nothing more than applying Job Methods
(Better Way) and Job Instruction (Know How) within the boundaries of Job Relations (Confidence to Proceed).
Training Within Industry…
JM(Kaizen)
JI(standardize)
JR(No Blame, Mentoring, Understanding)
Holding StandardWork
Not Holding StandardWork
Indicators ofImprovement
Time
JI(standardize)
JI(standardize)JM
(Kaizen)
JM(Kaizen)
JM(Kaizen)
(Performance with Sustainment)
(Performance without Sustainment)What actually
becomes the
standard when
people do not
sustain the changes
CPIContinuous
Process Improvement
Integrating a Culture of Continuous Improvement
1. Identify the Constraint2. Exploit the Constraint3. Subordinate to the Constraint4. Elevate the System’s Constraint5. Repeat Step 1, the Constraint
has probably moved
Theory of Constraints
Constraint Mitigation Consistent Repeatable Processes Process Design / Redesign Defect Prevention Statistical Analysis Voice of the Customer
Six SigmaReducing Process
Variation
Training Within IndustryJob Instruction
(Know How) Develop Standard Train Each Person
Job Methods(Better Way) Question Every Detail Improve Standard
Job Relations (Confidence to Proceed) Encourage Innovation Solve People Problems
PMP & CPI PROJECT LIFE CYCLE
STARTProcess Owner
CLOSURE
SUSTAIN /CONTROL
VALIDATE(BI-WEEKLY REPORTS
TO CPI OFFICE)
INITIATE
PROJECTSELECTIO
NDEFINE(CONCEPT)
ENDProcess Owner
TRANSFER
TO PM / LEAD
BELT
MEASURE
CONTROL
ANALYZE
DEFINE (DETAILED)
PLANPM / LEAD BELT
MONITOR & CONTROL MENTORING & OVERSIGHT BY
CPI LEAN CHAMPION(BI-WEEKLY REPORTS TO
CPI OFFICE)
SEE THE
PROCESS
SEE THE
WASTE
TRANSFER
FROM PM / LEAD
BELT
IMPROVE IMPROVE
VISUALIZETHE
PERFECTSTATE
LEADTHE WAY
EXECUTEPM / LEAD BELT
(LEAN / 6 SIGMA / TOC / TWI)
DMAIC Process
TWI
• Select a Project (use Process Managers and/or CPPI Office)
• ID Business Opportunity (What, Where, When, Extent, Impact)
• Develop Charter (Charter, Business Plan, Strategic Plan, SMART Objectives)
• Develop SIPOC (SIPOC)
• Develop Project Plan / Timeline
DEFINE
• Develop Data Collection Plan (Collection Plan)
• Develop As-Is Map (Gemba Walk, Walk the Process, Base Line Data)
• Continue Measurement (Base Line Data)
• Validate Measurement System (Gage R&R)
• Evaluate Normality, Stability & Capability (Run Charts, Control Charts, Process Capability)
MEASURE
• Identify Processes Constraints (TOC / LEAN)
• Organize Potential Causes (Cause & Effect Diagram)
• Preform FMEA (Failure Modes & Effects Analysis)
• Conduct Hypothesis Testing • Develop Future State Map (Lean, Six Sigma, TOC)
ANALYZE
IMPROVE
• Generate, Evaluate & Select Solution• Conduct Design of Experiment (LEAN)
• Pilot & Debug (TWI: JI & JM)
• Plan the Implementation (Gantt Chart, TWI: JI & JM)
• Implement Plan (TWI: JI & JM)
Job Instruction (Know How)
- Develop Standard- Train Each Person
Job Methods (Better Way)
- Question Every Detail
- Improve Standard
Job Relations (Confidence to Proceed)
- Encourage Innovation- Solve People Problems
• Monitor the Process (Run Chart, TWI: JM)
• Establish Visual Controls• Control as Required (Control Plan)
• Manage Process Performance • Clean Hand-off to Process Owner
CONTROL
• Monitor the Process• Manage Process Performance (Sustainment)
VALIDATE
Baseline
Performance with Sustainment
Performance without Sustainment
Historical Momentum
RIE #1 RIE #2 RIE #3 RIE #4
RIE: Rapid Improvement Event
CPIContinuous
Process Improvement
Integrating a Culture of Continuous Improvement
1. Identify the Constraint2. Exploit the Constraint3. Subordinate to the Constraint4. Elevate the System’s Constraint5. Repeat Step 1, the Constraint
has probably moved
Theory of Constraints
Constraint Mitigation Consistent Repeatable Processes Process Design / Redesign Defect Prevention Statistical Analysis Voice of the Customer
Six SigmaReducing Process
Variation
Training Within IndustryJob Instruction
(Know How) Develop Standard Train Each Person
Job Methods(Better Way) Question Every Detail Improve Standard
Job Relations (Confidence to Proceed) Encourage Innovation Solve People Problems
Continuous Process Improvement
TWI
Any Questions?