Workshops and presentations by Marek Piatkowski

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Lean Workshops and Presentations By Marek Piatkowski

Thinking win, Win, WIN

Lean Workshops and Presentationsoffered by Marek PiatkowskiJanuary 2017


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Introduction - Marek Piatkowski Professional Background

Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994

TPS/Lean Transformation Consulting - since 1994 Professional Affiliations

TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME

Lean Manufacturing Solutions - Toronto, Canada

http://twi-network.com

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Senior Management OverviewSummary of Lean Tools and Methodologies for ExecutivesWhy should we implement Lean?

http://www.google.ca/url?sa=i&source=images&cd=&cad=rja&docid=1MB7c17tW_KrrM&tbnid=HHDdYHDIjec9PM:&ved=0CAgQjRwwAA&url=http://www.zimbio.com/pictures/BpADsAuYKZq/ICC%2BChief%2BExecutives%2BCommittee%2BMeeting&ei=Tr5aUu-hI7TK4AORuoD4DQ&psig=AFQjCNEcwg5_7rINvlBTLtzKSoRE2atIAw&ust=1381765070607487

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Introduction to Lean TransformationLean Principles and Methodologies

http://www.google.ca/url?sa=i&source=images&cd=&cad=rja&docid=62_P59XEUvGivM&tbnid=czc6jQ4UZmQgyM:&ved=0CAgQjRwwADgj&url=http://www.lean.org/Events/LeanHCTransformationSummit.cfm&ei=Ya1aUv-KNa664APh4YBo&psig=AFQjCNHlO1K4lKadg4nDZDrcHmKkPlkZIA&ust=1381760737901120

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Standardized Work and TWI Job Instructions

Suggested reading: “The TWI Workbook” by Patrick Graupp and Robert J. Wrona

Participants will learn: About the history of TWI – Training within Industry About 3 Js – Job Instructions, Job Methods and Job Relations How TWI Job Instructions evolved into Standardized Work How adults learn How to identify Major Steps, Key Points and Reasons of a

job How TWI JI became foundation of Standardized Work

This presentation will include small team exercises, games and video simulations

Level:Audience:

Format:Description:

BasicOpen to all, but designed for manufacturing engineers, leaders, specialists, supervisors and managersThree hour classroom style presentation

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Introduction to TPS / Lean

Level:Audience:Format:Description:

BasicAll employeesTwo to four hour classroom style presentation Introduction to and history of Toyota Production System (TPS) -

how it became know as Lean Transformation. Basic principles, methodologies and tools. Why should your company start a Lean Journey.

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Elimination of Waste - MUDA


BasicAll employeesTwo hour classroom style presentation Introduction to seven types of waste as defined by TPS How to look for Waste How to eliminate Waste Importance of understanding why Waste is a starting point of

Lean implementationParticipants will learn how to identify Waste by watching a

“Making Toast Kaizen” video.

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Introduction to Flow – Principles of a Pull System


BasicAll employeesTwo to four hour classroom style presentationParticipants will learn principles of:

What is “Flow” Information flow and materials flow Reverse flow of instructions Introduction to a Kanban system Principles of a Supermarket Material Deliveries – “Milk Run”

This presentation will include small team exercises, games and simulations

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Introduction to Continuous Improvement - Kaizen


BasicAll employeesTwo to four hour classroom style presentationParticipants will learn principles of:

3Ms – Muda (Waste), Muri (Overburden), Mura (Unevenness)

Elimination of 7 types of waste 5S – Workplace Organization Employee Involvement


2. Analyze the Current Situation

1. Clarify the Goal

3. Generate Original Ideas

4. Develop Implementation Plan

5. Implement the Plan

6. Evaluate the New Method


1. Clarify the Goal






1. Clarify the Goal






1. Clarify the Goal





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Visual Management


IntermediateAll employeesTwo to four hour classroom style presentationParticipants will learn principles of:

What is Visual Management Andon boards Production Schedule tracking boards Information Centers – SQDCPP indicators Management daily Walk-About process Role of a Support Team Role of a Quick Respond Team


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JIT – Principles of Just-in-Time Manufacturing

Participants will learn principles of: Continuous flow of production Principles of 1x1 – one by one, single piece flow Takt Time - management by Takt Time Push system vs. Pull System Reduction of Customer Lead Times


Level:Audience:

Format:Description:

IntermediateOpen to all, but designed for manufacturing engineers, leaders, specialists, supervisors and managersThree hour classroom style presentation

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=Xo89s9GsYxnQiM&tbnid=hk97VCsx1FQDfM:&ved=0CAUQjRw&url=http://www.qualitycoach.net/products/just-in-time-poster-flow-system-takt-time-pull-system.asp&ei=jNxjUt-cC67j4APAl4GICA&bvm=bv.54934254,d.dmg&psig=AFQjCNEBw67tsbkDzb-kpir5T7NWQrhJZA&ust=1382362612929328

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Introduction to Value Stream Mapping

This presentation is based on a book by John Shook and Mike Rother called “Learning to See”. Participants will learn about: What is a “Value Stream” What is a Value Stream Map (VSM) Learn to identify and draw VSM icons and maps How to create a current state VSM How to develop a future sate VSM


Level:Audience:

Format:Description:


Suggested reading: “Learning to See” by John Shook and Mike Rother.

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Organizational DevelopmentFundamentals of Lean

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Introduction to Lean Certification Program


BasicTop management / Decision MakersTwo hour presentation / discussionThe audience will learn: Two styles of teaching Advantages of using internal and external consultants How to develop internal Lean Experts Four areas of Lean development:

Lean for shop floor supervisors Production Planners and Material Specialists Production Managers Manufacturing Specialist – Black Belts of Lean

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=EvoN7MWplKVPGM&tbnid=9KW8V9xSuwkuqM:&ved=0CAUQjRw&url=http://wcqi.asq.org/2011/certification.html&ei=Tt1jUr_OCrS24APl-oFw&psig=AFQjCNFzvLpROPj4S7n-yjtiTsp8eZKg3g&ust=1382362706194968

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Introduction to PDCA – Plan-Do-Check-Act


IntermediateLeaders, supervisors and aboveTwo hour classroom style presentationThis presentation is based on Dr. Deming’s teachings of the PDCA management cycle: Participants will learn planning and implementing controls for

organized activities to meet company objectives in a rational and efficient manner

The PDCA model provides a framework for the improvement of a process or system.

It can be used to guide the entire improvement project, or to develop specific projects once target improvement areas have been identified

It is known as a four-step cycle

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Introduction to A3 based Problem Solving


IntermediateShop floor Leaders and above, engineers and specialistThree to four hours of classroom style presentationParticipants will learn:

How to define a problem. What is a problem? Difference between fixing a problem and solving a problem What is a Problem Solving “A3” report and how to use it What are the basic elements of a A3 report What are the approval steps of a A3 problem solving

processEach participant is expected to develop a simple draft of a A3 report based on a problem they selected for this training.

Title: Reduce Scratches in Assembly ( Leader: Mary )1. Background

3. Target

4. Analysis

Shop: Device-K Assembly

Update: Dec. 15, 2010

Coach

AndyDec. 15, 10

Manager

5. Countermeasures and plan

6. Result & next challenge

- Device-K is our next main product!- Increase in variety of mounting/casing types

- Quality is a key success factor in assembly as well as in the chip process

Device-K Sales Plan by Product TypeSales 380% # of Major

Types 3 10

Device-K Sales Plan by Product TypeDevice-K Sales Plan by Product TypeSales 380%

Sales 380% # of Major

Types 3 10

# of Major Types

3 10

# of Major Types

3 10

2. Current state (Based on November data)

Actual output

First Pass Rate (FPR) target

Mp

Demand

Yield Rate targetYield Rate actual FPR actual

Actual output


Mp

Demand



Mp

Demand


Mp

Demand


Scratches are most often identified at inspection: 48%of assembly defects

End of November, 2008Metrics Target ActualOutput /Demand 100% 99.2%Yield Rate 97% 85.2%First Pass Rate (FPR) 90% 65.1%

End of November, 2008Metrics Target ActualOutput /Demand 100% 99.2%Yield Rate 97% 85.2%First Pass Rate (FPR) 90% 65.1%

Not improved in these three months!

92% of defects were caused by Assembly!

Bad chip

Assembly defects

Bad Chip vs. Assemb ly Defects

Bad chip

Assembly defects

Bad chip

Assembly defects

Assembly defects

Bad Chip vs. Assemb ly DefectsMost scratches are repaired by re-poli shing = Waste!

re-polishing

NG:Scratches

Inspection

About 20 sec. /p

(1) Z eroscratches!(2) Reduce missed crimps of 12% FPR = 90%

* Based on November data

4-2. Trial-1: On-line inspection just after line #1 crimper

Exit of crimper On-line inspection!4-3. Second observation: types of scratches

Straight28%

Rounded70%

Others2%

Fixing crimper head 4 also reduced missed crimp defects. Observed only in line #2 Next go see-2

Observed in all lines Punch press?

4-4. Hypothesis & go see-2: First step of assembly line #2?

From punch press Straight scratches are observed here!

Entrance of line #2

Blade spring

Small pimple!

#123

4

Action itemFix crimper head

Dec. 5th 12th 19th 26th Jan.

Fix blade springOn-line inspection Trial Prep. 2-shift inspection

Responsibility StatusDoneDoneOn track

Mary & Jack with Facility Team

JimmyMgr. Assembly

Reduce inventories between processes

Stop machines alternativelyMaintainImplement VM Team On

track

2nd week of Dec, 2008Metr ics Target Actual

Yield Rate 97% 95.0%FPR 90% 90.2%

2nd week of Dec, 2008Metr ics Target Actual

Yield Rate 97% 95.0%FPR 90% 90.2%

(1) Remaining Defects1) Scratches (2%)2) Missed crimp (1%) 3) Others

(2) “Why”after current countermeasures1) Broken head – why?2) Pimple – why?

#2#3

#1

#2#3

#1

#2#3

#1

4-1. Hypothesis & go see -1: Assembly line #2?

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How to Manage in a Lean Environment


IntermediateShop floor managers and supervisorsTwo to four hour classroom style presentationThis presentation is designed to provide an overview of NEW role of a manger in a Lean Environment. Participants will learn principles of:

Roles and responsibilities of a manager Line site daily Team meetings Eyes for Waste and Eyes for Flow Process Audits – discipline building activities Management daily Walk-About process Visual management Performance management Schedule attainment Continuous improvement of process efficiencies

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Shop Floor Management - Standardized Work for SupervisorsLevel:Audience:Format:Description:

IntermediateShop floor managers and supervisorsOne day classroom style WorkshopThis presentation is help supervisors and managers develop standardized methods for their activities. Participants will learn:

How to develop roles and responsibilities for supervisors and managers

How to develop a time-based set of standards for managing your area of responsibility

Principles of process ownership How to establish operating rules and procedures in order to

meet company goals, objectives and expectations – quality, cost and delivery

How to monitor and audit performance of each “Lean” process

Make sure that all rules, regulations and policies are followed

Report results on a regular basis

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Hishin Kanri Kaizen Event – developing True North

Suggested reading: “Getting the Right Things done” by Pascal Dennis


AdvancedSenior ManagementTwo to three day classroom style WorkshopThis workshop is designed to help senior management to develop strategic plans. During this workshop participants will learn how: Hoshin Kanri methodology can be applied to Strategy

Deployment process throughout the Company Hoshin Kanri methodology provides a planning structure for

bringing critical processes up to the desired level of performance

It provides a systematic approach to managing changes and improvements in the organization

Hoshin Kanri strives to provide management a methodology for creating consensus about fundamental changes in the organization

During this workshops participants will actually develop their first draft of a company strategy plans

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Lean in ManufacturingOperational Lean Methodologies

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Introduction to Standardized Work

Participants will learn about: History of Standardized Work Benefits of Standardized Work Standardized Work charts and forms Why Standardized Work is called a foundation of Kaizen

This presentation will include small team exercises, games and video simulations

Level:Audience:

Format:Description:


Suggested reading: “Creating Continuous Flow” by Mike Rother and Rick Harris.

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Introduction to Quick Changeover process - SMED

Participants will learn principles of: What is Zero Changeover Gaining a practical grasp of Changeover lost time Recording and analyzing Changeover operation Eliminating set-up waste Eliminating exchange of dies waste Eliminating adjustment waste Process improvements vs. technology improvements


Level:Audience:

Format:Description:


Suggested reading: “Kaizen for Quick Changeover” by Kenichi Sekine and Keisuke Arai.

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Flexible Cell Design

Participants will learn: Principles of flow: people flow, materials flow and work flow How to design and arrangement all manufacturing

equipment, people, machines and methods that support continuous flow production

What is a “one-piece flow” – 1x1 How correct cell design will significantly reduce

transportation, inventory, and waiting time while improving quality, delivery, and costs

Traditional production line design vs. flexible “U” shape cell design

How to design a flexible work cell to support changes in production demands – ups and downs


Level:Audience:

Format:Description:

IntermediateOpen to all, but designed for manufacturing engineers, leaders, specialists, supervisors and managersThree hour classroom style presentationDrill

Mill Mill

Lathe

Press Wash

2

45

2

4 3

1

3

1

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Materials ManagementClassroom style training combined with shop floor activities

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Five Year Material Strategy Plan

This presentation is designed to introduce the audience to lean principles of Materials Management – Materials and Information Flow

What are some of the key elements of materials management used by Toyota and why they are so different from a traditional why of managing materials

What new Materials Organization is needed to support these new activities

How to purchase materials and schedule production based a Kanban system NOT on a MRP driven forecast system

How to reduce, control and maintain inventory levels How to develop a five year Materials Strategy for your

organization

Level:Audience:

Format:Description:

IntermediateOpen to all, but designed for production planners, buyers, inventory analysts and materials managersTwo to four hour classroom style presentation

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Production Planning – Kanban based Pull System

This presentation is designed to introduce the audience to lean principles of Production Planning based on a Customer driven Takt Time

Participants will learn how the meaning of and how to apply a TPS principles – Material flow dictates information flow

This is where materials from this point upstream will be pulled through by the use of key lean tools such as marketplaces, Kanbans, timed material withdrawal and FIFO queues

Participants will about different types of production Kanbans, production scheduling boards, how to schedule batch production process vs. 1x1 production process

What is a Pacemaker process and what is its role

Level:Audience:

Format:Description:

IntermediateOpen to all, but designed for production planners, buyers, inventory analysts and materials managersTwo to four hour classroom style presentation

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Introduction to PFEP – Plan for Every Part

Level:Audience:

Format:Description:

AdvancedOpen to all, but designed for production planners, buyers, inventory analysts and materials managersTwo to four hour classroom style presentationIn this presentation participants will learn:

What PFEP is How to create a PFEP data base How to start developing “plans for every part” How to use PFEP to start creating Purchased Parts or

Finished Goods Supermarkets How to use PFEP to set-up material delivery routes (Milk

Runs) How to calculate a number of Kanbans required for each

part How to develop a future state PFEP to reduce and control

inventory levels

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=F0a96Xe0zpQSjM&tbnid=7UeEy_rQTEzeEM:&ved=0CAUQjRw&url=http://www.lean-production-expert.de/lean-production/pfep-plan-for-every-part.html&ei=Y-fxUaD8NLOx4AP6uIHQDA&psig=AFQjCNHMP3uwwoLyxRUcON81hnUg5WwnQw&ust=1374894293180860

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How to design a Materials Supermarket

Level:Audience:

Format:Description:


About key design principles of a materials Supermarket How to start designing supermarkets for purchased parts,

finished goods and WIP inventories (mini-markets) What are visual management recommendations for

supermarkets Key concepts of a supermarket design:

Supermarket Layout Categorization – parts’ groupings Storage / Racking Addressing Couple/De-couple Tugging And more …

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Introduction to Kanban based Pull System

Level:Audience:

Format:Description:


About Kanban is a practical tool of Just-in-Time manufacturing for controlling production and movement and delivery of materials and parts

How Kanban card signals to produce or to deliver necessary parts, in necessary quantities, at the necessary time, in the most economical manner

What are the different types of a Kanban for delivery and production

What is a Pull System and how it works What are the advantages of a Kanban based Pull system vs.

traditional MRP system

http://www.google.ca/url?sa=i&rct=j&q=kanban+card&source=images&cd=&docid=U0WUJFBvuCEuLM&tbnid=nF9MqEUs4vx2JM:&ved=0CAUQjRw&url=http://www.resourcesystemsconsulting.com/blog/kanban-calculation/&ei=CGn4UYCVCpPJ4AOkhIHQCg&bvm=bv.49967636,d.dmg&psig=AFQjCNFS0laFIveA4suezbltZoeSUxYZbQ&ust=1375320700851068

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Material Delivery Methods

Level:Audience:

Format:Description:


About two types of material delivery methods: Time based (regular schedule) - deliveries based on

a regular schedule, aka “Milk Run” Random based - deliveries based on a “as needed”

signal Rules and regulations and operating principles of material

delivery methods – “Line Ready” components Different type of equipment used for delivering materials How to define and standardize delivery routes How to design Point-of-Use (Parts Presentation at the Line)

racks

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Training WorkshopsClassroom style training combined with shop floor activities

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Gemba Walk – Practical Introduction to Lean


IntermediateShop floor employees, supervisors and managers8 hour classroom style workshop + shop floor activitiesThis is a full day workshop combining classroom style training with shop floor visits. The workshop is based on a teaching principle of Hear-See-Do. After each training session participants will move to the shop floor where they will audit process and methods described in a training session. The topics for this workshop are:

Introduction to TPS / Lean 7 Types of Waste Principles of 5 S Visual Management Gemba walk Materials Management Standardized Work

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=LUYBuG_Rx7aFmM&tbnid=SCFN9f_5GBHjPM:&ved=0CAUQjRw&url=http://www.shmula.com/in-their-natural-environment/1723/&ei=Nd5jUqyZE7av4AO6vYHwDg&psig=AFQjCNG5iNu3CUXGd5sAz4gLH_MCRPQnRw&ust=1382363039160471

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Workplace Organization – 5S Practical Workshop


IntermediateShop floor employees, supervisors and managers8 hour classroom style workshop + shop floor activitiesThis is a full day workshop combining classroom style training with shop floor activities. This workshop is designed to help the Leader (Supervisor) to implement a 5S program in a specific area of the operation (shop floor or warehouse). During the workshop participants will:

Learn principles of 5S Learn why the Workplace Organization is a starting point

of Continuous Improvement Why organization and orderliness are a foundation for

achieving zero defects, cost reductions and safety improvements

Learn a sequence of implementation of a 5S event Learn why without Workplace Organization discipline you

will not be able to implement Lean Transformation successfully

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Value Stream Mapping Workshop

This workshop is based on a book by John Shook and Mike Rother called “Learning to See”.

Participants must complete introduction Lean, introduction to VSM and introduction to Kaizen prior to attending this workshop

Participants will be required to create a current VSM for an existing process and develop a future state VSM include process improvement recommendations.

The workshop will conclude with a management style presentation

Maximum classroom size is 24 participants

Level:Audience:

Format:Description:

IntermediateOpen to all, but designed for manufacturing engineers, leaders, specialists, supervisors and managersTwo days classroom style workshop + shop floor activities

Suggested reading: “Learning to See” by John Shook and Mike Rother.

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TWI JI - Job Instructions Training


IntermediateShop floor Leaders and above, engineers and specialist10 hours of classroom training delivered in 3 or 5 days


Participants will learn: About a history of TWI training and how it became a

foundation of TPS How TWI training is essential for developing supervisory and

leadership skills Four major elements of the TWI JI

• roles and responsibilities of a Leader• how to create a Job Breakdown sheet• how to teach adults• how to develop training timetables.

Why TWI training should be used as first step towards standardization

Maximum classroom size is 12 participantsEach participant will be given a homework assignment and will be required to demonstrate abilities to teach following the TWI model.

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Advanced – Understand A3 Thinking


AdvancedShop floor Leaders and above, engineers and specialist8 hour classroom style workshop + homework assignmentParticipants will learn:

How to define a problem. What is a problem? Difference between fixing a problem and solving a problem What is a Problem Solving “A3” report and how to use it What are the basic elements of a A3 report What are A3 reports used for What are the approval steps of a A3 problem solving

processEach participant is expected to develop a simple draft of a A3 report based on a problem they selected for this training.

Suggested reading: “Understanding A3 Thinking” by Art Smalley and Durward K. Sobek

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Managing to Learn - MTL

This workshop is based on a book “Managing to Learn” by John Shook.

Level:Audience:

Format:Description:

AdvancedOpen to all, but designed for manufacturing engineers, leaders, specialists, supervisors and managersTwo day classroom style workshop + individual activitiesThis workshop will teach participants how to use the A3 management process to solve problems, gain agreement and lead. Participants will gain hands-on experience in improving their Problem Solving skills by:

Writing A3s Reading and reviewing A3s Responding and evaluating A3s

They also will: Learn key concepts of writing and presenting an A3 report Write and present their own A3 Read, listen, and coach others using the A3 process

Marek Piatkowski was certified by John Shook to deliver this workshop as designed by the “Managing to Learn” workbook.

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TPM – Creating Basic Stability Workshop

Level:Audience:

Format:Description:

AdvancedOpen to all, but designed for manufacturing engineers, leaders, specialists, supervisors and managersOne day classroom style workshop + shop floor activitiesCreating basic stability will teach participants:

Different types of equipment breakdowns Difference between repairs and maintenance What is Total Preventive Maintenance – TPM How to design mistake proofing – Poka Yoke What is Multi Skilled maintenance What is a roles of a multi-skilled maintenance person Prevention of equipment breakdowns Maximum classroom size is 24 participants

Suggested reading: “Creating Level Pull” by Art Smalley.

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Creating Continuous Flow Workshop

Level:Audience:

Format:Description:

AdvancedOpen to all, but designed for manufacturing engineers, leaders, specialists, supervisors and managersOne day classroom style workshop + shop floor activitiesThis workshop is based on a book by Kiyoshi Suzaki called “The New Manufacturing Challenge” – techniques for continuous improvement. In this workshop participants will learn about:

Continuous flow of production Principles of 1x1 – one by one, single piece flow Machine layout designed for flow Work cell design – people flow and materials flow Separation of man’s work from machine’s work Parts presentation at a Line Creating Continuous flow Maximum classroom size is 24 participants

Suggested reading: “The New Manufacturing Challenge” by Kiyoshi Suzaki.

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Standardized Work - Workshop

Level:Audience:

Format:Description:

AdvancedOpen to all, but designed for manufacturing engineers, leaders, specialists, supervisors and managersOne day classroom style workshop + shop floor activitiesIn this workshop participants will learn about:

What Standardized Work is – what are best know work practices

How to collect information and complete Standardized Work charts

How to balance a Line Work cell design – people flow and materials flow Standard Work-in-Process inventory How to develop Waste free Standardized Work Maximum classroom size is 24 participants

This workshop will include small team exercises, games and video simulations

Suggested reading: “Creating Continuous Flow” by Mike Rother and Rick Harris.

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Toyota KATA – Coaching KATA Workshop

Level:Audience:

Format:Description:

AdvancedOpen to all, but designed for managers, project leaders, specialists and supervisorsOne day classroom style workshop + shop floor activitiesThis workshop is based on “Improvement KATA Handbook” developed by Mike Rother. Participants will learn about:

A systematic way to develop and sustain continuous improvement, adapt to change and an innovative way to manage the organization.

A way to standardized how the members of an organization develop solutions. The IK/CK make creative work teachable.

Practice patterns to embed in daily work

Suggested reading: “Toyota KATA” by Mike Rother


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Toyota KATA – Improvement KATA Workshop

Level:Audience:

Format:Description:

AdvancedOpen to all, but designed for managers, project leaders, specialists and supervisorsOne day classroom style workshopUpon completion of this workshop Participants will learn about:

Understand principle behavior patterns at the core of the Improvement Kata methodology

Provide participants with the knowledge of fundamental routines, mindset, and behavioral routine practices of Improvement KATA

Enable participants to experience the behavioral routines of Toyota KATA including the Improvement KATA and the Coaching KATA through interactive, hands-on experience

Suggested reading: “Toyota KATA” by Mike Rother


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Kaizen Events“Learning-by-Doing” - Shop floor process improvement events

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Changeover and Set-up Reductions – SMED Kaizen

Level:Audience:

Format:Description:

AdvancedShop floor operators, engineers, leaders, specialists, supervisors and managersThree days classroom style training + shop floor activitiesThis is a Kaizen style workshop: Participants will be involved in a real changeover process

improvement event for a selected line or a press Classroom training will cover all theoretical elements of a set-

up reduction process. Including preparation stage, exchange of dies and clean up and adjustments.

Participants will video tape an actual changeover process and identify all external and internal activities.

The workshop will conclude with a management style presentation

Maximum classroom size is 12 participants

Suggested reading: “Kaizen for Quick Changeover” by Kenichi Sekine and Keisuke Arai.

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Stop Time Analysis – Kaizen Workshop

Level:Audience:

Format:Description:

AdvancedOpen to all, but designed for manufacturing engineers, leaders, specialists, supervisors and managers8 hour classroom style workshop + shop floor activitiesThis workshop is designed to learn how to set up, evaluate and analyze the current problems with an existing (operating) production Line. At the end of this Kaizen Workshop participant will develop a list of countermeasures (solutions) of how to improve the efficiency of the Line. Topics and activities presented in this workshop include:

Ability to sense abnormalities Jidoka – stop and fix the problem Line Stops – fixed position stop systems Prevention of passing defects Machine stops – principles of Pokayoke Prevention of equipment breakdowns

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Materials Management – Kaizen Event

This is real Kaizen workshop designed to improve materials handling and management in a specific area of the operation (shop floor or warehouse)

Participants will create a current state Value Stream Map and design a future state (6 months) VSM

In a classroom environment participants will create a PFEP data base, design racks for parts storage, delivery routes and methods of material deliveries, calculate min/max levels of inventories and create a Kanban system

Participants will create production scheduling boards, material delivery boards (Kanban boards) and critical elements of supermarket visual management (fixed locations and variable locations)

This Kaizen event will conclude with a Management Presentation

Level:Audience:

Format:Description:

AdvancedMaterials managers, production planners, buyers, inventory analysts and material handlersFive days classroom style training + shop floor activities

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Standardized Work - Kaizen Event

M /C # 5

M /C # 3

WIP

R / M

M /C # 4

M /C # 2

M /C # 1

R / M

WIP

WIP

Sequence of Implementation

1.Select Production Line or a Cell

7. Implement Standardized Work

6. Kaizen - process improvements

Cr eated by:

Wor k Element s(Wor king or Walking - Waiting is NOT a work element) # 1 # 2 # 3 # 4 # 5

1 Load cross bar 4.5 3.5 5.5 7.0 4.5 VA 4.5 A lot of w alking

2 Load C bracket 6.5 4.5 5.5 5.5 VA 5.5 A lot of w alking

3 Insert pins and screws 7.0 6.0 7.0 6.0 VA 6.0 Us ing both hands

4 Start the machine 1.0 1.0 1.0 1.0 NVW 1.0

Waiting for machine to cycle 7.0 7.0 7.0 7.0 W 7.0 Waiting - 7 seconds

5 Unload C bracket 4.5 10.0 4.5 4.5 VA 4.5 Walk and inspect

6 Unload cross bar 5.0 5.0 4.0 4.0 VA 4.0 Walk and inspect

Total 25.5 30.0 27.5 28.0 25.5

Par t Description

PROCESS CAPACITY SHEET

Notes#Best

Time**

Operator Cycle TimesO per ator Time O bser vations

Tot al Cycle Times Type of Wor k*

Line / Section Date

Cre ated by :

# 1 # 2 # 3 # 4 # 5

1 Gear Cut - GC614 34 32 37 33 32 5 28 332 Chamfer - CH228 14 13 12 13 13 6 7 133 Gear Cut - GC 1444 46 43 45 42 43 6 38 444 Gear Cut - GC 1445 35 39 32 37 36 6 30 365 Test - TS1110 10 9 11 11 9 7 3 10

Total 139 136 137 136 133 30 106 136

PROCESS CAPAC ITY SHEET

Machine Auto Time Not esMachine Description#

Machine Cycle Time*

Machine Capac ityMachine Time O bservat ions

Machine Cycle Times Obser vat ions Manual Time

J.F .GaudetteMachi ne / Sec tion Date Part Des crip tion

Gear Machining 07.03.09 8" Pinion Gear

Machine

4.Calculate Process Capacity

Man

INITIAL OBSERVATION SHEET .

Proces s Name / Addres s: Manufacturing Cell DDate:

04.03.11

Ro ugh Sk etch of a Proce ss 1. pattern drtivern onto capanello2. etsblno momento f rinvertp lagunad seca 3. ingotment dfrromgn drafter mondureato 4. picken dtiremnto5. installatzione drivento

7. wlk away from the unit unt smhmi len8. ih ki nde finito9. stndo tsrtto forgetito moento

Compl eted b y: AndrewMacPhai l Junior

Qualit y Check Saf ety Standard I n-Process-Stock

Operato r Cycle Times

Number of Shi ft s

3Cri t ical Operat ion

Observ. # 1 Observ. # 2 Observ. # 3 Observ . # 4 Observ. # 5 C/T

39 42

301020

44 41 45.5 37

7.2Wo rk Elements

6. test minutorgen

Workin g Hours per Shif t TAKT TIM ECustomer Requi rement s

M/C # 5

M/C # 3

WI P

R/ M

M/C # 4

M/C # 2

M/C # 1

R/ M

WIP

WIP

3.Capture current situation

2.Calculate TaktTime or PCT

5.Analyze Current Situation

5

10

15

20

25

30

D2 - 26

Takt Time = 27 sec

D2 - 10 D2 - 12 D2 - 14 D2 - 16 D2 - 18 PP - 01 D2 - 01PP - 03

5

10

15

20

25

30

D2 - 26

Takt Time = 27 sec

D2 - 10 D2 - 12 D2 - 14 D2 - 16 D2 - 18 PP - 01 D2 - 01PP - 03


1. Clarify the Goal






1. Clarify the Goal





Level:Audience:

Format:Description:

AdvancedOpen to all, but designed for manufacturing engineers, leaders, specialists, supervisors and managersFive days classroom style training + shop floor activities This is real Kaizen workshop designed to implement

Standardized Work in a specific area of the operation (shop floor or warehouse)

Participants will start by selecting a specific production line or a work cell

They will capture current situation by calculating Takt Time, observing and measuring machine and operator cycle times

They will calculate process capacity, develop operator balance charts, analyze collected data and recommend process improvements

Participants, working with operator, will implement standardized work recommendations on the shop floor by make layout changes, work sequence changes, parts presentation changes and implementing new material flow

This Kaizen event will conclude with a Management Presentation

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TWI Job Instructions – Train-the-Trainer


AdvancedInternal TrainersThree hour sessions/day - delivered in five days


This is a Train-the-Trainer workshop for the TWI Job Instruction. Upon completion of this workshops participants will be certified to deliver a TWI Job Instructions training. During this workshop participants will: Learn how to deliver a TWI JI training Learn four major elements of the TWI JI – roles and

responsibilities of a Leader, how to create a Job Breakdown sheet, how to teach adults and how to develop training timetables.

Have an opportunity to practice presentation and delivery skills

Given all necessary skills and materials needed to deliver the TWI JI training

Demonstrate ability to teach in order to be certifiedPrior to attending this workshops participants must complete the TWI Job Instruction training.

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Management and Consulting ServicesMarek Piatkowski

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Marek Piatkowski also provides management and consulting services in the following areas:

Lean Transformation Strategy Efficiencies and Process Improvements using TPS/Lean

Methodologies Supply Chain Management Strategy Team Leader based Organization New Plant Start-ups New employee and promotion selection process Quality Circles Suggestion program Training recommendations for implementing Lean Lean Assessment Lean Accounting

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Changing the World. One Transformation at a timeThis presentation is an intellectual property of W3 Group Canada Inc.

No parts of this document can be copied or reproducedwithout written permission from:

Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631

Cell: 248-207-0416

[email protected]://twi-network.com


[email protected]



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