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Part Development AB
Make Daily Kaizen a Success!
Henric Alsterman, Ph.D.
Author & Lean Management Coach
Part Development AB
Background
1983-1994 ASEA-ABB apprentice, Service Technician,
Superviser and Production Engineer
1994-1995 Electronic Production Ericsson
1995-1999 Royal institute of Tech, Master
1999-2004 Royal institute of Tech, PhD flexible production
2004-2005 Royal institute of Tech, Ass Prof, Micro Assembly
2005- Part Development AB, Lean Management Coach &
Trainer, CEO
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The Lean Success Book Series
The leaders
role in Lean:
Lean in theory
and practice:The employees
role in Lean:
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Topics
General Lean intro
Standardization and deviations
A structure for Daily kaizen
Example of Lean Case in Sweden
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How do we Improve Results?
Reduce waste
More staff
More and better equipment
Increase working hours
Work harder
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Generating Results
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Values
Describe how we want to relate
to our stakeholders
Balance!
Important in order to create a
sound culture
Lean, not mean
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Lean Principles
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Methods/Ways of Working
Describe how to do things
This is where leaders should put their daily focus
Ways of working are more important than results in the shortterm
If we apply the right ways of working in the right way, we willhave the right results
Success Factor
Focus on agreed ways of working, not results!
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How do we Deal with Excess
Resources?
Win/Win
Win/Lose
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Communicate a Positive
Lean Strategy
Short term: Expand improvement work to further
increase speed and improve results
Longer term: Expand the business by for
example:
Insourcing Expand the product-/service range Increase the number of hospital beds Increase market share through price reductions Etc.
Success Factor
There must be something in it for everyone!
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STANDARDIZATION AND
DEVIATIONS
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Standard
Description of the best currently known and agreed
way to:
Perform tasks Store information, tools etc. Follow up work Hand over to the next process
Necessary to detect what is not normal
Tells right from wrong (deviations)
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Deviation
Result or event that deviates from what is normal
(standard)
Should be easy for everyone to detect (visual) A concrete form of waste
May be related to:
Quality Time Cost
Success Factor
Standardization is the foundation for daily kaizen!
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Relation to Standard
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Question Ways of Working
Encourage the detection of deviations
You get what you ask for
Improvements are about improving
conditions to do things right A bad way of working will
lead to a bad result
Success Factor:
Always question ways of working, NOT people!
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CONTINUOUS
IMPROVEMENTS CI)
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Use Proper Fuel
Daily CI should be based on:
1. Detected deviations
2. Good ideas
Implementing good ideas maybe an improvement May as well fix something that is not broken
Solving deviations wi l l be an improvement!
The limited improvement resources are well spent
Success Factor
Deviations should be the main fuel for CI!
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Deviations?
Planned Outcome
2 hour
2 hour
2 hour
2 hour
1,5 hour
1 hour
3 hour
2,5 hour
Workday
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Improvement Team
One team per improvement area
Common prioritization and follow-up
Individual task responsibility
1 + 1 > 2
Acceptance
Success Factor
Organize in improvement teams with distinct responsibilities
and powers!
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Solve, Dont just Fix!
Success Factor
Solve, dont just fix!
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PDCA Applied to Daily Kaizen
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Improvement boardThe hub in the improvement work
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PDCA Applied to Daily Kaizen
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Improvement boardThe hub in the improvement work
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PDCA Applied to Daily Kaizen
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PICK Chart
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Improve in Small Steps
High pace is important to create commitment
Improvements in small steps Small victories often No improvement is too small to be made
Slow and sluggish Efficient with frequent wins
Success Factor:
Strive to win small victories often!
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Improvement boardThe hub in the improvement work
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PDCA Applied to Daily Kaizen
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Analyze with 5 Why?
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PDCA Applied to Daily Kaizen
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PDCA Applied to Daily Kaizen
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Improvement boardThe hub in the improvement work
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PDCA Applied to Daily Kaizen
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PDCA Applied to Daily Kaizen
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Improvement boardThe hub in the improvement work
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Everyone should be Involved
All employees have two equally important tasks:
Perform assigned work
Improve ways of working
All leaders have two equally important tasks: Develop the skills of their employees
Improve ways of working (in leadership)
All organizational levels should be involved
Leaders and support functions should act as resources to theimprovement team
Rapid feedback important for commitment
Success Factor
Involve all organizational levels!
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Lean Case
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General Approach Part
Development
Pre-study
What can be achieved?
Action Plan
Sequence and speed
Lean Management
Solid knowledge of Lean in Management Team
Support while management to develop their own
organization Train the Trainer approach
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Case Electronic Producer
From 4000 products to 6 product families New Layout, SMD + wave soldering in common 6 distinct assembly groups based on processes (not customers)
New general layout
Management issue Flow oriented Visual
Group layout Employee issue
Education Current State Customer demands Future State Planning and control Group responsible (supported)
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SMD
Baseline: Chaos
Poor output Poor quality Long internal setup times Long external setup times Missing materials (no physical clearance) Long lead times
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Identifying of the big problems
Measured by the employees
Setup, Machine problems, components in tubes
3 key things to work with
Keep the machines running (follow up)
Minimize setup time (follow up and permanent loadedcomponents )
Avoid hand mounting (constant feedback and put on tapeon reel)
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Some results in 12 months
Output SMD 3 times more (with 2 times more
setups!)
External Setup Time (average) from 360 to 95
minutes
Internal Setup Time (average) from more than 40
minutes to 12 minutes
Better Quality
More motivated Employees
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Success factors
Use Lean principles
Focus on the details (Gemba)
Focus on Lead time
Involve, the group is responsible for what they
own
Measure
Lead to the solution, create knowledge (dont
solve)
Be prepared for hard work, or do something else
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Further Interest?
LEANTurn Deviations into Success!
Provides deeper understanding of Lean from a Western
perspective
LEADERSHIPMaking Lean a Success!
Explains in a concrete way what it takes to lead an
organization towards Lean
Books available at partdevelopment.com:
The Employee Guide to Success
Improve with Lean!
An easy-to-read description of the most central parts of Lean
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QUESTIONS?
Thank you for your attention!
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