system kaizen approach may 2015

Lean Production PDCA A3

Business Case Initial Condition Target Condition Implementation Indicators Approval

System Kaizen Process

“You

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2

“Lean Production” stands for...

…the complete and through elimination of waste to reduce the timeline from receipt of customer order to delivery.

...increase of efficiency and standardization by continuous improvements.

... a philosophy, as well as production techniques, for “cutting the fat” from production processes.

...the highest quality, lowest cost, shortest lead time...

... customer orientation,

orientation for quality and cost

reduction.

...A business system for organizing and managing product development, operations, suppliers, and customer relations that require less human effort, less space, less capital, less material, and less time to make products with fewer defects to precise customer desires.

...quick and agile as it provides the flexibility and speed to design and produce a wide variety of products customized to specific orders and delivered with extremely short lead times.

…the right part, in the right quantity,

at the right moment, in the right quality,

at the right place.

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Plan, Do, Check, Act (PDCA)

An improvement cycle based on the scientific method of proposing a change in a process, implementing the change, measuring the results, and taking appropriate action.

The PDCA cycle has four stages:

1. Plan: Determine goals for a process and needed changes to achieve them.

2. Do: Implement the changes.

3. Check: Evaluate the results in terms of performance.

4. Act: Stabilize and Standardize the change or begin the cycle again, depending on the results.

Plan

Do

Check

ActGrasp the

SituationStandardize

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A one page storyboard on 11”x17” paper, commonly known as A3-size paper. Logic flows from the top left to the bottom right, and each box leads to the next one.

An A3 includes both analysis (number-crunching) and synthesis (storytelling). It’s a practice of getting the problem, the analysis, the corrective actions, and the action plan on a single sheet of paper.

The primary purpose of the A3 is to gain a shared understanding of critical issues in order to solve problems and get results.

A3 Report

Initial Condition:

Target Condition:

Implementation:

Approval

Indicators

Background / Business Case:

Project Name:

A3 Report

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A3 Report

Initial Condition:

Target Condition:

Implementation:

Approval

Indicators


Project Name:

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Define the Business Case

Increasing Customer expectations require

improved quality, delivery, and cost

Need to improve cost competitiveness to survive in a global

economy

- Growth/New Markets- Inventory Turnover- ROI Capital- Cost Reductions / Increase Margins

$

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A3 – Document Business Case


Project Name: Hose Line Productivity Improvement

1. Increasing customer expectations and pressure require improvements in quality, delivery, and cost. 2. Need to improve cost competitiveness.

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The LEAN Journey

Initial Condition

IDEAL Condition

•100% Value Add•0 Defects (Internal)•One Piece Continuous Flow•Human Development•Value to Society

•Hidden Waste (Problems)•Poor Equipment Efficiency•Poor Labor Efficiency•High Defect Rates•Large Batches• Infrequent improvement

Unclear Journey

Before you can begin the journey you must “Grasp the Initial Condition”.

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Grasp the Initial Condition

Walk / Observe the Value Stream(s) from shipping to receiving.

Map the Process- Value Stream Map- Flow Chart- Spaghetti Diagram- Bubble Diagram- Work Flow

CustomerSupplier

Final AssemblyFabrication #2Fabrication #1

MRP

Finished Goods Control

Daily

Customer Schedule

MRP

Component Control

Supplier Orders (Weekly EDI)

Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

Expedited

20 min

1 Day 1 Day

30 min

2 Days

20 min

4 Days RM Production Lead Time = 8.3 Days

Processing Lead Time = 70 min. (0.6%)

Kanban Rack

Kan

ban

Rac

kK

anba

n R

ack

HFV6 Jumper

Tube Punch

Sort

Table

Washer DrainRack

WasherDrainRack

FCB

ench

Tool Chest

2.7L EF1042

Bead Checker E

F005

3 - H

it

EF0061 - Hit

WIP

Rack EF007

3 - Hit

EF008 EF009 EF0012 - Hit

EF10412.7

EF0152 - Hit

Drop

Auto Loader

2.7L JR &

LHS

kive & P

unch

Load U

nload

Electric 110V

EF0042 - Hit

EF0042 - Hit Load Unload

EF M

achineE

F010

Robot

Guarding

Gua

rdin

g

Guarding

Robot Controller

3

5

6

3

6

7

5

4

SP

C T

able

45

2

2

1

1

1

5

1

5

1

4

51

1

1

2

2

5

Template: Quick Connect - Red LineJumper - Blue Line

Cutter

Racetrack 1

Racetrack 2

Racetrack 3

Hose Assy 1

Hose Assy 2

HoseAssy 3

Crimp 1

Crimp 2

Crimp 3

Butter-Fly 1

Butter-Fly 2

Butter-Fly 3

Clench1

Clench2

Test, Inspect,Tape, Gauge,

And Pack1

1 x 3 x 3 x 3 x 1 x 2 x 1

= 54 different possible paths through production

Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad

Key Process IndicatorsIndicators: Current

Lead Time 8.3 days

WIP 12,168

Productivity (MH/100) 6.00

Bubble Diagram (# Paths) 54

OBC (% over ideal) 25%

Problems / Opportunities

CustomerSupplier


MRP


Daily

Customer Schedule

MRP

Component Control


Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

1

2

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

5

63

4

5

7

88

9

Expedited

10

8

20 min

1 Day 1 Day

30 min

2 Days

20 min



Problems / Opportunities:1. Supplier incoming quality2. Excessive RM amounts3. Excessive rework4. Poor equipment availability (OEE)5. Excessive WIP amounts6. Excessive lead-times (Muda)7. Multiple scheduling points (Push)8. Group leader managing scheduling9. Excessive logistic touches10. Premium freight cost

Barriers

Barriers:• Supplier Quality System• Poor OEE (59%) at Fab. 2

Other Relevant Data

Operator Balance Chart

26

5260

54

2820

0

10

20

30

40

50

60

70

80

90

Masco Washer Inspect/Pack

Value-Added Waiting Takt

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A3 – Document Initial Condition



1. Increasing customer expectations and pressure require improvements in quality, delivery, and cost.

2. Need to improve cost competitiveness.

Initial Condition:CustomerSupplier


MRP


Daily

Customer Schedule

MRP

Component Control


Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

1

2

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

5

63

4

5

7

88

9

Expedited

10

8

20 min

1 Day 1 Day

30 min

2 Days

20 min



Kanban Rack

Kan

ban

Rac

kK

anba

n R

ack

HFV6 Jumper

Tube Punch

Sort

Table

Washer DrainRack

WasherDrainRack

FCB

ench

Tool Chest

2.7L EF1042

Bead Checker E

F005

3 - H

it

EF0061 - Hit

WIP

Rack EF007

3 - Hit

EF008 EF009 EF0012 - Hit

EF10412.7

EF0152 - Hit

DropAuto

Loader

2.7L JR &

LHS

kive & P

unch

Load U

nload

Ele

ctric 11

0V

EF0042 - Hit


EF M

achineE

F010

Robot

Guarding

Gu

ard

ing

Guarding

Robot Cont roller

3

5

6

3

6

7

5

4

SP

C T

able

45

2

2

1

1

1

5

1

5

1

4

51

1

1

2

2

5


Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad




26

5260

54

2820

0

10

20

30

40

50

60

70

80

90



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Prioritize Problems / Opportunities

Cost, Effort, Time

Impact1 2

3 4

StartHere

Work in this direction

Do not work here!

Work on High Impact, Low Effort Activities

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The LEAN Journey

Initial Condition

IDEAL Condition



Unclear Journey

Once the Initial Condition is thoroughly understood the next step is to define a Target Condition assuring a magnetic pull towards the Ideal Condition.

Target Condition

Unclear Journey

The Target Condition should be a short term vision that is attainable and measured in days/weeks not months/years.

Initial Condition

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Define the Target Condition

Map the Future StateCustomer

Supplier

Pacemaker

Customer SpecificScheduling PointComplexity Split

Fabrication #2Fabrication #1

FIFO

Cross Dock or Supplier

Warehouse

MRP

AdP Finished Goods Control

Daily

Customer Schedule

Overseas Suppliers

MRP

AdP Component

Control

A

Source Global Feel Local

Supplier Orders (Weekly EDI) Customer

Orders (Weekly EDI)

Daily Orders

e-Kanban

3x Day

Green Loop (A Component Suppliers)

Line side “A” component Supermarket MIN/MAX

FG Supermarket MIN/MAX

FG located/visualized in

manufacturing building warehouse

ASN

O X O X O X

RM located/visualized in


Warehouse (RM)

NAFTA Suppliers

RM delivered to POU locations established by value stream

(A Items) EPE Day or Shipment Window then

strive to shorten over time

Ridged MIN/MAX Rules – Minimum

level inventoryCycle + Buffer + Safety Stocks

EPEI Goal to match the pacemaker

Ridged MIN/MAX Rules – Minimum level

inventory


20 Min. Loops

1 Day on hand RM

Daily Deliveries

Key Process Indicators

Indicators: Current Target Delta

Lead Time 8.3 days 4.0 days -52%

WIP 12,168 7614 -37%

Productivity (MH/100)

6.00 4.78 -20%

Bubble Diagram (# Paths)

54 2 -96%

OBC (% over ideal)

25% 8% -68%

Verbal Description

• Reduce from 3 Operators to 2 in Upper Machining

• Elimination of 106 seconds of labor in Upper Machining

• OEE > 88% (with FWD)• OEE >70% (w/o FWD)

Other Graphical Analysis


67 60

7

0

10

20

30

40

50

60

70

80

Machining Inspect/Pack


Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad

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A3 – Document Target Condition







MRP


Daily

Customer Schedule

MRP

Component Control


Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

1

2

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

5

63

4

5

7

88

9

Expedited

10

8

20 min

1 Day 1 Day

30 min

2 Days

20 min



Kanban Rack

Kan

ban

Rac

kK

anba

n R

ack

HFV6 Jumper

Tube Punch

Sort

Table

Washer DrainRack

WasherDrainRack

FCB

ench

Tool Chest

2.7L EF1042

Bead Checker E

F005

3 - H

it

EF0061 - Hit

WIP

Rack EF007

3 - Hit

EF008 EF009 EF0012 - Hit

EF10412.7

EF0152 - Hit

DropAuto

Loader

2.7L JR &

LHS

kive & P

unch

Load U

nload

Ele

ctric 11

0V

EF0042 - Hit


EF M

achineE

F010

Robot

Guarding

Gu

ard

ing

Guarding

Robot Cont roller

3

5

6

3

6

7

5

4

SP

C T

able

45

2

2

1

1

1

5

1

5

1

4

51

1

1

2

2

5


Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad




26

5260

54

2820

0

10

20

30

40

50

60

70

80

90



Target Condition:Customer

Supplier

Pacemaker



FIFO


Warehouse

MRP


Daily

Customer Schedule

Overseas Suppliers

MRP

AdP Component

Control

A



Orders (Weekly EDI)

Daily Orders

e-Kanban

3x Day






ASN

O X O X O X



Warehouse (RM)

NAFTA Suppliers








inventory


20 Min. Loops

1 Day on hand RM

Daily Deliveries

Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad


67 60

7

0

10

20

30

40

50

60

70

80






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Create an Implementation Plan

Implementation:

# Task Resp.Person

Target Date

Feb 05

Mar 05

Apr 05

May 05

Jun 05

Jul 05

Aug 05

Sep 05

Oct 05

Nov 05

Review Review

1 Fix Clamping to eliminate operator checking clamp force

Roger Marshall

4/1/05

2 Reprogram Masco to separate operator from machine (PCT=88)

Grant Glasscock

5/1/05

3 Standardize Blow-off (PCT=77)

Brian Zolman

3/1/05

4 Improve clamp/ unclamp speed (PCT=75)

Roger Marshall

4/1/05

5 Improve fixture rotation rate (PCT=74)

Grant Glasscock

4/1/05

6 ROI Analysis: Re-balance Gantry (13 sec reduction)

Grant Glasscock

5/1/05

7 ROI Analysis: Re-balance Masco (PCT=70)

Matt Jacoby 5/1/05

8 ROI Analysis: Blow-off machine (PCT=63)

Roger Marshall

4/1/05

9 Reduce from 3 to 2 operators per shift on Lower Machining cell

Roger Marshall

7/1/05

10 Reduce from 3 to 2 operators per shift on Finishing cell

Roger Marshall

9/1/05

Task description with specific, quantifiable

expected resultsResponsible Person


Planned Start / Completion

- Plan Start

- Act Start

- Plan Compl.

- Act. Compl.

- ReviewPlanning:

Periodic evaluation of progress against planned timing and

results

Evaluation:

X- On Target

- Behind Target

- In Trouble

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A3 – Document Implementation Plan







MRP


Daily

Customer Schedule

MRP

Component Control


Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

1

2

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

5

63

4

5

7

88

9

Expedited

10

8

20 min

1 Day 1 Day

30 min

2 Days

20 min



Kanban Rack

Kan

ban

Rac

kK

anba

n R

ack

HFV6 Jumper

Tube Punch

Sort

Table

Washer DrainRack

WasherDrainRack

FCB

ench

Tool Chest

2.7L EF1042

Bead Checker E

F00

53

- Hit

EF0061 - Hit

WIP

Rack EF007

3 - Hit

EF008 EF009 EF0012 - Hit

EF10412.7

EF0152 - Hit

Drop

Auto Loader

2.7L JR &

LHS

kive & P

unch

Load

U

nload

Electric

110V

EF0042 - Hit


EF M

achine

EF010

Robot

Guarding

Gua

rdin

g

Gua

rding

Robot Cont roller

3

5

6

3

6

7

5

4

SP

C T

able

45

2

2

1

1

1

5

1

5

1

4

51

1

1

2

2

5


Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad




26

5260

54

2820

0

10

20

30

40

50

60

70

80

90




Supplier

Pacemaker



FIFO


Warehouse

MRP


Daily

Customer Schedule

Overseas Suppliers

MRP

AdP Component

Control

A



Orders (Weekly EDI)

Daily Orders

e-Kanban

3x Day






ASN

O X O X O X



Warehouse (RM)

NAFTA Suppliers








inventory


20 Min. Loops

1 Day on hand RM

Daily Deliveries

Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad


67 60

7

0

10

20

30

40

50

60

70

80






Implementation:Implementation:# Task Resp.

PersonTarget Date

Feb 05

Mar 05

Apr 05

May 05

Jun 05

Jul 05

Aug 05

Sep 05

Oct 05

Nov 05

Review Review


Roger Marshall

4/1/05


Grant Glasscock

5/1/05


Brian Zolman

3/1/05


Roger Marshall

4/1/05


Grant Glasscock

4/1/05


Grant Glasscock

5/1/05


Matt Jacoby 5/1/05


Roger Marshall

4/1/05


Roger Marshall

7/1/05


Roger Marshall

9/1/05

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Identify Expected Results

Tangible Metric Improvements

Indicators: Current Target Delta Intangibles:

Lead Time 1.52 days .95 days -37% Less variation in the assembly process

Lower C/O time by 66%Similar results can be achieved on the

APOX1 and ASOX assembly linesLabor productivity stability at a wide

range of demandReduced material handling and

conveyance of WIP

WIP 12,168 7614 -37%

Productivity (MH/100) 6.00 4.78 -20%

Bubble Diagram (Paths) 54 2 -96%

OBC (% over ideal) 25% 8% -68%

WIP Value $13,624 $8,525 -$5,099

Labor Cost ($/year) $352,000 $253,500 -$98,500

Tangible Cost ImprovementsIntangibles

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A3 – Document the KPI’s and Expected Results







MRP


Daily

Customer Schedule

MRP

Component Control


Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

1

2

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

5

63

4

5

7

88

9

Expedited

10

8

20 min

1 Day 1 Day

30 min

2 Days

20 min



Kanban Rack

Kan

ban

Rac

kK

anba

n R

ack

HFV6 Jumper

Tube Punch

Sort

Table

Washer DrainRack

WasherDrainRack

FCB

ench

Tool Chest

2.7L EF1042

Bead Checker E

F00

53

- Hit

EF0061 - Hit

WIP

Rack EF007

3 - Hit

EF008 EF009 EF0012 - Hit

EF10412.7

EF0152 - Hit

Drop

Auto Loader

2.7L JR &

LHS

kive & P

unch

Load

U

nload

Electric

110V

EF0042 - Hit


EF M

achine

EF010

Robot

Guarding

Gua

rdin

g

Gua

rding

Robot Cont roller

3

5

6

3

6

7

5

4

SP

C T

able

45

2

2

1

1

1

5

1

5

1

4

51

1

1

2

2

5


Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad




26

5260

54

2820

0

10

20

30

40

50

60

70

80

90




Supplier

Pacemaker



FIFO


Warehouse

MRP


Daily

Customer Schedule

Overseas Suppliers

MRP

AdP Component

Control

A



Orders (Weekly EDI)

Daily Orders

e-Kanban

3x Day






ASN

O X O X O X



Warehouse (RM)

NAFTA Suppliers








inventory


20 Min. Loops

1 Day on hand RM

Daily Deliveries

Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad


67 60

7

0

10

20

30

40

50

60

70

80







PersonTarget Date

Feb 05

Mar 05

Apr 05

May 05

Jun 05

Jul 05

Aug 05

Sep 05

Oct 05

Nov 05

Review Review


Roger Marshall

4/1/05


Grant Glasscock

5/1/05


Brian Zolman

3/1/05


Roger Marshall

4/1/05


Grant Glasscock

4/1/05


Grant Glasscock

5/1/05


Matt Jacoby 5/1/05


Roger Marshall

4/1/05


Roger Marshall

7/1/05


Roger Marshall

9/1/05

IndicatorsIndicators: Current Target Delta Intangibles:

Lead Time 1.52 days .95 days -37% Less variation in the assembly process Lower C/O time by 66% Similar results can be achieved on the

APOX1 and ASOX assembly lines Labor productivity stability at a wide

range of demand Reduced material handling and

conveyance of WIP

WIP 12,168 7614 -37%

Productivity (MH/100) 6.00 4.78 -20%



WIP Value $13,624 $8,525 -$5,099

Labor Cost ($/year) $352,000 $253,500 -$98,500

05/02/2023

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19

Seek Project Approval

Project Team Leader

Project Team Leader:Roger Smith

Team Members:Jim Fisher, Mark JohnsonSara LewisJohn Davis

Management:Tom Burdette

Team MembersManagement

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20

A3 – Document Project Approval







MRP


Daily

Customer Schedule

MRP

Component Control


Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

1

2

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

5

63

4

5

7

88

9

Expedited

10

8

20 min

1 Day 1 Day

30 min

2 Days

20 min



Kanban Rack

Kan

ban

Rac

kK

anba

n R

ack

HFV6 Jumper

Tube Punch

Sort

Table

Washer DrainRack

WasherDrainRack

FCB

ench

Tool Chest

2.7L EF1042

Bead Checker E

F00

53

- Hit

EF0061 - Hit

WIP

Rack EF007

3 - Hit

EF008 EF009 EF0012 - Hit

EF10412.7

EF0152 - Hit

Drop

Auto Loader

2.7L JR &

LHS

kive & P

unch

Load

U

nload

Electric

110V

EF0042 - Hit


EF M

achine

EF010

Robot

Guarding

Gua

rdin

g

Gua

rding

Robot Cont roller

3

5

6

3

6

7

5

4

SP

C T

able

45

2

2

1

1

1

5

1

5

1

4

51

1

1

2

2

5


Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad




26

5260

54

2820

0

10

20

30

40

50

60

70

80

90




Supplier

Pacemaker



FIFO


Warehouse

MRP


Daily

Customer Schedule

Overseas Suppliers

MRP

AdP Component

Control

A



Orders (Weekly EDI)

Daily Orders

e-Kanban

3x Day






ASN

O X O X O X



Warehouse (RM)

NAFTA Suppliers








inventory


20 Min. Loops

1 Day on hand RM

Daily Deliveries

Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad


67 60

7

0

10

20

30

40

50

60

70

80







PersonTarget Date

Feb 05

Mar 05

Apr 05

May 05

Jun 05

Jul 05

Aug 05

Sep 05

Oct 05

Nov 05

Review Review


Roger Marshall

4/1/05


Grant Glasscock

5/1/05


Brian Zolman

3/1/05


Roger Marshall

4/1/05


Grant Glasscock

4/1/05


Grant Glasscock

5/1/05


Matt Jacoby 5/1/05


Roger Marshall

4/1/05


Roger Marshall

7/1/05


Roger Marshall

9/1/05

IndicatorsIndicators: Current Target Delta Intangibles:

Lead Time 1.52 days .95 days -37% Less variation in the assembly process Lower C/O time by 66% Similar results can be achieved on the

APOX1 and ASOX assembly lines Labor productivity stability at a wide

range of demand Reduced material handling and

conveyance of WIP

WIP 12,168 7614 -37%

Productivity (MH/100) 6.00 4.78 -20%



WIP Value $13,624 $8,525 -$5,099

Labor Cost ($/year) $352,000 $253,500 -$98,500

Approval Project Team Leader:Roger Smith

Team Members:Jim Fisher, Mark JohnsonSara LewisJohn Davis

Management:Tom Burdette

05/02/2023

“You

r Val

ue S

trea

m Im

prov

emen

t Coa

ch”

21

The LEAN Journey

Now its time to work the plan. As you move forward on this journey additional barriers will be encountered.

Initial Condition

IDEAL Condition


Target Condition

Unclear Journey


Dodging barriers leads you away from the Ideal Condition. Barriers must be met head-on and eliminated!

Solutions to problems cannot involve diverting off the path to the Ideal Condition!

There can be no shortcuts!

Clear Plan

Barriers

Plan

Do

Check

ActGrasp

the Situation

05/02/2023

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22

The LEAN Journey

To achieve sustainability it is important to stabilize and standardize the system improvements; otherwise, improvements will regress over time.

Initial Condition

IDEAL Condition


Unclear Journey


The sustainability of system improvements will be achieved by the standardization and is the basis for the next improvement steps.

The standardization allows:• To measure and evaluate improvements.• The exchange of best practices with similar and equal tasks.

Standards

Target ConditionCurrent

State

05/02/2023

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23

Approach

Quick wins using Lean methodologies.Always tie projects to

dollars. Establish measurable benefits expected from each

project.

Quick pace of implementation

requires removal of organizational and

bureaucratic barriers.

05/02/2023

http://images.google.com/imgres?imgurl=http://www.peoplemaintenance.com/presenting_skills_files/image001.gif&imgrefurl=http://www.peoplemaintenance.com/presenting_skills.htm&start=164&h=330&w=358&sz=16&tbnid=WqbnW9Rc8o-aLM:&tbnh=112&tbnw=121&hl=en&prev=/images?q=remove+barriers&start=160&gbv=1&svnum=10&hl=en&sa=N

“You

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24

Process

Go to the Gemba for data.

“Grasp the Situation”

Start where the business need is

greatest. Select projects that yield the greatest

impact.A3 is a “working

document”.“Nemawashi”.

Prepare the ground for planting.

A consistent process is used repeatedly.


1. Increasing customer expectations and pressure require

improvements in quality, delivery, and cost.



A3 – Document Project Approval

Initial Condition:

Customer

Supplier Final Assemb ly

Fabrica ti on #2

Fabricati on

#1

MR P

Fin ished

Goods

Control

Daily

Customer Sched ule

MRP

Component

Control

Supplier Ord ers

(Week ly EDI )

Custo mer

Orders

(Week ly EDI )

Daily

Orders

AS N

Warehou se

RM

IWIP

Warehouse

FG

Daily Schedule

Daily Ship

Schedule

Shuttle

Shuttle

IWIP

1

2FTT = 98%

OEE = 70%

Sc rap = 2 %

Rewo rk = 1%

Upti me= 70%

EPEI = 3 - 10 Day s

FTT = 96 %

OEE= 50 %

Sc ra p= 2%

Rewo rk = 2%

Upti me= 70 %

EPEI = 2 - 5

Da ys

FTT= 94 %

OEE = 65 %

Scr ap= 2%

Re work = 4%

Up time= 75%

EP EI = 1 – 2 Day s

5

6

3

4

5

7

8

8

9

Expedited

10

8

20 min

1 Day

1 Day

30 min

2 Day s

20 mi n

4 Da ys RM

Pro duction Lea d T ime =

8.3 Day s

Pr oc ess ing Lead Time

= 70 mi n . ( 0. 6%)

Kanban Rack

Kanb

an

Ra

ck

Kanb

an

Rac

k

HFV 6

Jumper

Tube

Punch

Sort

Table

Washer

Drain

Rack

Washe r

Dra in

Rac k

FCBe

nc h

Tool Chest

2. 7L

EF1042

Value

Stream Map

Desc rip tion "Dan a Current F u ture

Stat e Map "

Endfo rm Spagh et ti Dia

gram

SI ZE

Fil e Nam e

Dr aw n B y:

REV

B

SHE ET

1 OF 1

Bead

Ch ecker

EF00

5

3 - H

it

EF006

1 - Hit

WI PRack

EF007

3 - Hit

EF008

EF009

EF001

2 - Hit

EF1041

2.7

EF015

2 - Hit

Cyl in der

Drop

Auto

Loader

2.7 L JR & LH

Skiv e & Punch

Lo a d

Un load

Elec tri c 110 V

EF004

2 - HitEF004

2 - Hit

Load Unload

EF Ma c hine

EF 01 0

Rob ot

Guardi ng

Guard

ing

Gu ard in g

Robo t

Cont r o ll er

35

6

3

6

7

5

4

SPC

Tab

le

4

52

21

1

1

51

5

1

4

511

1

2

2

5

Se per at e

Wor kshop

Te mpl ate :

Qui ck Con nect - Red L ine

Jump er - Bl ue L ine

Masco

RawWIP

RawA

B

Ranso-

hofffC

Bushing

Press

Gantry

Load

Problems / Opportunities:

1. Supplier incoming quality

2. Excessive RM amounts

3. Excessive rework

4. Poor equipment availability (OEE)

5. Excessive WIP amounts

6. Excessive lead-times (M

uda)

7. Multiple scheduling points (Push)

8. Group leader managing scheduling

9. Excessive logistic touches

10. Premium freight co

st

Barriers:

•Supplier Quality System

• Poor OEE (59%) at Fab. 2


26

52

6054

28

20

Value-AddedWaiting

Takt

Target Condition:

Customer

SupplierPacem

a ker

Customer Speci fi c

Schedul ing Poin

t

Co mplexity Spli t

Fa brica tion #2

Fab ricatio n #1

FIFOCro ss D ock or

Suppl ier

Ware hou se

MRP

AdP

Fin ished

Goods

Con trol

Daily

Cu stome r Sche dule

Overseas

Suppliers

MR P

AdP

Component

Control

A

Source Glob al Fe el Lo cal

Su pplier Orders

(Week ly EDI)

Custo mer

Orders

(Weekly EDI)

Dai ly

Orders

e-Kanba n

3x Day

Gre en Loop (A Component Suppliers )

Line side “A

” component

Su permarket MIN

/MAX

FG Supe rmarket

MIN/MAX

FG loca ted/

visual ized in

manufacturing

bui ldin g war ehouse

ASN

O X O X O X

RM located/

visual ized in

manufacturing

building wareh

ouse

Wa reho use (RM)

NAFTA

Supplie rs

RM del ivered to POU locations

establ is hed by value stream(A Items ) EP E Day or

Shi p ment W in dow then

stri ve to sh ort en over time

Ridg ed M IN/MAX

Rul es – Mi nimum

leve l i nven tory

Cycle + Buf fer +

Saf ety St ocks

EPEI Goa l to matc h th e

pa cema ker

Ridged M IN/MAX

Rul e s – Min imum le vel

invent or y

EPEI Goa l to m atch

the pace ma ke r

20 Mi n . Loop s

1 Day on hand RM

Dai ly Del iv eries

MascoRawWIP

RawA

B

Ranso-

hofffC

Bushing

Press

Gantry

Load


67

60

7

010

2030

4050

6070

80

MachiningInspect/Pack

Value-AddedWaiting

Takt

•Reduce from 3 Oper ators to 2 in Upper

Machining

•El imination of 106 seconds of labor in Upper

Machining

•OEE > 88% (with FWD)

•OEE >70% (w/o FWD)

Implementation:

Imp lementation:

#

Task

Resp.

Person

Target

Date

Feb 05

Mar 05

Apr 05

May 05

Jun 05

Jul 05

Aug

05

Sep 05

Oct 05

Nov 05

ReviewReview

1Fix Clamping to

el iminate operator

checking clamp force

Roger

Marshall

4/1/05

2Reprogram Masco to

sep arate operator from

machine (PCT=88)

Grant

Glasscock

5/1/05

3Standardize Blow-off

(PCT=77)

Brian

Zo lman

3/1/05

4Imp rove clamp/

unc lamp speed

(PCT=75)

Roger

Marshall

4/1/05

5Imp rove fixture rotation

rate (PCT=74)

Grant

Glasscock

4/1/05

6ROI Analys is : Re-

balance Gantry (13 sec

reduction)

Grant

Glasscock

5/1/05

7ROI An alysis: R

e-

balance Masco

(PCT=70)

Matt Jaco by 5/1/05

8ROI Analys is : Blow -off

mach ine (PCT=63)

Roger

Marshall

4/1/05

9Reduce from 3 to 2

op erators p er shift on

Lower Machining cel l

Roger

Marshall

7/1/05

10Reduce from 3 to 2

operators per shift on

Finishing cell

Roger

Marshall

9/1/05

Indicators

Indicators:

CurrentTarget

DeltaIntangibles:

Lead Time

1.52 days.95 days

-37%

Less variation in the assembly process

Lower C/O time by 66%

Similar results can be achieved on the

APOX1 and ASOX assembly lines

Labor productivity stability

at a wide

ran ge of demand

Reduced material handling and

conveyance of WIP

WIP

12,168

7614

-37%

Productivity (MH/100)

6.00

4.78

-20%

Bubble Diagram (Paths)

54

2

-96%

OBC (% over ideal)

25%

8%

-68%

WIP Value

$13,624$8,525

-$5,099

Labor Cost ($/year)

$352,000$253,500

-$98,500

Approval Project Team Leader:

Roger Smith

Team Members:

J im F isher , J ohn Davis

Mark J ohnson Scott Eric

Sara Lewis

Management:

Tom Burdette

Plan

Do

Check

ActGrasp the

SituationStandardize

05/02/2023

system kaizen approach may 2015

Documents