Lean
Manufacturing
–
Johnson
Ma3hey
(ECT)
Our
Principles,
Our
Way
of
Working
Our
Founda7ons
Lean
and
ECT
Our
Principles,
Our
Way
of
Working
Our
Principles
First
of
all
let’s
dispel
a
myth……
There
is
no
formula,
or
rigid
path
However
there
are
some
basic
requisites,
You
must
:-‐
•
Have
a
desire
to
improve
using
a
Lean
approach
•
Be
able
to
determine
what’s
right
for
Your
people
and
Your
business
•
Be
prepared
to
have
a
go
(c.f.
Intelligent
Fast
Failure
–
Jack
[Link])
Going
Lean
and
Staying
Lean
A
model
that
mirrors
our
experience
within
ECT
–
Chris
CraycraU,
Whirlpool
Kaizen Blitz
Source - Staying Lean, Not Just Surviving (P Hines/P Found/G Griffiths/R Harrison LERC 2008 )
MoAvaAonal
Theories
The
Fundamentals
of
a
Lean
Culture
–
Our
Long
Term
Goal
Maslow’s
Heirarchy
of
Needs
Sa7sfy
lower
level
needs
to
allow
employees
to
achieve
self
actualisa7on
Herzberg’s
MoAvaAonal
Theory
Eliminate
work
disa7sfiers
(‘Hygiene’)
to
create
posi7ve
sa7sfiers
Lean
and
ECT
Our
Founda7ons
Our
FoundaAons
Involve,
Inform
and
Empower
People
Introduce
Proven
Structured
Improvement
Techniques
Establishment
of
Stability
by
Reducing
Varia7on
Our
FoundaAons
-‐
Involve,
Inform
and
Empower
People
Make
it
obvious
to
everyone
how
their
area
is
func4oning,
The
5S
and
Visual
Factory
(VF)
elements
• 5S
is
the
establishment
of
Visual
Order
• The
VF
captures
the
Performance
of
an
area,
it
should
provide
informa7on
that
tells
you
within:-‐
30
seconds
-‐
the
issues
are
affec7ng
performance
3
minutes
-‐
what
steps
are
being
progressed
to
address
these
issues
DemonstraAon
How
many
coloured
circles?
How
many
of
each
colour?
Are
there
any
missing?
Lean
–
A
DemonstraAon
Our
FoundaAons
Main
InformaAon
Centre
-‐
Engine
Test
Facility
CCC
strip
tracker
CCC
strip
Weekly
All
Interrupt
22/9
15/9
Ran
out
of
fuel
Change
over
IBC
and
PT
Check
fuel
on
KS
Cells
tes7ng
restart
Kamishibai
board
Overall
OEE
Performance
for
Engine
Test
TC3
Performance
figures
from
the
3
diesel
cells
in
TC3
An
increase
of
OEE
of
15%
across
the
3
cells:-‐
Equivalent
net
capacity
gain
of
one
test
cell
Our
FoundaAons
-‐
Structured
Improvement
Techniques
Iden4fy
the
appropriate
tool
for
the
situa4on.
For
the
purpose
of
our
journey
we
have
only
needed
to
use
simple,
proven
techniques
Problem
Solving
Tools
• CCC
Strips
and
the
Deming
PDCA
cycle
• 5
Minute
Kaizen,
staggering
results
through
simplicity
• Structured
Kaizen
and/or
A3
(CIS)
problem
solving
for
more
complex
or
repeat
problems
Other
Lean
Temple
Tools
(most
commonly
used)
• QCO
(to
reduce
changeover
down7me)
• Yamazumi
(
or
workload
balancing,
to
reduce
boilenecks)
5
Minute
Kaizen
5 Minute Kaizen 5 Minute Kaizen
Kaizen Team: Pete Riley
Kaizen Location Line 6 Date: December 2011
Reason For Kaizen Implementation
Category Improvement £ Savings Time Savings
Plan
Safety
Drier tray inserts continually working loose, making it difficult to locate Cost
blocks in trays and causing rejects when they fall over. Efficiency Easier to locate blocks 10 minutes per day
Productivity
Quality Less damaged parts (4) per week £170 per week
Sustainability
Action Taken Detail savings in terms of per amount e.g. shift, hour, pallet, part
Total Savings etc……..
Obtained locking nuts from Maintenance and fitted them to all the trays Annual saving = £1,500 in rejects + 42 Man hours
to prevent the nuts and bolts from coming loose.
Do
Yokoten
Potential to Share
Anytime lost through waiting,
W waiting for a signature,
substrate, ingredient,
paperwork etc
Detail Achieved Improvements Anytime a job is processed No longer have to
No need to continually re-tighten nuts and bolts
Blocks no longer fall over
O that we do not have an order
for, performing tasks that the
continually re-tighten
customer is not paying for. and bolts
nuts
Time saved as it is easier to locate blocks into slots in trays Using resources to put right
R errors that have occurred
due to parts not being right Less
first time.
rejects
Any excess movement to do
M a task, leaving workstation
to find information, parts or Easier to locate blocks
Check
tools.
Any process is potentially
Highlight Any Waste Categories Reviewed
P wasteful. Look at all steps in
a process and try to focus
on any unnecessary steps.
Any inventory in excess of
I what is needed to satisfy
immediate customers is
considered waste.
All transportation of
Shift Supervisor Sign Off :
T materials or information
beyond that required to
satisfy customers is waste.
P.T.O. for estimates of savings, Kaizen and WORMPIT explanations
5
Minute
Kaizen
Titles
of
the
Kaizen
maier
• Reduce
Opera4ng
Temperature
• Produc4vity
Improvements
to
eliminate
over4me
• Reusable
Packaging
• Mercury
Recovery
• Reduce
Sample
Volume
• Compressed
Air
Leak
Detec4on
and
Repair
• Reduce
Washings
via
S4rrer
Op4misa4on
(Kaizen
of
the
Month)
……PEOPLE
Concern
InvesAgaAon
Sheet
Our
FoundaAons
-‐
Establish
Stability
The
establishment
of
Standard
Work
creates
the
template
to
agree
and
communicate
best
prac4ce.
5S,
VF
and
Improvement
Techniques
provide
the
plaNorm
for
this
next
phase
An
important
element
of
Standard
Work
is
its
7me
based
control
to
ensure
that
everyone
is
able
to
work
to
the
same
quality
in
the
same
7me
period
i.e.
to
reduce
varia7on.
• Short
Cycle
(seconds)
• Long
Cycle
(minutes/hours)
We
use
problem
solving
to
address
this
varia7on
and
some
simple
balancing
tools
to
redistribute
workload
(another
form
of
varia7on)
e.g.
a
Yamazumi.
Yamazumi
(Re-‐Balancing
‘Point’
Bo3lenecks)
Cataly7c
Filter
Plant
(1.5
second
improvement/part,
a
14%
reduc7on)
10.5
SWES 5192
10
0.3 sec
SWES 5151
9.5 0.5 sec
SWES 5144
9 0.5 sec
SWES 5096 SWES 5096
8.5
7.5
7 2.0 sec 2.0 sec
SWES 5096 SWES 5096
6.5
0.8 sec 0.8 sec
6 SWES 5192
SWES 5146 SWES 5146
0.3 sec
SWES 5144
5.5
0.5 sec
SWES 5088 SWES 5088
5
4.5
4 1.3 sec 1.3 sec
2.5 sec SWES 5180 2.5 sec SWES 5180
3.5
SWES 5097 SWES 5097
2.5 1.5 sec 1.5 sec
SWES 5093 SWES 5093
1.5
1 1.5 sec 1.5 sec
Before
AUer
