Lean Manager School - Day 1 - Visual Control

Cliquez pour modifier les styles du texte du masque,Deuxime niveau,Troisime niveau,Quatrime niveau,Cinquime niveau,131,Lean Manager School - 23 September 2008,Cliquez et modifiez le titre,Lean Manager School - Day 1,Cochin, 23 September 2008,25 Lean Managers and 5 Lean Directors,Day 1 - Visual Control & Red Bin review,Tuesday September 23,rd,Time,Content,Speaker,8 h 00,Introduction and safety rules,George Varghese,8 h 30,Lean initiative organization and targets,Yves Merel,9 h 30,Lean system with 4 levers over 6 chapters,Yves Merel,10 h 30,Coffee break,10 h 45,Factories visit & observations (3 groups),Kaliappan Uthandaraman,12 h 30,Observations conclusions,Yves Merel,13 h 00,Lunch,14 h 00,Red Bin review methodology & Torino example,Jose Hernandez,14 h 45,Red Bin review exercise (6 groups),Jose Hernandez,15 h 45,Coffee break,16 h 00,Exercise conclusion,Jose Hernandez,16 h 15,Lean KPI calculation and reports,Tom Moyer,17 h 00,Visual Control standards,Yves Merel,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,Day 2 SMED Workshop,Wednesday September 24,th,Time,Content,Speaker,8 h 00,Q&A on day 1 content,Yves Merel,8 h 15,SMED for EPEI reduction,Bertrand Guery,8 h 45,SMED workshop methodology & Nantong example,Bertrand Guery,9 h 15,EPEI assessment exercise (groups 1 & 2),Kaliappan Uthandaraman,9 h 15 bis,SMED game (groups 3 & 4),Bertrand Guery &,Yves Merel,10 h 30,Coffee break,10 h 45,Changeover observation exercise (2 groups),Bertrand Guery,&,Yves Merel,12 h 00,Exercise conclusion,Bertrand Guery,12 h 30,Lunch,13 h 30,SMED game (groups 1 & 2),Bertrand Guery &,Yves Merel,13 h 30 bis,EPEI assessment exercise (groups 3 & 4),Kaliappan Uthandaraman,14 h 45,Coffee break,15 h 00,Changeover video analysis exercises (6 groups),Bertrand Guery,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,Day 3 Hoshin Workshop,Thursday September 25,th,Time,Content,Speaker,8 h 00,Q&A on day 1 & 2 contents,Yves Merel,8 h 15,Variability reduction for labor efficiency,Yves Merel,8 h 30,20 cycles timing exercise on video (1 group),Tom Moyer,9 h 15,Hoshin workshop methodology & Tatabanya example,Tom Moyer,10 h 00,Coffee break,10 h 15,Lego game (2 groups),Tom Moyer & Yves Merel,12 h 15,5S methodology to prepare every workshop,Tom Moyer,13 h 00,Lunch,14 h 00,Cycle time diagram,exercises (4 groups),Tom Moyer,15 h 30,Exercise conclusion,Tom Moyer,16 h 00,Coffee break,16 h 15,Single piece flow and small boxes videos,Yves Merel,16 h 45,Standardized Work process and videos,Yves Merel,17 h 00,Product / Process Matrix for workshop plan,Yves Merel,17 h 30,Conclusion of the 3 days at Cochin,George Varghese,18 h 00,End,Day 1 - Visual Control & Red Bin review,Tuesday September 23,rd,Time,Content,Speaker,8 h 00,Introduction and safety rules,George Varghese,8 h 30,Lean initiative organization and targets,Yves Merel,9 h 30,Lean system with 4 levers over 6 chapters,Yves Merel,10 h 30,Coffee break,10 h 45,Factories visit & observations (3 groups),Kaliappan Uthandaraman,12 h 30,Observations conclusions,Yves Merel,13 h 00,Lunch,14 h 00,Red Bin review methodology & Torino example,Jose Hernandez,14 h 45,Red Bin review exercise (6 groups),Jose Hernandez,15 h 45,Coffee break,16 h 00,Exercise conclusion,Jose Hernandez,16 h 15,Lean KPI calculation and reports,Tom Moyer,17 h 00,Visual Control standards,Yves Merel,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,Day 1 - Visual Control & Red Bin review,Tuesday September 23,rd,Time,Content,Speaker,8 h 00,Introduction and safety rules,George Varghese,8 h 30,Lean initiative organization and targets,Yves Merel,9 h 30,Lean system with 4 levers over 6 chapters,Yves Merel,10 h 30,Coffee break,10 h 45,Factories visit & observations (3 groups),Kaliappan Uthandaraman,12 h 30,Observations conclusions,Yves Merel,13 h 00,Lunch,14 h 00,Red Bin review methodology & Torino example,Jose Hernandez,14 h 45,Red Bin review exercise (6 groups),Jose Hernandez,15 h 45,Coffee break,16 h 00,Exercise conclusion,Jose Hernandez,16 h 15,Lean KPI calculation and reports,Tom Moyer,17 h 00,Visual Control standards,Yves Merel,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,Bishop customer survey comparison by region,In terms of overall customer perception, FCI is ranked between 17 and 21,Why a lean manufacturing initiative,Lean is not about reducing costs in production or improving cash. It is about:,Quality,Service to Customer,People empowerment (including above all safety),Supply chain,Efficiency,Capital expenditure reduction,But even more importantly, it is all about having a,vision, a vision about the people you are managing, and may be also a vision about the way you understand your job and your personal life,What is the FCI Lean manufacturing System?,A specific plant organisation, which fosters team work and people empowerment,A set of standardised tools,A library of best practices across the group,Road maps of shop floor improvement actions for each plant,A set of common shop floor indicators and templates which will track and demonstrate actual improvements,A network of Lean managers,A network of “franchised” technical consultants who can be mobilised to support improvement activities across the group,Lean Launch Seminars,3 kickoff seminars was held to explain the Lean Initiative goals and principles,27-29 May 2008 at Jurong-ELX, Senai-ELX, Loyang-MIC for Asia,03-04 September 2008 at Lincoln-EPI, Littleton-EPI for Americas,10-11 September 2008 at Tatabanya-MVL for Europe,130 attendees came from all Plants and Headquarters,Plant Managers and Directors,Lean Managers and Directors,Operations Managers and Directors,Supply Chain Managers and Directors,Quality Managers and Directors,Human Resources Managers and Directors,Executive Committee Vice-Presidents,Regional Lean Reviews,Starting in October 2008, we will lead Regional Lean Reviews,Alternatively in Americas, Europe and Asia,During 2 days,Each time in a different plant,For all the Plant General Managers, Production Managers and Lean Managers of the region,It will be each time focused on a specific Lean management tool,We will discover the host plant, review improvements off all plants, practice Lean analysis and share good practices experiences,Lean Initiative Team,Yves Merel,Main focus:,FCI Lean Sense,Overall Organization of the initiative,Safety,Bertrand Guery (part time),Main focus:,SMED and TPM,Jos Hernandez,Main focus:,Plant Quality,Tom Moyer,Main focus:,Hoshin and Standardized Work,Americas,Gilbert Pineau,Main focus:,Plant Flow,A full time dedicated Lean Manager for every plant,Lean Manager School,Cochin Sept 23:Visual Control & Red Bin review,Cochin Sept 24:SMED Workshop,Cochin Sept 25:Hoshin Workshop & Standardized Work,Littleton Oct 28:TPM Workshop,Littleton Oct 29:QRQC Workshop & Go 1,st,Part,Littleton Oct 30:Shop Stock & Small Train,Epernon Nov 18:Supermarket & Truck Prep Areas,Epernon Nov 19:Cardboard Engineering,Epernon Nov 20:Workshop Plan with Pierre Vareille,Work between Lean Manager School cessions,Due to the high cost of this training course, we want to make sure attendees lead Workshops as trained and get benefits,Every Lean Manager should lead one workshop per month,In October you are asked to lead a SMED Workshop, since applicable at every plant and in line with the 2009 Flow Time priority,Choose with your Plant Manager the cell to optimize,Come to the October and November cessions with your Workshop Boards to review the difficulties you will have experienced,Based workshops opportunities mapping, build between the cessions your workshop plan,On November 20th, Pierre Vareille will join us at Epernon to review every single attendees work accomplished on October workshop, November workshop and workshop plan.,Lean COO visits,Plant Lean visits will be held,By Pierre Vareille, Yves Merel and Freddy Ball,15 in a meeting room (standard presentation), 4/6 hours on the floor,To review the KPIs continuous improvement speed,To review the recent Lean tools implementations and recommend some adjustments on the method,To suggest opportunities of improvements,Our target is to visit each plant at least once a year,Pierre Vareilles personal commitments,Control personally the deployment of the initiative,Follow up personally the lean monthly reports and give feedback,Visit all plants once a year,Organise a Lean conference once a year,All Executive Committee meetings to start with a safety review,When relevant,Safety plan to be included in the budget and quarterly reviews,Safety performance to be included in Plant Managers bonus,By the end of 2010 (within 28 months),We are targeting to,CUT WASTE BY HALF,Based on the level1 KPIs it means that by end of 2010 (and starting in September 2008), our targets are to:,Cut Customer Complaints by,HALF,Cut Plant Flow Time by,HALF,Reduce Service MPM by,HALF,Increase throughput on wages by a,QUARTER,(on the proven basis that half of the labor is efficient and half is wasted),Decrease our Capex on sales percentage from 5.6% in 2007 to 4.8% (,HALF,way to the final target of 4%),By the end of 2010,However, as safety is our first and most important responsibility, and because letting our colleagues work in a non safe environment is totally unacceptable, we will cut the number of lost time accidents by,THREE QUARTERS,Every month,Starting in September 2008, every plant will improve their:,Number of accidents by,3%,every month,(when relevant),Customer Complaintsby,2%,every month,Plant Flow Timeby,2%,every month,Service MPMby,2%,every month,Throughput / wages by,1%,every month,Capex % on sales by,0.4%,every 6 months*,*: for all KPIs except Capex % - improvement will be measured on a 6 months rolling average compared to average from March to August 2008,for one ambition,Our goal is to become the benchmark in our industry in terms of market share and sales growth, profit and people empowerment,(Pierre Vareille, Management Days 3 March 2008),Day 1 - Visual Control & Red Bin review,Tuesday September 23,rd,Time,Content,Speaker,8 h 00,Introduction and safety rules,George Varghese,8 h 30,Lean initiative organization and targets,Yves Merel,9 h 30,Lean system with 4 levers over 6 chapters,Yves Merel,10 h 30,Coffee break,10 h 45,Factories visit & observations (3 groups),Kaliappan Uthandaraman,12 h 30,Observations conclusions,Yves Merel,13 h 00,Lunch,14 h 00,Red Bin review methodology & Torino example,Jose Hernandez,14 h 45,Red Bin review exercise (6 groups),Jose Hernandez,15 h 45,Coffee break,16 h 00,Exercise conclusion,Jose Hernandez,16 h 15,Lean KPI calculation and reports,Tom Moyer,17 h 00,Visual Control standards,Yves Merel,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,6 Lean chapters in manufacturing,1 - Quality,: When the customers are not demanding enough but anyway are fed up dealing with our defective products,2 - Service,: When the customers are not demanding enough but anyway are fed up dealing with our late deliveries,3 - Empowerment,: To allow everyone in his own perimeter to contribute to the companys improvement,4 - Supply chain,: To save surface, transportation, labor, scrap, but mainly to drive the processes stability improvement,5 - Efficiency,: To save labor time for better competitiveness,6 - Capex,: To avoid unnecessary investments by maximizing equipment utilization and flexibility,4 levers to drive the continuous improvement,Visual Control Systems,to share with,everybody on shop floor,the problems and allow quick reactions,Management Routines,to,decentralize management,at workstations,Problem Solving Workshops,to see the wastes and launch the,continuous improvement,Key Performance Indicators,to,challenge the speed,of continuous improvement,Lean tools,Empowerment,Quality,Service,Supply Chain,Efficiency,Capex,Visual control systems,SuggestionsTeam Skills Matrix,Red BinGo 1,st,Part,Truck Prep AreaShop StockSupermarket,Small TrainMilk Run,Production Analysis Board,Production FilmP-P Matrix,Management routines,Barometer,Red Bin Review,Pull System Check,Leveled MPS,Standardized Work,TPM Review,Problem solving workshops,Safety 8D,QRQC,SMED,Value Stream Mapping,Hoshin,Cardboard Engineering,TPM,KPI challenge,Accidents,(-3% /month),Complaints,(-2% /month),MPM,(-2% /month),Flow Time,(-2% /month),Throughput / Wages,(+1% /month),Capex / Sales,(-0.4% /6month),Quick response control,The faster a problem is identified, the easier will be the correction,It allows to see the point of cause (when and where it went wrong),When possible make the problem visible immediately by the person who can correct it,On line detection and first defect stop,Keep the stock where produced not where used,Otherwise make it visible and review it frequently,Keep the defectives parts in a Red Bin at cell,Check every truck is prepared one day ahead,Hourly compare the quantity produced to ideal target,It wastes time to review weekly or monthly the performances,To get a rough image of what happened youll need statistics,But the worst is not being aware of any problem to fix,Visual control systems,4 questions to answer by walking around on the shop floor :,Does everybody see immediately if today is a good day, good hour?,Does everybody see without ambiguity the standard way to work?,Does everybody see what is the main problem?,Does everybody see what is done to improve?,Visual control systems,Visual control systems have to be simple and clear enough to highlight the problems (gap to target, gap to standard),When possible use physical systems, such as red bin, flow racks and kanban cards,Otherwise use very simple and clear information, such as floor marking, colors code, andon and hand written boards,IT systems are never good enough for immediate information sharing at workstation,Management routines,Visual control systems will not drive continuous improvement without support functions and managers caring for the operators problems,Management routines consist of regular shop floor meetings oriented on quick reaction to control problems,Management routines are aimed to decentralize the management process to the real place, at the real time, with the real data,Management routines pull support functions and managers out of their offices to help operators on the shop floor,Problem solving workshops,A workshop is aimed to solve a specific problem,With a cross functional team (including operators),With a target (at least half the waste),With a time constraint (3 days),With a step by step analysis method (Lean standard),It is based on the PDCA process to test hypotheses to find the true root cause,It is a training practice to teach people,To see the waste on the shop floor,To suggest quick, cheap and simple actions,PDCA,P,lan,Grasp the situation to correctly understand the problem,Analyze to get realistic hypothesis,Plan rigorous tests with measurement method and expectation,D,o,Perform the test plan,C,heck,Observe and measure the influence of each hypothesis,Compare to expectations,A,ct,Conclude if you have to test others hypothesis or decide to consolidate by updating some standards,4 sources of suggestions,Problem solving workshops,The cross functional team will suggest and implement many improvements. They record them on “Lean workshop board”,Team improvement,Each team should work together on their own problems. They use “problem follow up sheet”,Individual suggestions,A suggestion system should allow everyone to propose improvements and get feedback,Quick response control,When decisions are taken immediately to fix problems, they are recorded on a “Kaizen board”,Suggestions process targets,Every single person of the company should take part at least,once in 2 years,to a 3 day problem solving workshop,Every single team,should have selected and worked together on,1 improvement at one time,Every single individual suggestion should get supervisor,feedback by the following day,latest,Overall the number of suggestions implemented should exceed,1 suggestion / person / month,PLANT GENERAL MANAGER,APU MANAGER,SUPERVISOR,PLANT,Team,APU (Autonomous Production Unit),=,TEAMLEADERS,APU Support functions:,Maintenance,Tooling maintenance,Production scheduling,Production quality,Current production engineering,Plant Support functions:,HR,Finance,Quality System,Lean,New production engineering,Logistics,Typical organization,PRODUCT OR PROCESS LINE,Team,Team,Lean Manager mission,The Lean Manager helps the plant to constantly improve Quality, Service, Empowerment, Supply chain, Efficiency and Capex utilization through rigorous application of the standard Lean tools,He drives cultural change to help management adopting lean thinking, shop floor attitude (where the action takes place); he fosters people development and empowerment,As a member of the “Lean Network”, he makes constant efforts to become proficient in lean tools,Lean Manager activities,Develop the Lean Visual Control systems at Group standards,Train Supervisors and Managers on how to use the Lean Visual Control systems and how to perform the Lean Management routines,Participate to the Policy Deployment of the plant, by building and following up the Problem Solving workshops plan and the Lean training plan,Lead Problem Solving workshops at Group standards,Strive systematically for manufacturing improvement opportunities,Validate the new product/process to make sure the cell standards are all properly defined,Make sure Lean KPIs are calculated at Group standards and report monthly Lean activities status,Communicate Good Practices across the company through the Lean Network,Lean Manager line reporting & profile,LINE REPORTING,Direct report to the Plant General Manager,Indirect report to the Regional Lean Manufacturing Director,Full time job,PROFILE,Expert in Lean tools (or at minimum aware of them and willing to learn),Hands-on, willing to spend most of his time on the floor,Ready to travel extensively,Convincing, persistent, good facilitator and trainer,Communication skills, open minded and positive attitude: wants to help,Manufacturing experience is a plus (process engineering wished),Day 1 - Visual Control & Red Bin review,Tuesday September 23,rd,Time,Content,Speaker,8 h 00,Introduction and safety rules,George Varghese,8 h 30,Lean initiative organization and targets,Yves Merel,9 h 30,Lean system with 4 levers over 6 chapters,Yves Merel,10 h 30,Coffee break,10 h 45,Factories visit & observations (3 groups),Kaliappan Uthandaraman,12 h 30,Observations conclusions,Yves Merel,13 h 00,Lunch,14 h 00,Red Bin review methodology & Torino example,Jose Hernandez,14 h 45,Red Bin review exercise (6 groups),Jose Hernandez,15 h 45,Coffee break,16 h 00,Exercise conclusion,Jose Hernandez,16 h 15,Lean KPI calculation and reports,Tom Moyer,17 h 00,Visual Control standards,Yves Merel,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,Day 1 - Visual Control & Red Bin review,Tuesday September 23,rd,Time,Content,Speaker,8 h 00,Introduction and safety rules,George Varghese,8 h 30,Lean initiative organization and targets,Yves Merel,9 h 30,Lean system with 4 levers over 6 chapters,Yves Merel,10 h 30,Coffee break,10 h 45,Factories visit & observations (3 groups),Kaliappan Uthandaraman,12 h 30,Observations conclusions,Yves Merel,13 h 00,Lunch,14 h 00,Red Bin review methodology & Torino example,Jose Hernandez,14 h 45,Red Bin review exercise (6 groups),Jose Hernandez,15 h 45,Coffee break,16 h 00,Exercise conclusion,Jose Hernandez,16 h 15,Lean KPI calculation and reports,Tom Moyer,17 h 00,Visual Control standards,Yves Merel,17 h 30,Conclusion of the day,Yves Merel,18 h 00,End,People efficiency 1,st,group,Mark each occurrence once as seen