2013 Lean Round Tables
SME Downeast Chapter p 46
2013 Lean Round Tables
7W Wastes t and d Value V l Stream St Mapping M i Our panelists…
John Dohertyy
O1
Welcome!
Slide 3 O1
I still need to update this with the current attendees I may hide this next week if we don't have time to make it all inclusive. Lisa Westberg, 1/23/2013
Agenda g 5:00 – 5:05 5:05 – 5:45 5:45 – 6:10 6:10 – 6:55 7:00 – 7:50 7 50 – 8 00 7:50 8:00
Introductions Presentations Dinner Plant Tour Roundtable W Wrap U Up
Societyy of Manufacturing g Engineers g Meet – Know - Grow
Networking / Best Practices Leadership Development Knowledge Sharing Professional Recognition Educational and Technical Resources Business Growth Opportunities
Check out the SME Downeast Chapter 46 website at http://i.sme.org/c046/Home/ Google G l “Downeast Ch t 46” Chapter 46”. Our website will be the first result!
Round Table Orders of Business 1. Your table has an assigned topic. This was your homework! h k! 2. Did yyou bring g yyour extra credit assignment?! 3 During the tour 3. tour, write one piece of advice for LL Bean on an Index Card. Include your name and contact info if you’d you d like like.
Round Table Topics 1. When is it appropriate to invest time & resources to do a full Value Stream Mapping “Event”, including Current State Map & Tour Tour, Future State Map Map, ID of 8 Wastes Wastes, List of Problems to be Solved, Priorities and Metrics? 2. What are the different ways to get the “Voice Voice of the Customer” in VSM, and assure Value is defined by the Customer? 3. What can be discovered from Value Stream Analysis that cannot be discovered through other processes? 4 4. Who must participate in a Value Stream Analysis event, and WHY?! who is optional?
Value Stream Thinking Wholesalers Contractors
Raw Materials
Sa Mill—Kilns—Planing Saw Kilns Planing Mill
Whenever there is a Product for a Customer… There is a Value Stream Stream... The Challenge Lies in Seeing It…
The Purpose of the V l St Value Stream M Mapping i E Eventt • To create a “map” p of p product and information flow • To see value as defined by the Customer • To T id identify tif th the waste t within ithi and db between t processes • To develop a Lean Strategic Implementation Plan to guide your Lean transformation • To teach managers, production associates, purchasers purchasers, suppliers and customers how to identify and document the Value Stream
2004, 2005 Infinite Services, Inc.
Remember... Remember • The point of Value Stream Mapping is not to make maps… • It is to understand the flow of material and information… • And then to use that understanding to improve your business
2004, 2005 Infinite Services, Inc.
Definition of Value Added
Value Added Any activity that increases the market form or function of the product or service. g to pay p y for. These are activities the Customer is willing
Non–Value Added Anyy activity y that does not add market form or function or is not necessary. These activities should be eliminated, simplified, p reduced, or integrated.
2004, 2005 Infinite Services, Inc.
Business as Usual vs.Value Stream Business as usual Process, activity, or function
Process, activity, or function
Process, activity, or function
Value Stream Management Process, activity, ti it or function
Process, activity, ti it or function
Process, activity, ti it or function
Lean Transformation is Incremental Value Stream Thinking Leadership Project Management
Value Stream Analysis
Visualize the Future State
Looks Out 1212-24 Months 8
Kaizen 7 Kaizen- -PDCA PDCA 6 Kaizen Kaizen- -PDCA PDCA Kaizen 5 Kaizen- -PDCA PDCA 4 Kaizen Kaizen- -PDCA PDCA 3 Kaizen - PDCA Kaizen - PDCA 2 Kaizen Kaizen- -PDCA PDCA Kaizen 1 Kaizen- -PDCA PDCA Standardize Kaizen -- SDCA PDCA
Define the Current State
Continuous Improvement Engaged Teamwork Supported by Data
Who is Responsible? The Value Stream Manager • H Has authority th it and d responsibility ibilit tto make k changes across functional boundaries • Reports R t tto senior i managementt • Leads the Lean Transformation effort • Walks the Value Stream regularly (daily is best) • Monitors and measures implementation • Is results driven and hands-on
Current State Mapping Understanding the Current Operation Product Family
Current State
Future State
Plan and Implement
Define the Customers and Suppliers Show the process in order Use real data when possible Sh Show h how iinformation f ti flflows Highlight the Waste The Current State is the foundation for the Future—don’t leave it until it is done!!
Future State Mapping Designing a Lean Operation Product Family
Current State
Future State
Plan and Implement
Define the Future Customers and Suppliers Re-map the process with improved material and information flow, eliminating waste Apply Lean concepts and techniques Aim for a desired future state 6-18 months out Draw Kaizen improvement bursts where improvements are needed
Scheduling and Marketing D fi i th Defining the C Customer t and d th the P Process
Scheduling and Marketing C Current t State, St t October O t b 2003
Scheduling and Marketing F t Future State, St t Mud M d Season S 2005
Standards and Systems To assure Customer Service and Satisfaction Hancock Lumber’s Lean Initiative needs d to t assure that th t Standards and Systems place that are in p align materials, machines, information and people for every value-adding process
Customer
Whole Systems Employee Engaged Approach pp to “ Sustainable Change “
“ Design Team Forms ” • Volunteer – Passion • Team Guiding Values • Roles & Responsibilit Responsibility • Be A Leader • Project Defined • GOALS • Project Plan Detail
L.L.Bean Home Redesign g Change 2012 - 2013
L.L.Bean Home Redesign Ch Change 2012 Foundational Work Check-In & Check-Out (talking stick) OSHA’s VPP Program Project Planning & Change System Paradigms (washer exercise) Leadership defined Guiding Values The Ladder of Inference* Lessons of the Geese Roles & Responsibilities GOAL Alignment Win Win Agreements Feedback Loops
Whole Systems Change Management THE SYSTEM Employee Engagement Project Management Sustainability Continuous Improvement All F Four Ph Phases Safety Ergonomics Quality Productivity
L.L. Bean
Planning and Change 3 & 18
2.1 Project Planning & Change System Flow Chart
Project Planning & Change
Archive
Project Planning
Change
NO
Approval
Requires Project Planning
Yes
2.2 Factory Change “Planned & Verbal Tasks” Communication Decision Flowchart
Not Approved Archive Can nott C Justify Archive
Project Justification
NO
Yes
Yes
Generate Work Order
NO
8.1 Resource Scheduling Tool Guidelines 8.2 Resource Scheduling Tool Directions 8.3 Resource Scheduling Tool Template
Initial Approval
Yes
Retry
Leader Creates Project Plan
Project P j t Leader L d Notified & Accepted
6.1 Kick-Off Meeting Guidelines 6.2 Check-In Process 6.3 Check-Out Process 9.0 Corkscrew Model
Finalize and Document Detailed Plan
Obtain Agreements for Detailed Plan & Layouts
Project Leaders continue to manage project to completion
Cork Screw Project Process
9.0 Corkscrew Model L.L. Bean Engineering J. Doherty, K. Girardin 2/16/10 Rev. 14
Modify Process according to Cork S Screw results lt
(template)
Resources External to LL Bean Needed
Review Plans
YES
Archive
Project Leaders revisit allocated Technical Resources weekly
Document Project R Results l & Archive
Yes
Input Task Hours to Detailed Plan
Create Project Detailed Plan
7.1 Project Plan Detailed Template 7.2 Plan Detail & Layout Checklist 7.3 Human Machine Interface Specs 7.4 Manufacturing Change Checklist 7.5 Planning & Change Checklist 7.6 NIOSH Lifting Guide Worksheet
Project Leaders Meet to Prioritize Projects & Prioritize/ Allocate Technical Resources
8.1 Resource Scheduling Tool Guidelines 8.2 Resource Scheduling Tool Directions 8.3 Resource Scheduling Tool Template
Hold 2nd meeting with entire Project group to insure project alignment and success
Determine sub group to create detailed plan
Hold 1st meeting g with entire Project group, discuss planning
NO
Signature Approval
4.1 Project Plan Definitions 4.2 Project Plan template 5.1 Leader Responsibility 5.2 Team Member Responsibility
3.1 Justification Guidelines 3.2 Justification & Leader/Sponsor ID Sheet
Prepare p for Kick Off Meeting
NOT approved resubmit or Archive
NO
(template)
Identify people needed to insure project success and invite to be part of Project
Schedule Work in RST
7.7 Job Physical Demand 7.8 Physical Demand Rating Matrix 7.9 Job Hazard Analysis 7.10 Antifatigue Mat Flow Chart 10.0 Pre-Use Flow Chart 10.1 Pre-Use Equipment Safety Checklist 10.2 Pre and In Use Process Safety Checklist
NO
Relate available resource to detailed plan
Resources Approved
YES
NO
Acknowledge Project Goals and Project Success
Modify Resource Scheduling tool to show Mon Fri.
Project Leaders apply estimated completion dates to detailed plan
Create Renewal System
A. Establish renewal timelines 3, 6, 9 and 12 month 1st year B. Determine Renewal Leader
Project Complete Celebrate Project Completion
K:\Department Files\MF Manufacturing\Engineering Services\PROJECT-TASK UPDATES\Checklists-Templates-Guidelines-Processes
L.L. Bean
Planning and Change 3 & 18
6.3 Kick-Off Check-Out Process
What is it? :
Check-Out Process
“An opportunity to share FEEDBACK on your experience”
How is it done?:
Following a timeless system symbolized by the “Talking Stick”.
Why is it done?: “To To help create sustainability through involvement and ownership ownership”
1. 2. 3. 4.
Done at the end of a gathering, honor time, end on time. Talking stick suggested (pen, bottle, etc.). Each person has the opportunity to speak. The idea is to allow each p person the opportunity pp y to let the group know their thoughts as to what they just experienced, hopefully their true feelings. 5. Ask for volunteer to start, pass the talking stick when done. 6. No side talking during Check-Out, respect others. 7 We do not debate each others Check 7. Check-Out, Out pure feedback no discussion at this time. 8. The passing of the stick symbolizes you have nothing more to offer, your Checked - Out!!! y has had a chance. 9. No one leaves until everyone 10. Check-Out feedback may be offered up for discussion or consideration during the next gatherings Check-In. L.L. Bean Engineering:
J. Doherty
1
2/ 4/ 10
Rev. 1
“ Alterations Change Team 2010-2011 ”
Whole Systems – TPM – Lean – Kaizen y
Dr. Stephen R. Covey p y
7 Habits H bit of Highly Effective People HABIT 1: Be Proactive HABIT 2: Begin with the End in Mind HABIT 3: Put First Things First HABIT 4: Think Win – Win HABIT 5: Seek First to Understand Understand, Then to Be Understood HABIT 6: Synergize HABIT 7: Sharpen the
Saw
“ MFG Fiber Fill Change Team 2006 ” THE SYSTEM Employee Engagement Project j Management g All Four Phases Safety Ergonomics g Quality Productivity
After Changes 1. Height Adjustment 12” 2. New ergo handling technique 3. Zero injuries since 2006 4. Waste reduced to near zero $$$$ 5. Fiber clogging eliminated, results in 100% quality fill 6. Machine UPH TRIPLES from 25 to 75 units per hour
Before Change 1. Multiple injuries one OSHA recordable 2. No Ergo Height Adjustment 3. Material waste extremely high 4. Fiber clogging up to 20 times a day resulting in poor quality fill 5. Poor throughput 25 units per hour
“ Alterations Change Team 2010-2011 ” THE SYSTEM Employee Engagement Project Management Sustainability Continuous Improvement All Four Phases Safety Ergonomics Quality P d Productivity
After Changes 1. Increased capacity 25% 2. Safety Standards in place 3. Ergo Best Practices in place 4. Cuff ff quality li with i h Don Rogers 5. Human Dynamics training 6. Positive PEAK Stress Test 7. Leaders engaged in change 8. SER’s played a role in change 9 BU 9. BU’ss designed 600 – 800 day results thru Peak 800 – 1000 10. UPH improved 18%
Language and Behaviors of a Successful Business
Paradigms (par-a-dime) Mental Models Paradigms/Mental Models are the way an individual perceives, understands, and interprets p the surrounding g world; a mental map p if you will Individuals are products of learning and experiences, and no two share the same knowledge base or the same set of experiences. No two p people p share identical p paradigms g Significant change comes when we challenge our own paradigms. Paradigm Shifts happen when we break with tradition and our old ways of thinking
“All the significant breakthroughs were breaks with old ways of thinking.” - Thomas Kuhn
Paradigms (par‐a‐dime) Mental Models
What is your definition of the ultimate leader?
“ A commitment to the success of people.” ““Leadd ffrom where h you are!!!””
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“VPP S STAR Best est Practices” act ces “This is a truly remarkable achievement,” said Maryann Medeiros, Medeiros OSHA Team leader for the audit. “When we conduct VPP audits, it’s not unusual to find just a few best practices at a f ili but facility, b many locations l i hhave none. T To hhave five best practices at one location really speaks to the commitment to safetyy here in Brunswick.” “Voluntary Protection Program, Employee Driven”
“VPP STAR Areas of Excellence” Maryann Medeiros also noted two "areas of excellence" that the audit team found at Brunswick: Management Leadership and Employee Involvement. Like the best ppractices,, areas of excellence are not found at every VPP location. “I’ve never seen anything like it, anywhere,” explained Medeiros, “There There are a tremendous number of frontline employees here who are leaders, too. The level of commitment and engagement of l ll llevels l off the h organization i i iis employees at all outstanding.”
“Teach New Concepts” p
“Teach New Concepts” p
“Teach New Concepts” p 7W Wastes t • Motion • Waiting • Transportation • Storage • Defects f • Processing • Over Production
“As-Is Analysis” Current State Condition
1. Machines Scattered 2. Poor product workflow 3 Multiple product touches 3. 4. Walking long distances 5. Poor visual controls 6. Poor WIP moving devices 7. Equipment safety upgrades
“Create The Design” g Bind 1009 Bind 1028 Eyelet/ 1133
Back Stay
Shearling Workcell
Front Stay
1060
1123
1058
Outline
WIP TRAY
WIP TRAY
DN Flat
WIP TRAY
1004
WIP TRAY
START 14" (outside U) START RUBBER MOC
WIP TRAY
Wings
Zig Zag
Guard/Zip
WIP Rac ck
SN WIP TRAY
pt To ol/ g/C Tn
WIP TRAY
WIP TRAY
WIP TRAY
WIP TRAY
1245
WIP TRAY
1068
WIP TRAY
404
S SN
Back Stay S SN 954 1090
415
1098
Rub
1015
737
WIP TRAY Y
Wings
1197
WIP TRAY
ck Ra
3 77
IP W
P WI AY TR
Mitsubishi Brother 2210 from LT5-P13-05R trailer
0000
WIP TRAY
ShearlingW Shearling Workcell orkcell
START 10" (inside U)
ck Ra
SN
WIP TRAY
WIP TRAY
WIP TRAY
IP W
898
Tongue
P WI Y A TR
NEW
Highlead GC24618-D
5 69
“Design Implementation” WC#4
WC#3
MHS Core 1. Machines no longer scattered 2. Improved product workflow 3. Minimized product touches 4. Walkingg distances reduced 5. WIP Visual controls 6. Improved WIP moving devices 7. Equipment safety upgraded
WC#2
WC#1
• Implement Change • 10.1 Pre-Use Equipment Safety Check Sign-Off • 10.2 Pre & In Use Process Safety Sign Sign-Off Off
“Pre Use Equipment q p Safety y Check”
“10.2 Pre Use Process Safetyy Check”
“10.2 Pre Use Process Safetyy Check”
“Operational Standards”
“Safety Standards” L.L.Bean Fulfillment Operations
Safety Standard
HOLD Returns Workstation POHI/ PDR #3 Rev. 1
Adjust the workstation to your ergonomically correct working height height.
SAFETY STANDARD SIGN OFF SHEET To help ensure proper knowledge of safety procedures, you must be taught this Safety Standard which means the Teacher must read the standard and sign off document out loud to you before you operate this equipment. In signing this document, you agree, and will uphold the Safety Standard of the operation shown on the front. Once trained on the Safety Standard, please sign and date below along with the Teacher in acknowledgement that you have been trained and understand the content of the document. If at anytime you have suggestions to improve this Standard please contact your leader and or engineering. Thank you for working safely. Note: Training/Teaching to be done by Leaders, Workflow Coordinators, Trainers, Mentors, Safety/Ergo Team Members, SER’s, JHA Team Members, and Engineering personnel only. Employee#
Signature
Date
Print Teacher Name & Sign
Keep walk ways CLEAR at all times.
Ensure product is contained within the cart as shown. Do NOT overfill to an unsafe condition.
WIP Carts to be positioned as shown above to enable safe passage in and out of area.
1. All operators of this process must be trained on it’s operation and all applicable Standards. NO ONE IS ALLOWED TO PERFORM THIS OPERATION WITHOUT PROPER TRAINING. 2. Do not place personal items on workstation and tooling surfaces that would interfere with the safe operation of the process. 3. Insure the space around the work area is clear of obstructions and trip hazards before operating. 4. Adjust the workstation to your ergonomically
correct operating height to insure safety.
5. Do not block the walk ways as shown above. 6. Position carts as pictured above, all workstations, to ensure a safe working operation. 7. Use proper lifting techniques when removing product from carts. 8. Only fill the cart in a way that ensures product is supported and contained within the cart. 9. At NO time should you lift or carry a box/tote, over 30lbs, use applicable tools, i.e. carts, etc. 10. If lifting is needed needed, ”do do not put yourself at risk” risk call on another team member for help. 10 help 11. As the operator you are responsible to uphold the integrity of this safety document. 12. It is against LL Bean’s core values to compromise any SAFETY features shown on this document. K:\Department Files\MF Manufacturing\Engi nee rin g Services\01 PROJECT PLANNING SYSTEM\ PROJECT SPECIFIC DOCUMENTATION\SOP Model Project\12 Safety Standards Created by J. Doherty Date: 12/1/11
K:\Department Files \MF Manufacturing\Engineering Services\01 PROJ ECT PLANNING SYSTEM\PROJECT SPECIFIC DOCUMENTATION\SOP Model Projec t\12 Safety Standards Created by _____ Date _____
“Ergo Best Practices” Ergonomic CUTTING Best Practices Alterations Use guidebar where marked to prevent excessive reaching
OFC POHI/ PDR #3
Rev. 1
ERGO PRACTICES SIGN SIGN OFF SHEET ERGOBEST BEST PRACTICES OFF
SHEET
Ergonomics:
Ergonomics plays an important role in keeping us safe and healthy. It is the science of fitting workplace conditions and job demands to the capabilities of employees.
The goals of ergonomics include the following:
Adjust all workstations to your ergonomically correct working height.
•Designing Designing the job to the person. •Preventing injuries at work and improve the quality of our work life. •Improve productivity in the work place and improve the quality of work. •Employees will be trained to avoid using more force and movement than a job requires. •Fewer aches and pains. My signature acknowledges I have been taught and will follow the Ergonomically correct way to perform this operation.
Take full steps to place product on hangers to prevent excessive reaching and twisting
For the safety of myself and others I will contact my Leader, Ergo Rep. or Engineering if I am feeling any pain from doing this operation and/or if I have an idea or better way to perform this job. Univ. of VA
Note: Training to be done by individuals trained in ergonomics. Print Name
Step to face tote to remove product using two hands.
Signature
Date
Use palm of hand to depress button not finger tips
Keep your spinal cord aligned in it’s natural curve. Avoid twisting or bending movements. Suggest taking steps. 1. Adjust workstation height so elbows are at 90 degrees (recommended) 2 inches above top surface. Make sure all primary tools are in your primary reach zone. 2 Adjust ergo cylinder to proper height and use 2 hands to slide WIP tote from gravity rollers 2. rollers. 3. Adjust the incoming WIP ergo cylinder to enable correct working height to ensure back, shoulders, neck, and arms are in proper alignment, (top of tote elbows should be 90 degrees). 4. When retrieving work from WIP tote use proper lifting techniques, ( using 2 hands avoiding pinch grip and wide grasps). Take steps to WIP tote to avoid excessive twisting. 5. When using guide bar, reach using designated area. 6. Take steps to cutting position to avoid excessive reaching and twisting. Use whole hand to press cutter button. 7. When putting pants on hanger, take steps to avoid excessive reaching. Use 2 hands to push hanger to next station. 8. Participate in all Stretch Breaks. Do additional micro stretches as needed. Discuss any discomfort, numbness, b tingling, i li lack l k off sensation, i or any injury i j immediately i di l with i h your supervisor. i K:\Department Files\MF Manufacturing\Engineering Services\01 PROJECT PLANNING SYSTEM\PROJECT SPECIFIC DOCUMENTATION\SOP Model Project\10A Ergo Standards Created by SER Team Date 9/12/11
K:\Department Files\MF Manufacturing\Engineering Services\01 PROJECT PLANNING SYSTEM\PROJECT SPECIFIC DOCUMENTATION\SOP Model Project\10A Ergo Standards Created by _____ Date _____
Instructor Name & Signature
Personalized Services Alterations Topic:
L.L. Bean Distribution ONE POINT LESSON
4 Point Tack Using Laser Assist to Improve Cuff Quality for our Customer
Who To:
Alterations Team
Use the laser beam to assist and guide point of tack. 1. Turn up 1¼” unless otherwise specified. 1 specified 2. At the side seams position the edge of the pant under the laser beam and tack in the seam. 3. At the center seams position the edge of the pant under the laser beam and fold back the fabric to the stitch line and tack catching the edge of fabric.
Side Seam Tack
Center Seam Tack Originator: L.L. Bean Engineering
Created by
C. Vosmus, J. Doherty
Date: 9/8/2011
Rev. 1
“Creating g Conditions for Success” • Sustain Daily Check-In • Business Guiding Values • Business Owner Win Win-Win Win • Resources Win-Win • Sustainable Feedback Loops • Closed Loop Systems • Continuous Improvement • Business Ownership & Sustain
All Four Phases Safety Ergonomics Q lit Quality Productivity
“Working g The Design” g
Ideal WIP Levels Direct Hand-Off People Engagement Continuously Improve • 5S Model • 7 wastes • VSM • Corkscrew Analysis
“Corkscrew The Results” Analyze
3
Theorize
1 Act
2 Observe
4
5 Change Do
• 3, 6, 9, 12 Month Analysis (1st year) • Repeat Annually
Dinner and Topic Discussion 5:45 – 6:10 1. Talk about your tables assigned topic during dinner dinner. 2. Post your VSM examples on the wall for review review.
Jotul History @ 6:00
LL Bean Plant Tour SAFETY All g guests must wear closed shoes with heels of one inch or less. (Sorry…no clogs, open toes, open tops (like maryjanes or ballet flats), cutouts, high heels, open weaves or exceptions). Sneakers and Bean Boots are always good choices! Please stay with your guide guide. If you see something you'd you d like a closer look at off the beaten track, please ask. Safety glasses will be provided and required. We have models that fit over other prescription eyewear. Walkways are shared with moving equipment. Drivers will look out for you but ultimately they have right of way. No use of phones or electronic devices while walking in travel aisles, please. In the event of emergency evacuation evacuation, please leave the building by the closest exit and stay with your guide. Don't go back to your car without being accounted for by an employee.
LL Bean Plant Tour Engineering and Manufacturing Split into two groups Wear your safety glasses Write down one piece of advice on how LL Bean can improve (safety, visual controls, 5S, etc.)
Round Table Break Out Sessions 7:00 – 7:45 Topic T i S Summary 10 min total • Select Scribe • Prepare Summary Flipchart(s) ( ) • Assign Spokes P Person
Large Group L G Debrief D bi f 10 min per Topic • Spokesperson Report out - 5 min • Large group discussion - 5 min
Round Table Topics 1. When is it appropriate to invest time & resources to do a full Value Stream Mapping “Event”, including Current State Map & Tour Tour, Future State Map Map, ID of 8 Wastes Wastes, List of Problems to be Solved, Priorities and Metrics? 2. What at are a e tthe ed different e e t ways ays to get tthe e “Voice o ce o of the t e Customer” in VSM, and assure Value is defined by the Customer? 3. What can be discovered from Value Stream Analysis that cannot be discovered through other processes? 4 4. Who must participate in a Value Stream Analysis event, and WHY?! who is optional?
Lean Resources
LEARNING TO SEE by Mike Rother and John Shook
COMPLETE LEAN ENTERPRISE by Keyte and Locher
CREATING CONTINUOUS FLOW b th by R Rother and Harris
Wrap Up - Plus / Delta What worked well and what do you want to see at the next round tables?
Next Lean Round Table
May 7 M 7, 2013 Visual Management Employee Engagement
1260 Poland Spring p g Road,, Casco
2013 Lean Round Tables
7W Wastes t and d Value V l Stream St Mapping M i Our panelists…
John Dohertyy
O1
Welcome!
Slide 3 O1
I still need to update this with the current attendees I may hide this next week if we don't have time to make it all inclusive. Lisa Westberg, 1/23/2013
Agenda g 5:00 – 5:05 5:05 – 5:45 5:45 – 6:10 6:10 – 6:55 7:00 – 7:50 7 50 – 8 00 7:50 8:00
Introductions Presentations Dinner Plant Tour Roundtable W Wrap U Up
Societyy of Manufacturing g Engineers g Meet – Know - Grow
Networking / Best Practices Leadership Development Knowledge Sharing Professional Recognition Educational and Technical Resources Business Growth Opportunities
Check out the SME Downeast Chapter 46 website at http://i.sme.org/c046/Home/ Google G l “Downeast Ch t 46” Chapter 46”. Our website will be the first result!
Round Table Orders of Business 1. Your table has an assigned topic. This was your homework! h k! 2. Did yyou bring g yyour extra credit assignment?! 3 During the tour 3. tour, write one piece of advice for LL Bean on an Index Card. Include your name and contact info if you’d you d like like.
Round Table Topics 1. When is it appropriate to invest time & resources to do a full Value Stream Mapping “Event”, including Current State Map & Tour Tour, Future State Map Map, ID of 8 Wastes Wastes, List of Problems to be Solved, Priorities and Metrics? 2. What are the different ways to get the “Voice Voice of the Customer” in VSM, and assure Value is defined by the Customer? 3. What can be discovered from Value Stream Analysis that cannot be discovered through other processes? 4 4. Who must participate in a Value Stream Analysis event, and WHY?! who is optional?
Value Stream Thinking Wholesalers Contractors
Raw Materials
Sa Mill—Kilns—Planing Saw Kilns Planing Mill
Whenever there is a Product for a Customer… There is a Value Stream Stream... The Challenge Lies in Seeing It…
The Purpose of the V l St Value Stream M Mapping i E Eventt • To create a “map” p of p product and information flow • To see value as defined by the Customer • To T id identify tif th the waste t within ithi and db between t processes • To develop a Lean Strategic Implementation Plan to guide your Lean transformation • To teach managers, production associates, purchasers purchasers, suppliers and customers how to identify and document the Value Stream
2004, 2005 Infinite Services, Inc.
Remember... Remember • The point of Value Stream Mapping is not to make maps… • It is to understand the flow of material and information… • And then to use that understanding to improve your business
2004, 2005 Infinite Services, Inc.
Definition of Value Added
Value Added Any activity that increases the market form or function of the product or service. g to pay p y for. These are activities the Customer is willing
Non–Value Added Anyy activity y that does not add market form or function or is not necessary. These activities should be eliminated, simplified, p reduced, or integrated.
2004, 2005 Infinite Services, Inc.
Business as Usual vs.Value Stream Business as usual Process, activity, or function
Process, activity, or function
Process, activity, or function
Value Stream Management Process, activity, ti it or function
Process, activity, ti it or function
Process, activity, ti it or function
Lean Transformation is Incremental Value Stream Thinking Leadership Project Management
Value Stream Analysis
Visualize the Future State
Looks Out 1212-24 Months 8
Kaizen 7 Kaizen- -PDCA PDCA 6 Kaizen Kaizen- -PDCA PDCA Kaizen 5 Kaizen- -PDCA PDCA 4 Kaizen Kaizen- -PDCA PDCA 3 Kaizen - PDCA Kaizen - PDCA 2 Kaizen Kaizen- -PDCA PDCA Kaizen 1 Kaizen- -PDCA PDCA Standardize Kaizen -- SDCA PDCA
Define the Current State
Continuous Improvement Engaged Teamwork Supported by Data
Who is Responsible? The Value Stream Manager • H Has authority th it and d responsibility ibilit tto make k changes across functional boundaries • Reports R t tto senior i managementt • Leads the Lean Transformation effort • Walks the Value Stream regularly (daily is best) • Monitors and measures implementation • Is results driven and hands-on
Current State Mapping Understanding the Current Operation Product Family
Current State
Future State
Plan and Implement
Define the Customers and Suppliers Show the process in order Use real data when possible Sh Show h how iinformation f ti flflows Highlight the Waste The Current State is the foundation for the Future—don’t leave it until it is done!!
Future State Mapping Designing a Lean Operation Product Family
Current State
Future State
Plan and Implement
Define the Future Customers and Suppliers Re-map the process with improved material and information flow, eliminating waste Apply Lean concepts and techniques Aim for a desired future state 6-18 months out Draw Kaizen improvement bursts where improvements are needed
Scheduling and Marketing D fi i th Defining the C Customer t and d th the P Process
Scheduling and Marketing C Current t State, St t October O t b 2003
Scheduling and Marketing F t Future State, St t Mud M d Season S 2005
Standards and Systems To assure Customer Service and Satisfaction Hancock Lumber’s Lean Initiative needs d to t assure that th t Standards and Systems place that are in p align materials, machines, information and people for every value-adding process
Customer
Whole Systems Employee Engaged Approach pp to “ Sustainable Change “
“ Design Team Forms ” • Volunteer – Passion • Team Guiding Values • Roles & Responsibilit Responsibility • Be A Leader • Project Defined • GOALS • Project Plan Detail
L.L.Bean Home Redesign g Change 2012 - 2013
L.L.Bean Home Redesign Ch Change 2012 Foundational Work Check-In & Check-Out (talking stick) OSHA’s VPP Program Project Planning & Change System Paradigms (washer exercise) Leadership defined Guiding Values The Ladder of Inference* Lessons of the Geese Roles & Responsibilities GOAL Alignment Win Win Agreements Feedback Loops
Whole Systems Change Management THE SYSTEM Employee Engagement Project Management Sustainability Continuous Improvement All F Four Ph Phases Safety Ergonomics Quality Productivity
L.L. Bean
Planning and Change 3 & 18
2.1 Project Planning & Change System Flow Chart
Project Planning & Change
Archive
Project Planning
Change
NO
Approval
Requires Project Planning
Yes
2.2 Factory Change “Planned & Verbal Tasks” Communication Decision Flowchart
Not Approved Archive Can nott C Justify Archive
Project Justification
NO
Yes
Yes
Generate Work Order
NO
8.1 Resource Scheduling Tool Guidelines 8.2 Resource Scheduling Tool Directions 8.3 Resource Scheduling Tool Template
Initial Approval
Yes
Retry
Leader Creates Project Plan
Project P j t Leader L d Notified & Accepted
6.1 Kick-Off Meeting Guidelines 6.2 Check-In Process 6.3 Check-Out Process 9.0 Corkscrew Model
Finalize and Document Detailed Plan
Obtain Agreements for Detailed Plan & Layouts
Project Leaders continue to manage project to completion
Cork Screw Project Process
9.0 Corkscrew Model L.L. Bean Engineering J. Doherty, K. Girardin 2/16/10 Rev. 14
Modify Process according to Cork S Screw results lt
(template)
Resources External to LL Bean Needed
Review Plans
YES
Archive
Project Leaders revisit allocated Technical Resources weekly
Document Project R Results l & Archive
Yes
Input Task Hours to Detailed Plan
Create Project Detailed Plan
7.1 Project Plan Detailed Template 7.2 Plan Detail & Layout Checklist 7.3 Human Machine Interface Specs 7.4 Manufacturing Change Checklist 7.5 Planning & Change Checklist 7.6 NIOSH Lifting Guide Worksheet
Project Leaders Meet to Prioritize Projects & Prioritize/ Allocate Technical Resources
8.1 Resource Scheduling Tool Guidelines 8.2 Resource Scheduling Tool Directions 8.3 Resource Scheduling Tool Template
Hold 2nd meeting with entire Project group to insure project alignment and success
Determine sub group to create detailed plan
Hold 1st meeting g with entire Project group, discuss planning
NO
Signature Approval
4.1 Project Plan Definitions 4.2 Project Plan template 5.1 Leader Responsibility 5.2 Team Member Responsibility
3.1 Justification Guidelines 3.2 Justification & Leader/Sponsor ID Sheet
Prepare p for Kick Off Meeting
NOT approved resubmit or Archive
NO
(template)
Identify people needed to insure project success and invite to be part of Project
Schedule Work in RST
7.7 Job Physical Demand 7.8 Physical Demand Rating Matrix 7.9 Job Hazard Analysis 7.10 Antifatigue Mat Flow Chart 10.0 Pre-Use Flow Chart 10.1 Pre-Use Equipment Safety Checklist 10.2 Pre and In Use Process Safety Checklist
NO
Relate available resource to detailed plan
Resources Approved
YES
NO
Acknowledge Project Goals and Project Success
Modify Resource Scheduling tool to show Mon Fri.
Project Leaders apply estimated completion dates to detailed plan
Create Renewal System
A. Establish renewal timelines 3, 6, 9 and 12 month 1st year B. Determine Renewal Leader
Project Complete Celebrate Project Completion
K:\Department Files\MF Manufacturing\Engineering Services\PROJECT-TASK UPDATES\Checklists-Templates-Guidelines-Processes
L.L. Bean
Planning and Change 3 & 18
6.3 Kick-Off Check-Out Process
What is it? :
Check-Out Process
“An opportunity to share FEEDBACK on your experience”
How is it done?:
Following a timeless system symbolized by the “Talking Stick”.
Why is it done?: “To To help create sustainability through involvement and ownership ownership”
1. 2. 3. 4.
Done at the end of a gathering, honor time, end on time. Talking stick suggested (pen, bottle, etc.). Each person has the opportunity to speak. The idea is to allow each p person the opportunity pp y to let the group know their thoughts as to what they just experienced, hopefully their true feelings. 5. Ask for volunteer to start, pass the talking stick when done. 6. No side talking during Check-Out, respect others. 7 We do not debate each others Check 7. Check-Out, Out pure feedback no discussion at this time. 8. The passing of the stick symbolizes you have nothing more to offer, your Checked - Out!!! y has had a chance. 9. No one leaves until everyone 10. Check-Out feedback may be offered up for discussion or consideration during the next gatherings Check-In. L.L. Bean Engineering:
J. Doherty
1
2/ 4/ 10
Rev. 1
“ Alterations Change Team 2010-2011 ”
Whole Systems – TPM – Lean – Kaizen y
Dr. Stephen R. Covey p y
7 Habits H bit of Highly Effective People HABIT 1: Be Proactive HABIT 2: Begin with the End in Mind HABIT 3: Put First Things First HABIT 4: Think Win – Win HABIT 5: Seek First to Understand Understand, Then to Be Understood HABIT 6: Synergize HABIT 7: Sharpen the
Saw
“ MFG Fiber Fill Change Team 2006 ” THE SYSTEM Employee Engagement Project j Management g All Four Phases Safety Ergonomics g Quality Productivity
After Changes 1. Height Adjustment 12” 2. New ergo handling technique 3. Zero injuries since 2006 4. Waste reduced to near zero $$$$ 5. Fiber clogging eliminated, results in 100% quality fill 6. Machine UPH TRIPLES from 25 to 75 units per hour
Before Change 1. Multiple injuries one OSHA recordable 2. No Ergo Height Adjustment 3. Material waste extremely high 4. Fiber clogging up to 20 times a day resulting in poor quality fill 5. Poor throughput 25 units per hour
“ Alterations Change Team 2010-2011 ” THE SYSTEM Employee Engagement Project Management Sustainability Continuous Improvement All Four Phases Safety Ergonomics Quality P d Productivity
After Changes 1. Increased capacity 25% 2. Safety Standards in place 3. Ergo Best Practices in place 4. Cuff ff quality li with i h Don Rogers 5. Human Dynamics training 6. Positive PEAK Stress Test 7. Leaders engaged in change 8. SER’s played a role in change 9 BU 9. BU’ss designed 600 – 800 day results thru Peak 800 – 1000 10. UPH improved 18%
Language and Behaviors of a Successful Business
Paradigms (par-a-dime) Mental Models Paradigms/Mental Models are the way an individual perceives, understands, and interprets p the surrounding g world; a mental map p if you will Individuals are products of learning and experiences, and no two share the same knowledge base or the same set of experiences. No two p people p share identical p paradigms g Significant change comes when we challenge our own paradigms. Paradigm Shifts happen when we break with tradition and our old ways of thinking
“All the significant breakthroughs were breaks with old ways of thinking.” - Thomas Kuhn
Paradigms (par‐a‐dime) Mental Models
What is your definition of the ultimate leader?
“ A commitment to the success of people.” ““Leadd ffrom where h you are!!!””
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“VPP S STAR Best est Practices” act ces “This is a truly remarkable achievement,” said Maryann Medeiros, Medeiros OSHA Team leader for the audit. “When we conduct VPP audits, it’s not unusual to find just a few best practices at a f ili but facility, b many locations l i hhave none. T To hhave five best practices at one location really speaks to the commitment to safetyy here in Brunswick.” “Voluntary Protection Program, Employee Driven”
“VPP STAR Areas of Excellence” Maryann Medeiros also noted two "areas of excellence" that the audit team found at Brunswick: Management Leadership and Employee Involvement. Like the best ppractices,, areas of excellence are not found at every VPP location. “I’ve never seen anything like it, anywhere,” explained Medeiros, “There There are a tremendous number of frontline employees here who are leaders, too. The level of commitment and engagement of l ll llevels l off the h organization i i iis employees at all outstanding.”
“Teach New Concepts” p
“Teach New Concepts” p
“Teach New Concepts” p 7W Wastes t • Motion • Waiting • Transportation • Storage • Defects f • Processing • Over Production
“As-Is Analysis” Current State Condition
1. Machines Scattered 2. Poor product workflow 3 Multiple product touches 3. 4. Walking long distances 5. Poor visual controls 6. Poor WIP moving devices 7. Equipment safety upgrades
“Create The Design” g Bind 1009 Bind 1028 Eyelet/ 1133
Back Stay
Shearling Workcell
Front Stay
1060
1123
1058
Outline
WIP TRAY
WIP TRAY
DN Flat
WIP TRAY
1004
WIP TRAY
START 14" (outside U) START RUBBER MOC
WIP TRAY
Wings
Zig Zag
Guard/Zip
WIP Rac ck
SN WIP TRAY
pt To ol/ g/C Tn
WIP TRAY
WIP TRAY
WIP TRAY
WIP TRAY
1245
WIP TRAY
1068
WIP TRAY
404
S SN
Back Stay S SN 954 1090
415
1098
Rub
1015
737
WIP TRAY Y
Wings
1197
WIP TRAY
ck Ra
3 77
IP W
P WI AY TR
Mitsubishi Brother 2210 from LT5-P13-05R trailer
0000
WIP TRAY
ShearlingW Shearling Workcell orkcell
START 10" (inside U)
ck Ra
SN
WIP TRAY
WIP TRAY
WIP TRAY
IP W
898
Tongue
P WI Y A TR
NEW
Highlead GC24618-D
5 69
“Design Implementation” WC#4
WC#3
MHS Core 1. Machines no longer scattered 2. Improved product workflow 3. Minimized product touches 4. Walkingg distances reduced 5. WIP Visual controls 6. Improved WIP moving devices 7. Equipment safety upgraded
WC#2
WC#1
• Implement Change • 10.1 Pre-Use Equipment Safety Check Sign-Off • 10.2 Pre & In Use Process Safety Sign Sign-Off Off
“Pre Use Equipment q p Safety y Check”
“10.2 Pre Use Process Safetyy Check”
“10.2 Pre Use Process Safetyy Check”
“Operational Standards”
“Safety Standards” L.L.Bean Fulfillment Operations
Safety Standard
HOLD Returns Workstation POHI/ PDR #3 Rev. 1
Adjust the workstation to your ergonomically correct working height height.
SAFETY STANDARD SIGN OFF SHEET To help ensure proper knowledge of safety procedures, you must be taught this Safety Standard which means the Teacher must read the standard and sign off document out loud to you before you operate this equipment. In signing this document, you agree, and will uphold the Safety Standard of the operation shown on the front. Once trained on the Safety Standard, please sign and date below along with the Teacher in acknowledgement that you have been trained and understand the content of the document. If at anytime you have suggestions to improve this Standard please contact your leader and or engineering. Thank you for working safely. Note: Training/Teaching to be done by Leaders, Workflow Coordinators, Trainers, Mentors, Safety/Ergo Team Members, SER’s, JHA Team Members, and Engineering personnel only. Employee#
Signature
Date
Print Teacher Name & Sign
Keep walk ways CLEAR at all times.
Ensure product is contained within the cart as shown. Do NOT overfill to an unsafe condition.
WIP Carts to be positioned as shown above to enable safe passage in and out of area.
1. All operators of this process must be trained on it’s operation and all applicable Standards. NO ONE IS ALLOWED TO PERFORM THIS OPERATION WITHOUT PROPER TRAINING. 2. Do not place personal items on workstation and tooling surfaces that would interfere with the safe operation of the process. 3. Insure the space around the work area is clear of obstructions and trip hazards before operating. 4. Adjust the workstation to your ergonomically
correct operating height to insure safety.
5. Do not block the walk ways as shown above. 6. Position carts as pictured above, all workstations, to ensure a safe working operation. 7. Use proper lifting techniques when removing product from carts. 8. Only fill the cart in a way that ensures product is supported and contained within the cart. 9. At NO time should you lift or carry a box/tote, over 30lbs, use applicable tools, i.e. carts, etc. 10. If lifting is needed needed, ”do do not put yourself at risk” risk call on another team member for help. 10 help 11. As the operator you are responsible to uphold the integrity of this safety document. 12. It is against LL Bean’s core values to compromise any SAFETY features shown on this document. K:\Department Files\MF Manufacturing\Engi nee rin g Services\01 PROJECT PLANNING SYSTEM\ PROJECT SPECIFIC DOCUMENTATION\SOP Model Project\12 Safety Standards Created by J. Doherty Date: 12/1/11
K:\Department Files \MF Manufacturing\Engineering Services\01 PROJ ECT PLANNING SYSTEM\PROJECT SPECIFIC DOCUMENTATION\SOP Model Projec t\12 Safety Standards Created by _____ Date _____
“Ergo Best Practices” Ergonomic CUTTING Best Practices Alterations Use guidebar where marked to prevent excessive reaching
OFC POHI/ PDR #3
Rev. 1
ERGO PRACTICES SIGN SIGN OFF SHEET ERGOBEST BEST PRACTICES OFF
SHEET
Ergonomics:
Ergonomics plays an important role in keeping us safe and healthy. It is the science of fitting workplace conditions and job demands to the capabilities of employees.
The goals of ergonomics include the following:
Adjust all workstations to your ergonomically correct working height.
•Designing Designing the job to the person. •Preventing injuries at work and improve the quality of our work life. •Improve productivity in the work place and improve the quality of work. •Employees will be trained to avoid using more force and movement than a job requires. •Fewer aches and pains. My signature acknowledges I have been taught and will follow the Ergonomically correct way to perform this operation.
Take full steps to place product on hangers to prevent excessive reaching and twisting
For the safety of myself and others I will contact my Leader, Ergo Rep. or Engineering if I am feeling any pain from doing this operation and/or if I have an idea or better way to perform this job. Univ. of VA
Note: Training to be done by individuals trained in ergonomics. Print Name
Step to face tote to remove product using two hands.
Signature
Date
Use palm of hand to depress button not finger tips
Keep your spinal cord aligned in it’s natural curve. Avoid twisting or bending movements. Suggest taking steps. 1. Adjust workstation height so elbows are at 90 degrees (recommended) 2 inches above top surface. Make sure all primary tools are in your primary reach zone. 2 Adjust ergo cylinder to proper height and use 2 hands to slide WIP tote from gravity rollers 2. rollers. 3. Adjust the incoming WIP ergo cylinder to enable correct working height to ensure back, shoulders, neck, and arms are in proper alignment, (top of tote elbows should be 90 degrees). 4. When retrieving work from WIP tote use proper lifting techniques, ( using 2 hands avoiding pinch grip and wide grasps). Take steps to WIP tote to avoid excessive twisting. 5. When using guide bar, reach using designated area. 6. Take steps to cutting position to avoid excessive reaching and twisting. Use whole hand to press cutter button. 7. When putting pants on hanger, take steps to avoid excessive reaching. Use 2 hands to push hanger to next station. 8. Participate in all Stretch Breaks. Do additional micro stretches as needed. Discuss any discomfort, numbness, b tingling, i li lack l k off sensation, i or any injury i j immediately i di l with i h your supervisor. i K:\Department Files\MF Manufacturing\Engineering Services\01 PROJECT PLANNING SYSTEM\PROJECT SPECIFIC DOCUMENTATION\SOP Model Project\10A Ergo Standards Created by SER Team Date 9/12/11
K:\Department Files\MF Manufacturing\Engineering Services\01 PROJECT PLANNING SYSTEM\PROJECT SPECIFIC DOCUMENTATION\SOP Model Project\10A Ergo Standards Created by _____ Date _____
Instructor Name & Signature
Personalized Services Alterations Topic:
L.L. Bean Distribution ONE POINT LESSON
4 Point Tack Using Laser Assist to Improve Cuff Quality for our Customer
Who To:
Alterations Team
Use the laser beam to assist and guide point of tack. 1. Turn up 1¼” unless otherwise specified. 1 specified 2. At the side seams position the edge of the pant under the laser beam and tack in the seam. 3. At the center seams position the edge of the pant under the laser beam and fold back the fabric to the stitch line and tack catching the edge of fabric.
Side Seam Tack
Center Seam Tack Originator: L.L. Bean Engineering
Created by
C. Vosmus, J. Doherty
Date: 9/8/2011
Rev. 1
“Creating g Conditions for Success” • Sustain Daily Check-In • Business Guiding Values • Business Owner Win Win-Win Win • Resources Win-Win • Sustainable Feedback Loops • Closed Loop Systems • Continuous Improvement • Business Ownership & Sustain
All Four Phases Safety Ergonomics Q lit Quality Productivity
“Working g The Design” g
Ideal WIP Levels Direct Hand-Off People Engagement Continuously Improve • 5S Model • 7 wastes • VSM • Corkscrew Analysis
“Corkscrew The Results” Analyze
3
Theorize
1 Act
2 Observe
4
5 Change Do
• 3, 6, 9, 12 Month Analysis (1st year) • Repeat Annually
Dinner and Topic Discussion 5:45 – 6:10 1. Talk about your tables assigned topic during dinner dinner. 2. Post your VSM examples on the wall for review review.
Jotul History @ 6:00
LL Bean Plant Tour SAFETY All g guests must wear closed shoes with heels of one inch or less. (Sorry…no clogs, open toes, open tops (like maryjanes or ballet flats), cutouts, high heels, open weaves or exceptions). Sneakers and Bean Boots are always good choices! Please stay with your guide guide. If you see something you'd you d like a closer look at off the beaten track, please ask. Safety glasses will be provided and required. We have models that fit over other prescription eyewear. Walkways are shared with moving equipment. Drivers will look out for you but ultimately they have right of way. No use of phones or electronic devices while walking in travel aisles, please. In the event of emergency evacuation evacuation, please leave the building by the closest exit and stay with your guide. Don't go back to your car without being accounted for by an employee.
LL Bean Plant Tour Engineering and Manufacturing Split into two groups Wear your safety glasses Write down one piece of advice on how LL Bean can improve (safety, visual controls, 5S, etc.)
Round Table Break Out Sessions 7:00 – 7:45 Topic T i S Summary 10 min total • Select Scribe • Prepare Summary Flipchart(s) ( ) • Assign Spokes P Person
Large Group L G Debrief D bi f 10 min per Topic • Spokesperson Report out - 5 min • Large group discussion - 5 min
Round Table Topics 1. When is it appropriate to invest time & resources to do a full Value Stream Mapping “Event”, including Current State Map & Tour Tour, Future State Map Map, ID of 8 Wastes Wastes, List of Problems to be Solved, Priorities and Metrics? 2. What at are a e tthe ed different e e t ways ays to get tthe e “Voice o ce o of the t e Customer” in VSM, and assure Value is defined by the Customer? 3. What can be discovered from Value Stream Analysis that cannot be discovered through other processes? 4 4. Who must participate in a Value Stream Analysis event, and WHY?! who is optional?
Lean Resources
LEARNING TO SEE by Mike Rother and John Shook
COMPLETE LEAN ENTERPRISE by Keyte and Locher
CREATING CONTINUOUS FLOW b th by R Rother and Harris
Wrap Up - Plus / Delta What worked well and what do you want to see at the next round tables?
Next Lean Round Table
May 7 M 7, 2013 Visual Management Employee Engagement
1260 Poland Spring p g Road,, Casco
