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Continuous Process Improvement. Overview LEAN Thinking LEAN 5-step Continuous Improvement Cycle Value Stream Mapping 8 Types of Waste 6S LEAN Tools Implementation.

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Presentation on theme: "Continuous Process Improvement. Overview LEAN Thinking LEAN 5-step Continuous Improvement Cycle Value Stream Mapping 8 Types of Waste 6S LEAN Tools Implementation."— Presentation transcript:

1 Continuous Process Improvement

2 Overview LEAN Thinking LEAN 5-step Continuous Improvement Cycle Value Stream Mapping 8 Types of Waste 6S LEAN Tools Implementation Leadership Example

3 Lean Thinking DELIVER THE MOST VALUE FROM YOUR CUSTOMERS PERSPECTIVE WHILE CONSUMING THE FEWEST RESOURCES «Offrir de la valeur du point de vue de vos client tout en consommant le moindre de ressources» The basic philosophy of Lean is to provide the customer with… La philosophie de base du Lean est de fournir au client What they want ( besoin ) When they want it ( quand il/elle ont besoin ) Using the absolute minimum resources ( en utilisant le moindre de ressources )

4 Lean Thinking Four key performance goals: Quatre objectifs de rendement clés: 1.On-demand 2.Defect free 3.One-by-one 4.Lowest cost

5 Lean Why start with Lean? Requires very little specialized training Nécessite une formation très peu spécialisée Can be implemented in any type of organization and at all levels Peut être implémentée dans n'importe quel type d'organisation et à tous les niveaux LEAN creates a culture of continuous process improvement LEAN crée une culture d'amélioration des processus continu Lean training is learn by doing, which means that benefits are realized before training is even complete Formation de LEAN est « apprendre en faisant», qui signifie que les bénéfices sont réalisés avant que la formation est même complète

6 Lean Value Flow Value Stream Pull Perfection

7 Lean Understand Value Comprendre la valeur From perspective of the customer Du point de vue du client What are they willing to pay for Value Flow Value Stream Pull Perfection

8 Lean Identify the Value Stream Identifier le Value Stream Set of actions required to take a product from concept to launch and from order to delivery Ensemble d'actions nécessaires pour prendre un produit a parti du concept a la lancer ou de l'ordre a la livraison Value Flow Value Stream Pull Perfection

9 Lean Establish Flow Etablir le déroulement Goal is to produce and move one item at a time, with each step making just what is requested by the next step Objectif est de produire et de déplacer un élément à la fois, et faire en chaque étape seulement ce qui est demandé par la prochaine étape Value Flow Value Stream Pull Perfection

10 Lean Implement Pull Appliqué la method de tire Nothing is produced until there is a need or request Rien n'est produit jusqu'à ce qu'il y a un besoin ou une demande Value Flow Value Stream Pull Perfection

11 Lean Strive for Perfection Essayer dobtenir la perfection Achieved when the process provides pure value as defined by the customer Lorsque le processus fournit une valeur pure tels que définis par le client No waste Pas de gaspillage Value Flow Value Stream Pull Perfection

12 Value Stream Set of actions required to bring a specific product or service from raw material to the customer Ensemble d'actions nécessaires pour apporter un produit spécifique ou un service de matières premières à la clientèle Waste Anything that does not change the form, fit or function in a product (be it physical material, a capability or information) to satisfy a customers requirement Tout ce qui ne change pas la forme, d'agencement ou la fonction dans un produit (que ce soit matériel physique, une capacité ou informations) pour satisfaire les exigences du client

13 Value Stream Mapping Generates a common understanding of the current process and future state vision Génère une compréhension commune des processus en cours et vision du futur État Creates a baseline to measure improvements against Crée une base de référence pour mesurer les améliorations Helps recognize that lots of waste exists Aide à reconnaît qu'il existe beaucoup de gaspillage dans les processus

14 Value Stream Mapping Benefits to Commanders Increased speed greater flexibility to deal with change Augmentation de vitesseplus grande souplesse pour faire face au changement Improved productivity equates to higher production/reduced cost Amélioration de la productivité--équivaut à un coût bas et augmente la production Improved morale reduce the strain on our Airmen Amélioration du moral--réduire la pression exercée sur nos techniciens After Before Time After Before Work Time (value add) Wait Time (no value) Work Time (non-value add) Typical Work Week: Mon | Tue | Wed | Thu | Fri | Sat | Sun Value-added vs. Non-Value Added Work

15 Value Stream Mapping Waste Identification

16 8 Types of Waste Defects Inspection and repair of material in inventory Overproduction Working faster than next person can process Waiting Idle time created when waiting Non Value Added Processing Any effort that adds no value to the product or service Transportation Movement of material or people that adds no value Intellect Not using people to the best of their unique abilities Motion Unnecessary movement Excess Inventory Having more than necessary

17 6S Sort Keep only what you need Garder seulement ce que vous devez Straighten Organize it Shine Make it easy to see if something is wrong Rendre facile de voir si quelque chose est mauvaise Standardize Develop systems/procedures to maintain and monitor first three Ss Développer des systèmes et procédures pour maintenir et surveiller les trois premiers Ss Sustain Maintain your new standard Maintenir votre nouvelle norme Safety Design safety in the layout

18 Six Sigma Intended to improve the effectiveness of a process by identifying process variation in satisfying customer requirements and expectations Destiné à améliorer l'efficacité d'un processus en identifiant les processus qui varie tout en essayant de satisfaire les attentes et les exigences du client Reduce and eliminate variation Réduire et éliminer la variation

19 Theory of Constraints Focuses Identifying the systems constraint that limits overall operational performance Identifier les contraintes du système qui limite la performance opérationnelle Exploiting the systems constraint to get the most out of it without additional resources Exploitant les contraintes du système pour obtenir le maximum sans ressources supplémentaires Subordinating everything else that is not the systems constraint Subordonne tout ce qui n'est pas contrainte du système

20 LEAN Tools Other Tools Standardized work Example Visual Management Root cause problem solving (5 Whys) Benchmarking

21 DRAW A PIG Seriously, just draw a pig right now.

22 Draw a Pig!

23 Pig!

24 Process Driven Results Consistent Process Expected (desired) Results Inconsistent Process Inconsistent Results Traditional = People doing whatever they can to get results Lean = People using standard process to get results

25 Visual Management Provides instruction Conveys information Exposes abnormalities Conveys shortfalls

26 Visual Management

27 Displays Color coding Indicator/Signal/Control

28 Understanding Change Over 90% of change initiatives fail in the long run Plus de 90 % des initiatives de changement échouent à long terme Reasons for failure (raisons pour léchec) Lack of sponsorship at all levels (Manque de parrainage à tous les niveaux) Lack of effective communication (Manque de communication efficace) Poorly defined roles (les rôles sont pas bien définis) Limits on time and resources (Limites de temps et de ressources) Organizational inertia and politics (Politique et problèmes organisationnel) Lack of integrated planning (Manque de planification intégrée) Choosing the wrong people for project roles (Choisir les mauvaises personnes pour les rôles de projet)

29 Change Requires Affirming Leadership We tried that before. Our place is different. Thats not my job. It costs too much. We dont have the time. Runs up our overhead. Laws and Regs say we cant. Thats not our problem. I dont like the idea. Good idea but impractical. Not that again. Its too radical a change. We did all right without it. It wont work in our office. It cant be done. Its impossible. Weve always done it this way. Top management wont buy it. Dont rock the boat. Quit dreaming. If it isnt broke... We dont have the authority. Its a customer requirement... Avoid Saying Cant in its many forms...

30 Examples Before Process Improvements (Lean/Cellular) One Asset Km Traveled: 5.7 Annex Stripping 28G Blast 53A Full FPI 11B Power Wash 17T Weld 05C Plasma Spray 26C Heat Treat 26D Steam Clean 54A Attach WCD 54A Weld Prep 05F Lab 14B Average Flow Days: 23 Ownership Changes: 12 Building 3001

31 Examples TO-BE Before Distance traveled: 5.7 Km Avg Flow Days: 23 Ownership Changes: 12 After Distance Traveled: 2.1 Km Avg Flow Days: 6 Ownership Changes: 4 Process Ownership as high as possible Product Turn time as low as possible InductionBlast Cleaning Controlled Grinding MachiningStrip Weld Heat TreatPlasmaPaint Assembly

32 Examples OC-ALC: KC-135 aircraft overhaul 100 additional aircraft available 100 avions supplémentaires disponibles Flowdays reduced from 380 to 167 Jours de travaille réduit de 380 à 167 On-time delivery increased to 100% Livraison a temps a augmenté jusqua 100 % Shingo Prize DOD Silver- Level Winner Shingo Prize DOD Silver- Level Winner

33 Examples McChord AFB: Wheel & tire shop Reduced manpower from 14 to 5 nombre douvrier réduite de 14 à 5 Reduced steps from 7 to 4 Étapes réduit de 7 à 4 Cycle time reduced by 67% Temps de cycle réduit de 67 % Dover AFB: C-5 isochronal inspection Flowdays reduced from 33 to 19 days Jour dinspection réduit de 33 à 19 jours Cost/aircraft reduced from $1.9M to $1.6M Coût de maintenance réduite de $1. 9 M $ 1. 6 M CSAF Team Excellence Award

34 Summary LEAN Thinking LEAN 5-step Continuous Improvement Cycle Value Stream Mapping 8 Types of Waste 6S LEAN Tools Implementation Leadership Example

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