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Martin Robinson Examples of activities carried out Created December 2014.

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Presentation on theme: "Martin Robinson Examples of activities carried out Created December 2014."— Presentation transcript:

1 Martin Robinson Examples of activities carried out Created December 2014

2 Activity area DateDetailsBenefit(s) Business Cost Modelling 2012 - 2013 Showed businesses how to create P&L Models allowing them to determine areas critical to maximise cost performance, identify which labour / material loss areas need focus and then develop phased Continuous Improvement plan supported by cost tracking mechanisms. Businesses able to design & deliver CI Programs that directly supported corporate objectives and profit growth. OEE Improvement 2014 Installed Loss Data Collection Systems allowing 1 st Tier JLR supplier to identify and manage ways to attack OEE losses. OEE increase from 55% to 70%. Changeovers2011 Alongside resident trainer & line operators identified changeover Best Practice, turned this into a number of standard operations (including writing some of the standard ops myself) and then led creation of training delivery plan. Standardised Changeovers; skills matrices for ops vs. changeovers, solid “platform” for Planning / Scheduling. Productivity Improvement 2000 Vehicle HVAC unit moulding & assembly business. Productivity improvement activity using operators and supervisor from line. This involved using a variety of IE techniques (elemental breakdown, cycle samples, "spaghetti diagrams“, etc) to fully break down the total assembly routine and then reduce balance loss on the line by redistributing assembly tasks. 13% productivity improvement. AM (Autonomous maintenance) activity 2013 Showed teams of five - six operators & engineers how to strip down, clean & tag loss critical areas on injection moulding machines & assembly lines. Teams were shown how to create Maintenance routines for operators. Activity based around quarter day sessions every week for six months. Operators successfully engaged in routine maintenance tasks. OEE boosted 5%+. Problem solving activity 2010 Led team of 20 (ranging from Director to operator level) through structured problem solving activity using Ishikawa diagrams as a core tool looking at aerosol blocking in marketplace. This was carried out over a full day. An example of some of the agreed actions are attached. £100k saving from defect reduction. Click here Links to examples Click here Next table

3 Activity area DateDetailsBenefit(s) Process mapping activity 2010 Led small team to process map can processing through aerosol manufacturer. Activity carried out over a half day. A working group was then set up & led by myself to manage the associated action plan. Identification of degree of excess stock holding. This led to £50k / annum stock holding cost reduction. 5S activity2010 Led team of around ten (operators and supervisors) in three day 5S blitz. This involved stripping the full area back to bare fabric, vetting which items were to be returned, cleaning, painting and marking all areas (& redesigning layouts as & where appropriate). After the event I trained the area supervisors in how to use a 5S audit. Subsequent meeting were held with the area s/v’s to review upkeep and review any suitable additional / outstanding remedial work. Morale raised in area. Area used by business as demonstration of Best Practice across all group sites. 5S activity2010 Ran team of four (ops & engineers) to strip back, clear, clean & configure stores office Improved morale, easier working. FMEA2009 Led team of six (from General Manager to technician) to create FMEA on shave gel cans Used to drive action plan to safeguard major retailer contract. Lean "Bootcamp" 2009 - 2010 Designed, Co-ordinated and led two residential "Lean Bootcamps" delivering Lean training & coaching to over thirty delegates in total. The topics covered included 5S, VSMs, standard Ops, fishbone diagrams, 5 Why analysis amongst others. The delegates covered all levels from MD down to line supervisors and across all business areas. Creation of over thirty "Lean Converts" within core areas of the business. Very positive feedback received from all areas on delegate learning, sustainment of interest, quality of materials, benefits to business. Lean Newsletter 2010 - 2012 Created, wrote (with input from around the business), edited, published and distributed the company Newsletter; "The Lean". The Lean was distributed each month to all levels from the Chairman down to the shopfloor operators. Successfully helped spread the “Lean” message across the business. Click here Links to evidence Previous Table

4 Business Cost Modelling Next Slide Business Cost Model Cost elements Mats Direct labour Maint’ Waste Utilities Depreciation Cost / unit CurrentFuture Target Improvement 21 10 5 65 14 4 2.5 ???????????? ? ------------ ?? All elements of P&L are categorised so site team can identify those elements it can impact….. …..this gives us the “Conversion Cost”… Material Balance Model Usage if “Perfect” Actual usage Gap Material A Material B Material C 6 15 9 253253 583583 Labour Balance Model Usage if “Perfect” Actual usage Gap Area 1 Area 2 Area 3 16 25 9 2 15 13 8 15 7 …..which leads us to create “Balance Models”

5 Business Cost Modelling Material Balance Model Usage if “Perfect” Actual usage Gap Material A Material B Material C 6 15 9 253253 583583 Labour Balance Model Usage if “Perfect” Actual usage Gap Area 1 Area 2 Area 3 16 25 9 2 15 13 8 15 7 Material Waste Model Waste types Defects QA samples Set up Sales units Not ID’d CurrentFuture Target Impr’t 21 10 5 65 14 2.5% 21 2 5 32 14 4 1.2% - 80% - 50% - 50% Labour & OEE Waste Model Waste types Meetings Training Breakdowns Poor organ’n Changeovers Target Impr’t 6 72 0 2 23 12 6 7 0 1 11 7 - 90% - 50% 40% CurrentFuture Material Waste Model Waste types Defects QA samples Set up Sales units Not ID’d CurrentFuture Target Impr’t 21 10 5 65 14 2.5% 21 2 5 32 14 4 1.2% - 80% - 50% - 50% Material Waste Model Waste types Defects QA samples Set up Sales units Not ID’d CurrentFuture Target Impr’t 21 10 5 65 14 2.5% 21 2 5 32 14 4 1.2% - 80% - 50% - 50% Labour & OEE Waste Model Waste types Meetings Training Breakdowns Poor organ’n Changeovers Target Impr’t 6 72 0 2 23 12 6 7 0 1 11 7 - 90% - 50% 40% CurrentFuture Labour & OEE Waste Model Waste types Meetings Training Breakdowns Poor organ’n Changeovers Target Impr’t 6 72 0 2 23 12 6 7 0 1 11 7 - 90% - 50% 40% CurrentFuture Driven by the Balance Models the business then delves deeper & creates low level waste models……. ……allowing the business to set up Loss Reduction teams to target improvements against key losses Next Slide

6 Business Cost Modelling Business Cost Model Cost elements Mats Direct labour Maint’ Waste Utilities Depreciation Cost / unit Current Future Target Improvement 21 10 5 65 14 4 2.5 19 8 4 ? 2.3 10% 20% - 9% Material Balance Model Usage if “Perfect” Actual usage Gap Material A Material B Material C 61596159 253253 583583 Labour Balance Model Usage if “Perfect” Actual usage Gap Area 1 Area 2 Area 3 1625916259 2151321513 81578157 Material Waste Model Waste types Defects QA samples Set up Sales units Not ID’d Current Future Target Impr’t 211056514211056514 2.5% 212532144212532144 1.2% - 80% - 50% - 50% Labour & OEE Waste Model Waste types Meetings Training Breakdowns Poor organ’n Changeovers Target Impr’t 67202236720223 12 6701116701111 7 - 90% - 50% 40% CurrentFuture Finally, by setting targets for individual loss areas at the lowest level we can quantify the ultimate impact upon the P&L…… Back to table Visit Report Hchch Bbmn Dbjkb Fkbjkbhjbjkbjkn …..with each improvement activity managed & measured against participation, progress on actions, effectiveness and results

7 OEE Improvement Next Slide ….allowing rolling Pareto of issues…… ….Tracker allowing Production to record frequency of stops….. Simple Lineside data capture for Ops allowing creation of…

8 OEE Improvement Back to table = Ultimate OEE increase …+ Targets agreed for each loss & associated action plans….. …+ measurement of effectiveness of actions (“Closing the Loop”)..….. Individual Loss tracking….

9 Changeovers Back to table Examples of parts storage systems implemented to address change parts readiness. All created by the Ops themselves with my support Training matrix developed to roll out Changeover standard ops created

10 5S Examples of before & during phases Chris – one of the engineers getting stuck in. Back to table

11 Problem Solving Back to table Examples of some of the actions from the event

12 Process Mapping Back to table One of the templates used to track & quantify lead times of the chosen subject through the business.

13 Lean Bootcamp This picture shows one of the teams feeding back it’s findings to the other delegates on its allocated topic. The walls show the various VSM’s, data analysis, fishbone diagrams etc used in each exercise Back to table

14 “The Lean” Back to table Created monthly & distributed to every plant, level & function within the business. A few examples here.

15 FMEA Screen shot of one of the many FMEAs created. Back to table


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