1. © Groundwork Cheshire This project is Supported by: Resource – Process - Efficiency How to engage & inspire the client To be really effective and ultimately successful you need to be perceived by the client as having commitment, knowledge, experience, be able to communicate be understood have empathy understand synergy credibility passion and exuding that passion - transfering the passion in part or in whole to the audience, (the client(s), to inspire them into action.

2. © Groundwork Cheshire This project is Supported by: Process Efficiency So how do you do this? DEMONSTRATE AND SUPPORT THE POTENTIAL TO PROVIDE COST SAVINGS!!!!!!

3. © Groundwork Cheshire This project is Supported by: What needs to be improved Identifying what needs to be improved is always helpful ie some companies have the mission statement, some companies lead times ;some service levels. Companies tend to relate back to the financial plan with some non financial targets such as complaints, customer ppm, hours without a lost time accident etc. These targets are then communicated through to all and action the team through policy deployment. This allows activities to be tested on the question- does project X support any of the critical objectives?.

4. © Groundwork Cheshire This project is Supported by: Process Efficiency Need to know what, where and how resources are used in the process and controls in place –Do they have recognised Management procedures eg ISO –Is the process(es) a batch process or continuous or a mixture –Do they recognize and apply best practice man machines methods and materials? –Are there perceived bottlenecks, pinch points, rate determining steps in the process –Raw materials - records of amounts purchased/used, rejects &rework (plus analysis), complaints. Costs of major raw materials. QA records –Energy & water- Bills, any monitoring and targeting, any analysis – major consumers of utilities –Waste- how/where it arises - the amounts- is it avoidable and if unavoidable is it being managed? –Transport- Systematic approach, logs of fuel use, training

5. © Groundwork Cheshire This project is Supported by: Process Efficiency Input 100% Output 70% Difference 30% HOW, WHY,WHERE,WHO,WHAT Process(es)

6. © Groundwork Cheshire This project is Supported by: Where to start! “If you can’t measure it, you can’t control it. If you can’t control it, you can’t improve it.”

7. © Groundwork Cheshire This project is Supported by: Effective use of Short Interval Control (SIC) can be summarized in this way Processes are kept in control when - and only when - every member of the organisation accepts responsibility for identifying variances, then takes action to eliminate causes of problems.

8. © Groundwork Cheshire This project is Supported by: Some Basic and not so Basic Problem Solving Tools Brainstorming 5s – Sort-Set in order- Shine- Standardise- Sustain Histograms & Charts Process-Mapping Fishbone (Ishikawa) Diagrams Mapping – Visual - waste Causal-Loop Diagram Pareto Diagrams Attribute Charts Route Cause Analysis Statistical Process Control – 6 sigma – Capability SMED Design of Experiments Taguchi Multi variable SPC Some tools are for driving improvements whilst the others are to stabilise the new state and managing abnormalities.

9. © Groundwork Cheshire This project is Supported by: The Power of “Why The most powerful question a consultant can ask is: WHY? … ask enough times and you will uncover the root cause.

10. © Groundwork Cheshire This project is Supported by: Why Is The US Railroad Gauge 4’ 8.5”? Why? Because that's the way they built them in England. Why did the English build them like that? Because the first rail lines were built by the same people who built the pre-railroad tramways. Why did they use that gauge then? Because the people who built the tramways used the same jigs and tools that they used for building wagons, which used that wheel spacing. Why did the wagons have that particular odd wheel spacing? Well, if they tried to use any other spacing the wagon wheels would break on some of the old, long distance roads in England, because that's the spacing of the wheel ruts. So who built those old rutted roads? The first long distance roads in Europe (and England) were built by Imperial Rome for their legions - Roman war chariots first made the initial ruts, which everyone else had to match for fear of destroying their wagon wheels and wagons. Why were the chariots designed as they were? Imperial Roman war chariots were made just wide enough to accommodate the back ends of two war horses

11. © Groundwork Cheshire This project is Supported by: Why Is The US Railroad Gauge 4’ 8.5”? Because that is the width of the backend of two horses!

12. © Groundwork Cheshire This project is Supported by: Definition: KPI A Key Performance Indicator (KPI) is a metric which is used to measure the performance of a critical or high leverage activity or process

13. © Groundwork Cheshire This project is Supported by: Definition: KPI KPI’s are like the dashboard of a car. They provide the essential information required to control the vehicle safely and efficiently. They do not provide information on all of the aspects of the vehicle which could be measured

14. © Groundwork Cheshire This project is Supported by: Make sure you measure the right thing The FAA defines ‘on time departure’ as when the door shuts …Not much fun if you’re a passenger delayed on the runway for another hour

15. © Groundwork Cheshire This project is Supported by: Use both ‘Leading’ and ‘Lagging’ indicators Example When losing weight, it is far more effective to count calories than to just focus on weight Leading indicators measure activity (input) while the lagging indicators measure results (output)

16. © Groundwork Cheshire This project is Supported by: Map the KPI relationships using a tree KPI tree cascades each of the desired outcomes to the lowest level at which a KPI can be managed $ / UnitUnits Cost $Materials Efficiency Labor Yield LaggingLeading

17. © Groundwork Cheshire This project is Supported by: Example of a KPI tree Throughput Efficiency Process Control Availability ChangeoversStoppages Quality Give-Away / Breakages Variable Cost Energy Efficiency Labor Productivity Overtime / Contractors Staffing / Shifts Materials Usage Fixed Cost Org.EffectivenessInfrastructure WarehouseInventory

18. © Groundwork Cheshire This project is Supported by: Set challenging goals Until Roger Bannister broke the four- minute mile, it was commonly believed that it could not be done After he broke the record, suddenly others began to be able to accomplish this as well Why is that?

19. © Groundwork Cheshire This project is Supported by: Targets, budgets, plans, etc. *B.D.P. = Best Demonstrated Practice KPI B.D.P.* Budget Plan Base Actual Target

20. © Groundwork Cheshire This project is Supported by: Define ‘SMART’ Targets S Specific M Measurable A Achievable R Realistic T Time Related

21. © Groundwork Cheshire This project is Supported by: KPI guidelines Should be limited to manageable number (12-25) Should be used in balanced combinations or as ratios Should be measured against a base, plan and target Should be capable of being influenced by the person monitoring it Should be used as a tool to improve performance and not to punish poor performance Should be easy to understand

22. © Groundwork Cheshire This project is Supported by: The D.A.D.A. Cycle Analyse Decision Action Facts Data

23. © Groundwork Cheshire This project is Supported by: Stages In The Process Identify problems Record them Classify or group them Agree ranking criteria Rank and prioritise problems

24. © Groundwork Cheshire This project is Supported by: Basic Problem Solving Tools Brainstorming Histograms & Charts Process-Mapping Fishbone (Ishikawa) Diagrams Mind-Mapping Causal-Loop Diagram Pareto Diagrams

25. © Groundwork Cheshire This project is Supported by: Example: Pareto (80/20 Rule)

26. © Groundwork Cheshire This project is Supported by: Example: Fishbone (Ishikawa) Diagram Men EFFECT Machines Methods Materials CauseEffect 4 P’s Policies Plant People Procedures

27. © Groundwork Cheshire This project is Supported by: Introduction of the root cause analysis (RCA) Definition –Root Cause Analysis (RCA) is a formal approach to solving a given problem –The use of RCA provides a structured method for developing the root cause and enables identification of the best recommended solutions to the problem When is a RCA needed? –Any time there is an incident, or when you have identified a repetitive problem that needs to be solved Who can use the RCA method? –Everyone

28. © Groundwork Cheshire This project is Supported by: Root cause analysis in 5 steps Step n°1: n agreement and scope problem. Elements/Tools n Problem Statements n Timelines n Boundaries n Improvement Targets Step n°2: n Collect data to establish a hypothesis, idea or theory of what happened once the problem is defined. Elements/Tools n Data collection plan n Collecting Data n Ishikawa n Affinity diagram n Pareto Charts n Flowcharts/ Process Maps Step n°3: n Prove the hypothesis by taking the large list of potential causes and identifying the most likely root cause(s) Elements/Tools n Eliminate and rank causes n Ishikawa Diagrams n Pareto Charts n Flowchart/ Process Maps n Risk Analysis FMEA Step n°4: n Generate a list of improvements to address root causes of the identified issues Elements/Tools n Assign Actions n Team Authorization n Define responsible entity and timeline n Prioritize (risk rank) task n Submit to RCA Team Step n°5: n Ensure recommendations are implemented through assigning responsibilities to stakeholders and following up in RCA Meetings Elements/Tools n Follow up n Resource Evaluation n Communicate Results Defi ne the pro ble m Defi ne the pro ble m Det erm ine data nee ds Det erm ine data nee ds Anal yse the pro ble m Anal yse the pro ble m Corr ecti ves Acti ons Corr ecti ves Acti ons Imp lem ent solu tion s Imp lem ent solu tion s

29. © Groundwork Cheshire This project is Supported by: Ishikawa example n Represented by the RIBS of the skeleton n Use the “4M’s” / “4P’s” or others to categorize the causes n Add the causes to the rib n Add further riblets to show relationships between causes CausesEffects

30. © Groundwork Cheshire This project is Supported by: CAUSE & EFFECT DIAGRAM reminders “4 M’s”“4 P’s” ManpowerPersonnel MachineryPlant MaterialsPolicies MethodsProcedures

31. © Groundwork Cheshire This project is Supported by: Affinity diagram Étape 1 Brainstormed Post-Its Define the categories Stick with the rule of 3 - 6 words per Post-It, with a verb.

32. © Groundwork Cheshire This project is Supported by: Root Cause Analysis Roadmap  Process  Inputs  Outputs Suppliers Customers Action log Corrective Action 2 4 8 6 10 G 13 5 7 9 A B C D F E J IH G Implementation Define Problem Analyze Data Problem Statement: Goal: Business Case: Scope: Targeted improvement Timeline:: Determine Data Needs

33. © Groundwork Cheshire This project is Supported by: Supported by coaching the people in using specific tools... Helping the people utilise the new measurements properly Frequency histogram Pareto histogram Decision scripts Source fishbone Root-cause fishbone 3 “these tools can eventually be automated to help people think and make decisions faster”

34. © Groundwork Cheshire This project is Supported by: Short Interval Control (SIC) Prevents Large Problems from Surprising the Organization Frequent measurement prevents small problems from becoming big ones.

35. © Groundwork Cheshire This project is Supported by: What is a Short Interval Control (SIC)? SIC is part of a suite of tools to improve the efficiency of production focusing on a part of a process that is critical to the overall optimisation of the process A tool tracking a variable at the optimum interval. This variable will be whatever is most meaningful in optimising output and the reporting will be based on a variance against a standard. Typically developed and used by the people at the ‘front line’ of the process and recorded by hand. High performance results are achieved where the operator has the desire & passion to achieve the best results and quickest resolution of issues – thus behaviours are very important. Provides a good base for communication tool between operators on shift change

36. © Groundwork Cheshire This project is Supported by: Designing the Short Interval Control (SIC) – What are the principles ? Find or develop experts who know about process control charts. ‘Get them to do it!’ - Coach the operators through drawing up the control chart, identifying the appropriate interval for measuring the variable, and establishing the desired parameters for operation (across shifts!). Don’t design the ‘perfect’ control chart - go with one that does the job; upgrade at a later date Make a commitment to reviewing the performance regularly and consistently

37. © Groundwork Cheshire This project is Supported by: Coaching the Installation of a SIC Working with Operators, define key variables to monitor Coach operators in designing SIC Get operators to agree on targets / parameters; communicate across shifts Set aside several hours each day to sit with operators to install SIC Question operating norms, changes to rates, challenge non-compliance, reward good operation, use problem- solving tools to help remedy poor operation - LISTEN Agree performance standard Listen / Follow up Challenge Support / Trust

38. © Groundwork Cheshire This project is Supported by: Short Interval Control Tool Short Interval Control (SIC) mechanism is a simple tool Helps staying on track towards goal SIC is utilizing the decision loop so frequently that any deviation from progress towards goal is corrected early enough DECISION (Plan) ACTION (Do) DATA (Check) ANALYSIS (Act)

39. © Groundwork Cheshire This project is Supported by: Description of Short Interval Control If the indicator is in the red zone, the process is out of control. Take corrective action. Call the supervisor. If the indicator is in the yellow zone, take preventive measures to avoid the process going out of control. Check the adjustments or call the supervisor, electrician, mechanic. If the indicator is in the green zone, the process is under control Congratulations! 6 AM7AM8AM9AM10AM11AM12AM1PM2PM3PM4PM5PM6PM7PM8PM9PM10PM11PM12PM1AM2AM3AM4AM5AM 25 min 20 min 5 min 0 10 min 15 min Short interval control (SIC) Follow: Follows the number of stops in minutes on the palletiser after accumulation or bad pallets (Follow every hour) Palletiser Place:Line: 3 - 4 - 5 Time Number of the pallatiser What is SIC? SIC is used to measure short- term changes in the process. It serves as a tool for communicating process- performance during team changes. It is a tool that ensures corrective actions are taken before the process goes out of control.

40. © Groundwork Cheshire This project is Supported by: Example of Graphical SIC 6 AM7AM8AM9AM10AM11AM12AM1PM2PM3PM4PM5PM6PM7PM8PM9PM10PM11PM12PM1AM2AM3AM4AM5AM Operator Initials Time 10 min 8 min 2 min 0 4 min 6 min Short Interval Control (Example) Line: Area: Follow: 5 Shift Corrective Action Corrective Action - tendency increasing Preventive Action Preventive Action Corrective Action

41. © Groundwork Cheshire This project is Supported by: What’s SMED? Single Minute Exchange of Dies CYCLE TIME COMPRESSION AND IMPROVEMENT IN QUALITY

42. © Groundwork Cheshire This project is Supported by: PIT CREW Tyres ready, tools in place, fast-flow fuel tank is full Co-ordinated crew activity - four new tyres - fill fuel tank - wipe windshield - water for driver Car out of pit - get ready for next pit stop

43. © Groundwork Cheshire This project is Supported by: IMPROVEMENTS IN PIT STOP TIMES

44. © Groundwork Cheshire This project is Supported by: Definition of changeover time The time, the last good product was produced on the old set- up, to the time, the first acceptable product is made on the new set-up (after adjustments).”

45. © Groundwork Cheshire This project is Supported by: CAUTION - What is the changeover time? to external changeover internal activity first pass yield rework last good piece of old product changeover start of first good piece of new product re set-up during process of part

46. © Groundwork Cheshire This project is Supported by: Parallel Operations

47. © Groundwork Cheshire This project is Supported by: How can adjustment time be eliminated? Run Internals Externals Run Internals Externals

48. © Groundwork Cheshire This project is Supported by: Smooth & Simplify Eliminate adjustments - standardize location points, settings of adjustment, utilize visible centerlines and numerical scales Use functional clamps and one-turn, one-motion, interlocking methods Determine the best way to organize, maintain, and store tools and materials. Determine the right amount of tools and materials. –And...

49. © Groundwork Cheshire This project is Supported by: Smooth & Simplify “Slick” loading and unloading of dies and fixtures Determine and record key dimensions Utilize a least common multiple system De-skill most steps Utilization of appropriate technology - standard base plates, chamfered pins, t bolts, v fixtures, limit switches to set heights and lengths, upgraded clamping methods Mechanize - utilize forklifts, overhead cranes, bolsters, remote control tightening devices, electric drives

50. © Groundwork Cheshire This project is Supported by: BENEFITS of SMED Quicker set-ups - reduced downtime Increased uptime - increased production and throughput Higher equipment availability Improved competitiveness - job security Improved safety - reduced risk of injury & physical strain Improved customer service and delivery Reduced costs and improved quality Reduced lot sizes Reduced scrap and repair Reduced work in process inventory (WIP) Reduced finished goods inventory / need for storage space Reduced obsolescence Improved housekeeping Simplified production scheduling Increased manufacturing flexibility

51. © Groundwork Cheshire This project is Supported by: SMED do’s and don’ts DO Start on bottlenecks Reduce batch sizes in line with set-up reductions Organize the workplace Make checklists Focus on internal set-ups first Eliminate / reduce adjustments Develop one-touch clamping Utilize fool-proofing Standardize methods

52. © Groundwork Cheshire This project is Supported by: SMED do’s and don’ts DON’T Tackle all machines / products at once Underestimate time required Expect instant results

53. © Groundwork Cheshire This project is Supported by: What is a One Point Lesson? It is a short Standard Operating Procedure (SOP) with visual elements written in one page It is a tool to communicate knowledge and skill about the equipment amongst members of the team. A tool to raise the knowledge and skills of the team in a very short period of time. If you find a better way of doing something you can ensure that everyone knows about it by using a One Point Lesson (OPL). If you have found a way of solving a problem and want to ensure that next time the problem is encountered everyone knows, then tell the team using an OPL (but also update the correlated SOP

54. © Groundwork Cheshire This project is Supported by: What is a One Point Lesson? A One Point Lesson is one of the easiest and cheapest methods of reducing and avoiding downtime. It is a complement for the SOP in order to facilitate the communication and the training. One Point Lesson NEVER REPLACE THE SOP

55. © Groundwork Cheshire This project is Supported by: How is a One Point Lesson generated? One member of the team prepares a sheet, which describes the problem and solution in simple language. Illustrate it with pictures if possible. The team discusses the OPL, formally or informally, and incorporate any ideas. The OPL is approved by line management to ensure it is appropriate and safe. The OPL is published and read by all members of all shift teams. Individuals sign to acknowledge that they have read the OPL.

56. © Groundwork Cheshire This project is Supported by: The One Point Lesson Form (Example

57. © Groundwork Cheshire This project is Supported by: How to achieve Behavioral Ownership Create a sense of urgency so that people start telling each other, “Let’s go, we need to change things!” Pull together a guiding team powerful enough to guide a big change Create clear, simple, uplifting visions and sets of strategies Communicate the vision through simple, heart felt messages sent through multiple channels so that people begin to buy into the change Empower the people by removing obstacles to the vision Create short-term wins that provide momentum Maintain momentum so that wave after wave of change is possible Make change stick by nurturing a new culture