Moderator: Panelists: Kenneth Calhoun Vice President Customer Relations Truck Centers of Arkansas. Jim Cade Vice President Maintenance USA Truck

Transcription

1 Moderator: Kenneth Calhoun Vice President Customer Relations Truck Centers of Arkansas Panelists: Jim Cade Vice President Maintenance USA Truck Glen McDonald Director of Maintenance Ozark Motor Lines Inc. Don Davis Director of Maintenance ABF Freight

2 Kenneth Calhoun Vice President Customer Relations

3 Lean Principles: The Application of Structured Problem Solving to Maintenance

4 James Cade Vice President of Maintenance

5 Glenn McDonald Director of Maintenance

6 Don Davis Director of Maintenance

7 LEAN PRINCIPALS The starting point of lean is the commitment to deliver the highest possible value to the customer Recognize that you, as a customer, would not want to pay for anything that you do not value

8 LEAN PRINCIPALS Everyone in this room will recognize these common categories of non-value-added activity in the workplace: -Accidents -Mistakes -Delays -Waste -Scrap Why would your customer pay for them?

9 LEAN PRINCIPALS The use of structured problem-solving for reducing or eliminating these wastes has become a source of competitive advantage Some companies have moved further along, some have just started.

10 LEAN PRINCIPALS All Structured Problem Solving has a common core -DMAIC -PDCA -7-Step -Kepner-Tregoe

11 Stages in Fact- Based, Problem- Solving Method Take a look [Observe the situation/problem] Have a hunch [Form hypotheses] Organize facts to check out the hunch [Test hypotheses] Use root cause to identify a path to improvement [Analyze the data] Implement the improvement and make sure it is stable [Evaluate the results]

12 Stages in Fact- Based, Problem- Solving Method Take a look [Observe the situation/problem] Method: DMAIC D = Define the problem Have a hunch [Form hypotheses] Organize facts to check out the hunch [Test hypotheses] Use root cause to identify a path to improvement [Analyze the data] Implement the improvement and make sure it is stable [Evaluate the results] M = Measure the baseline after collecting relevant data, collect the relevant data to test hypotheses A = Analyze the data, document the process flow and hand-offs, search for the root cause of lost efficiency and effectiveness I = Identify, test and implement a solution C =Control Design the plan to sustain the improvement in the long-term

13 Stages in Fact- Based, Problem- Solving Method Take a look [Observe the situation/problem] Method: DMAIC Method: PDCA D = Define the problem P = Plan the problem solving Have a hunch [Form hypotheses] Organize facts to check out the hunch [Test hypotheses] Use root cause to identify a path to improvement [Analyze the data] Implement the improvement and make sure it is stable [Evaluate the results] M = Measure the baseline after collecting relevant data, collect the relevant data to test hypotheses A = Analyze the data, document the process flow and hand-offs, search for the root cause of lost efficiency and effectiveness I = Identify, test and implement a solution C = Design the plan to sustain the improvement in the long-term D = Do the problem solving C = Check that your solution delivers the desired result A = Act to sustain by developing a standard

14 Stages in Fact- Based, Problem- Solving Method Take a look [Observe the situation/problem] Method: DMAIC Method: PDCA Method: 7-Step D = Define the problem P = Plan the problem solving 1.Find the right problem 2.Define the problem Have a hunch [Form hypotheses] Organize facts to check out the hunch [Test hypotheses] M = Measure the baseline after collecting relevant data, collect the relevant data to test hypotheses 3.Analyze the problem Use root cause to identify a path to improvement [Analyze the data] A = Analyze the data, document the process flow and hand-offs, search for the root cause of lost efficiency and effectiveness D = Do the problem solving 4.Develop the possibilities 5.Select the best solution Implement the improvement and make sure it is stable [Evaluate the results] I = Identify, test and implement a solution C = Design the plan to sustain the improvement in the long-term C = Check that your solution delivers the desired result A = Act to sustain by developing a standard 6.Implement the solution 7.Evaluate and learn by observing the solution

15 Stages in Fact- Based, Problem- Solving Method Take a look [Observe the situation/problem] Method: DMAIC Method: PDCA Method: 7-Step Other: 8-Step, Kepner-Tregoe, 5- Step, Your Method D = Define the problem P = Plan the problem solving 1.Find the right problem 2.Define the problem Have a hunch [Form hypotheses] Organize facts to check out the hunch [Test hypotheses] M = Measure the baseline after collecting relevant data, collect the relevant data to test hypotheses 3.Analyze the problem Use root cause to identify a path to improvement [Analyze the data] A = Analyze the data, document the process flow and hand-offs, search for the root cause of lost efficiency and effectiveness D = Do the problem solving 4.Develop the possibilities 5.Select the best solution Implement the improvement and make sure it is stable [Evaluate the results] I = Identify, test and implement a solution C = Design the plan to sustain the improvement in the long-term C = Check that your solution delivers the desired result A = Act to sustain by developing a standard 6.Implement the solution 7.Evaluate and learn by observing the solution

16 PROBLEM STATEMENT Technician has been assigned a task of DPF issues. Troubleshoots the truck and performs a forced regen. Code goes away. Truck makes a run and comes back with the same issue. Technician brings the truck back in and has the DPF baked and DOC cleaned. Code disappears upon reinstall and after the truck makes a few more trips, the unit comes back and has the same code. Source of the issue was an upstream issue that causes dpf plugging. (bad doser, egr cooler leaking, SCR pump issues not checked initially for root cause. Lee Long

17 STEP OF DMAIC D Define The first step of DMAIC is to define the problem. A problem definition sets up boundaries for the technician and dictates the scope of the diagnoses, the measures that are relevant as well as the root cause analysis at the heart of the diagnosis.

18 PROBLEM STATEMENT Improve the quality of repair Glen McDonald

19 QUESTION FOR GLEN How do you define quality of repair? Time taken? Mean time between repairs? Ability to get it right the first time?

20 RESPONSE Fixing it right the first time is specifically what I wanted to attack.

21 STEPS OF DMAIC M - Measure The second step of DMAIC is to identify the data points that are relevant for improving the effectiveness and efficiency of the repair process. Once identified, these data points must be measured and monitored over a period of time in order to establish whether or not the quality of repair is improving.

22 MEASUREMENT In this instance what we have to identify is the Comeback. It contributes directly these at the very least. -Mistakes -Delays -Waste -Scrap

23 Generic Run Chart Track performance over time (y axis) Measurement Average Time or sequence (x axis)

24 400 Average Number of Days for Determining Eligibility for Services Average # of Days Process Average through May Dec '98 Jan '99 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan '00 Information provided courtesy of Georgia State Department of Human Resources, Division of Rehabilitation Services

25 BACKGROUND M - Measure -Regardless of how you define quality you cannot begin to work on improvement without a baseline what was the process delivering before you started to work on improvement? -Finally measurements distort behavior.

26 STEP OF DMAIC A Analyze The third step of DMAIC is to analyze and identify the root cause of an effect by enumerating all the different causes that could contribute to the effect and then using the expertise of your people to identify and prioritize the top 2-3 causes.

27 PROBLEM STATEMENT W E H AV E H A D A S M A L L N U M B E R O F U N D E R H O O D F I R E S O N A C E R TA I N Y E A R M O D E L A N D M A K E O F V E H I C L E Jim Cade

28 QUESTIONS FOR MR. CADE Does this year model and make have special characteristics (type of engine, design features, etc.) that set it apart from other vehicles you have experience with? What are the different major categories of causes (overheated engine, faulty fuel line, electrical malfunction) that could trigger an under hood fire?

29 CHALLENGES/TOOLS These cause categories could form the bone structure of a Fishbone Diagram.

30 CHALLENGES / TOOLS A Analyze The Fishbone Diagram is the most popular tool for analyzing and identifying root cause using the experience and expertise of your people.

31 BACKGROUND A Analyze Effect in the head of Fishbone Cause Categories form bones Leverage the diversity of your workforce Make problem-solving an inclusive activity The magic is in the people not the tool!

32 Fishbone Diagram: Cause Categories Machinery/ Equipment People Late pizza deliveries on Fridays and Saturdays Methods Materials

33 Fishbone Diagram: Cause and Effect Machinery/Equipment People No capacity for peak periods Ovens too small High turnover Poor handling of large orders High turnover Lack of experience Poor use of space Unreliable cars Low pay Kids own junks Poor training Many new streets No money for repairs Don't know town High turnover Poor dispatching Don't know town High turnover Drivers get lost Rushed Poor training Run out of ingredients High turnover Poor use of space Lack of training Inaccurate ordering No teamwork Get wrong information No training People don't show up Low pay High turnover Late pizza deliveries on Fridays and Saturdays Methods Materials

34 Bed Assignment Delay Resources Physician did not write order Medicine admit quota Nursing shortage MD procedures Unit clerk staffing T iming Patient arrives too early Unit clerk training Transfer too early from another hospital Call housekeeping when clean Many transfers Specialty beds Physician misuse inpatient Wait for MD Double rooms Cardiac monitors Hospital procedures Discharged patient did not leave Wait for ride Wait for lunch Wait for results Call housekeeping too late Call housekeeping too early Think it will take more time Delayed entry Too busy Sandbag Inappropriate ER admittance Machine (PCIS) Admitting unaware bed is clean Communication Information provided courtesy of Rush-Presbyterian-St. Luke s Medical Center System incorrect Not entered Functions not useful Not used Need more training No trust Not entered Shift change Not told On break Not used pending discharge Reservation unaware Patient waits for bed Unit switch bed Unit clerk unaware of discharge or transfer

35 Under Hood Fires

36 STEPS OF DMAIC A Analyze Again this step of DMAIC is to examine and identify the root cause of an effect by enumerating all the different causes that could contribute to that effect.

37 OTHER TOOLS: PROCESS MAP

38 2014 Rajan Kamath Other Tools: Swim-Lane Diagram Swim-Lane Technician Assignment Process Process and Hand-Offs Diagnostic Process Preventive Maintenance Process Parts Order & Acquisition Process Repair & Testing Process Invoicing Process

39 OTHER TOOLS: VALUE STREAM MAP

40 PROBLEM STATEMENT Reduce concurrent shift-end work area cleaning time while maintaining individual work area cleanliness and order. Don Davis

41 STEPS OF DMAIC A Analyze Another useful tool for determining opportunities for improvement is the Spaghetti Diagram.

42 CHALLENGES / TOOLS Scrap Parts Tools Parts and Tools Activities Diagram represents activity associated only with parts and specialized tools retrieval and return as well as trash and scrap disposal for particular routine equipment maintenance procedure (trailer PM/wheel-end/brake service).

43 CHALLENGES/TOOLS Parts and Specialized Tool Return, Trash and Scrap Disposal Filtering out activity associated with initial parts and specialized tool retrievals, this diagram represents only those activities associated with parts (cores) and tools returned to designated storage/collection areas as well as trash and scrap disposal, typically combined as one activity at end of shift or job (problem statement).

44 STEP OF DMAIC I Improve The fourth step of DMAIC is to help identify, test, and implement a solution to improve the effectiveness and efficiency of a process or a set of processes.

45 CHALLENGES / TOOLS T O O L S Parts Tools T O O L S P A R T S T O O L S Repositioning of key components to reduce or eliminate end-of-shift and end-of-procedure clean-up Specialized tools associated with routine procedures relocated adjacent to workspace dedicated to those procedures Every workspace provided designated areas for core parts placement for combined, scheduled collection process by parts personnel Smaller scrap collection bins located adjacent to relevant work areas

46 I IMPROVE Repositioning of key components to reduce or eliminate end-of-shift and end-of-procedure clean-up. Specialized tools associated with routine procedures relocated adjacent to workspace dedicated to those procedures. Every workspace provided designated areas for core parts placement for combined, scheduled collection process by parts personnel.

47 STEP OF DMAIC C - Control The fifth step of DMAIC is to make sure that the improvements that emerge from I-Improve are sustained. Processes that have been improved have a tendency to creep back if they are not monitored and controlled.

48 CHALLENGES / TOOLS C Control The purpose of this step is to sustain the gains. Monitor the improvements to ensure continued and sustainable success. Create a control plan. The creation of a standard for the improved process is the most convenient way to sustain the process and avoid creep.

49 QUESTIONS FOR MR. DAVIS Does your company create and disseminate SOPs? Are these used in training?

50 C Control All improvement work is done within a high-speed, high-pressure work environment. Behavior changes driven by improvement activity tend to creep back to the old ways: the benefits of improvement are dissipated over time. All improvement projects must end with the creation and dissemination of a new standard.

51 C-CONTROL Standard operating procedures adopted to ensure optimization of added efficiency opportunities Tool routines: Tools retrieved immediately before use and returned to designated storage areas immediately upon task completion Core parts: Core parts placed in designated core collection zones upon pull / inspection. Scrap and trash placed in bins immediately upon availability

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