LEAN AND PROJECT MANAGEMENT

Transcription

1 LEAN AND PROJECT MANAGEMENT PMI-MN DINNER MEETING 17JUNE2013 SCOTTIE HOLMES 1 AGENDA What is a Rapid Kaizen Event Key Lean Terms Five principle areas of Project Management and how use them to manage a Rapid Improvement Kaizen Examples of Results Bonus- Top Ten of what your organization needs to have a successful Lean Program! Q&A Questions are welcome throughout 2 1

2 DISCLAIMER I am not a Lean expert! Been doing some form of Lean & Training for over 20 years and learn something new everyday. This is a start of the journey, not the end. You will probably have more questions when I get done that I gave you answers. True LEAN is Continuous Change 3 PMBOK FIVE STAGES OF PROJECT MANAGEMENT Initiation Planning Executing Monitor & Controlling Closing 4 2

3 RAPID IMPROVEMENT KAIZEN EVENT Kai (change) + Zen (good)= Change for the good. Continuous Improvement One week event, 40+ hours Cross functional team Goals set by Sr. Mgmt prior to the start of the event Daily report out to Steering Committee Final Report out afternoon of the last day to Sr. Mgmt and Key Stakeholders Celebrate after Report Out with Cake Weekly follow up with Kaizen Newspaper One of the most Rewarding and Challenging things I do, all at the same time! A good way to Jump Start your LEAN 5 MY FIRST RAPID IMPROVEMENT KAIZEN Reorganize Machining Center High Voltage/Heavy Machines Start Monday 8 AM => Move Cell Wednesday Run and Refine Thursday (Medical) Finish Friday 6 3

4 1.) INITIATE Need is identified Sr. Mgmt sets: Goals Facilitator Leader Team Charter The Rulers Calibration Kaizen 7 1.) INITIATE- GOALS Kaizen Results Worksheet Facility All MN Facilities Team Calibration Department All MN Facilities Date 10/12-15/2010 Item Measurement Starting Point Target to Improve Kaizen Results 30 day Results Calibration tools available when needed. % of past due calibration 700 Past Due Devices* <2% Past Due Complete and accurate list of tools and their locations. % of Inaccuracies Found During Routine Audits List not complete and no home locations >98% accuracy and home locations for all tools Process/Procedure Accuracy % of Inaccuracies 44.95% of Travelers not Found During Routine Accurate **/TBD on Audits SOPs >98% accuracy Are the gauges under control? Yes/No No 100% Home Locations with Controlled Access One system for organization, tracking, numbering, etc. Routine Audit Results Multiple Systems One System Throughout 8 4

5 1.) PLANNING/SCOPE- IPO SHEET Process Inputs work schedule, customer demand, Job Travelers, PO, Output Productivity Supplier s material supplier, tooling supplier, coworkers, Passivation Radius Pin, Weld( pull test, clean weld, package), QA, Ship Customers Internal and External Customers Trigger job traveler, ring blanks Done move tickets 9 2.) PLANNING Facilitator Leads pre-kaizen Meeting(s) Scope Refinement of Goals Budget Daily Agendas Materials, Supplies, Equipment, Logistics FOOD 10 5

6 3.) EXECUTING- DAY ONE AGENDA Sr. Mgmt Kick Off Welcome-Review of Goals and Scope Training Eight Waste (TIMTWOOD)- Transportation, Inventory, Motion, Waiting, Over Processing, Over Production, Defects, Talent Five S- Sort, Straighten, Sweep, Standardize, Sustain Other training as needed Waste Walk (Stand In A Circle) Working Lunch Report out from Morning Plan for the afternoon Day End Closing Meeting (15 Minutes) 11 4.) MONITOR & CONTROL Daily Closing Meeting Progress from the day Plans/Assignments for tomorrow- Set the stage Key Stakeholders Sit in Daily Kick Off Meeting Progress from yesterday Plans/Assignments Controlled through Kaizen Newspaper Lots of Food and Treats 12 6

7 4.) MONITOR & CONTROL- KAIZEN NEWSPAPER RANK Date: Company: KAIZEN NEWSPAPER TRACKING SHEET This 30 Week Days Park : Item # Problem Countermeasure Resp. A B P Target Signoff Date Date Reviewed gauges in a cabinet and 4 12 Tooling System 1 10/15/ /12/2010 of 5 were out of calibration Drawers at winders with calibrated 6 Tooling System 1 10/15/ /13/2010 devices are empty. Open a bin and many different tools 9 are there and need to sort through to Tooling System 1 10/15/ /13/2010 find what you need. 23 Past due report generally listed as GageTrak- Why can't we use anything less than 30 days past due, Precision's system? what about the stuff older than that? 1 10/15/ /13/ Travel distance for obtaining fixtures: Best case- 209 feet, worst case- Tooling System 1 10/15/ /14/ , most typical- 544 feet 40 What tells us how to get new tooling Part Numbers- Investigate and IDs? propose new system 1 10/15/ /14/ Review GageTrak for issues Propose new system, 1 10/15/ /15/ Missing tools, not checked in or out, Tooling System 1 10/15/ /15/2010 missing Should we use a different data base No- decision was made to use 1 10/29/ /29/2010 than GageTrak? GageTrak 59 Need to decide on Crib Location Brad T 1 11/5/ /12/ Need plan for Contract person Scottie 1 11/15/ /12/2010 Kick off meeting with Calibration 60 Scottie 1 11/5/ /12/2010 Person Need to clean up Whse and create 58 Brad T 1 11/15/ /19/2010 Tool Crib Why don't we sign gauges out so we 34 Tooling System Brad T 1 11/15/2010 know where they are?? 5 Missing tools Collection System in new SOP Dan/Jo 1 11/15/ Multiple SOP all interlinked within Grand Ave New SOP Dan/Jo 1 11/15/ ) CLOSING Final Report Out (20-30 Minutes tops) Sr. Mgmt and Key Stakeholders Findings and Results- To Date and Projected Cake!! Certificate of Participation Posting on our World Wide Lean Site Central/Shared LEAN Folder Weekly ½ Hour Team Meetings until Kaizen Newspaper is Closed Review of Results as needed 14 7

8 LEAN EXAMPLE ASSEMBLY Reduction Operators % Parts / shift / operator % Floor space [sq.ft] 1, % 15 LEAN EXAMPLE MACHINING Reduction Member Hours/Unit % Parts / Hour/ Operator % 16 Floor space [sq.ft] 1, % 8

9 LEAN EXAMPLE WELDING : 5 Operators, on 2 Shifts, 2 lasers : 2 Operators, on 1 Shift, 1 Laser Reduction Operators % Parts / Hour / Operator % Floor space [sq.ft] % 17 LEAN EXAMPLE COILS Reduction Operators % Parts / Hour / Operator % 18 Floor space [sq.ft] 1, % 9

10 LEAN EXAMPLE ASSEMBLY Reduction Operators % Parts / Hour / Operator % 19 Floor space [sq.ft] % LEAN EXAMPLE COIL ASSY Reduction Operators % Parts / Hour / Operator % 20 Floor space [sq.ft] % 10

11 Month End Financial Closing Swim-lane Chart Results include 27% reduction of lead time needed to complete month end close. 21 ECN Swim-lane Chart Wait time Current ECN process is over 8 days. Goal achieved is 4 days. Wait time between tasks is primary target for waste reduction

12 STEP BY STEP PROGRESS Presentation was framed around a one week Rapid Improvement Kaizen. This is only one tool of Lean and in reality Lean is a little progress each and everyday. 23 TOP TEN ITEMS FOR SUCCESSFUL LEAN PROGRAM 1. System to Sustain-Kaizen Newspaper, 5S Audit, etc. 2. Metrics that can be measured 3. Education for everyone- not a tool kit to pick and choose 4. Report Outs & Celebration 5. Cross functional 6. Get Outside the Box 7. Internal & External Resources 8. Patience 9. Lean does not mean Layoff! 10. Passionate Leadership from the Top! 24 12

13 QUESTIONS?? 25 13