Continuous Process Improvement & Lean Six Sigma in Humes

Transcription

1 Strength. Performance. Passion. Continuous Process Improvement & Lean Six Sigma in Humes Presented at NCPAA 28/8/15 by: Damien Richards National Operations & Engineering Manager 2015 Holcim (Australia) Pty Ltd

2 Content Continuous Process Improvement 3 LafargeHolcim & Humes CPI Program 8 The 8 Wastes 10 5S 19 Humes Sites CPI 45 Where to next for Humes in CPI 59

3 Continuous Process Improvement (CPI)

4 CPI is all about increasing efficiency by eliminating waste streamlining making the process flow CPI IS NOT about reducing Manpower!!!

5 CPI Basics

6 CPI / Lean Six Sigma what is this about?

7 Gate review Gate review Gate review D M A I C Roadmap Define Create Project Definition Capture customer requirements Map the process Measure Validate Measurement System for output Y Establish Baseline Capability Collect data Identify potential sources of variation and Waste Analyze Analyse root causes Prioritise key X s - process inputs Establish potential process improvements Improve Identify Solution Validate Solution Plan Improvements Implement Improvements Control Implement control plan Document Process. Implement Controls Determine Final Process Capability Monitor Project Performance Over Time 7

8 LafargeHolcim CPI Program

9 LafargeHolcim CPI Program CPI / Lean Six Sigma Yellow Belt Awareness Training (1 day) CPI / Lean Six Sigma Green Belt (8 days) CPI / Lean Six Sigma Black Belt (8 days) Lean Manager (4 days)

10 Humes Yellow Belt CPI Yellow Belt training Skills The Humes Yellow Belt CI course was run across all 13 sites and trained participants in; 8 Wastes Process Mapping Spaghetti Diagrams 5S Visual Measurement

11 The 8 Wastes

12 The 8 Wastes The 8 Wastes Skills

13 Waste 1 Transportation All material movement or handling is considered non-value added by the customer Transportation, does not add value and should be minimized or eliminated Causes: Large distance between operations Poor layout Batch processing LIFO vs. FIFO Finite storage areas

14 Waste 2 Inventory Any material other than what is immediately needed. It exists as raw materials, WIP or finished goods. Inventory should act as a buffer and only exist to satisfy customer demand Causes: Relying on forecasting systems Long lead times Unknown market demand Poor scheduling Supplier reliability Inventory is comforting Buffer against downtime Over ordering

15 Waste 3 Motion Any movement of people which does not contribute value to the product or service Extra movements when getting tooling, information etc Causes: Poor work arrangement Poor work layout Poor facilities Not enough tooling or equipment Lost items (searching) Non ergonomic work set up

16 Waste 4 Waiting Any idle time, waiting for: Equipment/material Decisions People Inspection Maintenance Paper work/information Underutilizes resource and results in a decline in productivity. Causes: Stuff not available at the right time in the right place Poor layout Poor work balance Unreliable equipment

17 Waste 5 Overproduction Producing more than needed and before it s needed. Production should be driven by customer demand i.e. produce what the customer wants when the customer wants it Causes: Make a little more just to be on the safe side Overcapacity and the need to keep busy Unreliable equipment or processes Overproduction creates more problems and hides the real causes of the problems

18 Waste 6 Over Processing Effort which adds no value to a product or service Tasks, process steps, time allocated and parts provisioning are more involved than needed to achieve customer requirements Causes: That s the way we ve always done it No standard work Mistakes in process Excessive checking Closed-minded thinking Poor layout Improper fixtures, tools, jigs Poor communication between process steps What the customer wanted and paid for. An over processed product

19 Waste 7 Defects Scrap / Rework from a poorly running process, repair of a product or service to fulfil customer requirements Task improperly performed due to human factors Defective materials and Incorrect information Causes: Incorrect specifications Damaged or lost materials Poor/no training Misunderstandings Storage concerns Passing on defects

20 Waste 8 Skills Under utilizing capabilities, delegating tasks with inadequate training. "It is only by capitalizing on employees' creativity that organizations can eliminate the other seven wastes and continuously improve their performance Causes: When employees potentials are not leveraged on by the organization, the opportunity cost becomes a direct waste to the bottom line. Other examples of this waste are as follows: Persons put on the wrong job Giving position without the requisite authority Not dealing with perpetual under performance.

21 5S

22 5S What is 5S? 5S is a systematic, step-by-step process to produce a clean and well organized work area 5S is based on the premise that a clean and well organized work place is more productive, less frustrating and safer for employees. In a clean well organised workplace you can spot abnormalities and address them How? 5S allows you to remove the clutter around an operation and see how a process is really working.or not working. You set the goals high and accept nothing less.

23 5S 5S Stands for. 1S - Sort 2S - Straighten Sort needed and unneeded items; eliminate what is not needed A place for everything and everything in its place 3S - Shine Clean up the workplace; this is cleaning and looking for ways to keep it clean 4S - Standardise 5S - Sustain Maintain and Monitor the first 3 S s; Standardise so everyone is doing it the same Make the 5S s part of the job; measure progress; stick to the rules

24 5S in a Nutshell

25 5S 1S - Sort Sort through, and sort out. Rules for the first S Sort: Only keep the items you need in the area to perform the work at hand If you won t need it in the near future, don t keep it in your area In some cases, you may consider removing everything from the area, and starting over Make a visual record

26 5S 1S - Sort

27 5S Red Tag Area The unnecessary items can be moved out to a red tag holding area. The remaining necessary items can be then organized. Label all items in need of repair or adjustment The items can be repaired and placed back in good working order Decide on a time frame for disposal of items Red tag area is NOT a long term storage solution!!!

28 5S 2S - Straighten The full meaning of the second S is: To straighten out the area, simplify the work by putting things where they are needed and reduce unnecessary movement. Decide and organize where to keep necessary items. Organize how to keep them. Make it easy for anyone to find and use them. Make it obvious when they are not in their correct place.

29 5S 2S - Straighten Analyze current situation By locating parts, equipment, machinery and tooling, files, desks in the best location possible, we can minimize motion waste Analyze area map Organize decide on a location of items based on the frequency of their use Start with large items (furniture, file cabinets, benches, etc) Make sure it s obvious where things belong Lines Labels Sign boards This ensures anyone can find them and put them away! A place for everything and everything in it s place

30 5S Straighten Work Flow Set up work place in the order that equipment is going to be used When setting in order, think about the flow of work through your area.

31 5S Deciding where it goes A Category = used frequently (at least daily) Store within easy reach and as close as possible to the point of use. B Category = used often (at least once a week) Store close to the point of use but out of the way C Category Used infrequently (once a month or less) Store away from the workplace in a clearly marked area

32 5S Storing Items How to store items so they are easy to find, and easy to replenish. A B C 1 Maximum stock quantities are marked off Organize your storage areas by Street, and Address. Give items a permanent home.

33 5S Lines Paint is normally used, but tapes or acrylic sheets are also suitable Start drawing lines to identify aisles and work areas One-way or two-way traffic? Use broken lines for exits and entrances

34 5S Possible Floor marking - colour standards Green First Aid Red Fire Blue Bins Yellow Walkways Ensure each area is also labelled

35 5S Tools and Equipment Can tool/equipment be eliminated? Can complexity or variety of tools be reduced? Tools/equipment should be arranged ergonomically Worker must easily identify storage locations for tool/equipment

36 5S BEFORE AFTER

37 5S

38 5S Point Of Use Storage Tools required are at arms reach and over waste height Shadow board makes tools easy to find and indicates when they are missing Work instructions visible and at eye level Operator doesn t need to leave work station to find necessary equipment

39 5S 3S - Shine When things are in top condition, they will be ready to use when we need them We are not cleaning just to clean, keep eyes open for anything out of the norm - CleanIing is Inspection - Inspection is Detection - Detection is Correction

40 5S Shine Eliminate contamination Machines are normally grey to mask dirt and oil. Is this piece of machinery running efficiently? Now we can see the condition of the machinery it is much easier to detect problems

41 5S 4S - Standardise How to keep things as you want them: Develop standards including frequency and responsibilities» Who is responsible» What goes where» How often to sweep, clean, organize...» What to do if things are not as expected Involvement is the key to a successful set of standards Three examples of standardisation Check sheets Daily Logs with sign off and date/time Work instructions

42 5S 4S - Standardise Use of Visual Management techniques for WIP and storage

43 5S 4S - Standardise

44 5S 5S - Sustain Without Sustain, the other S s will not last long. Everyone must follow the agreed upon standards. Without Discipline building the right behaviours, building good habits, things tend to go back to the way they were.

45 5S Sustaining 5S

46 5S 5S Sustain Motivate Employees to Sustain Leadership is the key Management at all levels must be committed Staff must ensure that the work area meets 5S principles at the end of each day Use audits / checklists for monitoring adherence Quantify results of workplace inspections Prominently display each area s results Hold competitions between areas Use rewards and recognition

47 5S Sustain Tools Audit Score Sheet 5S audit Location: Date: Score: 0 Audited by Previous Score: 0 Not started; zero effort 1 Activity started, slight 2 Widespread activity; however 3 Minimum acceptable 4 Best in Class results; 5 Best Practice; World Class; General Manager review effort still many opportunities for level sustained for at Manager/Supervisor review; ;Sustained for at least 6 months improvement least 1month Sustained for 1month STEP 1: Sort Action to improve score Components, Only the current levels of inventory in the area is needed for the w ork at hand. Scrap 1 materials & parts. and rew ork items are placed in clearly marked containers. Machines, benches, Only the necessary items to perform the w ork at hand are located in the area. There 2 cabinets & furniture. are no unneeded machines, tools or furniture in the area. Tools, fixtures & All tools, fixtures and jigs in the area are used on a regular basis. Any items that are 3 other equipment. used less than once a day, are stored out of the w ay. No outdated, torn or soiled announcements are displayed. All bulletins are arranged in a 4 Bulletin Boards straight and neat manner. First Impression 5 Overall 6 Area layout Aisles, w alkw ays 7 and floor markings Documentation and 8 Visual signals Visual displays and 9 storage Your general impression should tell you this is the best you have seen for a manufacturing environment. SORT TOTAL SCORE STEP 2: Straighten Machines, benches, etc. are arranged in a logical & neat fashion to promote a smooth product flow through the w ork area. Lines on the floor clearly mark aisles, w alkw ays, w ork areas, storage locations and danger areas. Only current labelled documents and binders necessary to do the w ork are stored at w orkstations. Documents and binders are stored in a neat and orderly manner. Items are arranged, divided, and clearly labelled such that it is obvious w here things are stored and if they are missing. 0 Specific locations for Tools, gages and fixtures are arranged neatly and stored, kept clean and free of any 10 fixtures & tooling risk from damage. They are located for easy access for changeovers. STRAIGHTEN TOTAL SCORE STEP 3: Shine All floors are clean and free of debris, oil, and dirt. Cleaning of floors is done routinely 11 Condition of floors and at appropriate predetermined intervals. Routine cleaning of machines is apparent, there is no oil, chips, scrap laying on w ork 12 Machines/Equipment surfaces. Glass view w indow s, guards, deflectors are clean & in place. 0 Cleaning supplies 13 and tools Cleaning beyond 14 machines All cleaning equipment (trash cans, brooms, floor sw eep, etc.) are stored in a neat manner. It is obvious w here it belongs and is easily available w hen needed. Hazardous materials and all storage containers are properly labelled. All equipment, benches, fans everything in the area is cleaned on a regular basis, and ow nership by operators goes beyond just the machine they run Cleaning due diligence Visual Control Weekly/Monthly audits Safety Standard w ork Methods review ed Maintenance Area Responsibility Documents: Control Work Area Visits 5S Control & Sustaining When unexpected delays occur, operators habitually & automatically sw eep floors & w ipe equipment. SHINE TOTAL SCORE STEP 4: Standardise Display boards are present in each production w ork area and accessible to all personnel in the area. 5S audits are performed in each w ork area at least monthly, results are shared w ith all w orkers and goals for new levels set w ith action items. PPE notices are posted in every area and all employees are w earing the required PPE's. It is obvious that w orkers w ho perform similar duties, use standard methods to achieve consistent results. Methods are review ed on a regular basis, and as new methods are developed, they are quickly documented and adopted by others. STANDARDISE TOTAL SCORE STEP 5: Sustain Employees are adequately deployed to keep equipment operating properly. A Preventive Maintenance program is in place and functions at a high level. Each area of the operation, inside and out, falls under the responsibility of a manager w ith 5S auditing and assignment authority. All documents and binders are clearly labelled as to their contents. Responsibility for control & revisions is clear. Nothing is unlabeled. Responsible manager/staff person visits each w ork area on a regular basis and provides feedback on 5S efforts and results. Disciplined controls to assure each of above items is maintained at highest level. There is a sense of responsibility by all employees to maintain systems. SUSTAIN TOTAL SCORE OVERALL SCORE Hint: Use this in the 5S Pre- Work. Use it to establish a baseline for any 5S activity!

48 5S 5S First Steps Complete a baseline audit Complete 5S contract and timeline Set up board Set target audit score to get to sustain Construct an audit plan Complete action item list Plan 5S activity time

49 Humes journey to date and some examples of CPI in action

50 Humes Yellow Belt training activity Rockhampton s Operations & Production Managers, Supervisors, Production Engineer and Leading hands all undertook the Yellow Belt training in early July One of the Rockhampton teams scored the highest improvement in Humes in the courses mock factory exercise.

51 Rockhampton now has a 5S Program in place Monthly 5S auditing and scoring in place. Actions to improve scores in all areas delivering improvement results.

52 CI boards and initial sorting in place

53 Waste Analysis and removal/reduction Detailed Waste analysis undertaken. Short and long term plans put in place to remove/reduce wastes. 57 detailed actions undertaken to meet short and long term plans.

54 Ipswich Visual Measurement Boards 54

55 Machine Loss Improvements - Waste Identification and analysis 55

56 Ipswich Journey Visual Standards 56

57 Ipswich Journey Go-No-Go Bug Hole Gauge 57

58 5S Improvements A place for everything and everything in its place Shovel & Tool Rack 58

59 5S Improvements Video Cameras Purchased filming mould changes & quality problems Parts List Developing with Repair buckets Implemented 59

60 5S Improvements Progress with Kanban systems around critical spares Completed for foot anchors Simplicity is the ultimate form of sophistication 60

61 5S Improvements Stands made for shaft mould supports Quick Release Pins Bolts are the Enemy 61

62 Root Cause Analysis Reo issue analysed by fishbone diagram, reo jig corrected for clear practice. 62

63 Root Cause Analysis Reo issue analysed by fishbone diagram, reo jig corrected for clear practice. BEFORE AFTER 63

64 15min Flash Meetings 15 min daily meeting covering; PROCESS: All items are categorized and chart developed in excel into red and green. If in green, congratulated and moved on. If in red, there is room for improvement and/or further discussion is required. All meeting participants update their area 5-10 minutes prior to meeting. Purpose of the meeting is an information gathering session to assess key areas around the plant and each area s performance in past 24 hours. It then looks forward and discusses forecasts and flags issues that could affect projections for next hours. It is not a problem solving meeting! Actions are assigned and dealt with outside of meeting hours. FLOW: Past 24 Hours: WHS & E, People and Development, Customer Related material and Operational Excellence. Next hours: Customer & Operational forecast, Items around the Plant Commercial Effectiveness: Issues that Influence a Day s work in a day. Actions Other Issues/Comments 64

65 Where to next for Humes

66 Where to next: Developing people with CI Capabilities

67 Food for thoughts : DuPont Experience

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