Employee Involvement Using Kaizen Events

Transcription

1 Employee Involvement Using Kaizen Events Continuous Improvement Seminar, 1 st December 2016 Gary Downs, VP Lean Deployment November 30, 2016 Slide 1

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3 Lean is 90% Attitude & Behaviours, 10% Tool Application Tools & Methods Attitudes Behaviours November 30, 2016 Slide 3

4 Process for Kaizen Competency Build Kaizen Trainer Senior Leaders Senior Leaders Attend 3 day Kaizen training Kaizen facilitator Co-deliver Kaizen 3 90% 10% supported by qualified Kaizen facilitator Co-deliver Lean & Kaizen Training 2 Co-deliver Lean & Kaizen Training 1 Senior Leaders Sponsor Kaizen Events Co-deliver Kaizen 2 50% 50% supported by qualified Kaizen facilitator Senior Leaders participate in Kaizen Events Co-deliver Kaizen 1 10% 90% supported by qualified Kaizen facilitator Attend 4 day Kaizen training Slide 4

5 The Kaizen Approach Kaizen is a vehicle to execute improvements quickly and help build a culture of employee involvement Pre-Event prep (1 day) 3 weeks before event Identify and plan the agreed scoped event: Define the problem with a clear problem statement Measure the baseline and establish goal(s) Plan the timing of execution of the event by team Carry out a Value Stream Mapping session Deliver any relevant training Kaizen Event (3-5 days) Engage the team to validate the problem: Carry out Root Cause analysis Check for any unintended consequences of proposed solutions. Test and Implement do-now solutions during the Kaizenimplement a minimum of 90% during Kaizen Report out daily for Management buy in Event Follow up (21days) Follow-up actions typically end 21 days following the Kaizen November 30, 2016 Slide 5

6 Kaizen Change Readiness Process (P) x Acceptance (A) = Results 1. Rate the new process (P) from 1 to Rate the level of acceptance (A) from 1 to Multiply the two numbers; e.g. P9 X A2 Results = 18 P7 X A5 Results = 35 Conclusion Trying to force a perfect process without buy-in, is less effective than a lessthan-perfect process, with buy-in from those who use it November 30, 2016 Slide 6

7 Current State Process Map November 30, 2016 Slide 7

8 Kaizen Implementation Center (KIC) Used to control Kaizen Event deliverables All actions added to KIC Daily review of open / closed actions Actions closed during event: Day 1: 8 - expanding on issues Day 2: 10 - Providing solutions Day 3: 13 - Delivering solutions, implementing new layout, updating procedures, flows etc Day 4: 14 - Implementing new layout, designing standard work Day 5: 17 - Closing out remaining actions Grand total: 62 November 30, 2016 Slide 8

9 PSV Workplace Organisation Kaizen November 30, 2016 Slide 9

10 PSV Workplace Organisation Kaizen BEFORE November 30, 2016 Slide 10

11 PSV Workplace Organisation Kaizen AFTER November 30, 2016 Slide 11

12 Red Tagging and Waste Removal 3 tonnes of metal waste removed 2.5 tonnes of Unserviceable Electrical Equipment removed 3 tonnes of paperwork removed Out of three unserviceable extraction units, one repaired and two removed from site November 30, 2016 Slide 12

13 Standard Bay Before & After With newly designed standard bays the capacity for Welding, Fitting and or Plating Bays has risen from 10 to 13 with, four more on the freed-up Mezzanine deck, which represent 70% increase in capacity Tradesmen no longer have to provide their own tools After Before November 30, 2016 Slide 13

14 Shadow Boards and Bay Replication Complete Material laydown areas marked and bin allocated to each bay to reduce motion waste, increasing tool time November 30, 2016 Slide 14

15 HSE Safe working throughout kaizen event Ergonomics - height adjustable benches Repainting of hazard lines Shadow board frames designed to incorporate hooks to safely store wiring reducing trip hazards Removal of expired first aid materials (e.g eyewash 2010) New actions raised fire risk assessment, laser, extraction/ ventilation November 30, 2016 Slide 15

16 Benefits Reduction in motion waste (approx 73% for the most frequent job type) 8.5 tonnes removed electrical, paperwork, scrap metal Additional space created for 4 bays on mezzanine deck for Exotics welding pending HSE approval 230m 2 space freed-up for potential production bays 70% increase in production with introduction of new bays Cost avoidance - removing need for additional facility for Mariner workload November 30, 2016 Slide 16

17 DCV Change Out Process Proposal November 30, 2016 Slide 17

18 DCV Change Out Process As Was Current process cycle time best case = 219 hours; worst case = 256 hours SCM is constantly transported from one work area to another; Potential for damage to module (cables, pipework, components) Defects Increased HSE risk (movement around people) Defects, Waiting, Safety Delays for other jobs to progress (use of crane, use of clean room) Waiting Current process requires complete removal of top cover and cutting of all attached wiring and base plate Tronics This process must be followed in order to allow installation within the clean room Module is contaminated in comparison to clean room It is impossible to clean a fully populated module prior to introducing it into the clean room, which increases the chance of contaminating the clean room and other modules currently in situ. November 30, 2016 Slide 18

19 Opportunity / Benefit of DCV Swap Out Reduce overall cycle time by 74.5% (56 hours down from 219) Module transportation reduced from 5 crane movements 1 crane movement 80% improvement 18 other crane activities 6 other crane activities 67% improvement Reduced risk of HSE incidents Creating opportunity to progress other jobs quicker Reduced opportunity for damage to module components Contamination potential unchanged No data available to suggest November 30, 2016 Slide 19

20 The Kaizen Approach in the Proposals Process 22 nd May Discussion with Sponsor 24 th May A3 written; team & dates agreed 29 th May VSM session carried out 13 th June Kaizen complete Total duration 22 days; only 4 days spent full time on the project Benefits: Visual Management to show any delays During the first 10 weeks after the Kaizen, the team submitted: Four tenders Three requests for information Three supplier questionnaires Two contract negotiations One estimate Successes include: Study award for the FES team A new customer for PSV Three tenders submitted ahead of schedule one delivered 8 days early! Signed contract extension for a three year term November 30, 2016 Slide 20

21 Copyright and Disclaimer Copyright Copyright of all published material including photographs, drawings and images in this document remains vested in Aker Solutions and third party contributors as appropriate. Accordingly, neither the whole nor any part of this document shall be reproduced in any form nor used in any manner without express prior permission and applicable acknowledgements. No trademark, copyright or other notice shall be altered or removed from any reproduction. Disclaimer This Presentation includes and is based, inter alia, on forward-looking information and statements that are subject to risks and uncertainties that could cause actual results to differ. These statements and this Presentation are based on current expectations, estimates and projections about global economic conditions, the economic conditions of the regions and industries that are major markets for Aker Solutions ASA and Aker Solutions ASA s (including subsidiaries and affiliates) lines of business. These expectations, estimates and projections are generally identifiable by statements containing words such as expects, believes, estimates or similar expressions. Important factors that could cause actual results to differ materially from those expectations include, among others, economic and market conditions in the geographic areas and industries that are or will be major markets for Aker Solutions businesses, oil prices, market acceptance of new products and services, changes in governmental regulations, interest rates, fluctuations in currency exchange rates and such other factors as may be discussed from time to time in the Presentation. Although Aker Solutions ASA believes that its expectations and the Presentation are based upon reasonable assumptions, it can give no assurance that those expectations will be achieved or that the actual results will be as set out in the Presentation. Aker Solutions ASA is making no representation or warranty, expressed or implied, as to the accuracy, reliability or completeness of the Presentation, and neither Aker Solutions ASA nor any of its directors, officers or employees will have any liability to you or any other persons resulting from your use. Aker Solutions consists of many legally independent entities, constituting their own separate identities. Aker Solutions is used as the common brand or trade mark for most of these entities. In this presentation we may sometimes use Aker Solutions, we or us when we refer to Aker Solutions companies in general or where no useful purpose is served by identifying any particular Aker Solutions company. November 30, 2016 Slide 21