Connect PDCA to Your Vision –True North
Dan Bergeron Stephane DubreuilDan Bergeron
President, CEO
Stephane Dubreuil
Director of Operations
Your Take Away
Understand the importance of gemba
management structure at SigmaPoint and
learn how we connect daily quick PDCA to
business vision.business vision.
Our Purpose
We work every day to create a We work every day to create a funfun and and stimulatingstimulatingenvironment where people are free to affectenvironment where people are free to affect changechange, can , can
challengechallenge what was learned today to make a better tomorrow. what was learned today to make a better tomorrow. We believe our efforts will yield solid We believe our efforts will yield solid relationshipsrelationships by making by making
our customers’ life our customers’ life simplesimple..
Company ValuesCompany Values
Respect for Every PersonRespect for Every Person
Honesty and IntegrityHonesty and Integrity
CommitmentCommitment
TeamworkTeamwork
Presentation Structure
� True North (Vision)
� One step toward the ideal state (Challenge)
� Visual Management (actual)
� Separate Normal to abnormal� Separate Normal to abnormal
� Small step PDCA to Target,
� Gemba management structure
Customer Satisfaction Human Development
True True True True NorthNorthNorthNorthVisionVisionVisionVision
What We Should Do, What We Should Do, What We Should Do, What We Should Do,
Not What We Can DoNot What We Can DoNot What We Can DoNot What We Can Do
Customer Satisfaction• Zero Defects
• 100% value add (no Muda)
• 1x1 flow; in sequence; on demand
Human Development• Security
• Professional challenge
• Physical & mental Safety
AND
Current Condition
EVERYONE
Every Minute
Every Day
Challenge @ VS1
� In order to make VS1 more profitable, the executive
gave VS1 the challenge of opening up capacity by
33% and reducing the man hour per unit.
� All this with no capital expense.
� Do more with less.
Nexts few PDCA Experiments
� Change CCA SuperMarket location in the flow to
better buffer process variation
� Change manufacturing method in work cell� Change manufacturing method in work cell
� Better work balancing between operators
� Test Station Stability
Visual Management
• In gemba abnormalities arise everyday
• There are only 2 conditions that exist is gemba
1. The process is in control1. The process is in control
2. The process is out of control
Visual Management
• If an abnormality cannot be detected, nobody can manage the process
• Taiichi Ohno once said: “An assembly line that never stops is either perfect (impossible, of never stops is either perfect (impossible, of course), or extremely bad.”
• When the value stream stops everyone recognizes there is a problem, and seeks to ensure the line does not stop for the same reason again.
5 Gemba Principals
1. When problem (abnormality) arises, go to the
gemba first.
2. Check the gembutsu (relevant objects)2. Check the gembutsu (relevant objects)
3. Take temporary countermeasure on the spot
4. Find the root cause
5. Standardize to prevent recurrence.
Gemba Management Structure
Director of Operations
Value Stream Manager Value Stream ManagerValue Stream Manager
Value Stream Value Stream Value Stream Value Stream
Coordinator
Value Stream
Coordinator
Value Stream
Coordinator
Group leader
8-10
operators
Gemba Management Roles
Group leader
ManagerRoles in Oder
Of Priority Qualification
� Quality and Defects
oversight
� Line Stops responsibility
� Must be able to help operators to follow
standards operating procedure (SOP) and
standards worksheet (SWS) in work area
and assist VS coordinator in developing
and implementing work standard and
quality standard.
Value Stream
Coordinator
� Call in replacement
� Productivity
improvement
� Cost reduction
quality standard.
� Must be responsible for preparing
standard worksheet.
� Must be able to improve working
conditions (productivity, cost and quality)
and increase subordinates skills and
capabilities.
� Must prepare activity plans for the above
and discuss them with the VS Manager.
Gemba Management Roles
Value Stream Manager
Manager Qualification
� Human resources
management
� People-related problem
solving
� Must be able to assist director of
operations in improving a system of
production control, standard operating
procedure, quality control, safety, training,
and development of multiskilled and
thinking employees.
Roles in Oder
Of Priority
Director of Operations
solving
� Policy deployment
� Deal with specific
problems brought up by
subordinates
� People-related problem
solving
� New product
development
coordination
thinking employees.
� Must establish challenging enough target
for quality, cost, delivery safety, and
morale (QCDMS)
� Must oversee line stop of more than 20
minutes, safety violation, accidents and
chronic defects.
Thank You!
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Session Code: 28pt Helvetica bold (black)Session Code: 28pt Helvetica bold (black)
Connect PDCA to Your Vision – True NorthStephane Dubreuil
SigmaPoint Technologies inc.