Date post: | 17-Dec-2015 |
Category: |
Documents |
Upload: | sheila-simmons |
View: | 226 times |
Download: | 2 times |
1
John DeereSupplier Development
Kaizen TrainingKaizen Training
Competing in the MarketplaceCompeting in the Marketplace“What factors are important to the customer?”
John Deere - Supplier DevelopmentJohn Deere - Supplier Development
2
John DeereSupplier Development
Kaizen TrainingKaizen Training
TIME:TIME: The single best indicator of competitiveness
Customer Lead Time / Delivery Time
Working to reduce or minimize each of these times can make your company more valuable to both its internal and external customers.
Set-up or Change-over Time
Product Development Time
Manufacturing Cycle Time
3
John DeereSupplier Development
Kaizen TrainingKaizen Training
Shrinking Lead Times
Order Lead Times Manufacturing Lead Times Delivery Lead Times
Manufacturing Lead TimesOrder Lead Times Delivery Lead Times
Reducing the overall time from receiving the order to delivering the product makes your company more responsive to the customer. This can become the deciding factor when the customer makes their selection.
As can be seen, manufacturing is only one part of the entire process. Inputting, processing, and issuing orders is an area for improvement, as well as, assembly, loading and delivery to the customer`
4
John DeereSupplier Development
Kaizen TrainingKaizen TrainingWhere’s the Time in Lead Time
This timeline represents an overall lead-time, with very little time spent on adding value to the product.
Non-Value Added Time (NVA)99% of Total Lead time
Value Added Time (VA)1%
Improvement EffortsConcentrated on reducing VA time, with no attention given to NVA.
Non-Value Added Time (NVA)99% of Total Lead time
VA1/2 %
Results of Common Improvement efforts, did not improve response time. VA time is reduced, but, the costs for those improvements in lead time was substantial.
Common
5
John DeereSupplier Development
Kaizen TrainingKaizen TrainingWhere’s the Time in Lead Time
NVA Time95% of Total Lead time
VA5%
When we look at attacking the NVA Activities in the Timeline and compare that to the original timeline:
Non-Value Added Time (NVA)99% of Total Lead time
Value Added Time (VA)1%
This shows a 5X improvement in lead timeGreat Job!!
Greatest Opportunities are actually here!
6
John DeereSupplier Development
Kaizen TrainingKaizen TrainingDifferent Types of Activities
Being able to tell the difference between NVA and VA activities is an important step in the Improvement Process.
Value Added Activity (VA)
An activity that changes raw material to meet customer expectations.
Non Value Added Activity (NVA)
Those activities that take time, or occupy space but do not add to the value of the product.
You must ask yourselves “Would you as a customer be willing to pay for any NVA activity being performed to that NEW 4x4 Pickup you just ordered?”
7
John DeereSupplier Development
Kaizen TrainingKaizen TrainingSome examples NVA Activities:
Walking Waiting on machine cycle
Transporting parts
Generating useless reports
THE GOAL IS TO ELIMINATE THE THE GOAL IS TO ELIMINATE THE NON-VALUE ADDED ACTIVITIES.NON-VALUE ADDED ACTIVITIES.
Unnecessary motion
Unnecessary stock on hand
8
John DeereSupplier Development
A definition:
Destroy, in our minds, the concepts and techniques of manufacturing that we practice today.
Create a vision of what our production system and manufacturing techniques should be.
Carry out that Vision by breaking through the status quo.
We must avoid the urge to discover more sophisticated and technological solutions to tasks we shouldn’t be doing at all.
9
John DeereSupplier Development
Kaizen TrainingKaizen TrainingBasic Rules for Change
Keep an open mind to change
No such thing as a dumb question or idea
Avoid spending money (Capital expense should be a last resort)
Think about how to do it, NOT why it can’t be done
Maintain a positive attitude
Don’t’ make excuses & question current practices
Just do it!!
Have Fun!!!
10
John DeereSupplier Development
Kaizen TrainingKaizen Training
Steps on Team Development
FormingForming This is the development of a multi-functional team with a variation of backgrounds and knowledge
NormingNorming Stage where the group agrees how to operate as a team
StormingStorming Open & honest discussion, also brainstorming
PerformingPerforming Agreement on solutions & taking action
AdjourningAdjourning Closing on the continuos improvement process after 30 days
11
John DeereSupplier Development
Kaizen TrainingKaizen Training
What is TAKT Time?
TAKT time is how many minutes or seconds are needed to make one part when considering the daily volumes, to be produced in that workcell and the total time available to perform the job.
TAKT time is NOT the time it takes to manufacture the product. It is based on customer demand.
Who is the customer?
The next operationCustomer orders
12
John DeereSupplier Development
Kaizen TrainingKaizen TrainingTAKT Time Calculation
Production Time Available / Period
Number of Required Units / PeriodTAKTTAKT
Production Time Available / Period (one shift):
Breaks - 2 @ 10 minutesShift Time ( 8 hrs. )
Clean-up at end of shift
Production Time Available:
- 20 mins.480 mins.
- 5 mins.
455 mins.
Units Required / Period (one shift):10,500 Units Sold Monthly
21 Working shifts / month
27,300 secs.or
500 Required units / shift
TAKT Time:TAKT Time: 27,300 secs / shift500 units / shift
54.6 secs.
13
John DeereSupplier Development
Kaizen TrainingKaizen TrainingThe 5S Housekeeping StandardsFirst Step towards Continuos Improvement
The aim of 5S is to create an atmosphere to keep a clean, organized, safe and efficient workplace for everyone.
The foundation for the practice of 5S, comes from a Japanese program derived from these words, seiri, seiton, seiso, seiketsu and shitsuke. The 5S’s are a conventional approach towards maintaining and improving the work place. The following words have been chosen for the 5S acronym’s.
Sort
Sustain
Sanitize (Safety)
Straighten
Sweep
14
John DeereSupplier Development
Kaizen TrainingKaizen TrainingMeaning of the 5S’s
Sort
Straighten
Sweep(Scrubbing clean)
Examine everything at the workplace & identify what is needed and what can be discarded
Organizing the way things are put away with efficiency, quality, and safety in mind. Need to decide where and how things should be put away and what rules should be obeyed to insure that it is maintained.
Sweeping, scrubbing and cleaning of the building, machines, fixtures & tools so that all areas of the workplace are neat & tidy. This leads to early detection of mechanical problems before they become major breakdowns. Machines cry!
15
John DeereSupplier Development
Kaizen TrainingKaizen Training
Sanitize (Safety)
Sustain(Standardize)
Meaning of the 5S’s
Insuring that each workplace is properly designed for safety. This is to protect every member from the dangers during the performance of their assigned tasks.
Developing the practice necessary to continually participate in the 5S process. This requires that each of the S’s become a personal habit. This is the most difficult of the 5S’s, but it is the most important factor in achieving long term success. Establishing routines and procedures for maintaining and improving on the first four (S’s), incorporating visual management tools.
16
John DeereSupplier Development
WASTE
Kaizen TrainingKaizen Training
17
John DeereSupplier Development
Kaizen TrainingKaizen Training
Do MORE with LESS
Waste Productivity
Staffing Productivity
18
John DeereSupplier Development
SHIFT MINDSET
CURRENTTHINKING
REQUIRED
THINKING
WASTE NOT DEFINEDREACT TO LARGE EXAMPLESREACTIVE IMPROVEMENT
WASTE IS "TANGIBLE”IDENTIFY MANY SMALL OPPORTUNITIES -LEADS TO LARGE OVERALL CHAGECONTINUOUS IMPROVEMENT
WASTETYPES
OFWASTE
Correction
Processing
Motion
Waiting
Inventory
Transportation
Over- Production
19
John DeereSupplier Development
1. Transportation - Transporting 1. Transportation - Carrying farther than necessary or Tools to Point of Usetemporarily locating, filing,stacking and moving parts(people, paper, information) iswaste.
2. Correction - Doing something 2. Correction - Redo an Activityover is waste. Because of Error
3. Overproduction - Generating 3. Overproduction - Number of excess paper or information, or Copiesgenerating information or papertoo soon in a process is waste.
Definition Example
ELEMENTS OF WASTE
20
John DeereSupplier Development
4. Motion - Unnecessary work 4. Motion - Tools in drawers movements are a form of waste.
5. Waiting - Waiting for people, 5. Waiting - Meetings to start paper and information is waste - it stops work.
6. Inventory - Too much of 6. Inventory - Supplies anything is waste.
7. Processing - this is waste in 7. Processing - Typed when the process itself. Redundant handwritten would be activities sufficient
Definition Example
ELEMENTS OF WASTE
21
John DeereSupplier Development
Kaizen TrainingKaizen Training
Standards
Enforce Inspect
.
Stabilize
IdentifyWaste
Improve
Problem Solve
Standardize
• Process requires ongoing inspection and enforcement to ensure “Standardized Work” is being followed
• Process does not improve automatically
- Following standards will only maintain, not improve, the process.- Improvement focuses on the entire process.