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Teleflex Medical Setting a global strategy David McKernan Director of Advance Manufacturing Chair of operational excellence sub group.
Teleflex Medical Setting a global strategy David McKernan Director of Advance Manufacturing Chair of operational excellence sub group.
Overview
Back Ground op ex group
Challenge for Teleflex
How we started
Our Journey
Example
Topics
Know key offerings
Understand that you are not alone
Give you an option to develop strategy
See a frame work
Objectives
Medtech in Ireland
33% Contact lenses
30M Diabetics Use an injectable device manufactured
in Ireland (25% of global population)
50% of ventilators World wide are made in Ireland
75% Orthopaedic Knee joints
29,000 people employed.
12.6 B exports.
Op Ex Group Objective The Operational Excellence Taskforce promotes and strengthens the importance of best in class manufacturing operations in Ireland as part of overall economic development strategy. This forum also identifies and promotes the appropriate processes, toolsets, structures, policies and supports required to facilitate manufacturing and operational excellence
MÓRTM BENCHMARK Model
Lean Leadership Programme
Lean Mentoring Programme
Alignment
MOR: Model helps us see the GAP
Leadership: teaches skills
to close gap
Mentoring: Accelerates the journey
• Why
• We are living longer
0
50
100
Yea
rs
1960 2010 Average Company S&P 500
60
65
70
75
80
1960 2010 Average Person (USA)
Yea
rs
http://www.forbes.com/sites/jacobmorgan/2013/11/14/why-big-company-doesnt-mean-job-security/#47f0a9d979fb
Why?
• Why: Car Production USA / Japan
Japan
0
15
12
9
6
3
1960 1965 1970 1975 1980 1985
Mill
ion u
nits
• Differences?
• How would it feel working in each country.
• How would variation in production effect the communities?
• Significant credit for Japans growth is given to continuous improvement.
USA
A Challenge for Teleflex
7% Success rate*
17 Major Sites
Create one vision?
Avoid using a
random collection of
tools
* ‘The Lean Turnaround’, Art Bryne Published McGraw Hill
Thought leaders
• Condense theory
• Create 1 program
• Across cultures
• 12k Employees
The Journey
• Gap Assessment
Lean
Enablers
Business
alignment
Lean Manufacturing
Lean
Indicators
Vision, Leadership, Training, Engagement, Recognition
Value stream, Goals, Communications, Recruitment, Line meeting, Cross training.
Results: Health and Safety, Quality, Customer service, Moral, Growth
Flow, Problem Solving, Effectiveness, Standard work,
Behavioural assessment
Look at Frequency, Duration, Intensity and Scope
Assessment Screen
The systems that are to be improved.
MÓRTM Worksheet – Heat Map
Scorecard Section 1 Summary
Scorecard Section 2 Drilldown
Action plan
An agreed road map for
improvement.
• The Enterprise Excellence journey.
The ‘3 Systems’ Model – Overview of the
Systems
Reacti
ve
Fo
rmin
g
Flo
w
Sta
nd
ard
ise
Way o
f li
fe
Time
Pe
rfo
rma
nce
1 Example • MOR Used on 30 sites across globe
• All sites came to Galway to develop strategy
• Global Ops excellence programme driven from Ireland
Used Model on 17 sites
Set the global agenda
One meeting in Galway to align
• Operations 2020
BALANCED
SCORECARD
How we will monitor and implement that plan
VISION
What we want to be
VALUES
What we believe in and how we will behave
MISSION
Why we exist
STRATEGY
What our competitive game plan will be
Improve the
health and
quality of
people’s
lives
•5% Organic revenue
growth
•55% gross margins
•25% operating profit
•95% customer service
•5% investment in R&D
•15% ROI
People
Improve
Quality
Service
and
Value.
Ops
2020
• Ops 2020
• Common frame work.
• Starts with discussion on behaviours.
• Kick off on sites
• How it looks on sites
• Multi Phase Approach
- 20 .. … -5 0 5 10 .. … 20
Phase 3 Execution
Phase 4 Follow Through
Phase 2 Pre Event
Phase 1 Strategy
Business days
Day 1
•Plan
•Current State
•Map process
•Base line data
•VSM
Day 2
•Wastes
•Spaghetti Diagram
•Future state
•Line Balance
•Brain storm
Day 3
•Test ideas
•Implement
•5S
•Remove unrequired items
•Constraint identified
Day 4
•Refine
•Update standard work
•Consider next level of changes
•Re-time
Day 5
•Summarise
•Lessons learnt
•Present to leadership
•Action plan
• System
Top management
Management
Supervisor
Front Line
Standard Work
Kaizen
Strategy
Act Plan
Do Check
• Strategy and vision shows where we want to go i.e. what kaizens to do.
• Kaizens make breakthrough improvements
• Standardising maintains the gain.
Deployment involves every one
Time spent
• Brainstorm
Impa
ct
Effort
High
Low High
This week Future
Group similar ideas
A1 A2
B1 B2
# Priority What Who When Status
1 A1 Point of use tool Bob Thursday Open
A1
B1
• Trystorm
• Think of 7 ways of eliminating the waste
• Use child like words for each concept.
• Sketch ideas
• Test them using tape, cardboard, get someone to hold part.
• Morph or combine ideas
• Repeat and refine.
• Safe way to experiment.
• Make it quick, try fast, fast fast….
# Priority What Who When Status
1 A1 Point of use tool Bob Thursday Open
A1
B1
Test this one
Mr How?
• Break the frame
• We all see the world through our frame
– Its our view of the world that shapes our vision
• Break our frame to see new ideas.
• Think what would Google do?
• What would Ikea do?
• Think from another perspective.
• Principles for future state
• Eliminate unnecessary steps / details
• Combine steps
• Rearrange for better sequence
• Simplify
– Make the work easier
– Pre-position material
– Use gravity feed hoppers
– Let both hands do the work
– Use jigs and fixtures
Before Improvements
After Improvements
• What it looks like
8.- Improve the 6s Program
• Kaizen Templates
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Pre-Work Event Supplies
o Verify charter has been approved o Assign timekeeper o Intro Kaizen presentation
o Promote charter o Assign scribe o Agenda
o Meet with sponsor o Collect and transport supplies o SIPOC
a. review charter o Present "What is Kaizen Purpose" o Charter
b. review agenda o Rules review o Markers
c. refreshments o Review roles & expectations o The LSS Pocket Toolbook
o Review agenda o Post-it Note Pads
e. ensure executive & stakeholder o Review project charter o Pens & pencils
commitment / communication o Agree on metric and goal o Sharpie pens
f. review sponsor roles / responsibilities o Operational definitions o Self-adhesive flip charts
o Meet with MBB and Deployment Leader o Document current state process o Camera & tripod
o Document pain points o Photo download tool or mechanism
o Send invitation o Group similar pain points o Candy
a. mailing list: o Brainstorm solutions o Prepared documents for display
i. sponsor o Document solutions a. agenda
ii. executive champion o Populate B&E with solutions b. process map
iii. deployment leader o Take team photo c. B&E matrix
iv. MBB o Document future state process d. benefits & concerns
v. team members o Execute approved ideas e. parking lot
vi. functional dep't BB o Quantify benefits f. rules
b. topics to address: o 30-Day action plan g. goals
i. complete white belt training o Update event presentation h. door sign
ii. excitement on wkg together o Present to sponsor / executive stakeholders o Butcher paper
iii. roles & expectations o Network cord
o Schedule mid-week & present-out meetings o Power cord
a. determine who to invite o Mouse
o Reserve room o Masking tape
o Request LCD o Clear tape
o Request Internet connection Post-Work o Watch/timer
o Order food o Schedule 30 day update meeting o Calculator
a. determine menu for M-F
Pre- Work Kaizen EventProject Name: Date:
Event Name: Leader:
PROCESS FLOW DIAGRAM
Symbol
Simbolo
Name
Nombre
Action
AcciónPROCESS STEPS
Pasos del proceso
Cycle Time (sec)
Tiempo de ciclo (seg)
OPERATIONOperación
Value AddedAgrega Valor e,I;Bonding process
3.53.5
OPERATION WITH
INSPECTIONOperación con Inspección
Value Added/CheckAgrega Valor con
Inspección e,I; Cure time for 10 minutes600
600
TRANSPORTTransporte
Move some distancesMovimiento- distancia e,I; Transport subassy to conveyor
300300
INSPECTIONInspección
Check for defectsVerificación por defectos e,I Make an visual inspection
9.39.3
DELAYDemoras
Temporary
Delay/HoldEsperas/ Demoras e,I; Assembly the female luer
3.53.5
DECISIONDecision
Make a decisionTomar una decisión
e,I;Assembly cap luer and make a
coil, inspect per kink tubings6.3
6.3
STORAGEAlmacenamiento
Formal WarehousingAlmacenamiento formal e;I Send all subassy to warehouse
235235
e,I;Bonding process check valve
with pvc tubing of 4"5.23
5.23
e,I; Cure time for 10 minutes600
600
12.23 6.3 535 9.3 1200 0 0 1762.83
Symbols
TOTAL VALUE ADDED AND NON VALUE ADDED
TUBS AND TRAYS OUT OF PRODUCTION
Materials removed from area.
Learning and Development
ID Wastes Solves problems
Awareness
Drive improvements through Value Stream Transformation
Lean Certified
• 1 Example
Actual results from 1st week.
Ops Excellence Journey
• MOR Model:
– Provided starting point
– Helped us develop road map
Op Ex Group
MÓRTM BENCHMARK Model
Lean Leadership Programme
Lean Mentoring Programme
• Could it be of help to you?
• Join the group.
• Or get in contact
Thank you
IMDA Representatives:
David McKernan,
IMDA Operational Excellence Working Group Chairman
