Module 2 Master Slide Deck (Videos Omitted) PDF

Lean Greenbelt Certification Module 2 - Cycle Time Reduction Gord Mosher Project Manager, Operational Excellence cameco.com Bench Warmer – Marker Continuum W here are you now ? W here do you aspire to be? Bench W arm er Bench W hiner Bench W aiter Bench M over Bench M arker No Jidoka No Ji...

Lean Greenbelt Certification Module 2 - Cycle Time Reduction Gord Mosher Project Manager, Operational Excellence cameco.com Bench Warmer – Marker Continuum W here are you now ? W here do you aspire to be? Bench W arm er Bench W hiner Bench W aiter Bench M over Bench M arker No Jidoka No Jidoka Sometimes Applies Jidoka Lives Jidoka Jidoka Empowering people to power the world Program Overview • Lean Philosophy & Principles • Lean Tools (8 Wastes, 5S, Standards, Fishbones) • Lean Skills (Team Building & Facilitation) • Presentation Skills I • Kaizen: Waste & 5S W aste/ 5S Hom ew ork • Presentation Skills Review • Homework Report • Problem Solving (VSM) • Time & Line Balancing • Personality & Teamwork • Kaizen: Process / Transactional Cycle Time Reduction CTR Hom ew ork • Kaizen: Transactional CTR / Value Innovation • Final Presentation • Final Exam • Graduation Empowering people to power the world Presentation Skills  Communicate your messages clearly and effectively when facilitating sessions and kaizens  Learn how to “engage” the audience, capture their attention, and keep the session interesting – regardless of what they are delivering  The ability to deliver “impromptu” presentations is an important part of this process. Empowering people to power the world Why are Presentation Skills Important? Every Problem has a Story Every Kaizen has a Story Every Supervisor and CI Leader should be able to tell these stories “You may have the ultimate solution to a problem, but if you cannot convince anyone, you have nothing” - Lean Sensei The ability to gain support and buy-in is contingent on presentation skill Empowering people to power the world Effective Presentation Delivery Kickoff Repeat this cycle for different topics    Make it fun Focus attention Link to topic Deliver simulations or demos Main presentation Use ice breakers     Facts & Methods Explain the tools Share stories Give examples   Empowering people to power the world Hands-on learning Apply the theory Invite class discussion    Share ideas Clarify points Do Hansei Story Telling Show Fun Funny video Funny joke Funny props - metaphors Comedy act Tell a story Methodology Personal Story Project Story Explain Method Movie Story Explain Research Famous Story Align to previous stories Trivia Story Research Story Data Story Show Real Examples Show company examples Show photos Group Discussion Show videos - kaizen Team discussion Show facts Whole group discussion Group consensus Simulation or Exercise Simulation or demo Field or in-class exercise Empowering people to power the world Have people give testimonies Typical mistakes and ‘no-no’s’ Coins in the pocket (or clicking pens) Not engaging the audience Umms & Errs No eye contact (your back facing the audience) Oops! Too fast or too slow (running out of time) Reading presentations Empowering people to power the world Computer or projector troubles P repare a hard copy Get to k now the click er (but don’t use the laser pointer) Have USB back up  Don’t panic  Have someone jump-in  Break up into group discussion right away  Get tech support  You can do just as well without PowerPoint! Empowering people to power the world What to do if you are “stuck” I forgot w hat I w as going to say… Show relevant videos Do an ice breaker Break up Into small group discussions Ask questions directly to the audience Empowering people to power the world For ‘Elevator Presentations’ You only have ~ 1 minute! Kickoff - Introduction - Why should the listener care? - Good place for a problem statement. - Deliver Invite class Main Three Points Use ice simulations discussion presentation - breakers They’re only going to remember or 3 demos points anyway … - Summarize - No new information - What do you REALLY want them to remember? Empowering people to power the world Problem Statements Defines a situation that should be addressed. Kickoff It should NOT: - Propose a potential solution. - Rely on opinion. - Be vague, or general. Use ice should: breakers Main presentation Deliver simulations or demos It - Be brief and powerfully describe an issue. - - One or two sentences should be the goal. Reference a metric to describe the problem. Describe when and where the problem is occurring. Quantify the consequences of the problem. Be prepared in collaboration with key stakeholders. Empowering people to power the world Invite class discussion Lean Mindset – Comfort vs. Challenge Comfort Learning Zone Zone Empowering people to power the world Comfort Zone Homework Review / Presentation Practice Briefly describe your 5S homework: - What problem did you solve? - Three points you think are most relevant Kickoff - Summarize Use ice breakers Main presentation Deliver simulations or demos Empowering people to power the world Invite class discussion What is Lean? “The basis of Lean is the absolute elimination of waste.” - Taiichi Ohno Empowering People to Power the World Lean is…Flow Lean is a framework for   Achieving great things in the most efficient and effective manner possible Perfecting the creation and flow of value to the customer Empowering People to Power the World Problem Solving Define this first Target State Metric W hat should be happening? W hat is actually happening? Current State Metric Then measure this Empowering People to Power the World Time – Takt Time ● Takt time - rate of production required to meet customer demand ● Used to assess and adjust activity pace so customer demand is met Empowering People to Power the World Time – Lead Time Lead Time – time it takes to solve the problem or satisfy a need Problem Lead Tim e Empowering People to Power the World Solution Time – Cycle Time Cycle Time – time it takes to change a tire Cycle Problem Tim e to change a tire Schedule & Prep Solution Safety Test Lead Tim e Empowering People to Power the World Time – Process Step Cycle Time Process Step Cycle Time – time it takes to complete one process step Problem Process Step Cycle Time Empowering people to power the world Solution Time – Set-up Time ● Set-up Time - time it takes to prepare at start of work to be able to complete the “first good product” or service deliverable ● All Set-up Time is waste ● Preparation examples: – Gather all materials etc. – Load software ● Process examples: – Move JBS  (planning for the move) – Replacing software  (booking the meeting to discuss) Time – Change-over Time ● Change-over Time – time it takes to switch to another process and produce the first good product or service. ● All Change-over Time is waste ● This is not the same as starting from scratch as equipment or process is already running. ● Process examples: – Switching from making cookies to making muffins – Switching from one software to another Hmm…now for the cup cakes Empowering people to power the world Time Calculations Tim e available per shift Takt Tim e = Custom er Dem and Total Cycle Tim e No. of Stations = Tak t Tim e Empowering people to power the world Time Definitions Lead Time Order Grill Sausages Grill buns Add Condiments P rocess Tim e Cycle Tim e Total Cycle Tim e Empowering people to power the world Ready to eat Eating rate = Takt tim e Deliver Process Time Reduction Process Time Reduction takes two possible forms: BALANCE For operations with predictable demand and reasonable mix of products, focus on reduction of process times of the bottleneck operation (ie, increase the throughput of the flow) through line balancing REDUCE Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 For operations with high mix, low volume environment, focus on reducing the total lead time of the process by reducing the cycle time of each step of the operation starting with the slowest step. Flow Simulation Empowering People to Power the World Flow – 3-Step Process 1. W rite “Lean” 2. Fold 3. P ut “Stam p” Flow – Batch Production Start Step 1 Step 2 Step 3 Stop Record: Time • Total Lead Time • Number of Defects • Flow – One-Piece Production Start Record: Time • Total Time • Lead Number of Defects • Stop Exercise Hansei 1. Time – Batch vs One-Piece (where was the waste?) 2. Lead Time to Customer… 3. Quality Issues … Line Balancing cameco.com Re-Balance the Line Takt Time Move and add to another process Empowering People to Power the World Airplane Simulation Exercise ● Objectives… Learn the concepts of Pull and Kanban principles Learn how to calculate the process cycle time Airplane simulation Learn how to balance the production process Understand the relationship between takt time & cycle time Exercise! Customer Requirements ● You have had a meeting with the customer. ● An airline needs to order 10 of their particular model of airplane ● The contractor with the best on-time performance and lowest overall cost will get the order ● Your job: WIN THE ORDER! Stage 1 - Overview ● Typical Unbalanced Production Cell Process Production Cell Process Start Defect End Good Paper Step 16 Steps 1-4 Before we start… Fill the Line WIP WIP OP2 OP3 Steps 13-15 Steps 5-8 WIP WIP Steps 9-12 Stage 1- Unbalanced Production Process Stage 2 – Takt Time ● Takt Time & Cycle Time Available time (180 sec.) Takt Time = Customer Demand (10 planes) No. of Stations = = 18 sec./plane Total Cycle Time (70 sec.) = 4 stations Takt Time (18 sec.) Hansei Where is the bottleneck? Stage 2 – Rebalance the Process! 1. 2. Draw Takt Time line across at 18 secs Stack cumulative cycle times for each step till you reach or slightly exceed Takt time line. When you have reached Takt time, start next station (5-10% over Takt time may be Kaizen’d to Takt time). Note: When facing a big chunk around the Takt time line, try to divide into 2 processes, or rebalance previous stations slightly under Takt time line. Takt Time Station 3 Station 1 Station 2 Station 4 QC So, what happens when… Customer demand goes up? Takt Time Station 3 Station 1 Station 4 Station 2 QC Takt Time So, what happens when… Customer demand goes down? Station 3 Station 1 Station 4 Station 2 QC Rebalanced Production Process 10 X End Start Good Defect Paper Q/A Step 16 Steps 1-6 Before we start… Fill the Line Kanban Kanban Kanban Kanban OP2 OP3 Steps 13-15 Steps 7-9 Steps 10-12 Rebalanced Production Process Rules of One-piece-flow KANBAN 1. Processors can make only when the Kanban has been emptied (trigger for need). If the Kanban is still filled, the processor has to wait 2. Ideally, the replenishment to Kanban spot should coincide with the Takt time alert Airplane Simulation - Hansei ● What did we learn? Learnt the concepts of Pull and Kanban principles Learnt how to calculate the process cycle time Airplane simulation Learnt how to balance the production line Understood the relationship between takt time & cycle time Value Stream Mapping 48 Empowering people to power the world Problem Solving Define this first Target State Metric W hat should be happening? W hat is actually happening? Current State Metric Then measure this Empowering people to power the world VSM - Identify sequential and parallel steps Step 1 Step 5 Step 2 Step 3A Step 4B Empowering people to power the world Step 6 VSM - Split sequential from parallel Step 1 Step 2 Step 5 Step 3A Step 6 Step 4B Empowering people to power the world VSM - Eliminate Non-Value Added Steps Cycle Time Step 1 Step 2 Step 3 Step 3A Step 4 Step 4B Empowering people to power the world Step 5 Step 6 VSM - Eliminate unnecessary steps Cycle Time Step 1 Step 2 Step 3 Step 4 Step 3A Empowering people to power the world Step 6 Value Stream Mapping Break Empowering people to power the world Problem Solving – Methodology for Kaizens Cubed Break Review Analyze Improve Normalize Improve the process: Break process down: Perform Gemba walk Review value stream Clarify objectives map: Map value stream Identify key bottlenecks Analyze causes of issues: Perform root cause analysis (Fish bone & 5 Whys) Do this at least 3 times Brainstorm solutions Normalize improved state, create: SOP’s Prioritize solutions (Value Graph) Audit plan Implementation plan Target Gems & Quick Hits Short/Long term Improved state map Capture contributing issues from stakeholders Empowering people to power the world Value Stream Mapping & Video Taping ● Value Stream Map the entire process to fully understand all elements of a change-over ● Video tape the actual change-over to help identify External and Internal steps and factors involved in a change-over Empowering people to power the world Identify Key Action Steps in the Process Name of Process Start End (10-25 key high level steps) Step 1 Step 5 Step 6 Step 7 Step 8 Step 9 Steps Best & WorstTim es B B B B B B B B B W W W W W W W W W Inputs / Outputs Issues Workflow Evidence 57 Empowering people to power the world Identify Steps that add Value, are Necessary and Waste Cycle Time Best Worst Empowering people to power the world Exercise – You Try It! Process: Emergency Tire Change Cycle Time Best Worst Empowering people to power the world Cycle Time Reduction Cycle Time Reduction Cycle Time Reduction Cycle Time Reduction Identify Critical Bottlenecks & Issues to Analyze further : Focus problem solving at the bottlenecks Bottleneck Bottleneck Step 1 Step 5 Step 6 Step 7 Step 8 Step 9 Steps Best & WorstTim es B B B B B B B B B W W W W W W W W W Inputs / Outputs Issues Workflow Evidence Issues causing the bottleneck Issues causing the bottleneck Empowering people to power the world Where are the Bottlenecks and what are the Issues? Fishbone Diagram Manpower Methods Problem: materials machinery Fishbone Diagram Manpower Methods Problem: materials machinery Fishbone Diagram Manpower Methods Problem: materials machinery Use Fishbone and 5 Why’s to clarify root causes for critical issues VSM to Solutions 1. Use 80/20 rule to decide which bottlenecks/issues are critical to Fishbone 2. Define the problem at head of the fish. Use each bone to brainstorm possible causes – be exhaustive! Fishbone Diagram Manpower Methods Problem: materials 5. Prioritize solutions on a Value Graph 4. Brainstorm solutions and place them on a Parking Lot No Idea is a Bad Idea Empowering people to power the world machinery 3. Identify major causes and then Ask 5 Whys to get to Root Cause Problem Statements Defines a situation that should be addressed. It should NOT: - Propose a potential solution. - Rely on opinion. - Be vague, or general. Kickoff It should: Main icepowerfully describe - Be briefUse and an issue. presentation - - breakers One or two sentences should be the goal. Deliver simulations or demos Reference a metric to describe the problem. Describe when and where the problem is occurring. Quantify the consequences of the problem. Be prepared in collaboration with key stakeholders. Empowering people to power the world Invite class discussion 6M Fishbone (Useful for Operational Problems) Machines Methods Measurement Problem at bottleneck: Mother Nature Manpower Materials Empowering people to power the world 6M Fishbone (Useful for Transactional Problems) People Processes Priorities Problem at bottleneck: Programs Products Policy Empowering people to power the world Innovate! Empowering people to power the world 5 Whys Empowering people to power the world 4M Fishbone & 5 Whys (Useful for Operational Problems) Why? (Root Cause) Fishbone Diagram Why?........... Manpower Methods Why?........... Why?............. Why?............ Possible Cause Possible Cause Problem (effect): Problem: What is the problem (big issue) at bottleneck materials machinery (1) Brainstorm possible causes at each bone (2) Identify most likely causes (use 80/20 rule) and then (3) Ask 5 Whys to get to root cause Empowering people to power the world Value Graph (prioritize solutions) Takes significant time, efforts, but benefits are huge Don’t Do Difficult to do, and small value – DON’T DO IT! Strategic Efforts Required PLOT POSSIBLE SOLUTIONS ON THE GRAPH Quick Hits Gems Small effort but big value – DO THIS NOW! Easy to do, but pay back is small – “Quick Hits” Small Value Value/Benefits Empowering people to power the world Big Value Value Graph (prioritize solutions) Don’t Do Strategic Develop new strategies Replace machine Create Standardized Form Hire more people Re-Design Product Create more paperwork Effort Required IT interface for Report Implement plant-wide Kanban program Gem s Quick Hits Start performance management program Consolidate procurement policies Move Storage Racks Develop SOP Centralize information data Small Value Develop Cross-functional problem solving team Value/Benefits Empowering people to power the world Big Value Implementation Plan Short-Term Improvement State (<3 months) Action I tem June July August Juan Update reports Jim Commodity code 5 s - Eng Team 5 s SOP-A-01 - Eng Team Evaluate part creation Wizard Earl M ilestone M ake decision on standardizing part N o. and description conventions Empowering people to power the world Empowering people to power the world Empowering people to power the world Empowering people to power the world Empowering people to power the world VSM Roles PROCESS OWNER (Subject Matter Expert, Process Decision Maker) MAPPER (VS Mapping Facilitator, Builds the VS Map) SCRIBE (Writes Action Steps, Waits, Times, Issues, etc. on Stickies) I/O & ANALYST(S) (Captures Inputs/Outputs, Issues, totals up times, identifies steps under Value, Necessary, Waste, leads root cause analysis, ) Empowering people to power the world Value Stream Mapping Summary Break down the process – What is the Target State vs. Current State? Current State VSM the process Target State & Kaizen Scope with Sponsor/Process Owner • Define Go and the Process in the Gemba – Complete the Gemba Walk checklist • LISTEN!see Interview Process Owners/Users & SMEs to clarify process Current State • Visualize the Current State on a Value Stream Map (VSM) • Record Best/Worst times, Inputs/Outputs, Issues (Involve Process Owners to identify) • Best Time Worst Time Review the process – Where are the Gaps/Problems? What’s the impact? Value, Necessary, & Waste steps by placing colored dots on the VSM • Identify Total up Current State Cycle-Time (Best/Worst times) • Review and assess the impact of Wastes, Issues, and Bottlenecks • Decide critical Bottlenecks and Issues to analyze further (using 80/20 rule) • Clarify Kaizen objectives (problems to target) on a Kaizen Charter with Sponsor • Analyze the process – What are the root causes? • Select a 4M or 6P Fishbone & write the critical Issue/Bottleneck at the fish head possible causes for the problem & place on the relevant fish bone • Brainstorm DO NOT assume you know the Root Cause and DO NOT Ask Why yet • Gain consensus on possible causes to analyze further • Consider returning towhich the Gemba to study what is actually occurring • Ask 5 Whys to determine Root Causes - focus on system/management/processes • Improve the process - Which solutions reduce Gaps? • Brainstorm solutions to address the root causes solutions on a Value Graph • Prioritize Validate solutions with Process Owners/Stakeholders and get their Buy-in • Identify GEMS and Hits to initiate during the kaizen • Develop Short TermQuick (<3 months) • Cycle-Times for improved states & Long Term (>3 months) VSMs - calculate Best & Worst • Challenge for maximum implementation level during and after Kaizen Normalize the process – How do you sustain it? • Create implementation plans (Short term 0-3 months e.g. Gems; Long term 3-12 months for the Strategic solutions) for improved state VSMs • Identify and get Buy-in for who will implement each solution relevant SOPs and Audit plans for sustainment • Develop Identify ROI for Short/Long term Improved States – Be specific • Improved State VSM (For GB Operations) Set-up (change-over) Reduction 82 Empowering People to Power the World Set up Time Reduction Can be combined with both forms when the set up times (change over times) are significant, especially with High Mix-Low Volume operations. It is important that you: Firstly, remove the waste. Secondly, balance the line. Empowering People to Power the World Value Stream Mapping & Video Taping ● Value Stream Map the entire process to fully understand all elements of a change-over ● Video tape the actual change-over to help identify External and Internal steps and factors involved in a change-over Empowering People to Power the World Step 1 1 Separate Internal and External Setup 2 Ext Int Convert Internal Setup to External Setup 3 Streamline All Aspects of Setup Operations Ext Ext 85 Empowering People to Power the World Int Int Step 1 – Identify Internal & External Set-up All Setup E I E Run Activities I E R un I Externals E Internals Post-setup externals I Run R un Run R un Externals Internal Set-up: Operations that must be performed while the machine/process is stopped External Set-up: operations that can be performed while the machine/process is running Empowering People to Power the World Step 1- Identifying Internal & External Set-up Empowering People to Power the World Step 2 1 2 3 Separate Internal and External Setup Ext ● Source slide Int Convert Internal Setup to External Setup Ext Int Streamline All Aspects of Setup Operations Ext Int Three techniques to convert internal setup to external setup: conditions in advance (scanning parts, pre-heating ovens, etc.) • Preparing functions (hose fittings, sizes, etc) • Standardizing • Using process cassettes (standard sized jigs, etc) Empowering People to Power the World Step 2 – Converting Internal to External Set-up Externals Internals Run R un Externals Internals Run R un Run R un Externals Internals Many tasks can be done before a machine is stopped for changeover: the right people are available & sharing duties • Ensuring tools, materials, documents in advance • Preparing • Positioning everything needed close to the machine 89 Empowering People to Power the World Step 2 – Eliminating or minimizing Internal Set-up Eliminate adjustment Externals Externals R un Internals Internals R un Three techniques for eliminating adjustments: fixed settings or positions (jigs, hard stops, use angle and flat, preset • Use pins, guides, notches etc.); avoid measurements reference lines and reference points visible • Make common elements into same mechanism (one motion fasteners, • Integrate levered or one-turn fasteners, interlocking wedge or slot) Empowering People to Power the World Step 3 1 2 3 Separate Internal and External Setup Ext Int Convert Internal Setup to External Setup Streamline All Aspects of Setup Operations Ext Ext Empowering People to Power the World Int Int Step 3 – Streamline all activities Last good piece of product A First good piece of product B Before Machine running Machine running Internal and external elements Total setup First good piece of product B Last good piece of product A After External elements External elements Internal elements Machine running (30-50% Reduction) Machine running Total setup Last good piece of product A First good piece of product B Streamlined External elements Streamline Streamlined External elements Streamlined internal elements Machine running Total setup (75% Reduction) Machine running Step 3 – Improving Internal and External Set-up Checklist Material Handler POU Tools Changeover Equipment Changeover Crew Empowering People to Power the World Step 4 – Standardizing the Process Create: ● Production Capacity Sheet ● Work Combination Table ● Standardized Work Sheet Empowering People to Power the World Team Basics “A team is a small number of people who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.” Teamwork ● What is a Team? – A Group of People working together towards a common goal. ● What are the factors that makes teams effective? – Apply the law of Significance  One is too small of a number to achieve greatness. Teamwork You cannot build a great team without great players Teamwork Apply the 101% Principle – Find the 1% that the team agreed on and give it a 100% – Lay out the foundation for change. Change happens on common ground not on the difference. Teamwork You must be the kind of person that every team wants Lebron James was offered $99million because of his ability to work as team player Teamwork Teamwork The strength of any organization is a direct result of the strength of its people. ● Weak Team = weak organization ● Strong Team = strong organization What the Experts Say Significant performance challenges energize teams regardless of where they are in an organization What the Experts Say Focus on building strong performance ethic What the Experts Say Discipline – both within the team and across the organization – creates the conditions for team performance Why Teams Perform Well ● They bring complementary skills and experiences that exceed any individual on the team ● In jointly developing clear goals and approaches, teams establish communications that support real-time problem solving ● By surmounting obstacles together, people on teams develop trust and confidence in each other’s capabilities Teams have more fun…it both sustains and is sustained by team performance Complementary Skills ● Technical or functional expertise ● Problem-solving and decision-making skills ● Interpersonal Skills Most teams do not possess all of the above at the outset, rather the power of teams acts as a vehicle for personal learning and development Common Purpose & Performance Goals ● A common, meaningful purpose sets the tone and aspiration ● Performance Goals: – Specificity of performance facilitates clear communications – Milestones help maintain focus on results – Specific objectives have a leveling effect – Small wins equals commitment – Healthy fear of failure Performance Measurement Provides Yardstick ● Performance measurement brings objectivity into the lean practice and minimizes “guessing” ● Visual tools, pareto charts, and other tools work hand-in-hand with performance measurements to provide additional details “What gets measured, gets done” Example: If you want to lose weight, you have to first measure your CURRENT weight, then continue measuring to monitor progress Obstacles to Team Success ● Inadequate Planning – you have to set goals early ● Organizational dysfunction ● Poor Leadership – need to provide direction and inspiration ● Insufficient Training ● Bad Attitude ● Lack of Trust ● Poor Communication – Be aware of how you come across to others Elements of Effective Teamwork Cooperative, Supportive Atmosphere Open Communication Meaningful Involvement of All Team Members Shifting Leadership Agreed-Upon Problem Solving Method Consensus Decision Making Healthy Conflict High Energy Level Specific Reward and Recognition Excellence Culture Culture at Nordstrom - California Management Review article Team Life Cycle High Performing Team P erform ing Norm ing Form ing Real Team Working Group Storm ing Pseudo-team Team Effectiveness The Empowerment Continuum Employee Control Employee Control Management Control • • • • • I Management Decides, Then Informs Staff Telling Directing Management is accountable and responsible Management is in control Team members are told about decisions II Management Gets Staff Input Before Deciding • Selling • Coaching • Employees’ ideas harnessed as input to decisions • Team members are consulted and have input into decisions III Employees Decide and Recommend IV Employees Decide and Act • • • • • • • Participating Facilitating Accountabilities are clearly shared Team members must consult management before acting to get approval • Delegating Liaising Employees are accountable and responsible Team members can set direction and take action without approvals Specific Team Skills Meetings ● Agenda – What will be discussed and in what order (don’t save the best for last, get right into it) ● Objectives – where will we be after the meeting? ● Has to be interactive! ● Facilitate – draw out ideas from everyone and keep talkers in check ● Be Present and Participate ● Take issues that don’t effect the group off-line Effective Meetings – A Road Map ● Make people comfortable. Use an ice breaker ● Assign a note taker ● Explain the purpose of the session ● Explain that everyone’s feedback is important. Again, hats are to be left at the door ● Give ground rules for the sessions – no talking out of turn – direct feedback at ideas not people – put sidetrack discussions in a “parking lot” – Start on time, end on time Active Listening – Train your mind ● Eye contact ● Body language – smile and nod ● Paraphrase ● Be aware of emotional state ● Don’t doodle – you can take notes ● Try not to obsessed about your rebuttal World Class “No-blame” environment Goal Setting – You must be able to answer… ● Why? – What is the purpose of this project? ● Who? – To whom are we accountable with our deliverables? ● How? – We need to set performance standards, otherwise how do we know if we are successful? ● When? – What is our timeline? Do we have milestones? ● What? – What is the outcome or deliverable? Get the Team Involved – Ask how do you see yourself getting involved? ● Members have a clear idea of what is expected ● If you are part of setting the goal chances are you will work harder to achieve it ● Collaboration lays a solid foundation for supporting each other ● Can measure performance relative to group members ● This will be an interactive environment “When people don’t unload their opinions and feel like they’ve been listened to, they won’t really get on board.” Roles & Responsibilities of Team ● Three key roles – Team Sponsor: Provide High Level Direction & Support (management) – Team Lead: Facilitates & leads the Team (nominated by the team) – Team Member: Actively participates in Teamwork (volunteers) ● Meet on a regular basis ● Manage resources, budget, time on their own ● Track changes, monitor results through visual metrics ● Communicate and recognize success – example: do presentation at townhall Laying the Ground Rules: ● How will we make decisions? ● How do we allocate deliverables? ● Conflict resolution mechanisms – Arbitration versus Mediation “Even if people are generally willing to commit, they aren’t going to do so because…they need to weigh-in before they really buy-in.” Recent Ushare poll (December 5th, 2016) “What is most likely to cause you to resist change?” Comfort with the status quo: 8.24% Fear of the unknown: 18.32% Not being consulted: 35.27% Misunderstanding of why change is needed: 38.17% How does Mediation Work? Can Everybody Please Get Along! How do we deal with… ● People Who Don’t Carry Their Weight. – Get to the bottom of it…is it skills, low-level of expectation from themselves, personal issues – Involve the group – positive peer pressure Five Dysfunctions of a Team* Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust *By Patrick Lencioni How to Address the Dysfunctions* Inattention to THROW IT OUT THERE REWARDS Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust POST-IT REGULAR PROCESS REVIEWS REWARDS DEADLINES WORST-CASE SCENARIOS MINING REAL TIME PERMISSION GETTING NAKED TEAM EFFECTIVENSS EXERCISE MBTI We won’t always win … Conscientiousness: “How hard we try when there is no known reward.” A quitter never wins, and a winner never quits. Derek Redmond Card Game ● Need 4 – 5 per group. ● Take 2 minutes to read rules. ● No talking! ● Play for 5 minutes. ● Winner gets a popsicle stick. ● Winner of each table rotates clockwise to next table. ● Play again for 5 minutes. ● Same rules 132 Empowering People to Power the World Personality Types “when active, people are taking in information, or coming to conclusions” … and all sorts of other deep stuff! 133 People focus their attention on the outer world of people OR reflecting on the inner world of ideas”. Carl Jung Empowering People to Power the World Personality Types Katherine Cook Briggs (1875 – 1968) and Isabel Briggs Myers (1897 – 1980) ‘Simplified’ the work of Carl Jung Placed people on a continuum in four areas. It is not meaningless, but it is a simplification. 134 Empowering People to Power the World Extraversion / Introversion E I How do you direct and receive energy? 135 Empowering People to Power the World Extraversion / Introversion 136 Empowering People to Power the World Sensing / Intuition S N How do you take in information? 137 Empowering People to Power the World 138 Empowering People to Power the World Thinking / Feeling T F How do you come to conclusions? 139 Empowering People to Power the World 140 Empowering People to Power the World Thinking / Feeling J P How do you approach the outside world? 141 Empowering People to Power the World 142 Empowering People to Power the World 143 Empowering People to Power the World Order of Preferences 144 Empowering People to Power the World Summing it up … ● For your Kaizens… - We all have strengths and weaknesses - Your projects will be more successful if you take advantage of them. - You are more likely able to take advantage of them if you are aware of them. 145 Empowering People to Power the World Tools 146 Empowering People to Power the World Symptoms and Their Causes • Symptoms (obvious, on surface) • Root causes (not obvious, underlying) 147 Empowering People to Power the World Fishbone ● Cause and Effect 148 Empowering People to Power the World 5 Why Analysis 149 Empowering People to Power the World Spaghetti Diagram ● Helps to visually identify wasteful steps. 150 Empowering People to Power the World 5S Summary 151 Empowering People to Power the World Visual Workplace Everyone involved must be able to see and understand every aspect of their operation and its status. • Ideally, anyone should be able to know what’s going on, even if they’re new to the area. • Apply during “Stabilize” and “Standardize” • Execute or maintain during “Sustain” 152 Empowering People to Power the World The Daily Huddle 153 Empowering People to Power the World Advantage of Daily vs. Weekly Team Coordination 154 Empowering People to Power the World Hansei Hansei: The Practice of Reflection… Han Sei The letter “Sei” is made up of Small Eyes Reflection is a k ey to learning, 155 Empowering People to Power the World Opinion! Opinion! Opinion! Standards – Life Without Standards 156 Empowering People to Power the World Could standards be improved? VENTS: ● Visual ● Easy ● Nearby ● Timely ● Shared 157 Empowering People to Power the World Standardization Tim e to lock in gains (Share best practices) Kaizen Tim e to m ake change (I nnovation & Creativity ) 158 Lean Whitebelt Standards – Innovation and Standardization DESI RED FUTURE STATE K eep on going Standardize & Yokoten! GAP I M PR OVED STATE Standardize & Yokoten! I M PR OVED STATE CUR R ENT STATE 159 NEW CUR R ENT STATE Kaizen it! NEXT W EEK Kaizen it! TODAY Empowering People to Power the World R epeat Cycle Strive for P erfection Tools 160 Empowering People to Power the World Poka Yokes What Does Poka Yoke Mean? ● Poka means “Error, Mistake” ● Yoke means “To Prevent” Poka Yoke is a tool or methodology designed to prevent – or at the very least, catch – the errors or mistakes before they turn into defects (and passed onto customers) World Class Poka Yoke “Make it impossible for mistakes to occur even if you try deliberately . . .” Different Stages of Prevention Fix after Source Fix at Source Inspection Avoid Prevent at Source Equipment Modification Process Design Inspect & Reject Product Design Detect & Correct Prevention is Best ● Preventing errors from occurring is the best approach for eliminating defects (as opposed to just reducing the number of defects) ● Prevention happens at two sources: Product Design Process Design Everyday Poka Yoke Process Design Examples ● Using controller/automation to force correct parts usage Process Design Examples ● Data entry form: “Required fields” assures all necessary data are collected Value Stream Mapping Break Empowering People to Power the World Problem Solving – Methodology for Kaizens Cubed Break Review Analyze Improve Normalize Improve the process: Break process down: Perform Gemba walk Review value stream Clarify objectives map: Map value stream Identify key bottlenecks Analyze causes of issues: Perform root cause analysis (Fish bone & 5 Whys) Do this at least 3 times Brainstorm solutions Normalize improved state, create: SOP’s Prioritize solutions (Value Graph) Audit plan Implementation plan Target Gems & Quick Hits Short/Long term Improved state map Capture contributing issues from stakeholders Empowering People to Power the World Problem Solving Define this first Target State Metric W hat should be happening? W hat is actually happening? Current State Metric Then measure this Empowering People to Power the World Identify Key Action Steps in the Process Name of Process Start End (10-25 key high level steps) Step 1 Steps Best & WorstTim es Step 5 Step 7 Step 8 Step 9 B B B B B B B B B W W W W W W W W W Inputs / Outputs Issues Workflow Evidence 172 Step 6 Empowering People to Power the World Identify Steps that add Value, are Necessary and Waste Cycle Time Best Worst Empowering People to Power the World Identify Critical Bottlenecks & Issues to Analyze further : Focus problem solving at the bottlenecks Bottleneck Bottleneck Step 1 Step 5 Step 6 Step 7 Step 8 Step 9 Steps Best & WorstTim es B B B B B B B B B W W W W W W W W W Inputs / Outputs Issues Workflow Evidence Issues causing the bottleneck Issues causing the bottleneck Empowering People to Power the World Where are the Bottlenecks and what are the Issues? Fishbone Diagram Manpower Methods Problem: materials machinery Fishbone Diagram Manpower Methods Problem: materials machinery Fishbone Diagram Manpower Methods Problem: materials machinery Use Fishbone and 5 Why’s to clarify root causes for critical issues VSM to Solutions 1. Use 80/20 rule to decide which bottlenecks/issues are critical to Fishbone 2. Define the problem at head of the fish. Use each bone to brainstorm possible causes – be exhaustive! Fishbone Diagram Manpower Methods Problem: materials 5. Prioritize solutions on a Value Graph 4. Brainstorm solutions and place them on a Parking Lot No Idea is a Bad Idea Empowering People to Power the World machinery 3. Identify major causes and then Ask 5 Whys to get to Root Cause Problem Statements Defines a situation that should be addressed. Kickoff It should NOT: - Propose a potential solution. - Rely on opinion. - Be vague, or general. Use ice should: breakers Main presentation Deliver simulations or demos It - Be brief and powerfully describe an issue. - - One or two sentences should be the goal. Reference a metric to describe the problem. Describe when and where the problem is occurring. Quantify the consequences of the problem. Be prepared in collaboration with key stakeholders. Empowering people to power the world Invite class discussion 6P Fishbone (Useful for Transactional Problems) People Processes Priorities Problem at bottleneck: Programs Products Policy Empowering People to Power the World 5 Why Analysis 179 Empowering People to Power the World 4M Fishbone & 5 Whys (Useful for Operational Problems) Why? (Root Cause) Fishbone Diagram Why?........... Manpower Methods Why?........... Why?............. Why?............ Possible Cause Possible Cause Problem (effect): Problem: What is the problem (big issue) at bottleneck materials machinery (1) Brainstorm possible causes at each bone (2) Identify most likely causes (use 80/20 rule) and then (3) Ask 5 Whys to get to root cause Empowering People to Power the World Value Graph (prioritize solutions) Takes significant time, efforts, but benefits are huge Don’t Do Efforts Required Difficult to do, and small value – DON’T DO IT! Strategic PLOT POSSIBLE SOLUTIONS ON THE GRAPH Quick Hits Gems Small effort but big value – DO THIS NOW! Easy to do, but pay back is small – “Quick Hits” Small Value Value/Benefits Empowering People to Power the World Big Value Value Graph (prioritize solutions) Don’t Do Strategic Develop new strategies Replace machine Create Standardized Form Hire more people Re-Design Product Create more paperwork Effort Required IT interface for Report Implement plant-wide Kanban program Gem s Quick Hits Start performance management program Consolidate procurement policies Move Storage Racks Create Stand Form Develop SOP Centralize information data Small Value Develop Cross-functional problem solving team Value/Benefits Empowering People to Power the World Big Value Implementation Plan Short-Term Improvement State (<3 months) Action I tem June July August Juan Update reports Jim Commodity code 5 s - Eng Team 5 s SOP-A-01 - Eng Team Evaluate part creation Wizard M ake decision on standardizing part N o. and description conventions Earl M ilestone Empowering People to Power the World VSM Roles PROCESS OWNER (Subject Matter Expert, Process Decision Maker) MAPPER (VS Mapping Facilitator, Builds the VS Map) SCRIBE (Writes Action Steps, Waits, Times, Issues, etc. on Stickies) I/O & ANALYST(S) (Captures Inputs/Outputs, Issues, totals up times, identifies steps under Value, Necessary, Waste, leads root cause analysis, ) Empowering People to Power the World Value Stream Mapping Summary Break down the process – What is the Target State vs. Current State? Current State VSM the process Target State & Kaizen Scope with Sponsor/Process Owner • Define Go and the Process in the Gemba – Complete the Gemba Walk checklist • LISTEN!see Interview Process Owners/Users & SMEs to clarify process Current State • Visualize the Current State on a Value Stream Map (VSM) • Record Best/Worst times, Inputs/Outputs, Issues (Involve Process Owners to identify) • Best Time Worst Time Review the process – Where are the Gaps/Problems? What’s the impact? Value, Necessary, & Waste steps by placing colored dots on the VSM • Identify Total up Current State Cycle-Time (Best/Worst times) • Review and assess the impact of Wastes, Issues, and Bottlenecks • Decide critical Bottlenecks and Issues to analyze further (using 80/20 rule) • Clarify Kaizen objectives (problems to target) on a Kaizen Charter with Sponsor • Analyze the process – What are the root causes? • Select a 4M or 6P Fishbone & write the critical Issue/Bottleneck at the fish head possible causes for the problem & place on the relevant fish bone • Brainstorm DO NOT assume you know the Root Cause and DO NOT Ask Why yet • Gain consensus on possible causes to analyze further • Consider returning towhich the Gemba to study what is actually occurring • Ask 5 Whys to determine Root Causes - focus on system/management/processes • Improve the process - Which solutions reduce Gaps? • Brainstorm solutions to address the root causes solutions on a Value Graph • Prioritize Validate solutions with Process Owners/Stakeholders and get their Buy-in • Identify GEMS and Hits to initiate during the kaizen • Develop Short TermQuick (<3 months) • Cycle-Times for improved states & Long Term (>3 months) VSMs - calculate Best & Worst • Challenge for maximum implementation level during and after Kaizen Normalize the process – How do you sustain it? • Create implementation plans (Short term 0-3 months e.g. Gems; Long term 3-12 months for the Strategic solutions) for improved state VSMs • Identify and get Buy-in for who will implement each solution relevant SOPs and Audit plans for sustainment • Develop Identify ROI for Short/Long term Improved States – Be specific • Improved State VSM Greenbelt Final Presentation Your name here cameco.com Presentation time allocation Recommended Key Content 1 Introduction & Background 2 5S & CTR Homework Projects 3 Return On Investment from Projects 4 What I Learned in Greenbelt 5 My Future Goals & Commitment 1 Introduction & Background ● Who am I (professional, personal)? ● Option : deliver a simple Ice Cracker, joke, or short video to “warm up” the audience 2 5S & CTR Homework Projects 5S Homework CTR Homework (use selected slides from your homework kaizen report-outs) Participants from host company kaizens are to report on implementation progress and sustainment 3 Return On Investment from Projects Summarize the key Return on Investment (ROI) from your homework projects Capacity Gained: Output increase (units per day) Total floor area gained (sq ft) Material Saved: Total material saved X Cost of material Per Year Time Saved: Employee hours saved per year 4 What I Learned in Greenbelt Personal Hansei What were your key learning points and main take-aways from the Greenbelt program? How has this experience helped you to grow? Speak from your heart! 5 My Future Goals & Commitment ● What will I do next? ● How will I help my organization become Lean? ● What kaizens will I commit to this year? ● What will I do to continue with my personal development? Be prepared… Insert Videos Video source file.wmv Joe Blow.pptx Wednesday, Mod 3 Important! If you are using videos in your Final Presentation, you must ensure that you check that they work on the coach’s computer as early as possible in Module 3! Questions cameco.com Process Tim e R eduction R eport-Out TEAM: Team Photo & Team Name K AI ZEN CHAR TER PROJECT: ______________________________________________________________ BACKGROUND (Why are you addressing this process issue?) CURRENT STATE Problem Statements (based on review of Gemba Walk, Value Stream/Innovation Map etc.) 1 2 3 ANALYSIS: ROOT CAUSES WORKTEAM Sponsor, Process Owner, SMEs, Team Lead, etc. 1 2 3 IMPLEMENTATION PLAN (During Kaizen) KEY SOLUTIONS to address Root Causes Date of 1st Follow Up Audit: TARGET OUTCOMES (Cost, Quality, Delivery) 198 ACTUAL OUTCOMES (Cost, Quality, Delivery) Current State VSM – Cycle Tim e PROCESS: Replace with your Current State Map Cycle Time Best Time Worst Time 199 Current State Current State VSM – W hat w e found… Bottlenecks! What is the Problem? What is the Problem? What is the Problem? Key issues causing the problem at Bottleneck: 1. ….. 2. ….. 3. ….. 200 Key issues causing the problem at Bottleneck: 1. ….. 2. ….. 3. ….. Key issues causing the problem at Bottleneck: 1. ….. 2. ….. 3. ….. Current State Show Pictures Overview of Process    List List List 201 Fishbone Machines Methods Measurement Problem at bottleneck: Mother Nature Manpower Materials Fishbone People Processes Priorities Problem at bottleneck: Programs Products Policy Summary of Problems and Root Causes Problem 204 Root Cause Use a Spreadsheet Chart to Visualize Process Times! Right Click on Chart, select Edit Data to enter process times 3000 2500 2000 1500 Worst time Bottleneck: Waiting for Prep Shop Error Point: Size, Colour, Ship/Bill Loc’ns Best time Bottleneck: Only one Trained Planner Error Point: Not following size chart 1000 500 205 Send Produce Wait Plan Wait Enter Wait Approve Get Missing Info Review Wait Rec Order 0 Takt Time 200 Hrs Visualize Current, Short-Term, & Long-Term Progress Right Click on Chart, select Edit Data to enter Total times 1400 Best 220 Hrs 1200 Worst time Best time Best 88 Hrs 1000 800 1081 600 750 400 Best 10 Hrs 200 140 0 Current State 206 0-3 mo 3-12 mo Goal: 40 hour processing time Effort Required Value Graph (prioritize solutions) Don’t Do Strategic Quick Hits Gem s Small Value 207 Value/Benefits Big Value Kaizen Implementation Examples: Drive Toward Level 5 Implementation Implementation Level during Kaizen Solutions 1 Create S.O.P Create Report / Policy / Form Create Visual Board Install Guide Rail on outlet conveyor 208 Define SOP steps Define the Change Required 2 3 4 5 Create Visual S.O.P. placed S.O.P. being People Trained at Gemba SOP followed by host Draft Policy Revision Submit for Approval Decide Purpose of Visual Board Define KPI's Mock-up Visual Board Draw plan Discuss with Maintenance Dept. Fabricate Mock-up Cycle Time Reduction Get Approved Rollout (Huddle, e-mail) Rollout in Gemba Get Approved with Review Process Install Verify Functionality Short-Term Improvement State (<3 months) VSM PROCESS: Cycle Time Best Time Worst Time 209 Key Improvements Current State Short-Term State % Difference Improvements After Before Show Pictures Solutions I m plem ented & Benefits Gained    List ideas implemented List List 210 Standard Operating Procedure Picture & Process Picture & Process Process: Date: Picture & Process Picture & Process By: Picture & Process Picture & Process Time Saved: Capacity Gained: Material Saved: Output increase (units per day) Total floor area gained (sq ft) Employee hours saved per year Total material saved X Cost of material Per Year 212 Long-Term Improvement State (>3 months) VSM PROCESS: Cycle Time Best Time Worst Time 213 Key Improvements Current State Long-Term State % Difference Implementation Plan Short-Term Improvement State (<3 months) Action I tem June July August Juan Update reports Jim Commodity code 5 s - Eng Team 5 s SOP-A-01 - Eng Team Evaluate part creation Wizard M ake decision on standardizing part N o. and description conventions 214 Earl M ilestone Team Hansei and Lessons Learned We learned from this kaizen:  Tools  Implementation  Kaizen 215 Questions cameco.com