BAMA Roundtable. July 30, 2015

Transcription

1 BAMA Roundtable July 30, 2015

2 Agenda BAMA Roundtable Objective Our charter Near term initiatives Measuring what matters how to establish a Continuous Improvement program that works Sypris Electronics Jim Long, Vice President; Operations and Manufacturing Services CONMED Bill Mazurek, Global Director of Continuous Improvement Emerson/APT George Harrington, Production Manager Recommended Reading on BAMA website Next Steps What have you learned that could be applied to your Company? Prepare for follow up BAMA MFG Roundtable workshop i Complete initial assessment for your Company Closing Comments

3 BAMA Roundtable Committee Jim Long Sypris Committee Chair Committee Members: Sue Englander - EEI Patti Holland - Belac Bill Mazurek - Conmed George Harrington Emerson Becky Burton - BAMA

4 What is the BAMA Roundtable all about? To provide a collaborative forum for sharing manufacturing know how, best practices and to leverage the synergy between its members in order to accelerate companies' growth, competitiveness and profitability.

5 Goal of this event Inaugural BAMA Manufacturers Roundtable program Help participants define a current baseline for their Company and what matters to them to have a successful continuous improvement program Determine specific areas of interest manufacturing members would like more support from BAMA

6 Implementing LeanSigma At Sypris Our Implementation Journey

7 Sypris Continuous Improvement Journey Primary Plan Elements: ΞPain ΞAwareness ΞAssessment ΞDemonstration ΞRoadmap details

8 Source of Pain Ξ What are the primary pain points for our manufacturing business? Ξ How do you know? Symptoms vs causes? Data vs opinions? Ξ Is there organizational alignment on the pain? Is it systemic or localized? Ξ How do I get the organization to help me make the pain go away? Management started our Journey here

9 Creating Awareness Ξ How do our work methods stack up? Ξ What are the best practices in our targeted areas? Site visits Documented success stories What does good look like? Ξ Who can we learn from? Thought leaders; reading materials Find/create Sensei; Outside expert help Ξ Training - create tools awareness and expertise

10 Formal Assessment What is our overall baseline state as a business? Baseline Analysis ; defining the pain points with data How do we stack up against the best practices? What are our value streams and what is their current state? Learning To See - Value Stream Mapping What should our priorities be? What matters? Tool and training needs became clear Lean: find and eliminate Waste Six Sigma; measure and eliminate process variation It is critical to get the right people involved in this step to help ensure buy in to future change

11 Demonstrate Progress Select projects that will demonstrate the value Big enough to be meaningful; small enough to be doable Involve employees from all levels: Cross-functional; horizontally and vertically Company rank has no meaning in the team setting Include both early-adopters and cynics Create a clear project charter, expectations, timeline Assign a Sensei / facilitator to help the team along Reward results; don t allow team assignment to become a please don t pick me situation Learn/teach by doing; Lean and Six Sigma tools was our focus Include customer/suppliers if possible Show them what s possible

12 Create Roadmap to future state Ξ Create YOUR Roadmap and follow it Ξ Rinse and Repeat Ξ Build a culture of Continuous Improvement (Lean)

13 Phase 1: Plan Perform Baseline Assessment (incl VSM) LeanSigma Implementation Roadmap Phase 2: Deploy Apply 5S Phase 3: Synchronize Address Baseline Priorities (I.D. Waste and Variation) Phase 4: Integrate Revisit Visual Control & Strategic Inventory Phase 5: Achieve Sustain Results Define Goals, Metrics, Priorities Apply Visual Controls Identify & Manage Constraints Align Entire Value Streams Publish Results Define Resource Needs Train and Align Organization Develop & Communicate Strategy Apply Quick Changeover Apply Kanban Strategic Inventory Deploy Cellular Mfg Enhanced Pull Systems & Heijunka Std. Work and Line Balancing Engineering Alignment DFM Lean Supply Chain Assessment (Suppliers) Lean Supply Chain Deployment (Suppliers) Celebrate Your Success Market Your Success On-going culture alignment

14 Implementation Roadmap Plan (Phase 1) Ξ Some of our early Roadmap activities: Baseline Analysis Create broad understanding of the current state. Identify inefficiencies, waste, and opportunity Company-wide Baseline Analysis Finance Baseline ERP system Baseline Engineering Baseline Site Visits Most notably multiple Shingo Prize Winner Autoliv

15 Baseline Event In Progress

16 Implementation Roadmap Plan (Phase 1) Ξ Some of our specific Roadmap activities: Hired a Sensei In-house consultant to perform training, facilitate teams, work with Sr. Management on the vision Training Conducted internal and external (Univ of Tenn) Lean Awareness and Lean Expert Training Conducted external Six Sigma Certification training (Six Sigma Systems)

17 Implementation Roadmap Deploy (Phase 2) Ξ Make Abnormality Visible Visual Control The 5S s The Blue Wall ; Cell boards and Info centers Control charts and KPI s FMEA and PFMEA Factory organization Space conservation Cellular manufacturing; co-located resources Ξ Quick changeover capability SMED (move internal activities to external )

18 Daily Kickoff (and weekly Gemba) at the Blue Wall

19 Implementation Roadmap Ξ Create Flow Synchronize (Phase 3) Constraint analysis (T.O.C.) Process capacity review Demand segmentation Dedicated Lines/Cells (low mix/high volume) Mixed-model Line/Cells (high mix/low volume)» Kanban flow controls and Heijunka scheduling Techniques Line/Cell balancing Std work combinations ( dance patterns )

20 Implementation Roadmap Integrate (Phase 4) Ξ Revisiting all prior steps Refine and adjust for current conditions New customers, new products, new employees Train and re-train Lean Tools review for all supervision; Lean Basics for all factory employees Six Sigma Green Belt and Black Belt development and certification Six Sigma and Lean become part of the every day culture and practice evident in all you do not a program

21 Implementation Roadmap Achieve (Phase 5) Ξ Celebrate success Key element! Ξ Marketing Our Success Working with current and potential Customers to demonstrate the value in our approach and capabilities Shorter leadtimes Lower cost Higher quality

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23 Ξ Get going, Key Takeaways from Journey Ξ Make problems visual (measure them!) Ξ Teach the people Ξ Implement their ideas Ξ Keep going....

24 BAMA Best Practices By Bill Mazurek Global Director of Continuous Improvement July 30, 2015 Committed to enhancing patient outcomes through innovative solutions.

25 Talking Points Toyota Production System (this is the foundational principle for waste elimination) How do you make a difference (approach): 1. Just Do It (you know what to work on - best practice) learn and apply position of survival competition or customer driven 2. Value Streams Tactical (12 to 18 month view) defines you lean based priorities 3. Hoshin Kanri Strategic Planning (3 to 5 years view) Committed to enhancing patient outcomes through innovative solutions.

26 Backdrop JIT foundation Global Pressures drove a Lean Approach Focused on waste elimination and productivity gains (drive down cost through waste elimination) Visual Signals... drive the behavior (walk and see) Just In Time implementation & design principles Sprint Capacity (typically + 20%) Total quality control (suppliers > assembly > servicing) Production smoothing where appropriate Kanban pull system (visual replenishment) Supply Chain will make or break a good JIT program (the right stuff no shortages) Trained and Flexible Staffing Committed to enhancing patient outcomes through innovative solutions.

27 Backdrop JIT foundation Flows pulled by customer demand (using takt time, production smoothing, line balancing, and single piece flow). (MTO or MTS) Minimized inventory through all tiers of the supply chain (warehousing / manufacturing / distribution) On-time supplier delivery (to point of use) Minimal inspection (Jidoka Poka-Yoke s) Measurements SQDC Feedback Boards essential to success Effective two-way communication links to coordinate production & delivery schedules Committed to enhancing patient outcomes through innovative solutions.

28 Lean Transformation Hoshin Kanri Committed to enhancing patient outcomes through innovative solutions.

29 Lean Transformation Committed to enhancing patient outcomes through innovative solutions.

30 Lean Transformation Without Measurements No Gain Committed to enhancing patient outcomes through innovative solutions.

31 Measurement Resolution Committed to enhancing patient outcomes through innovative solutions.

32 Understanding your Business What are your Key Performance Indicators? What are the most significant improvement opportunities? What KPI is the Biggest Impact to your Business or Customer? How do you measure your improvement? What are the counter measures? What is the Strategic Planning Methodology for your Business? Is your Strategy tied to operational tactics? Committed to enhancing patient outcomes through innovative solutions.

33 Value Streams Current State Bottoms up planning methodology Step #1 Committed to enhancing patient outcomes through innovative solutions.

34 Value Streams True North Step #2 Committed to enhancing patient outcomes through innovative solutions.

35 Prioritizing Kaizen Opportunities Step #3 Committed to enhancing patient outcomes through innovative solutions.

36 Hoshin Kanri (Policy Deployment) TOP down 3 to 5 year strategic Value Streams still need to be mapped Committed to enhancing patient outcomes through innovative solutions.

37 Lean Implementation Steps: 1. Enterprise-wide analysis to identify what lean activities to engage in. Gap assessment understanding you need to improve Top-Down or Bottoms-Up the key is value add 2. Lean Focus Just Do It approach (management directive can be team based) Value Stream approach (management driven team approach) to priorities the Kaizen Projects or Kaizen Events 3. Awareness and Education BAMA identified reading BAMA focused education and mentoring sessions Committed to enhancing patient outcomes through innovative solutions.

38 Best Practices Sharing 1) Establish a LEAN steering group driving force 2) Prioritize what to work on narrow focus around your KPI s 3) Material Flows maximizing internal flows to reduce cycle time (kanbans) 4) Invest in value added technologies (waste elimination is paramount) 5) Establish alliances / supplier partnerships - Focus on total cost to the business (not price alone) 6) New Products Development suppliers early in the process (LeanSigma) 7) Optimize Inventory Turns and then do it again (ROWC) 8) Establish risk based controls / measurements / the key is real time counter measures 9) Tool Box Solution verse a Vision one last thought Committed to enhancing patient outcomes through innovative solutions.

39 Q & A Bill Mazurek billmazurek@conmed.com

40 Emerson/APT Story

41 Is this what you measure? DATE MODEL NUMBER Options WORK ORDER NUMBER QTY Var Labor Hours per Hist avg Variance Hours savings Dollars saving 5/25/2011 S50A1000VDCZ,,,,,,,, $ $ /25/2011 S50A1000VDCZ,,,,,,,, $ $ /26/2011 S50A1000VDCZ,,,,,,,, $ $ /31/2011 S50A1000VDCZ,,,,,,,, $ $ /31/2011 S50A1000VDCZ,,,,,,,, $ $3.56 6/24/2011 S50A1000VDCZ,,,,,,,, /30/2011 S50A1000VDCZ,,,,,,,, /13/2011 S50A1000VDCZ,,,,,,,, /14/2011 S50A1000VDCZ,,,,,,,, /17/2011 S50A1000VDCZ,,,,,,,, /20/2011 S50A1000VDCZ,,,,,,,, /9/2011 S50A1000VDCZ,,,,,,,, /3/2011 S50A1000VDCZ,,,,,,,, /6/2011 S50A1000VDCZ,,,,,,,,

42 Emerson/APT George Harrington, Production Manager

43 Manufacturing APT Operations Includes receiving, parts stockroom, assembly, packing, finished goods stockroom and shipping. Team Structure 36 total shop personnel Shop Personnel Cross Training Monthly Production Output Surge Board Meeting October 15, 2014 Confidential Information of Emerson 43

44 Ask Questions Change your mindset None of this is meant to help you solve a problem. Ask the 5 WHY s Dictate your road blocks I ask until I hear, Huh, I don t know. Do not get caught up into perceptions

45 Problem 2011 Large volume order ~3K pieces on top of existing production Manpower Bottlenecks Flow $$$$$

46 Measured the distance travelled

47 Measured the time taken SPD Takt Time 4 Series Wires/kit Lids Resistors Boxes Wire Join Seat QC Test Units Break Lids Weld Units Wrap Wires T & D Labels UL Labels QC Time (mins) SPD Prep Build QC Test Weld Labeling Units QC Area

48 Analyzed EVERYTHING done

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50 Look at the top, but DPMO (Defects per million Opportunities)

51 Dig Deeper Manufacturing Defect Perato 5 O c c u r e n c e s Series1 1 0 Assembly Header Miss Wire XD Jumper Filter Loose Design Label Bad crimp Mixed Product Wrong Option

52 Takeaways Do not use data to solve problems, use data to identify roadblocks Commit to change, ask. WHY Try not to have preconceived ideas of issues or solutions K.I.S.S. Get people involved

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54 BAMA Recommended reading Core Material For Lean

55 BAMA Recommended Reading Core Material For Six Sigma

56 BAMA Recommended Reading General Concepts Today and Tomorrow - Henry Ford The Machine That Changed the World - James Womack Lean Thinking - James Womack Toyota Production System: Beyond Large Scale Production - Taiichi Ohno The Toyota Way: 14 Management Principles from the World s Greatest Manufacturer Jeffrey Liker The Toyota Way: Lean Leadership Jeffrey Liker Shopfloor Introduction All I Needed To Know About Manufacturing I Learned In Joe s Garage - William Miller & Vicki Schenk

57 BAMA Recommended Reading Specific Tools and Techniques Kanban: Just-In-Time at Toyota - Japan Management Association A Study of the Toyota Production System From an Industrial Engineering Viewpoint - Shigeo Shingo TPM Development Program: Implementing Total Productive Maintenance - Seiichi Nakajima (ed.) Zero Quality Control: Source Inspection and the Poka-Yoke System - Shigeo Shingo A Revolution In Manufacturing: The SMED System - Shigeo Shingo Managerial Engineering: Techniques For Improving Quality and Productivity In the Workplace - Ryuji Fukuda Handbook of Quality Tools: The Japanese Approach - Kazuo Ozeki & Tetsuichi Asaka The Toyota Production System - Yasuhiro Monden

58 BAMA Recommended Reading Videos "Shingijustu Kaizen Lecture Series" (4 videos) Available from: TBM Institute "Shingijutsu Jidoka" (video) There are two different versions: Sheet Metal Fabrication and Machining Processes Time, The Next Dimension of Quality (video) Presents a methodology for analyzing business processes to eliminate waste. Available from: CRM Films The Winner s Circle (video) Demonstrates the gains achieved by setup reduction by examining the functioning of a race car pit crew. Toast Kaizen The basic before condition and the target condition of a manufacturing or transaction based process using key elements of lean thinking - GBMP

59 Next Steps What have you learned that could be applied to your Company? How mature is your organization in its continuous improvement program? What areas would your Company like to learn more to help your business? Complete initial assessment for your Company Prepare for follow up BAMA MFG Roundtable workshop Look for future BAMA announcement on subjects and timing of next workshop

60 Questions?