Lean Management System LMS:2012

Transcription

1 Lean Management System LMS:2012 A Framework for Continual Lean Improvement William A. Levinson, P.E. LMS:2012 Unofficial Lean Standard 1 Provision 4. Lean Management System Requirements General Requirements Lean System Documentation General Documentation Requirements Lean Manual and Control and Retention of Documents and Records 3 Provision 5. Organizational Responsibility Organizational Commitment Customer Focus Lean Management Policy Planning for Lean Operation Lean Objectives Lean System Planning Supply Chain Responsibility Responsibility Management Representative Supply Chain Communication Lean System Review General Requirements Review Input Review Output 6 Provision 6. Lean System Infrastructure and Resources Resource Availability Workforce Training and Empowerment Facilities, Layout, and Supporting Services 7 1

2 6.4 Work Environment, Ergonomics, and Motion Efficiency 7 Provision 7. Product or Service Realization Planning Customer Lean Operation Requirements Product, Process, and Service Design for Lean Purchasing: Lean Supply Chain Practices Deployment of Lean Requirements to Suppliers Lean Production and Service Lean Process Control Control of Gages and Instruments Supply Chain Management Customer-Supplier Relations Transportation 9 Provision 8. Measurement and Continual Improvement Measurement and Analysis for Continual Improvement Monitoring and Audit Satisfaction of Customer Lean Requirements Internal Audit Measurement and Monitoring of Process or Service Containment of Nonconforming Product or Service Data Analysis System, Process, and Service Improvement Continual Improvement Proactive Action Preventive Action 12 2

3 LMS:2012 Unofficial Lean Standard 1 Provision 4. Lean Management System Requirements 4.1 General Requirements The organization shall create, document, and continually improve a lean management system (LMS). The system shall be able to identify and, where practical, suppress all wastes of (1) time, (2) materials, and (3) energy. The organization shall use a comprehensive quality management system (QMS) as a foundation for the LMS, although official registration to a QMS standard is optional. The LMS can and should be incorporated into an existing quality management system (QMS) or business management system (BMS) to avoid duplication of effort and conflicting directives. 1 Disclaimer: no part of this unofficial standard is affiliated with or authorized by the International Standards Organization (ISO) and its series on management standards. 1

4 The LMS shall cover all internal processes that create or deliver the organization's products or services, as well as supply chain activities upon which the organization depends and over which it can exert influence and control. The LMS shall define criteria for the effectiveness of these processes, and provide for their measurement and continuous improvement. These criteria shall include the following key performance indicators (KPIs), or alternative KPIs that encompass them: (1) Waste of the time of things: specifically the product or service, and also capital assets for which paying work is available. (2) Waste of the time of people (3) Waste of materials (LMS/M) (4) Waste of energy (LMS/E) Explanation The indicated KPIs encompass all forms of conceivable waste in an operating process, so omission of even one can allow waste to hide. If the organization already has KPIs with which it is comfortable, and they cover all the recommended ones (or can be revised to do so), this is equally satisfactory. 4.2 Lean System Documentation The organization shall document its LMS. Documentation of the LMS shall not conflict with that of the QMS, EMS, or EnMS. The LMS can and should encompass both the EMS and EnMS General Documentation Requirements The LMS documentation shall include: 2

5 Statements of lean policy and lean objectives, which may be piggybacked onto or incorporated into the organization's quality policy and quality objectives A lean manual, which can and should be incorporated into the quality manual Procedures and quality records to support the lean policy and lean objectives Lean Manual The organization shall create and maintain a lean management manual. The lean manual can and should be incorporated into the organization's quality manual to avoid duplication of effort and conflicting instructions. Its content shall include: The scope of the lean management system Procedures (generally 2 nd tier documents) for the lean management system, or references to them Synergies and other interactions between the LMS procedures, and between the LMS and the QMS. LMS provisions shall not conflict with the provisions of the QMS or other standards. LMS provisions should be identified as such to avoid confusion with QMS provisions for which the organization is responsible to external auditors and Control and Retention of Documents and Records The LMS defers to the prevailing QMS for specific document control and record retention requirements. LMS documents and records shall be treated exactly like QMS documents and records with regard to control, and protection from loss or destruction. 3

6 Provision 5. Organizational Responsibility 5.1 Organizational Commitment All levels of the organization shall show commitment to the LMS. Management shall earn the workforce's commitment by setting appropriate performance measurements and by participating actively and visibly in the lean program. The organization shall not discharge any employee because of productivity improvements. The workforce or union (if there is one) shall show reciprocal commitment to the LMS. There shall not be any restrictive work rules that prevent any employee from performing any task that he or she can do and that needs to be done. Explanation These provisions are unique to LMS:2012. No LMS can function properly if the workforce believes that productivity improvements will result in layoffs, or if restrictive work rules prevent worker flexibility. 5.2 Customer Focus LMS:2012 defers to the QMS the issue of customer focus and customer requirements, noting however that these often include not only critical to quality functional characteristics but also lean manufacturing considerations like cycle time and on-time delivery. 5.3 Lean Management Policy Top management is responsible for lean management policy. This policy shall be consistent with the goal of eliminating all forms of waste as encompassed by the lean KPIs, and it shall be understood by all relevant supply chain participants. The lean policy shall include environmental (LMS/M) and energy (LMS/E) considerations noting that material and energy wastes are 4

7 inconsistent with lean manufacturing. Elimination of these wastes supports ISO and ISO respectively. 5.4 Planning for Lean Operation Lean Objectives Lean objectives shall be established and deployed at all relevant organizational processes and relevant parts of the external supply chain. These objectives shall be measurable and shall support the lean policy Lean System Planning The LMS shall be planned to meet the requirements stated in section Supply Chain Responsibility Responsibility Top management shall assure that responsibility and authority for the LMS are defined and communicated throughout the organization and relevant portions of its supply chain Management Representative A specific member of management shall have responsibility and authority for implementing and maintaining the LMS. The management representative shall keep top management informed of the performance of the LMS. The management representative can be the same person who is responsible for the QMS, to improve synergies while reducing the opportunity for system conflicts and duplication of effort Supply Chain Communication There shall be appropriate communication channels throughout the organization and relevant portions of its supply chain to support utilization and improvement of the LMS. 5

8 5.6 Lean System Review General Requirements Top management shall perform scheduled reviews of the LMS to ensure its effectiveness and make improvements. Review policy shall conform to that of the QMS. Records of management reviews shall be retained according to the organization's record retention policy Review Input Inputs to management review shall include but are not limited to the following, as applicable: Audits of the LMS Customer feedback as to the organization's ability to meet lean-related requirements such as low costs and cycle time (if these are not already covered by the QMS) Production control feedback Process efficiency and effectiveness, including relevant upstream and downstream supply chain processes. Status of proactive improvement projects and open items from previous management reviews Review Output The output of the management review shall include but is not limited to: Improvement of the LMS Responsiveness to customer lean requirements such as but not limited to JIT delivery, shorter lead times for order turnaround, and design for manufacturability in the customer's processes 6

9 Provision 6. Lean System Infrastructure and Resources 6.1 Resource Availability The organization shall identify and provide the resources necessary to implement, maintain, and improve the LMS. 6.2 Workforce Training and Empowerment All levels of the workforce shall be trained and empowered to identify and eliminate waste from the activities for which they are responsible. Training and education records shall be maintained as required by the organization's QMS. 6.3 Facilities, Layout, and Supporting Services The organization shall provide facilities, layout, and supporting services (including information systems) conducive to lean operation and waste reduction. 6.4 Work Environment, Ergonomics, and Motion Efficiency The organization shall provide a work environment, including ergonomics and motion efficiency considerations, that is conducive to lean operation. The workforce itself shall be treated as an internal customer for the work environment. 7

10 Provision 7. Product or Service Realization 7.1 Planning The organization shall plan, design, and develop processes so as to remove waste of time, waste of materials, and waste of energy from creation and delivery of the product or service. 7.2 Customer Lean Operation Requirements The organization shall identify, review, and implement customer lean operation requirements such as but not limited to just in time delivery and small lot delivery. 7.3 Product, Process, and Service Design for Lean The organization shall design and develop products to remove waste from manufacturing, transportation, and delivery. Services shall be designed to reduce or eliminate waste. LMS:2012 otherwise defers to the QMS for design and development related activities. 7.4 Purchasing: Lean Supply Chain Practices Purchasing practices shall follow lean principles Deployment of Lean Requirements to Suppliers The organization shall ensure that suppliers meet lean manufacturing requirements such as just-in-time delivery, short lead times, and cost reductions. The organization shall, where appropriate, engage in supplier development activities to help suppliers meet these requirements. Section 7.4 defers to the QMS for all other purchasing-related considerations. 7.5 Lean Production and Service The organization shall plan and carry out production and service operations to minimize all wastes as defined by the recommended lean KPIs. 8

11 7.5.1 Lean Process Control The organization shall use lean process control techniques where appropriate. Section 7.5 otherwise defers to the QMS for all activities related to production and service provision. 7.6 Control of Gages and Instruments The LMS defers to the prevailing QMS on this item. 7.7 Supply Chain Management The organization shall assess and continuously improve the lean performance of the supply chain in which it is a participant Customer-Supplier Relations The organization shall assess and continuously improve the working relationship between its external suppliers and customers Transportation The organization shall assess and continuously improve the transportation systems through which it receives resources and delivers its product or service. 9

12 Provision 8. Measurement and Continual Improvement 8.1 Measurement and Analysis for Continual Improvement The organization shall plan and implement measurement systems necessary to ensure conformity of the LMS and drive its continuous improvement. These systems shall be capable of assessing the system's ability to suppress waste of time, materials, and energy as defined by the recommended key performance indicators. 8.2 Monitoring and Audit Satisfaction of Customer Lean Requirements The organization shall measure its satisfaction of customer lean requirements such as JIT delivery, short lead times for order fulfillment, and cost reduction Internal Audit The organization shall perform scheduled internal audits to assure that the LMS's structure and execution meets the requirements of LMS:2012 and also to identify opportunities for improvement. The audit shall specifically assess corrective action for nonconformances that were found in previous audits. These audits can and should be piggybacked onto QMS audits to avoid duplication of effort. The organization should empower personnel to identify LMS nonconformances and initiate closed-loop corrective action for them at any time. This may be achieved through the hiyari ("scare report") or any other effective method Measurement and Monitoring of Process or Service Processes and services shall be measured and monitored for waste of time, material, and energy as encompassed by the recommended KPIs, and corrective or proactive action shall be 10

13 taken to remove such wastes where practical. "Where practical" means the improvement is economically feasible, and will not create a greater waste elsewhere. Section 8.2 otherwise defers to the prevailing QMS because assurance of conformance to specifications is an aspect of quality management. 8.3 Containment of Nonconforming Product or Service LMS:2012 defers to the prevailing QMS for control of nonconformity. 8.4 Data Analysis The organization shall collect and analyze data to assess the effectiveness of the LMS and identify opportunities for its improvement. 8.5 System, Process, and Service Improvement Continual Improvement The organization shall continually improve the effectiveness of the lean management system through all appropriate methods Proactive Action The organization shall establish a documented procedure to support proactive suppression of wastes of time, material, and energy. This procedure shall include a closed loop proactive action (CLPA) procedure that follows the traditional plan-do-check-act (PDCA) improvement cycle such as but not limited to: IMAIS Ford Motor Company's TOPS-8D (Team Oriented Problem Solving, Eight Disciplines) procedure. TOPS-8D can be used as it is, minus the containment of poor quality step, for CLPA projects. (Since proactive action occurs in the absence of poor 11

14 quality, 8D's containment step is not applicable.) AIAG's CQI-10 is similar and also more recent. Six Sigma's DMAIC (Define, Measure, Analyze, Improve, Control) Lean-specific IMAIS (Isolate, Measure, Assess, Improve, Standardize) Other variants of PDCA The CLPA can and should piggyback onto the closed loop corrective action (CLCA) procedure that is already required by the major QMS standards Preventive Action LMS:2012 defers to the prevailing QMS standard on this item. Many forms of preventive action also constitute proactive action as discussed in the previous section. 12