Using the 3P Approach in Process and Workplace Design. Mike Wroblewski Senior Operations Consultant

Transcription

1 Using the P Approach in Process and Workplace Design Mike Wroblewski Senior Operations Consultant

2 Mike Wroblewski Visual Aid Row Bless Ski

3 Mike Wroblewski Lean Sensei

4 My Blog! Got Boondoggle? Author and Creator

5 Seattle Budapest Cairo London Sao Paulo Shanghai Singapore Tokyo

6 Background Hill-Rom Batesville Casket Company

7 What is the Production Preparation Process (P)? A team orientated product / process design and development process

8 Cross functional team P Key Features Rapid testing of ideas Embedding of lean principles into process design

9 P Target Providing from day one of implementation, 100% quality, flowing with no waste, in a safe and effective manner

10 P is one of the most powerful and transformative advanced business tools, and it is typically only used by organizations that have experience implementing other lean methods.

11 Changes In Demand Production Preparation Process Upgrading or changing equipment New or Improved Processes and Products Building new facilities

12 Production Preparation Process Kaizen Alone May NOT Get Us Where We Need to Go Kaikaku Evolutionary Kaizen Revolutionary Kaikaku To Succeed, we must do both! Vision Improvement Kaizen Time

13

14 Design Challenge Avoid replicating the status quo but only bigger System ok, I just need more space Thinking only existing organizational and operational models Silo thinking

15 New Competitive Viewpoint Our competitors could be anyone. Expectations are often set outside our industry. Just copying competitors is a race to the bottom.

16 Why not the conventional way? Problems overlooked Small groups High costs

17 Traditional Product Development Product Concept Marketing Product Design Process Design Procurement Manufacturing Sales Product To Customer TIME Product Concept CI Product Development Customer Marketing Product Design Process Design Procurement Manufacturing Sales Product To Customer

18 Push Here Over The Wall

19 Team Approach

20 Cost Impact 80-90% of operational cost encountered after construction or design release is directly related to decisions made during the design phase.

21 P Steps 1. Determine Function 2. Collect Real Data. Develop 7 Alternatives. Examples in Nature 5. Moonshine 6. Evaluate 7 Alternatives 7. Select Better Alternatives 8. Construct Model Operations 9. Simulate Alternative Processes 10. Select 1 Best Design & Process Combination 11. Create Standard Work 12. Develop Equipment Concepts 1. Develop implementation Plan 1. Follow Up!

22 Determine Function What functions does our customer want? Let our Customers define Value

23

24 Understanding Customer Requirements Marketing spec Design spec Customer surveys, focus groups Customer complaints Customer experience

25 Patient Centered Design around the patient experience

26

27 Collect Real Data What simulation data can be collected to qualify how each model may perform? Trial 1 Trial Power Weight Distance

28 Go to Gemba Understanding the current state Follow the pathways How does our customer use our product

29 Develop 7 Alternatives Each alternative must be a good workable solution. Define what would it take to make the idea work. Do notevaluate ideas, focus on what might work! Consider process steps, not equipment Do not rely on old or in-house process -select what is best?

30 Examples from Nature

31 Nature Inspired Design George de Mestral Swiss Engineer 198 Burrs caught on dog fur Velcro hook and loop fastener

32 Understand what is happening Investigate how nature performs

33 Background and Conditions of Function How does nature interact with the environment? Make a Sketch

34 Sketch 7 Proposals

35 Moonshine Concept moon-shine(moon shin ) n.1. A method of disruptive actionthat occurs in secrecy, under and around organizational boundaries and procedures, producing order-of-magnitudeimprovement to any process. 2. A Lean Manufacturing tool that uses fast and inexpensiveprototyping to develop and prove a concept, prior to full implementation.

36 Moonshine at Batesville Casket

37 Moonshine with your hands Build Something!

38 Fast and inexpensive is the only way to Try-Storm Glass Fruit Jar Car Radiator Oak Barrels Uncle Clem s Axe (Borrowed) Old copper

39 Simulate the Product s Function Use models to collect data

40 Create Alternative Process-at-a-Glance Value add to material Operator function Assure 100% quality Tool not machine To hold work piece

41 Select Better Designs What criteria and evaluations will identify the better alternatives?

42 Jidoka Maintenance Free Future Challenge Technical Advantage 22. Development Time 5 1. Simple as Possible Standard Equipment Process Capability Known Process Changeover Tool Room Maintenance Tooling Costs % Gaging 5 9. Value-added 5 7. Minimal Capital Key Criteria Design 1 Design 2 Design Design Design 5 Design 6 Design 7 1. Meet Takt Time One piece flow 5 2. People involvement Hanedashi Chaku-Chaku 2 6. Poka-Yoke 5 1. Ergonomics 5 Total Score Select Better Alternatives Rating: 5=Excellent; =Above Average; =Average; 2=Below Average; 1=Poor

43 Redesign of an Outpatient Pavilion Key Criteria Weight Design 1 Design 2 Design Design Design 5 Design 6 Design 7 1. Privacy/Confidentiality Patient Flow Minimize Walking Accessibility Openness to Environment Cost to Implement Flexibility/ROI Total Score Score: 1,, 5 (highest) X weight

44 P Tools Fishbone Look at the 7 flows Spaghetti diagram String Model 7 ways (think like 12 year old) Simulation/Modeling (post-it notes & Lego's) Try-Storm, Mock-ups Layouts

45 Fishbone Fishbone every piece part and/or process

46 Standard Work Analysis -Spaghetti diagram Before Pacer Feet Traveled Before Feet Traveled After After

47 Build a String Model

48 Life-Size Mock up Test out design inefficiencies

49 Why physical mock-ups? Eliminates assumptions from 2D media Improves creativity, teaming Fast and inexpensive Try-Storming vs. Brainstorming

50 Physical mock-up example Patient Room

51 Select 1 Best Design Assure design and process quality along with safety!

52 Reality Check Does Design Meet Targets?

53 Standard W ork Combination Sheet Revision Number: Approval Signature : Effectiv e Da te : / / Pro duct I.D. O peratio n Descriptio n : Qty per Shift Ta kt Tim e _ Manual Automatic Walking Wait Time Create Standard Work Step Work Content Description Supporting TIME Work C ontent G raph Time Increm ent # Documents Man. Auto Walk Company: Plant: Process: Area Operator Name: Standard Work Layout Operation Sequence From: Total Sq. Feet: To: Scale: Before Kaizen After Kaizen Date: Part Name/#: HILLENBRAND INDUSTRIES page of (to tals ) + = (Cycle Time) Documentation is Important! Quality Check Safety Precaution Standard WIP # Pieces WIP Takt Time Operator Cycle Time

54 Develop Tool & Equipment Concepts Define, sketch, and model required: Tools Gages Equipment

55 Equipment Readiness Catch Phrases 1. Lightning Fast 2. Material Flows. Absolute Minimum. Easy Equipment Changeovers 5. Easy-to-Move Equipment 6. Versatile Equipment 7. Narrow Operator Stations 8. Manpower Flow 9. No Wasted Equipment Time 10. Small, Swift Flow Lines 11. Short, Vertical Lines 12. Pull Production 1. Quick Tooling Changeovers 1. Link Machines 15. Multiple Lines and Rectified Flows 16. Do it All Again!

56 Develop Implementation Plan

57 Follow Up! Makes simulated steps a reality! Our ideas will take off

58 P Guide Have defined scope/goal from the start Clearly articulate/communicate your scope/goal to team Measurement and good data are critical to the process Standard work is necessary for efficiency Flexibility is achieved by breaking down department barriers Interdisciplinary groups should always design facilities Visualization is a key to understanding flow and processes Simulation is enlightening, it changes peoples views on flow

59 Don t Jump to only one Idea Start with SEVEN concepts Condense to THREE Distill to ONE

60 Thank you! Mike Wroblewski