CONTINUOUS IMPROVEMENT - BMINZ

Learner Name: ____________________________________

Team: ____________________________________

Training Workbook

CONTINUOUSIMPROVEMENT

CREATING

EXTRAORDINARY

FUTURES

2Course Name

Company NameBMINZ Ltd. 2016

SAMPLE

How will this workbook help you?This workbook gives you the information you need to learn about your new topic. When you work through the workbook, you will have opportunities to carry out activities that get you thinking about your own skills and behaviour in the workplace.

Use this workbook as:

ü A learning tool you guide you through your sessions with the trainer

ü A learning tool to prepare you for your assessment

ü A way to add to your knowledge and succeed on the job!

Along the way there are icons that help you to understand the information. Let’s take a look:

This icon will provide you with space to write notes. You could write about:

• The information you are learning

• What you already know

• How you can apply your new knowledge to your job and day to day life.

This icon provides you with key point information. This information will summarise what you are about to learn.

This icon tells you when to write notes along the way.

This icon tells you it is time for a team discussion or exercise.

This icon tells you when to turn to your Assessment Workbook and complete questions.

Use these spaces to complete tasks.

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U

X

Y

3Course NameCompany NameBMINZ Ltd. 2016

SAMPLE

Programme OverviewIntroduction

The introduction is customised to the client’s business and refers to what and why the programme is important to the business.

What Lean Operations can provide:

► Improved teamwork and satisfaction

► Improved quality and care of product

► Easier and more efficient ways of doing daily work

► Reduced inventory

► Reduced waste

► Reduced costs

► Improved customer satisfaction

► Improved processes

► Improved working environment and communication.

The best way to learn is to get involved. Ask questions, be creative and most of all have fun!

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SAMPLE

Workshop 1

Continuous Improvement

Key points

► Continuous improvement is needed to be competitive ► Kaizen - small and continuous improvements with everyone in the process involved.

Continuous Improvement in a business is critical to “keep up” with the changing needs and desires of customers.

The goal is to create a continuous improvement culture.

A continuous improvement culture:

► Proactively seeks improvement in daily work

► Has empowered teams capable of managing their own improvement activities

► Is agile and able to respond to change quickly and effectively

► Recognises achievement

► Works together and shares responsibility.

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“Even if you are on the right track, you will get run over if

you just sit there”.

- Will Rogers


SAMPLE

Kaizen is a common term used for continuous improvement.

In general Kaizen emphasises:

► Small and continuous improvements to the existing

process

► All people involved in the process are involved in the

Kaizen effort.

Through this programme we will be using “Opportunities for Improvement” (OFI) forms to look at small and continuous improvement ideas.

Continuous improvement is a method for identifying opportunities to streamline work and reduce waste so your company remains competitive for your customers changing needs. Would the 1990 “brick” mobile phone still be competitive today?

OFI

Time

Com

petit

iven

ess

of p

rodu

ct o

r ser

vice

Current Standard

New Standard

New Standard]]OFI

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SAMPLE

What is Value Add and Non-Value Add?

Key points

Value is determined from a customer’s perspective. Value is the measurement of worth to a customer based on how well the product or service satisfies their needs.

Our job is to provide the customer with:

► the right product – to specification. Free of defects, damage or unexpected variation

► the right price – the price the customer feels is appropriate

► product delivered at the right time – when it is needed by the customer.

Most activities in a process do not directly add value to the product. Often as little as 5-15% of the tasks we carry out add value, the rest are non-value add or waste.

Our goal is to increase the value adding portion by eliminating or reducing the non-value adding activities.

Many non-value adding activities are unable to be eliminated, such as setups, maintenance, cleaning and sanitising. If this is the case our goal is to make them more efficient.

► Value is determined by the customer ► Customers are typically looking for the Right product, at the Right price, at the Right time

► Any activity not creating value for the customer is Non-Value Add (or waste)

► We aim to increase the Value Added activities and reduce the Non-Value Added activities

► Non-Value Add activities or waste, increases costs.

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SAMPLE

8 Wastes

Key points D

O

W

N

Defects

Not meeting customer’s expectations the first

time, or at all

Overproduction

Producing too much or producing faster than

needed

Waiting

Waiting on parts, tools, products or information

iNtellect

Poor use of the time and talents of employees

T

I

M

E

Transportation

Any wasted movement or extra handling in a

process

Inventory

Any supply in excess of the customer’s immediate

requirements

Motion

Movement of people or machines that does

not add value to the product or service

Processing(excessive)

Doing more than is needed to produce a

quality product

► There are many different types of waste

► DOWNTIME is the word used to remember the “8 types of waste”

► Everyone is responsible for identifying and eliminating waste

► Eliminating or reducing waste will increase the value of your product or service to your customer.

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Give two examples for each:

D

O

W

N

T

I

M

E

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SAMPLE

Workshop 2

Introduction to 5S

Key points

5S is a method to improve and sustain workplace organisation.

Benefits include:

► Team ownership of work area and input from everyone

► Safe and organised work area

► Less clutter and more space

► Work becomes easier with less frustrations and better

team morale

► Improved performance from efficient work areas

► Clear expectations and consistency across a work

area.

There are five steps to put in place a 5S system.

► 5S is about being organised – both in the work area and the way we work

► 5S will make work easier, reduce frustrations and boost team morale ► 5S is a step by step process that uses the skills and knowledge of the team

► Success is achieved when the whole team works together and gets involved.

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SAMPLE

STEP 1: SORT

What:

Sort involves sorting through all the items in an area and removing those items that are not needed for current operations. “When in doubt, move it out”.

Why:

So the work area is free from all the items that are not needed and reduces clutter.

How:

1. Remove any unneeded items such as equipment, furniture, posters, worksheets or supplies

2. If the team is unsure if an item is needed, tag it and move it to a dedicated holding area for

tagged items

3. Identify and control any safety hazards.

Tip: Remember to take photos of the area before you start sorting. This way you can show the difference before and after.

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SAMPLE

Visual Management

Key points

Visual Management is a visual way to communicate information that anyone can understand at a glance.

Benefits of a visual management workplace are:

► Consistent communication

► Transparency

► Instant feedback

► Cross-shift communication

► Clear performance tracking

► Promotes a safer workplace

► Reduces waste.


SAMPLE

Opportunities for Improvement (OFI)

Key points

How often have you thought of a great idea to improve something in your work area. Have you been able to make it happen?

Opportunities for Improvement (OFI’s), big or small are often missed because there is no simple way for team members to escalate their ideas.

The OFI method uses a simple and easy to use OFI form to capture the improvement idea. The form gathers additional information so a good understanding of the issue is gained.

Information such as:

ü A thorough description of the issue

ü Possible solutions gained from the knowledge and experience of the person/people raising the OFI

ü An indication of both potential financial and non-financial benefits

ü How the improvement could be measured

ü Any value gain for our customer

ü Identify “JDI” (Just Do It) actions.

OFI’s can be used for improvement ideas for efficiency, waste, health and safety, quality or performance.

► The best people to improve a process are the people who carry out the process

► The OFI process allows team members to be empowered and be in control to create positive change ► OFI’s provide a way for teams and managers to get things done together

► There will be many ideas and not enough time or people to do them all at once so teams need to make choices to prioritise which ideas to do when.

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SAMPLE

Problem Solving, Root Cause Analysis (RCA) and Mistake-Proofing

Key points

Problems arise regularly. It is important to be equipped with simple processes to help you resolve problems as efficiently as possible. Problem solving tools prevent “jumping to a false cause” and spending time and resource on solutions that may not be effective.

The primary objective of problem solving is to find and implement a solution that will prevent the problem from happening again.

To prevent the problem happening again it is necessary to find the “true cause” of the problem and take corrective action.

► Problem solving tools use logical methods to define a problem, identify true cause and implement solutions ► Watch out for “false causes” ► The right corrective action when taken on the root cause will eliminate the problem from recurring

► Mistake-proofing reduces or eliminates the risk of making errors.

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Effect

Take Action

Cause

Reactive Action

(to cope with impact)

Corrective Action

(to eliminate repeat)

Problem

]

]]

]


SAMPLE

PDCA Cycle(Plan – Do – Check – Act)The PDCA Cycle forms the foundation for the Improvement Project Plans.

PDCA provides a step-by-step process for identifying issues, finding solutions, implementing those solutions and evaluating the results.

”

- Standardise- Monitor- Update procedures- Prepare for the next stage of plan.

- Identify the problem- Gather the facts- Root Cause Analysis (RCA)- Identify solutions.

- Prepare- Implement solutions.

- Verify the results of actions taken- Compare with the objectives.

Communication

Communication

Com

mun

icat

ion C

omm

unication

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SAMPLE

Fishbone (Cause and Effect)A Fishbone diagram also known as a “Cause and Effect” diagram is a visual tool used to identify potential causes of a problem where there may be multiple known and unknown causes.

The diagram begins with the problem stated on the right and major causes become the skeleton bones joining to the backbone. Each major cause is further broken down to sub-causes until a root cause is found.

Fishbone Cause and Effect

Problem: Forklift not starting Area: Date:

Problem (Effect):

Forklift not starting

People Material

MachineMethod

Poor training Out of fuel

Wrong keysFlooded engine

Loose battery connection

No maintenance

Starter motor broken

Not in neutral

Flat battery

No oilProcess not followed

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CONTINUOUS IMPROVEMENT - BMINZ