Ensuring Quality and Operational Excellence During Turnarounds · Jidoka and Quick Response ... Visual controls and Poka Yoke Poka Yoke goes hand in hand with Andon (Alert Systems,

Ensuring Quality and Operational ExcellenceDuring Turnarounds

Alex Boussetta, P.Eng., M.Eng., PMP, SMC, Six Sigma Master Black Belt, Lean Sensei

Managing Change Through Quality LeadershipCanadian Society for Quality7th Quality CongressSeptember 28, 29, 2015

Content

• The dilemma that needs to be managed

• Toyota Production System Principles

• Daily Management System Elements

2

The dilemma that needs to be managed

• Hospitals and clinical services centralization and closure

• MAAX – 2007 turnaround

• Shower doors, tubs, spas

• Turnaround - cutting down the number of sites, capital, headcount

• BlackBerry Inc – 2012 – turnaround

• Smartphones

• Enterprise Mobile Management

• Turnaround - cutting down capital, headcount3


• Various activities for the turnaround• Phase out activities, services, production

• Phase out supply chain

• Decommission capital equipment and buildings

• Reduce working capital/inventory

• IT and Telecomm Systems shutdown

• Sell equipment

• Phase out personnel, manage records

• Creditors pressure…

• Compliance to customer and patient requests becomes even more critical• On time delivery

• Compliance to specifications

• Quality level and records 4


T26 T20 T14 T8 T2 T

Key ingredients•Quality focus•Discipline•Accountability•Quick response

5

Example which will be looked at in depth

• Triton Electronik Inc. – 2008 closure and redistribution of assets and contracts

• Critical 911 systems

• Medical equipment

• Telecommunication base stations

• Trains and subway cars control modules

6

Content




7

Toyota Production System Principles

• Drive a high performance organization

• Understand which behaviors lead us to this

• Succeeding by doing

8

Waste (muda)

• “There must be a total understanding of waste. Unless all sources of waste are detected and crushed, success will always be a dream’’ (Taiichi Ohno, Toyota Production System)

9

Jidoka and Quick Response

• Autonomation is the English translation of the Japanese word Jidoka. It is “automation with the human touch”

• It is the process of separating manual from automated work, implementing mistake proof devices and incorporating line stops before/when an abnormality occurs

• Autonomation Helps Remove/Eliminate Waste from a

Process so We can add Value to the Product

Continuously Through the Process

10


Scenario 1: Jidoka, Quick response

Scenario 2: No Stop, Band Aid approach

11


• Stopping is only half of the solution

• In case of stop, you need a process to immediately fix the issue

• People who can make a correct initial decision

• Documentation is available to make initial decision

• Spare parts or resources, including staff

• Experienced and trained people

12

Action driven leadership

• Should we wait and see

• Will someone else take an action

• It is not my responsibility

• I might make the wrong decision

• I might step on someone else’s toes

So what is an action driven leader ?

13

Action driven leadership

• In front of an issue, the worst think is to do nothing about itAssumptions: How can it get better by itself

• The leader

• Asks questions

• Acts or makes sure that someone does (delegation)

• Makes decisions

• Trystorms

• All of the above are done with the help of experienced and trained people

14

Habits and Standard Work

• “We are what we repeatedly do. Excellence, then, is not an act, but habit.” (Aristotle)

• This is just what standard work is: making a habit of the best way to accomplish our job

15

Habits and Standard Work

• A habit, or pattern is a way for keeping your thoughts and actions in sync

• To take efficient actions and decisions within the known environments

• With dynamic and unpredictable situations

• Also called a Kata (pattern)

16

Changing the culture during a shutdown ?Not really

Culture

Values, behavior

Execution, Actions

17

Maslow: hierarchy of needs

18

Content




19

What is a Daily Management System

• Relies on a process that encompasses standard work and visual controls along with accountability and discipline

• Much of this process can be taught/learned• Respecting the worker is essential• However the plant floor, office and field are not a

democracy. • Conditions of employment for everyone. At the most

basic level:• Be at work when you are supposed to• Work safely• Respect others• Work to standard work

20

• Foundation for high performance that is essential to an organization’s Operations Excellence journey or maintaining the performance level

• Drives business targets, focusing on driving results with a high sense of urgency

• Ensures accountability at all levels of management

• Identifies what behaviors, routines need to be driven daily

• Ties Visual Management to the company Key Performance Indicators

What is a Daily Management System

21

Daily Management System Elements

Leader Standard Work

Visual Controls

Daily Accountability

Process

Ensure that leaders that own the process focus on the critical elements within the material and information flow of their value streams. The critical elements are identified through Control and Assurance.

provide an immediate understanding of a situation or condition

Ensure that leaders that own the process communicate and share issues and drive problem solving within their value streams

Discipline&

Teaching

22



Visual Controls


Process




Discipline&

Teaching

23

Examples of Key Leader Activities

Role Key Activity example

Project Manager Cost trackingSchedule TrackingOn time tasks completion

IT Manager Production and sales systems uptimeCritical open requests escalationProjects completion review

Sales Manager Sales forecastBookings reviewCustomers credit and Account receivable

Production / Service Manager

Daily scheduleOn time deliveryUnresolved quality issues review

24

These activities are linked to the key business processes

Key Leader Activities

• Identifying the Key activities is the first step

• For each one of these key activities

• A process needs to exist (a way to execute)

• If they are not effective, actions need to be planned

• They need to be integrated in the Leader Standard Work

25

• Focuses leaders on the critical elements, creating a routine

– Standard work is being followed

– Firefighting is diminished

– Abnormalities are identified and effective countermeasures are developed & deployed.

– Leaders and workers learn how to think hold others and themselves accountable.

• Indicates

• where to observe, and assess if the condition is normal or abnormal

• What evidence we have that the critical element was reviewed

• The links to the other mustdo elements of the Daily Management System

Leader Kata and Standard Work

26

Leader Kata and Standard Work

• A key elements is to recognize Normal vs Abnormal situation.

• Abnormal means

• Not according to the standard

• Targets not met

• Target conditions not met

27

Master LSW

Where to start

With the key rolesAnd the key elements of the routines

LSW 1

LSW 3.2LSW 1.1

LSW 3

LSW 3.1

LSW 2

LSW 2.1

28

Example: Project Director

29

Example

Leader Standard Work - Team Leader

Cell or Value Stream

Localisation or

activity Review of… …with… …To Ensure

Indicator/

Proof of

Review

Dail

y

Weekly

wh

en

exactl

y

No

rmal

Ab

no

rmal

Description of

Abnormal

Situation

Countermeasure

taken

Each team leader's cell Shift startassignation of

crew7am

Each team leader's cellwork orders

planned1 7am

Each team leader's cell Tier I meetingsee Tier I

agendacrew

Team gets a feedback from the

previious day, and knows what is

going on today

Tier I board

up to date7:10

Each team leader's cell Cell

Quality issues,

productivity

issues

crew issues are being addressedComments on

Tier I board8

every

hour

When Condition

30

Example

Leader Standard Work - Supervisor

Cell or Value Stream

Localisation or

activity Review of… …with… …To Ensure

Indicator/

Proof of

Review

Dail

y

Weekly

wh

en

exactl

y

No

rmal

Ab

no

rmal

Description

of Abnormal

Situation

Countermeasure

taken

Each cell before 9 AM Tier I board

Tier I board

content (last

day and today)

team leaderIssues are being addressed, and

escalated if needed

names

assigned on

action list

before 9

am

Each team leader's cell Planning meetingwork orders

scheduled

planning

meeting

attendees

Issues are being addressed, and

escalated if needed, next days

plan is known

minutes 1 9:00 AM

Each team leader's cell Tier I board

Tier I board

content and

gemba walk

team leaderIssues are being addressed, and

escalated if needed

Tier I board

up to date1

every 2

hours

Tier II area Tier II boardactions

assignedself

issues not solved are registered

on the Tier II action list

Comments on

Tier II board1

before 3

pm

Tier II area Tier II board

planned to

actual and

quality metrics

self metrics are updatedmetricson

Tier II board1

before 3

pm

When Condition

31



Visual Controls


Process




Discipline&

Teaching

32

Task Visual Board example

Daily

Weekly

Mon Tue Wed Thu Fri Sat Sun

33

Tasks visual board

34

35

36

NEXT STEP

3 “S” HOUSEKEEPING

4 “S” STANDARDIZATION

HOUSEKEEPING ROUTINES

Packaging Table Responsible:

Weekly ActivitiesDaily Activities

Day:Cleaning Articles

37

Visual Controls

38

Visual Controls

39

To Do List

No. Problem Action Who When % Comp

1 Tool pickup Create holders Dan 3:00 pm

2 Parts Design bins/ Sarah 4:30 pm

presentation racks

3 Cooling rack Relocate rack Maint. Tonight

obstructs flow

40

Good Visual Controls Enable the Leader Standard Work Elements to be Verified Quickly & Effectively

PM IOM PD …

Heijunka Board

6:007:008:009:0010:0011:0012:001:002:003:004:00

…without DriveBy Visuals, it becomes Overly Burdensome

41

DW

G

FIFOBacklog

Dwg:

Work Content:

Cust:

Dwg:

Work Content:

Cust:

Dwg:

Work Content:

Cust:D

WG

DW

G

DW

GDWG

DW

GD

WG

DW

G

HOLD

Current Day Draftsperson Schedule

DW

G42

Example

43

Visual controls and Poka Yoke

Poka Yoke goes hand in hand with Andon(Alert Systems, see case study)

800-44

Heparin (anticoagulant)


• Do you have examples of Poka Yoke

• Related to treatments

• Paperwork / files

• Patient safety

800-45

chlorhexidine

Saline solution

Contrast dye

800-46


Medication is placed in order of the MAR (Medication Administration Record) so, it is easy to find.

It could be an example for 5S

800-47


Tube racks color coded to match vacutainer tops and test, so that they do not get mixed up.

It could be an example for 5S



Visual Controls


Process




Discipline&

Teaching

48

Non RoHS Washable

RoHS

Non RoHS No clean (2 lines)

Assy area to be relayed out

Troubleshoot

Long

dura

tion

test

s

Universal

DPMO tracking

Labour tracking,traceability

NPINPI

49

Daily Accountability FlowTier I meeting OperationsWhen: Shift start 5 minutesTeam leader with crewGive feedback to crew

Tier II meeting – Site

When: 15h15 minutesSite DirectorDirectors: Production, Supply Chain, Quality, HR, Sales, supervisors and planners as needed Feedback , priorities of the day

Planning meetingReview new and ongoing orders , constraints, problems from Tier I meetings

Supervisors review the Tier I info and concerns before the Planning meeting

Tier II board is updated : metrics and actions that need a Director level support

50

Posted Support plan – Tier I , Tier II boardsArea of focus Support to team leads Management on call

SMT Armand Michel - Dharmesh

Post SMT

Lead - no clean - 2 lignes Michelle, Kaly Bert- Eric, Marcel, Robert

ROHS Steve, Sue Bert - Eric, Marcel, Robert

Lead - Wash Stéphane Angers, Suzanne Bert - Eric, Marcel, Robert

NPI France, Kurt Frank, Al

Stores pre-SMT and post-SMT Margaret, Ann Margaret

Shipping , receiving Pratik, Ann Pratik

Test Robert Bob

Final Assembly Andy, Chris Denis - Bob

Quality Katleen Hassan

Human Resources Isabel Helen

IS IT Kyle Mark

Tier II meeting attendees

Alex

Bert

Frank

Mark

Helen

Margaret

George

supervisors and planners as needed

Be present on the floorBe ready to leave your meetings

to support production

51

KPI board, Tier I

Boards location – Kirkland – Tier I, II

(templates are bilingual)

Results and action plans, Tier II

1 for box builds

1 for all postSMT

NPI

SMT

Tier I Board Example

Plan vs actual Quality

Actions and suggestions

What Owner Due Date

Agenda Tier I

Produit

Product

Quantité

Quantity

Durée

Duration

(min)

Heure

Time

Planifié

planned (unités -

units)

Actuel

Actual(unités -

units)

Diff.Commentaires (problèemes, solutions)

Comments (problems, solutions)

Vulcain 500-787 150 260 7h00 - 9h00 69 32 part abc missing

9h15-11h35 81

Verint XXX 60 150 11h35-14h00 46

Verint XXX 20 40 15h30 10

Total > 206 164 -42 problèmes majeurs

Séquence planifiée - Planned sequence Performance actuelle - Actual performance

Formulaire de collecte des défauts - Defects data collection sheet

Produit

Product

Taille du lot

Lot size

Catégorie

Category

Nb de défauts

Nb of defects

< Total

Date:

Ligne - Line:

Identification du défaut - Defect description

53

Tier II Board example

Plan vs Actual Actions

Action Resp Due Date Status

Agenda Tier II

Pareto - problèmes qualité - Quality Problems

0

10

20

30

40

50

60

Problème 1 Problème 2 Problème 3 Problème 4 Problème 5 Problème 6

Nb

54

Conclusion


Visual Controls


Process




Discipline&

Teaching

55

Conclusion and Questions

• Drive compliance and performance by ensuring

• Execution of the key leader activities

• Quick response to problems

• Visual identification of the abnormal situations

• Focus on accountability and quality of execution

56

Documents

Ensuring Quality and Operational Excellence During Turnarounds · Jidoka and Quick Response ... Visual controls and Poka Yoke Poka Yoke goes hand in hand with Andon (Alert Systems,