Rapid Improvement Events

Converting Philosophy to Action

Original slides by Doug Fingles - MERC

Lean Review 5 Principles

Value Value Stream Flow Pull Perfection

Tools Value Stream

Analysis 6S Cells Standard Work Rapid

Improvement Events

8 Wastes Injuries Defects Inventory Overproduction Waiting time Motion Transportation Processing

Definition

A dedicated group spending 3 to 5 days improving a focused area or process that is usually tied to a Value Stream Analysis.

Rapid Improvement Events

A seven week cycle of preparation, action, and follow-up to improve one area or fix a problem

People: work leaders, mechanics, workers, supervisor, and a Lean Change Agent

Led by the supervisor or work leader

Guided by the Lean Change Agent

7 week Cycle 3 Weeks out:

Pick the team Measurements Deliverables

2 Weeks out: Get workcenter history Communicate Plan

1 Week out: Define boundaries Communicate Review

7 Week Cycle Week of the Event:

Day 1 Current conditions

Day 2 Make the changes

Day 3 Run the new process

Day 4 Create Standard Work

Day 5 Outbrief

7 Week Cycle 1st Week After:

All or nothing—be relentless on Standard Work, 6S, Inventory, etc.

See and fix problems 2nd Week After:

Keep up Standard Work, 6S, Inventory See and fix problems

3rd Week After: Shift to sustainment, make the new

the standard practice Continue to see and fix problems

Projector Screen Co. Makes pull-down projector screens Small business, less than 10

people One shop, original owner Best product/cheapest

“We made the big time!” Orders are up

Coming in faster than can produce Customers are unhappy at delay(s)

Preparation Previous Weeks: 3 Weeks

History Select team

2 Weeks Communicate Productivity

numbers Determine targets

1 Week Train Communicate

Results: Takt Time (pace,

or timing) Team in place Place for Event Team Trained Productivity

numbers are known (output, quality, delivery)

Preparation Previous 3 weeks:

History—small business growing rapidly, experiencing long lead times and customers wanting quicker delivery

You are our team—handpicked from the floor, supervision and a Lean Change Agent

We’ve communicated our need for change

We have our productivity numbers Targets: Produce 135 per day,

maintain quality, and find space for new products

Day One Tasks Build a Spaghetti Diagram

See the flow of people and parts Build a Bar Chart

Show the workload per person/station Time the operations

From when a part is started to finish Individual stations

Measure Output Floor space

Define the Boundaries

What process(es) will you map? What can we not screw up? Inputs Outputs Who are the customers

For the product For the process

Top 2 or 3 measurements

Layout

Storage Room-Tubing-Screen

-Hardware-End Caps

Tube Cutting

Area

Screen Cutting

Area

Assembly

AreaTest

Pack & Ship

Spaghetti Diagram

Storage Room-Tubing-Screen

-Hardware-End Caps

Tube Cutting

Area

Screen Cutting

Area

Assembly

AreaTest

Pack & Ship

Spaghetti Diagram for one person, one screen

Spaghetti Diagram

Storage Room-Tubing-Screen

-Hardware-End Caps

Tube Cutting

Area

Screen Cutting

Area

Assembly

AreaTest

Pack & Ship

Spaghetti Diagram for Three people, three screens

Bar Chart

1

2

3

4

5

6

T

Cut Screen

Cut Tube

Assembly

Test

Hardware

Pack/Ship

A B C D E4232332121311710

4232432121311810

4232332131411910

4332432131311911

4232332121421811

The Numbers Takt Time = Time Avail/Customer

Demand 8 hr shift – 20 min for breaks, 10 min 6S, 5

min TPM = 445 min Demand = 135 screens per day 445/135 = 3.3 min per screen

Process time = 18 min per screen, or 25 per day (445/18)

3 Workers produce 75 screens per shift, or 60 below demand

3.5 hours overtime = 36 screens, still 24 shy of daily demand

24X5 days = 120, or a full Saturday and half of Sunday to fill all the orders

Day Two Tasks Eliminate the waste found on Day 1

What waste(s)? Create a cell or make changes to the

cell What would it look like?

Tools: Paper dolls Cardboard cut outs of stations Simulations Bar Chart Spaghetti Diagram

Run the new setup at least once Create basic Production Control Board

Setup Cells

Ship

Small Screen

Tube

A/T/Pack

Large Screen

Tubes

Assy/Test/Pack

Med

ScreenTube

Assy/T/Pack

Storage Area

Cell Setup Spaghetti Diagram, 3 people, 3 screens

Production Control Board

Cell Plan Actual Plan Actual Problems/comments

Small

Medium

Large

A.M. P.M.

23 22

2222

22 22

67 66

The New Numbers Takt Time = Time Avail/Customer

Demand 8 hr shift – 20 min for breaks, 10 min

6S, 5 min TPM = 445 min Demand = 135 screens per day 445/135 = 3.3 min per screen

Manual Cycle Time = 10 min per screen, or 44.5 per day (445/10)

3 Workers can produce 133 screens per shift, or 2 below demand

20 min overtime = 2 screens

Day Three Compare new measures against

targets Run the cell

Be prepared for problems Have someone assigned to each

worker Watch for Flow

Are any parts moving backwards or sideways?

Are tasks and positions for workers helping flow?

Is there a Pull system in the cell? Corral the extra inventory-lock it

up

RIE Screen Projectors Compare measurements against

the targets Stay with the Cell, look for

Standard WIP, Standard Work sequence

Review Production Control Board Tools:

Build/use Standard Work Combination Sheet

Takt time New Spaghetti Diagram Bar Chart

Day Five Outbrief

Recognize Team Members Use visuals/tours to show progress Begin the follow up actions

Follow Up 1st Week After

All or Nothing Supervisor

monitor cell on hourly basis

Use Production Control Board

Keep excess inventory locked up

Solve problems Supervisor/

Leaders take responsibility

2nd Week After Don’t Relax Use Production

Control Board Focus on Standard

Work Supervisor/

Leaders solve problems

3rd Week After Sustain Use Production

Control Board Use Standard

Work Supervisor/

Leaders solve problems

C-5 Pylon Spaghetti Diagram

Bldg 169Bldg 180

Bldg 181

Bldg 323

Lot 149

Sanding

DepaintPrepaint

Paint

NDI

Storage

Repair

1,8

2,6

3

4

5

7

1-Input2-Clean3-Sand4-NDI

5-Repair6-Paint Prep

7-Paint8-Delivery

C-5 Pylon New Spaghetti Diagram

Bldg 180

DepaintPrepaint

NDI

Repair

F/Line

4

1-Input2-Clean3-NDI

4-Sand & Repair5-Paint Prep

6-Paint

Bldg 169

Bldg 181

Bldg 323

2,5

3

6

1

C-5 Pylon shop

Supervisor

T B

T B

T B

T B

T B

T B

T B

T B T B T B

T B

T B

T B

T B T B

C-5 Pylon Shop 6S’d

Supervisor

T BT BT BT B

T B

T B

Review One Lean tool in the toolbox Preparation is the key

Know the numbers Set realistic goals

Communicate Use Production Control Board for

status, feedback Hints for successful RIEs

Eat the Elephant in Small Bites Think “Apollo 13”

Acknowledgements

“Lean Thinking” by James Womack and Daniel Jones

“Toyota Production System” by Taiichi Ohno

Simpler Business System, www.simpler.com