April 2013

Improving Operational Performance

To introduce participants to leadership techniques,

workplace organisation, standardised work and a

cariety of visual management techniques.

Session Aims

By the end of the session participants will be able to:Explain the qualities required in leading and

participating in CI teams. Recognise the benefits of an organised workplace. Identify a range of visual management techniques. Understand the importance of a standard method

of working. Understand takt time and line balancing activities.

Session

Objectives

Your working environment is the place where you

work and its main features or characteristics:

• Work areas, equipment and materials• Storage spaces• Light, heat and air

The Working

Environment

The quality of the working environment can have

a big impact on how you work:• an efficient layout will save time• a tidy workplace will make things easier to find• a clean workplace will reduce accidents• a pleasant workplace encourages productivity

Why is the Working

Environment

Important?

• Sort - Clear up• Straighten - Configure• Shine - Clean• Standardise - Conformity• Self Discipline - Custom and practice

Elements of 5S /

5C

There are three main benefits in a 5S

approach:

• Improved safety – reduction in

accidents

• Improved efficiency – more effective staff

• Improved quality – fewer defects

Benefits of 5s

• Separate those things which are necessary to do

the job

from those that are not

• Keep the number of necessary items to a

minimum

and in a convenient location

• Quarentine what is not needed

• Prevent accumulation

1 - Sort (clearing

up)

• Unnecessary equipment means more space is

required• More space increases transport distances•Unnecessary equipment increases search time for

necessary items• An untidy environment can be a safety risk• Aids more systematic maintenance

Why Sort?

USAGE FREQUENCY OF USE ACTION

Low

Things that you have not used inthe past year.Things you have only used once inthe last 6-12 months.

Place into quarentine

Store at a distance

MediumThings you have only used once inthe last 2-6 months.

Things used once a month.Store in a central location

HighThings used once a week.Things used every day.Things used hourly.

Store near the workplace orcarried by the person

Sorting Criteria

“Red tagging” is used where there is any doubt about whether an item:

is needed at all is needed in that quantity is located in the right place

A red tag is a label with a date and a reason.

Establish Red Tag Holding Areas (local and central).

Evaluate after a short period and retain, dispose or auction.

Red Tagging

11

Name: Date:

Item Found …………………………………. ………………………………………………... …………………………………………………

Category (circle one) 1) Raw material 2) Work-in-Progress 3) Finished Goods 4) Tools or Fixtures 5) Surplus Equipment 6) Maintenance or Supplies 7) Office Equipment or Supplies 8) Unknown 9) Other ………………………………….. ………………………………………………

5S RED TAG

Tag No:

Area: Qty

Disposition (circle one): 1) Scrap (with paperwork) 2) Scrap (no paperwork) 3) Return to supplier 4) Move to Red Tag area 5) Move to: ………………………………..…Storage Area 6) Store in Work Area 7) Other ……………………………… ………………………………………………

5S RED TAG Reason Tagged (circle as appropriate): 1) Not needed in next 30 days 2) Not needed in known future 3) Defective 4) Surplus 5) No needed now (service only) 6) Need identification 7) Other …………………………………….

………………………………………………….

Other …………………………………..

Disposition by: (Date) Disposed by: Disposal Date:

13

• Analyse the present situation• Develop a standard storage policy• Develop fixed locations• Keep to storage rules

2 - Straighten

(organise)

14

• Anyone should be able to find equipment or

material• Reduces time spent searching for items• Improves safety• Makes the job easier• Starts the process of standardisation

Why Straighten?

15

• Bring up to an ideal standard• Allocate roles and responsibilities• Be systematic• Deal with problems before they become

serious

3 – Shine (clean)

16

• Has a direct impact on quality• Has a direct impact on efficiency• Has a direct impact on health and safety• Increases morale

Why Shine?

17

• Develop an agreed way of doing things• Use visual management for continuous

improvement• Consider exceptions and emergencies• Use labels for tasks and responsibilities

4 – Standardise

(conform)

18

• Everyone will know what has to be done•Everyone will know when and how things should

be done• Changes of role or task are made easier• New personnel will know what is expected

Why Standardise?

19

• Develop simple clear instructions• Consider realistic expectations• Involve those actually carrying out the tasks• Carry out regular audits

5 – Self Discipline

(custom)

20

• There is always room for improvement• Training and discipline contribute to overall

success• Good working habits ensure efficient and effective

working• Productivity and efficiency will remain high

Why have Self

Discipline?

Changes should be reflected in the amended Standard Operating Procedure (SOP)

Standard Operation Sheet

No.

Revision Date S/V

Operation No.

Operation Name Safety critical

Area

Dept.

Sheet of

Date Prepared by

No.

Main step No.

Operation Description Key Points Reason for key points/sketches

Protective clothing

Jigs/Tools Quality checks Training comments Authorisation

Sustaining – The SOP

Visual information – just means any information that you can see that helps you to understand the current state of something ‘at a glance’ – and to modify your behaviour accordingly.

Visual control – includes any situation where visual information helps you to manage a task. For example, the dials on a car dashboard help you to control your speed and other aspects of performance.

Visual Management

24

Simple signs and signposts, traffic lights, ‘cats’ eyes’ lines on the road or the safety message on a new gadget.

Everyone makes wide use of visual information in everyday living.

Everyday Visual

Management

These are just some common workplace examples:

• Checklist• Colour coding• Floor markings• Safety diagrams• Shadow boards & Footprints• Skills matrix

• Standard operating procedure (SOP)

Workplace Visual

Management

Note the curved mirror to identify FLT and vehicle movements when entering a hazardous area

Example

Warning

Informing:-safety checks

Example

Example

Shadow boards make it easy for anyone to find, use and return items.

Example5S CleaningStation

Schedulingboard

Example

A display showing the skill status of each team and zone in the workplace, making clear at a glance the skills available.

Name

Skill

Hyd

rau

lics

Pn

eum

atic

s

Co

mm

un

icat

ion

s

CO

SH

H R

egu

lati

on

s

Ele

ctri

cs

Ele

ctro

nic

s

Co

mp

ute

r sk

ills

Ro

bo

tics

Ian Jones

Frank Smith

Charlie Capon

Alan Dale

James Miller

Example

JobName

Wash Dishes

Dry Dishes Put Dishes Away

Clean Benches

S. SmithI L I

J. BloggsU U U

D. CarrL L

T. PriceI I

Blank = Can not do

L = Can do with occasional reference to Std Op

U = Is fully competent

I = Is currently under training

= Can train others

The Skills Matrix

• Standardisation – wherever possible visual displays should have a similar layout.

• Format – should be the same wherever possible.

• Positioning – information on the same subject should be placed in the same position on each display.• Relevance – should be agreed in advance. No point in cluttering the place up with irrelevant information.• Type of information – should describe workplace activities and results that are relevant to the target audience.

Effective Display

34

Visual management is not a form of decoration to make the place look more attractive! To be effective it has to be properly designed and involves thinking about:

• The purpose that it is to serve (Why?)

• The target audience and ensuring ‘ownership’ (Who?)

• Selecting a suitable medium and style (How?)

• Selecting the best location (Where?)

• Choosing the content (What?)

Displaying Visual

Management

35

At workplace level an important element of any visual management system should be displays that show:• What the workplace is expected to achieve in

terms of management objectives. Where are we going?• How the workplace is performing in relation to its targets. Are we heading in the right direction?

• What the current state of play looks like. Are things on track?

Displaying Visual

Management

Systems indicating the direction of flow of people and goods.

Operation Operation

Operation Stock A

Stock B

Transport

Systems indicating how to get to plant wide facilities, canteen or learning centre.

Reception

Learning centre

Example

A standard format for all standard operation sheets – so that key features and safety reminders are always in the same style and location. Standard Operation

SheetNo.

Revision Date S/V

Operation No.

Operation Name Safety critical

Area

Dept.

Sheet of

Date Prepared by

No.

Main step No.

Operation Description Key Points Reason for key points/sketches

Protective clothing

Jigs/Tools Quality checks Training comments Authorisation

Example

Kaizen boards in the workplace showing the results to date of the various kaizen activities that have been undertaken and the productivity gains resulting from these efforts.

Example

39

The visual display board - the use of charts, graphs and simple bullet points. The aim is to tell all members of staff:

• New product information

• Levels of quality at the workplace

• Health & Safety information

Example

• Company performance.

40

Visual Display Boards

Visual Display Boards

Historical trend data (weekly /

monthly)

Current real time data (hourly /

shift by cause)

Improvement Activity

Actions / Status

What’s the

Difference?

43

What is a Standard Operation?

43

“The best method currently available to perform a

specific task, ensuring that safety, quality, cost and

delivery targets are achieved.”

Quality

Cost

Delivery

Man

Machine

Material

Method

Defined by the

standard operation

It combines the inputs of man, machine and materials

in a safe and repeatable manner.

The Standard

Operation?

• Reduces variation• Maintains quality • Acts as an audit tool• Can be used as a staff training tool• Means of standardisation• A platform for improvement

The Function of the SOP

The Standard Operation is the cornerstone of all

continuous improvement activities.

Being able to offer the same consistent product of

the same or better quality at a lower cost than a rival

company. And….

• Health & Safety is ensured/improved• Costs can be controlled• Quality standards are met• Delivery targets are met and can be controlled

Why Standardise?

• Guarantees that the product is made to the

required quality standard.• Uses the minimum of effort, tools, power and

materials.• Keeps the workplace organised and tidy.• Can be followed by any employee given training.• Best method currently available.

Benefits of SOP’s

• A means of recording all standard operating

criteria• Presents the information in a structured,

chronological • format• Contains all information required to perform a

task• Highlights key points – safety, quality, cost and

delivery• A ‘live’ document

The Standard Operation Sheet

Example

The seven steps:

1. Analyse the operation

2. Develop best current method

3. Review and confirm

4. Identify main steps

5. Identify key points

6. Review and confirm

7. Add additional information

Developing the SOP

Key points should re-iterate any action which may

affect:• Quality• Safety• Delivery / Cycle time• Cost

Explain the reason for any key point on the SOP.

Key Points

Four principles:

• Reduce the number of motions• Perform motions simultaneously• Shorten distances• Make motions easier

Motion Economy

• The Standard Operation is not carved in stone.

• To ensure we always operate best current method:

• The Standard Operation must be reviewed on a regular basis

• Any new methods must be evaluated

• Any improvements should be adopted

• Sheets must be revised and approved

• Appropriate operators should be retrained or their skill matrix reduced accordingly.

Maintaining the SOP

• To ensure it is still the ‘Best Current Method’

• To evaluate and adopt new methods

• To support continuous improvement

• To support cost reduction

• To improve quality

• To assure safety

• To improve efficiency

• To ensure staff are still working to current Standard Operation

Why is maintenance of the SOP

so Important?

Takt Time

• Derived from the German word for metronome• Rate of production required to achieve customer

demand• Producing above Takt time is as wasteful as being

late

Available Time

Customer Demand

= ‘X’ seconds per unit

Line BalancingLine balancing can be used to optimise three general

areas:• Operators• Production• Takt time (production matched to customer

demand)

Operators

Time

Operators

Takt Time

Takt Time

X

CI and Teamwork

Ideas Person

Problem Solver

Investigator

Implementer

Specialist

Co-ordinator

Team Roles

Most people have a preferred role when working

as part of a team.

• Leader• Doer• Thinker• Carer

What makes a good Leader?

A good leader has the ability to:

Communicate Motivate

Listen Problem Solve

Organise Coach

Manage time (their own and others)

Leadership v Management

Leadership• Creating a Vision• Energising• Inspiring• Motivating• Creating a Culture• Management

Management• Planning• Organising• Co-ordinating• Controlling

Leadership Styles

Directive:Letting team members know what the leader expects

Giving specific guidanceScheduling and co-ordinating work

Supportive:Treating members as equals

Showing concern for needs and welfareCreating a friendly working climate

Leadership Styles

Achievement orientated:Setting challenging goals and SMART targets

Seeking performance improvementsEmphasising excellence in performance

Participative:Consulting subordinates

Taking opinions into account

Authority:The power or right to give orders or make decisions

There are four elements of communication:

• the sender• the receiver• the subject• the method of communication

How well we feel we communicate depends on aspects of all of these elements and is based on our experience.

Elements of Communication

Effective Communication is the transfer of information, ideas and emotions to achieve mutual understanding.

Effective Communication

Working relationships can be affected by:

• behaviour, dress and language• not sharing knowledge and information• not keeping others involved in plans or activities• disruption caused by inopportune request for assistance

CI and Teamwork

Time

Priorities

ResponsibilitiesBarriers

=

Conflict of Interests

By the end of the session participants will be able to:Explain the qualities required in leading and

participating in CI teams. Recognise the benefits of an organised workplace. Identify a range of visual management techniques. Understand the importance of a standard method

of working. Understand takt time and line balancing activities.

Session

Objectives