Post on 22-Apr-2018
The Acuity Business System
Russ Simpson, Talent Management and Organizational Effectiveness Acuity Brands Lighting 678-938-8304 cell
Overview
• Introduction
• What was the spark?
• Key Wins
• Improvement Opportunities
• Into the Gemba
Find the Nuggets
• Ask us Why today? We all learn from this.
• We are looking for your observations.
The Genesis of ABS at Acuity Brands
• Letter from Vern
Nagal, Chairman and
CEO in Dec 2004
• Presented the Vision
of ABS for the
company
• He called for action
from every employee
Vern’s Vision
• Hallmark of ABS
– Winning at the
Customer
– global competitive
Cost structure
– Culture of excellence
and continuous
improvement
Vern’s Vision
Building ABS
“Line of Sight” to the
Customer
Deploy Lean tools
Change the way we work
…communication and
capabilities
What you can expect
Makes us a winner in the
market
Helps us exceed customer
expectations every time
Key Learning‘s
• Executive Support
• Up the Learning Curve (Year 1 – 4)
• Continuous Improvement (Year 5 on)
Key Learning’s:
Executive Support
The maniacal pursuit of the elimination of
waste…
from every business process with the ultimate
goal of providing World-Class Quality and
Delivery to our customers at the lowest
possible Cost.
Key Learning’s:
Up the Learning Curve • Centralized Group
– Established an ABS Office
– Training for all Leaders and Employees on ABS overview
– Specialized ABS Leadership Training
– ABS Newsletter
– ABS Bucks
• Tool Training
– Kaizen Events throughout the organization
– Standardized KPI boards with audits
– Value Stream Mapping
• Other Changes
– Gain$hare Program
– Performance Management
Looking through the Windshield
instead of the Rear View Mirror
• To meet the company’s
objectives in terms of:
– E – Environmental Health and Safety
– Q - Quality (Internal and External)
– D - On-Time Delivery
– C – Cost
– I - Innovation
Value Stream Mapping
Raw material levels
Customer
Acuity
Shipping
Material ControlQuality Control
Raw Materials
Warehouse
Receiving and Material
Control
Supplier
Raw Materials
Superior Felt
I
Planning / Scheduling / Purchasing
- MRP (M2M)
- Excel
- AX
Sur Seal Current State Map - 01-08-10
IKitting
Fax or Email PO
Die Cutting
Gasket
Knife cut
Kathy - Reviews
the raw materal
levels and creates
Purchasing Orders
Production Meeting
2-7 day list of orders
reviewed
- Daily MeetingSupplier
Logistics Center
BOM
Check
Niki checks web
portal and email
orders daily
- downloads data
into spreadsheet
Job order verified
Kathy - Creates
Job ordersMaterial verified
from Spread
Sheet
Finished Goods
Warehouse
I
III
I I
I
Web Portal
Supplier
Raw Materials
Rotor Clip
Supplier
Raw Materials
J-Bar
Kanban
Customer
Carrier
Web Portal
Hose Cutting
Assembly
Prep Area
Laminate
Block.
Bend
PSA
Sand BlastingMolded Rubber Trimming Machining
All - Capabilities
Std. Work
5-S
Std. Work
5-S
Std. Work
5-S
Std. Work
5-S
Visual
Management
Plant
5-S
Std. Work
5-S
Std. Work
5-S
Kanban
Kanban
Kanban
Gemba Walk
Rattle
Snakes
Std. Work
5-S
SMEDTPM
Std. Work
5-S
Cost
Reduction
Poke-
Yoke
Current State
Raw material levels
Total Lead Time
29,702 min
495.03 hrs
61.88 days
Lead 24 hrs. 1 hr. 336hrs. 7 hrs. 9 hrs. 8hrs. 4hrs. 2 hrs. 392 hrs.
Time 1,440 min 10 min 60 min 5 min 20,160min 420 min 540min 2 min 35 min 480 min 5 min 240 min 5 min 120 min 23,522 min.
86400 600 3600 300 1209600 25200 32400 120 2100 28800 300 14400 300 7200 1,411,320 sec.
Inventory 15,332$ $2,129 1,212$
120 hrs 40 hrs. 20 hrs. 180 hrs.
7200min 2400 min 1200 min 10,800 min.
432,000 144,000 72,000 648,000 sec.
Value Add 600 10800 32400 120 300 300 7200 Value Add 51720 sec.
Seconds
Non-Val Add 86400 3600 144000 300 1209600 144000 25200 2100 28800 72000 14400 Non Val. Add 1,730,400 sec
Value Add 10 180 540 2 5 5 120 Value Add 862 min
Minutes
Non-Val Add 1440 60 2400 5 20160 2400 420 35 480 1200 240 Non Val. Add 28,840 min
People Purchasing Receiving Kanban Prod. Scheduling Hose Cutter Prod. Lead Assembler Finished Goods Shipping Total People
1 1 1 1 1 1 4 1 1 12
Customer
Carrier
Shipping
Material ControlQuality Control
KanbanReceiving and Material
Control
Supplier
Raw Materials
Rotor Clip
I
Planning / Scheduling / Purchasing
- MRP (M2M)
- Excel
- AX
Sur-Seal Current State Map - 01-08-10
I
Fax or Email PO
AssemblyClamping = 4 people
Assebly and pkg.
= 6 people
Kathy - Reviews the
raw materal levels and
creates Purchasing
Orders
Production Meeting
2-7 day list of orders
reviewed
- Daily Meeting
BOM
Check
Niki checks web portal
and email orders daily
- downloads data into
spreadsheet
Job order verified
Kathy - Creates Job
ordersMaterial verified from
Spread Sheet
Finished Goods
Warehouse
I
II
Web Portal
updated
nightly
Hose Cutting
Supplier
Raw Materials
J-Bar
10min
1 day
1 hrs
- $15,332
- 90700 linear ft.
= 3 weeks
14 days
5min
- $2,129
= 1 week
4-10hrs. waiting
Clamping - 6hrs = 6300pcs.
Assembly and Pkg. - 6hrs = 6300pcs.
9 hrs. total
$1,212 = 3,150pcs,
=.5 week
=20 hours
5min
4 hours - staging to
complete order
5min
2 hours
1 day
2 min. per part
1hour for all Carrier
parts each day
This Analysis is to produce an order of 6300pcs.
2000M-319873-714
Move toward
the wood
shopI
20 - 50 min
Future State
Improvement Event Business Objective: Improve E-Q-D-C-I LAST UPDATED 1/8/2010
#### #### ##### ###### #### #### ##### ##### ##### #### #####
1/4 1/11 1/18 1/25 2/1 2/8 2/15 2/22 3/1 3/8 3/15 3/22 3/29 4/5 4/12 4/19 4/26 5/3 5/10 5/17 5/24 5/31 6/7 6/14 6/21 6/28
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
KContols LC&D Value Stream
Mapping Event
Improve E-Q-D-C-I 1 1 M Preston M Wilz
K 5 S System Event Improve E-Q-D-C-I 4 1
K Visual Management Event Communication 6 1 M Preston
KAssembly 1 - Cell Creation -
Standard Work Event
Improve E-Q-D-C-I 8 1 M Preston
K Die Cutting - Standard Work
Event
Improve E-Q-D-C-I 8 1 M Preston
K Preco Change Over Event Cycle time reduction 8 1 M Preston
K TPM - Die Cutter Down time Reduction 8 1 M Preston
Status
LC&D Lead
Weekly Schedule
Lead
K=Kaizen
k=Mini K
p=Project
Event K, k, or p? Improvement
Sur-Seal Transformation Plan
Du
ratio
n
(w
ee
ks
)
Start W
ee
k
Transformation
Plan
Key Learning’s:
Continuous Improvement
• Recruiting Efforts
• Compensation Programs
• Training and Development
• Leadership Development
• Strategy Deployment
• Visual Management Boards Evolve
• Working on Problem Solving and Root Cause
Root Cause / Countermeasure
Why?
Idea
Idea
Idea
IdeaWhy?
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Idea
Questioning leads to Ideas!
Getting To Root Cause
Ask Why 5 Times!!
Improvement Opportunities
• Sustaining Results = Finding Root Cause
• Better Knowledge Sharing
• “It is not about the tools”