At the conclusion of this session, attendees should be … · At the conclusion of this session,...

© 2015 Fabrice Bouchereau

At the conclusion of this session, attendees should be able to:

Leverage fundamental tools to identify opportunities for improvements

Facilitate a team meeting using the “Faster and Better” approach

Create a prioritized project pipeline

Explain the difference between the 5 different type of Kaizens


POINT Kaizen MINI Kaizen Kaizen BLITZ FLOW KaizenSUPPLY

CHAIN Kaizen


Visual communication tools

Based on traditional Kanbans principles

Visible to all levels of employees within the organization

Used by improvement teams to coordinate project selection and

execution based on complexity and return on investment


Kaizen Kanban

FMEA

I/O DEFINITION

SIPOC

VA / NVA

Process Map


Faster and Better Visual Facilitation


??

Each step should be written in the verb noun format



Receive order

Prepare Traveler

Cut Tubes

Weld Tubes

Sandblast Frame

FRAME MAKING PROCESS

Sand Frame

Paint Frame

Apply Clear Coat

PAINT PROCESS

InstallBrakes

InstallGears

InstallSeat

Mount TiresOn Rims

Install Rims on Frame

COMPONENT INSTALLATION PROCESS

Inflate Tires

Add Protective packaging

Box Bicycle

WHEEL INSTALLATION PROCESS PACKAGING PROCESS

DOCUMENTATION PROCESS


Value Adding Step (VA)

Non-value Adding Step (NVA)

Essential Non-value Adding step. (ENVA)

Choose

requisition

1

Y

Demand valid?

4

Excess

inventory?

7

Pending ECN?

13N Y N

Notify planner

to address

issue

3

Kill requisition

5

N

Which

location?

8

Y

Part pending

77/55?

2

Create STO

6

STO

Move inventory

9

Inventory move

Inter-

company

Notify planner

14

Y

Price &

delivery OK?

10

OEM part?

15

Contract

part?

16

Open PO?

19

PO history

(1 year)?

21

NN

NN

Consult

sourcing for

bidders (?)

23

N

RYG / QSL

OK?

18

Delivery OK?

17

N Price &

delivery OK?

20

Y N

Price &

delivery OK?

22

NY

Supplier

provides

quote

27

Demand still

valid?

28

Delivery

OK?

31

Cost OK?

33

Performance

OK?

35

Ease of doing

business OK?

36

Accept bid

37Y Y Y Y

Another

supplier

available?

32

Consult

planning /

sourcing

34

N

N

N NN

N

Y

Demand still

valid?

38

Kill requisition

41

N

Create PO

(SRM)

39

Close bid

(if applicable)

40

MP/QP

required?

42

Add note to PO,

send screen

shot to MPQP

coordinator

43

Y

Y

Verify cost,

vendor, delivery

44

Complete PO

check sheet

45

Order

(SRM)

46

N Approval

needed?

48

Approved by

management?

49

Correct issue

47N

Y

Supplier

online?

50

N

Y

Receive

confirmation

from supplier

(email/SRM)

52

Y

Make pdf of

docs and email

to supplier

51

N

Supplier

manufactures

part

58

Supplier invoice

received

62

Can invoice

be paid?

63

Buyer receives

workflow

64

NPrice correct?

65

Goods receipt?

67

Validate /

renegotiate

pricing

66

Request POD,

send to

Receiving

68

Y

N

N

Buyer

comments: OK

to release for

payment

69

Y Pay supplier

70

Y

Y

N

Y

Documentation process Frame Making Process Paint Process

Component Installation processWheel Installation

ProcessPackaging Process

Review DBI

11

QN process

54

Cancellations

55

ECN changes

59

Drop

shipment

60

Supplier-

generated

changes

56

WPS

61

MP/QP

57

Kill requisition

29

Engineering

release DBI

12

Create RFQ

26

Y

YY

N

Y

Y

Part X0 or PD?

24

Firm requisition

25

X0

PD

Bid evaluation

30Y

Attach email

from supplier to

SRM C folder

(if applicable)

53


Sub- Process Name Value Add Non-Value Add

Documentation Process 7 7

Frame Making Process 7 5

Paint Process 0 10

Component Installation Process 4 13

Wheel Installation Process 1 6

Packaging 1 10

TOTAL 20 51

BikeMin Assembly Process

72% of all steps are non-value add


Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process

Phone: 305-761-6600 Email: [email protected]


Receive order

Prepare Traveler

Cut Tubes

Weld Tubes

Sandblast Frame

FRAME MAKING PROCESS

Sand Frame

Paint Frame

Apply Clear Coat

PAINT PROCESS

InstallBrakes

InstallGears

InstallSeat

Mount TiresOn Rims

Install Rims on Frame

COMPONENT INSTALLATION PROCESS

Inflate Tires

Add Protective packaging

Box Bicycle

WHEEL INSTALLATION PROCESS PACKAGING PROCESS

DOCUMENTATION PROCESS


Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

END

Start



1 Truck Arrives at Gate: 1 1 1 1 1 1. Truck Arrives at Gate: Guard

checks for PPE and ATS showing

shipment is valid and safe for entry

and has an appointment.

Not meeting standard PPE standards, loading

standards, ATS required for ALL

shipments, ATS ensures parts

are ok; scheduling has been

done. "ACCEPT NO DEFECTS"

2 3 3 18

0 Rejected truck turns up at dock Check for ATS at dock 3 3 1 9

2 Truck arrives at dock. Check

Documents

Incorrect or missing Paperwork 3 8 6 144 2 Truck arrives at dock. Scan ATS,

electonically flagging PO items to

be received to mobile scanner tool

Forget to scan Electronic verification, Scan

code on ATS. Bar code

includes all part number, po,

and serialization information

3 3 3 27

Dock is blocked with other trucks 2 8 6 96 Dock is blocked with other trucks All Devlieries are scheduled 2 3 6 36

3 Unload Truck to staging area Fail to unload parts 3 3 3 27 3 Unload Truck to staging area Fail to unload parts 3 3 3 27

Unsafe load Q651 6 3 3 54 Unload unsafely Training and licensing 6 3 3 54

Parts already damaged or

improperly protected

Q651 3 8 6 144 Parts already damaged or

improperly protected

Packaging standards enforced 3 5 6 90

Wrong Pallet Size ? 3 8 3 72 Wrong Pallet Size Written and enforced standard

for acceptable pallets

3 5 3 45

Driver not wearing proper PPE ? 3 8 3 72 Driver not wearing proper PPE PPE standard enforced at gate 3 3 3 27

Unload unsafely Training and

licensing

6 2 5 60 Unload unsafely Training and licensing 6 2 5 60

Forktruck not available 3 8 5 120 Forktruck not available Forktruck dedicated for

unloading trucks

3 2 4 24

Area Full 3 8 6 144 Area Full All Devlieries are scheduled;

adequate space allocated; high

material "velocity"

3 3 5 45

Large part delivered with out notice,

lack crane or space

3 3 8 72 Large part delivered with out

notice, lack crane or space

All Devlieries are scheduled;

adequate space allocated

3 2 4 24

4 Verify Part numbers, EQ

numbers, and tag numbers

with Pallet number

Fail to recognize problem 4 3 8 96 4 Scan Item, electronically verifiying

PN, equipment and serial numbers,

Receive PO Item

Forget to scan Electronic verification 2 3 2 12

Part improperly oriented on pallet 3 5 8 120 Part improperly oriented on pallet Standard for location of bar

codes; include in Q651 with part

orientation requirements

2 3 8 48

5 Place paperwork in clerk

basket

Forget to put in basket 3 3 7 63 X ELIMINATED Done electonically,

automatically

0

6 Get paperwork and check

part numbers to SAP

Misread/mistype numbers 3 3 7 63 X ELIMINATED Done electonically,

automatically

0

7 Transact to receive item in

SAP

Problem PO 3 8 8 192 X ELIMINATED Done electonically,

automatically

0

Entry Error 3 3 7 63 0

Fail to transact 3 3 5 45 0

8 Check if material is dock to

stock

Fail to communicate correct status 3 4 8 96 X ELIMINATED Done electonically,

automatically

0

9 Inspect documents to ensure

they are correct

Fail to find defect 3 3 8 72 X ELIMINATED Eliminated thru ATS 0

10 Scan Documents into

system

Fail to Scan, Can't find docs later 4 3 5 60 X ELIMINATED

Poor Scan, Can't find docs later 4 2 5 40

11 Move part to next location

(W/H or inspection)

Take part to wrong location 3 3 8 72 5 Move part to next location (W/H or

inspection)

Take part to wrong location Scan into location, Suppliers

required to arrange parts by

desintation location (no

repalletization required)

3 3 5 45

Location is full 3 8 5 120 Location is full Need to fix this! 3 8 5 120

Item not moved 3 8 3 72 Item not moved Electronic Verification,

Dedicated fork truck for

unloading trucks

3 3 2 18

12 Inspect Part and transact in

SAP

Unclear specifications, supplier

failiure; damage in transit

3 3 8 72 6 Inspect Part and transact in SAP Fails inspections Inspection Flag is on the

material master when required,

and can only be cleared by

completing the Recvg

inspection process

3 3 8 72

No tools 3 5 8 120 No tools Dedicated and controlled tools

and guages for process; 5S

3 3 2 18

Changing priorities, expeditiers Hot Tag

Process

3 8 7 168 Changing priorities, expeditiers FIFO Process / Hot Tag

Process

3 3 4 36

Reinspecting Parts for engineers,

others

3 5 7 105 Reinspecting Parts for engineers,

others

FIFO Process 3 3 4 36

Reshuffling pallets 3 8 7 168 Reshuffling pallets FIFO Process for inspection,

Pallet jacks and lift tables or

dedicated fork truck, supportive

layout, 5S

3 3 4 36

Doumentation incomplete 3 5 8 120 NFM 0

Part does not need inspection 3 8 7 168 NFM 0

13 Move part to next location

(W/H staging)

Take part to wrong location 3 3 8 72 7 Move part to next location (stock

location desinated by scanner, or

W/H staging area)

Take part to wrong location Scan into location

All locations defined on material

master.

3 3 1 9

Item not moved 3 8 5 120 Item not moved Electronic Verification 3 3 2 18

14 Inspect pallet for proper

protection, and paperwork

Bad Pallet, not preped properly, no

paperwork

3 3 3 27 X ELIMINATED Paperwork is eliminated 0

15 Determinine if part has

location defined in

warehouse, if not, define

location for material

Waiting on previous transaction to

clear

3 5 8 120 X ELIMINATED Done automatically,

electronically

0

Failure Mode Controls

Seve

rity

Occ

urre

nce

Controls

Dete

ctab

ility

Risk

Cat

egor

y

New Process

Line

#

Dete

ctab

ility

Risk

Cat

egor

y

Line

#Current Process Failure Mode

Seve

rity

Occ

urre

nce


Occurs very frequently (in the industry). Affects process safety without warningDefect may elude even the most sophisticated detection technique: Very high probability of

product leaving the manufacturing area containing the defect. Process

1 in 2 (fail 50% of the time) Will cause loss of life without warning. (explosions or electrical shock will occur) Design control cannot detect potential cause/mechanism and subsequent failure mode Product

Occurs frequently Affects process safety with warningDetection may require special inspection techniques. High probability of product leaving the

manufacturing area containing the defect. Process

1 in 4 (fail 25% of the time) Product is not usable, extensive damage Very remote chance of detecting potential cause/mechanism and subsequent failure mode Product

Process has experienced much higher than normal failure rate Loss of main functions - process is inoperable - Safety IssueDetection may require special inspection techniques. High probability of product leaving the


1 in 10 (fail 10% of the time) Product is not usable Remote chance of detecting potential cause/mechanism and subsequent failure mode Product

Process has experienced higher than normal failure rate Loss of main functions - Safety concernsDetection may require special inspection techniques. High probability of product leaving the


1 in 20 (fail 5% of the time) Critical to Quality product requirements not met Very low chance of detecting potential cause/mechanism and subsequent failure mode Product

Occasional failure

Failure causes customer concern or program impact - Moderate process failure - risk of non-

lethal injuryThe defect is somewhat more difficult to detect. Moderate probability of product leaving the


1 in 100 (fail 1% of the time) Moderate process failure such as significant damage to product or equipment Low chance of detecting potential cause/mechanism and subsequent failure mode Product

Occasional failureLoss of non-critical function during processing - risk of non-lethal injury The defect is more difficult to detect: Moderate probability of product leaving the


1 in 1,000 (1 failure per one thousand opportunities)Failure causes customer concern but will not cause a major failure of the end product.

Moderate chance of detecting potential cause/mechanism and subsequent failure mode Product

Occasional failure, but not in major proportions

Loss of non-critical function during production or processingThe defect is somewhat more difficult to detect. Moderate probability of product leaving the


1 in 5,000 (1 failure per 5000 opportunities)Failure will not cause a major failure of the end product. Moderately High chance of detecting potential cause/mechanism and subsequent failure

mode Product

Has occurred at least once in the industry. Min Ranking for Operator-dependent process is 3.Minor effect on further processing or delivery to schedule Minimum Ranking for Operator-dependent inspection is 3. Low probablity of product leaving

the manufacturing area containing the defect. Process

1 in 10,000 (1 failure per every ten thousand opportunities) Minor effect on product performance. Loss of some non-critical functions. High chance of detecting potential cause/mechanism and subsequent failure mode Product

Has occurred at least once in the industry. Very minor effect on further processing or delivery to schedule Defect is easily detectable: low probablity of product leaving the manufacturing area

containing the defect. Process

1 in 100,000 (1 failure per 1 hundred thousand opportunites) Minor system errors that will not affect function or production Very high chance of detecting the potential cause/mechanism and subsequent failure mode Product

The team is not aware of this failure having ever occurred. Remote probability of

occurrence; almost impossible.

Failure would have very little effect on further processingAn obvious defect, almost impossible that a defect would leave the manufacturing area Process

1 in a million (1 failure per million opportunitites)Failure would have very little effect on product performance. May not even notice it

happenedAlmost certain of detecting potential cause/mechanism and subsequent failure mode Product

2

Remote: Failure

is unlikely to

happen1 No impact 1

Almost

Certain to

detect1

Low: Relatively

few failures

3 Minor 3 Easy to detect 3

2 Very Minor 2Very easy to

detect

5

4 Very Low 4Moderatly

easy to detect 4

Moderate:

occasional

failures

6 Moderate 6 Hard to detect 6

5 Low 5Moderate

detectability

8

7 High 7Very Hard to

detect 7

High: Repeated

failures

9Hazardous

with warning 9

Very remote

chance of

detecting

Remote

9

8 Very high 8Remote

chance of

detecting

Very High:

Failure is

almost

inevitable

10Hazardous

without

warning10

Impossible to

detect 10

FREQUENCY SEVERITY DETECTION

Probability that the potential failure cause will

occur and thus result in the indicated failure mode

Represents the seriousness of impact of the failure

to the customer or to a subsequent process

Estimate the probability of detecting a defect (caused by the failure)

BEFORE the item leaves the service or manufacturing location


Frequency Severity Detectability

Failure Mode

Potential Effect / Consequences


Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

Imput

Requirements

Suppliers

Inputs

Process

Operator

Process Owner

Trigger

Outputs

Customers

Output

Requirements

Process


www.ProcessZen.net

END

Start


Failure Mode



Failure Mode



Failure Mode



Failure Mode



Failure Mode



Failure Mode



Failure Mode



Failure Mode



Failure Mode



Failure Mode



Risk Priority Number = Frequency x Severity x Detectability

Process Name: Department: Mountain Bikes FMEA #: FMEA 2010 - 002

Prepared By: Julia Tran Process Owner: Leandro Garve FMEA Date: May 18 2016

Core Team:

Sub-Processes Step # Process StepPotential Failure

Mode(s)

Potential Effect(s) of

FailureFrequency Severity Detectability RPN

Frame making Process 3 Cut Tubes Tubes too long Rework and delay 3 2 1 6

Frame making Process 5 Cut TubesTubes cut at wrong

angleScrap 5 4 5 100

Frame making Process 4 Cut Tubes Tubes cut too short Scrap 3 6 1 18

Mike - Jessica - Harris - Cammy - Jorge - Donald - Pedro - Naila - Conrad - Kiera - Michelle

Bicycle Assembly

Potential Failure Mode and Effect Analysis (Process FMEA) & VA/NVA Analysis


Many Trivial Task

80% of Time

20% results

Few Vital Task

20% of time

80%

Results


Failure Mode(s)Potential

Cause(s)/Mechanism(s)

Current

Process controlsRecommended Resolution

Tube cut at the shortOperator cannot read worn out

tape measureN/A

Develop tool maintenance

program


• Waste

• Tool location

• Ergonomics

• Poke Yoke

• Workflow

• Cell Layout

• Line balancing

• 5S

• Team forms for

the specific

purpose of the

event

• Cross Functional

Teams

• Process Issues

• System Issues

• Organizational

Issues

• Part-time

representatives

from

participating

companies


Low

High

Easy HardB

en

efi

t

Implementation Difficulty

10

20

30

40

50

60

70

81

10 20 30 40 50 60 70 811

Duration Score Ressource Type Score

Short 1 Individual 1

Medium 5 Localize team 5

Long 9 Cross functional team 9

Delay Score Impact magnitude Score

Long Term 1 Localized 1

Mid Term 5 Department Wide 5

Short Term 9 Plant Wide 9

Point Kaizen

Flow Kaizen

Supply Chain Kaizen

Kaizen Blitz

Mini Kaizen

Only execute if

mandatory


l l

l l

l l

2011

Strategic Priorities

2011

Strategic

ObjectivesTop Level 2011

Deliverables and Metrics

3 to 5 year

Breakthrough

Objectives

l

l

l

Strategic Priority # 2

STEPHow? Which Key Strategic Processesses?



STEP

2:

Ho

w f

ar t

his

ye

ar?

An

uu

al Ob

jective # 3

An

uu

al Ob

jective # 2

An

uu

al Ob

jective # 1

$7

25

M B

usin

ess @ 1

5 %

EBIT b

y 12

/31

/20

11

Sen

ior

staf

f m

emb

er n

ame

Sen

ior

staf

f m

emb

er n

ame

Sen

ior

staf

f m

emb

er n

ame

Sen

ior

staf

f m

emb

er n

ame

STEP

5:

Wh

o?

Re

sso

urc

e d

ep

loym

en

t

Breakthrough objective # 2

Breakthrough objective # 1 Team xxx Senior Staff Sponsorship

STEP

4:

Ho

w M

uch

an

d W

he

n?

Sen

ior

staf

f m

emb

er n

ame

Sen

ior

staf

f m

emb

er n

ame

Sen

ior

staf

f m

emb

er n

ame

Sen

ior

staf

f m

emb

er n

ame

Elimin

ating $

8.7M

of P

ON

C b

y 12

/31

/20

11

Imp

rove C

usto

mer Su

rvey Score

from

13

to 2

3 b

y 12

/31

/20

11

Breakthrough objective # 3 l Primary responsibility / Champion or Coach (Type : "l" )

m Secondary Responsibility (Type: "m")

Sr. Staff Owner Sponsor

Name of Person responsible of this XSTEP 1: What? Financial Breakthrough thinking?


POINT Kaizen MINI Kaizen Kaizen BLITZ FLOW KaizenSUPPLY CHAIN

Kaizen


Leverage fundamental tools to identify opportunities for improvements

Facilitate a team meeting using the “Faster And Better” approach

Create a prioritized project pipeline

Explain the difference between the 5 different type of Kaizens


www.ProcessZen.net

At the conclusion of this session, attendees should be … · At the conclusion of this session,...

Documents

Transcript of At the conclusion of this session, attendees should be … · At the conclusion of this session,...