ELEC2017 2.1 p. anhede - learning lean according to the view of the production system

Learning Lean according to the

view of the Production System

Pia Anhede

Revere AB

Consultant

Lean Trainings and Certifications

15-Nov-17

1

Per Elgborn

Getinge AB

Production Manager

Technical Manager

Lean Master

revere

s e e r e f l e c t a c trevere

A Production System is a set of principles,

methods and tools to be implemented …

15-Nov-17

3


• The process and way of working is based on the principles.

• From those principles methods and tools are chosen.

• Using the methods will provide good results.

• If desired results are not achieved the methods or principles are not properly understood or

implemented.

• Principles are revisited to question if the right method was chosen.

A way of thinking

A way of doing

That gives results

Principles

Methods

Results

… and by doing this we will reach results


… and we will implement it by:

A standard way, (we always start with 5S)

Detailed manuals with routes and processes

Large central Lean Teams (champions, specialists)

Audit driven

15-Nov-17

5


If we instead see our Production System

as a Performance system

We need to see the flow (customer)

Understand what is hindering the flow

Manage the system

Involve employees

15-Nov-17

6


… we will focus on results

(PURPOSE of the system)

15-Nov-17

7

• Current state

• Current

performance

levels

• Problems and

potentials

• Future state

• Future

performance

levels

• Challenges

Guiding principles guide us on how to secure results

Guiding principles are never the purpose in itself.

The purpose is always to reach results!

.


… and we will implement it by:

Give people difficult objectives - challenges

Practice - learning by doing

Support by experience coaches – leaders

Building a strong management system

Business driven implementation

– what is needed now?

15-Nov-17

8

If you keep on walking in the same tracks you´ll come to a place were you´ve

already been.

When I joined Getinge, I already had a outline plan for the next years

development:

1. Focus on on-line follow ups.

2. Investments for a tacted moving assembly lines.

3. Linear break down of the factories target into local ones.

4. Startup of a Green belt program

My own change

My own change

Page 10

In 2015 we got a new supply chain director, Klas Arildsson. He had 30 years of

manufacturing experience and earned the Swedish Lean prize in 2013, with his

previous employer Gambro.

Klas saw potential rather than experience, still he decided that Växjö would be the

pilot for a lean program within Getinge. To our assistance we had two consultants

to coach us on the way. And march 2015 I wrote first production vision within

Getinge.

Visual management [PUSH]:

In my previous company, we standardize all production boards for machining and assembly

for the main reason that the supply chain manager easily could see the status during his two

annual production walks.

To really ensure that the darn things were ok, we went around the shop the week before and

updated everything often removing 6 month old charts:

Production system comparison. Example #1

Visual management [PULL]:

The first workshop was concerning developing the team board and deciding which metrics

that best described the current status to the operators.

I learned that

- The information was always up to date and used for decision making.

- The teams grew taking on new responsibilities.

- All team members could easily in detail explain all information to an external visitor.

Production system comparison. Example #1.


Without 5S nothing can be achieved [PUSH]:

• During 2002 to 2005 I took part in running >10 kaizen in 5S.

• This and SMED were the most common tools used

• In the end ridicules scenes took place were operators marked the wall

clock

with a clock label.


After three years still no 5S training in the teams [PULL]:

What I actually learned is that the first 3,5S is implemented and maintained

in the teams without any training. Just because the work becomes more

efficient and It´s safer and easier to keep the production pace.

For our next 3 year vision I will include a 5S training for all teams

competence matrix because now we are ready.


Leadership [PUSH]:

The managership is based on control and follow ups.

The follow up model was “To Do Lists” in Excel.

The management role contained everything:

- From: Salary admin, Looking for material

- To: Being the constant member of all

everything…

(everything that was not monitored died)

- The dialogue with the employee was during the

performance review 30-60 minutes once a year.


Leadership [PULL]:

The managing is based on 3 levels:

Weekly:

- The board on the left contains – Goal states/conditions

- The board to the right is weekly activities.

The most important part of my job is for as many of the post-it to the right to align with the ones

on the left.


Leadership [PULL]:


Monthly:

- Once a month there as a coaching meeting between employee and manager (job chat).

- Here the progress towards the goal states/conditions are discussed.

- The progress vs the goals in the performance review is discussed 11 times per year,.


Leadership [PULL]:


Yearly:

- Approximately 80% of all goal states / conditions have a bearing in an individual employees

performance targets.

- The follow-up is once per monthly and the salary review is therefore newer a surplice.

- The most important task of my production leaders is to support their teams [same as me for

them].



15 November 2017

Page 19

Our Learnings

1. Define your production system as simple as possible

2. Involve employees in developing and implementing

3. Assess through your performance

ELEC2017 2.1 p. anhede - learning lean according to the view of the production system

Business

Transcript of ELEC2017 2.1 p. anhede - learning lean according to the view of the production system