KCG DESIRED OUTCOMES - AIMC Project Management...2000/02/23 · Implementation Specialists KCG...

Implementation Specialists

KCG

implementation.com1

DESIRED OUTCOMES FROM THIS SESSION

• Understand Some Of The Background Of Lean/Kaizen Based Systems

• Learn About The KCG 20 Keys Approach • Learn About The Supporting Lean Daily

Management System That Supports Use Of The 20 Keys

• Practice Constructing Elements Of A 20 Keys “Set”

• Discuss 20 Keys Implementation Planning And Issues

• Leave With A Firm Resolve To Launch A Trail 20 Keys Implementation When You Return To Your Organization


KCG

implementation.com2

WHAT IS LEAN?

• A Leadership Approach AND• A Management Philosophy AND• A Set Of Tactical Methods

– That, As A Complete System, Creates and Sustains:

– Decreasing Waste, Cost and Cycle Time– Increasing Capacity Potential– Increasing Quality– Low Absenteeism/voluntary Turnover– Extensive Measurement of Key Processes– High Levels of Worker Involvement, Ownership

and Commitment


KCG

implementation.com3

WHERE DID LEAN COME FROM?

Current “State of the art” Lean/Office KaizenSM

. . . .. . . .

Mass ProductionApproaches

Constraint Management

Chrysler Operating System

Ford Production System

Toyoda’s, Ohno’s and

Shingo’sUnique Insights

Toyota Production System(SMED, kanbans, JIT, TPM,etc.)

KCG SLIM-ITSM

KCG 20 KeysSM

KCG LDMSSM

“Low Tech”

Mid-1980s

Mid-1980s

Mid-1980s

1950s

1950s

Mid-1990s

Early 1950s1950-1970

Shingo’sPoka-yoke

(error proofing)

Shingo’s SMED(fast

die changes)

Late1980s

SixSigma

Taguchi’sDesign of

Experiments SPC

1941-1945and

1980-19901960s

1960s


KCG

implementation.com4

LEAN IS "LOW-TECH"

• Technology Is A Product, Not A Business Process• Computer Systems, New Machines, PCs, E-mail

And/or The “Web” Will NOT PUT YOU, OR KEEP YOU, AHEAD Of The Competition

• Technology Is A Given - Everyone Has It• Technology That Everyone Possesses Bestows A

Competitive Advantage On No One• If You Look To Technology To Save You, You Will Be

Caught From Behind, Overrun And Butchered By The Competition When They Turn To Lean First

Low Tech Forces The Involvement Of Everyone!

LOW TECH Means That Before All Else, You Realize That:


KCG

implementation.com5

THE "LOW-TECH" APPROACH

• Focus Fervently On The Elimination Of All Waste• Focus First On Processes That Produce Products

And Services Through Direct Employee Actions• Maximize Yields And Cost Returns From Existing

Equipment And Systems Before "Buying" Solutions• Optimize Manual, Low-tech Systems Before

Automating• Comprehensively Understand Processes Before

Making Changes (No "Tampering")• Continually Pursue Improvement (Kaizen)

Low Tech Forces Involvement Of Everyone!


KCG

implementation.com6

PROCESSTYPE EXAMPLE OPTIMUM LEVERAGE POINT

MEGA Manufacturing RATIONALIZING Credit Cards Is this a business we should

be in?

MACRO Machining MAKE - BUY Processing Bills Who best does it - us or a

supplier?

MICRO Machining A Part PROCESS IMPROVEMENTSStatement Accuracy How can we do it better

than any of our competitors?

DIFFERENT LEVELS -DIFFERENT STRATEGIES

LEAN LIVES HERE!!!!


KCG

implementation.com7

THIS IS WHERELEAN

OPERATESDAY-TO-DAY

THE MAIN ISSUE

BEHAVIORS

PRACTICES

MICRO Machining A Part PROCESS IMPROVEMENTSStatement Accuracy How can we do it better

than any of our competitors?


KCG

implementation.com8

PRE-LEAN SWINGS FOR THE FENCESy

stem

Perfo

rman

ce

Time

Desiredimpact ofbold, newtechnology

systems andideas

Expectedtime required

to obtain benefits

50

1

And Everybody Is Doing The Same Thing!


KCG

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PRE-LEAN ACTIONS OFTEN TAKESLONGER OR STRIKE OUTSy

stem

Perfo

rman

ce

Time

Permanentdamage

50

1

Expectedtime required

to obtain benefits

Disasterrecoveryperiod

Actualimplementation

timerequired

Desiredimpact

Typical “good”

Typicaltraditional

1


KCG

implementation.com10

THE TRADITIONAL APPROACH TO COMPETITIVENESS

Com

petit

iven

ess


KCG


WORK IN THE WORLD OFPRE-LEAN

EXECUTIVES

SENIOR MANAGERS

MIDDLE MANAGERS

SUPER./TECHNICAL

MICRO-PROCESSERS

RESPONSIBILITIY

INNOVATION

MAINTENANCE

Macro & Mega-process Improvements

Percent Of Total Work Time0 25 50 75 100

Mega-processes

Macro-processes

Micro-processes


KCG


KAIZEN

• “Kai” = Small, Continuous, Ongoing, Good• “Zen” = Ongoing Change For The Better• Not A Suggestion Program• Not Just A Philosophy• It Is A Structured, Focused, Coached, Mandated

And Required Set Of Procedures To Compel Every Employee To Participate In Developing Ways To Improve The Quality And Efficiency Of Their Day-to-day Micro-processes


KCG


Time

50

LEAN BUILDS A FOUNDATION ON MANY SMALL IMPROVEMENTS

Syst

emPe

rform

ance

Time

Impact of many small process improvements

Time requiredand expected

Few Traditional Organizations Have The Patience!

1


KCG


THE LOW TECH/OFFICE KAIZENSM

APPROACH TO COMPETITIVENESSC

ompe

titiv

enes

s


KCG


WORK IN A “LEAN” ORGANIZATION

The System Treats Employees As If They Were:

HUMAN BEINGS

HUMAN BEINGS

HUMAN BEINGS

HUMAN BEINGS

HUMAN BEINGS

HOW THINGS GET BETTER

Micro-process Improvement Focus

INNOVATION

MAINTENANCE

Macro & Mega-process Improvements

Percent Of Total Work Time0 25 50 75 100

Mega-processes

Macro-processes

Micro-processes

KAIZEN


KCG


TRADITIONAL APPROACHES CANNOT COMPETE WITH LEAN

The Lean AdvantageLe

an

Pre-

lean

InnovationsKaizen


KCG


THE CARROT DIET

• One Pound Of Raw Carrots 30 Minutes Before Each Meal

• Then, At Mealtime, You Can Eat Anything You Want


KCG


THE SECRET?

YOU GOTTA EAT A LOT OF CARROTS!

• Every Day - Day In And Day Out

• Raw - Not Cooked, Not Juice, Not Sticks, But RAW

• You Must Never Be Without A Mouthful Of Carrot And Another Waiting In Your Hand

And It Doesn’t Matter Whether Or Not You Like Them


KCG


TAIICHI OHNO’S ORIGINAL WASTES (MUDA)

TAIICHI OHNO, ARCHITECT OF THE TOYOTA PRODUCTION SYSTEM

PEOPLE

TYPESOF

WASTE

Processing

Motion

Waiting

FixingDefects

Making TooMuch

MovingThings

Inventory

QUANTITY

QUALITY


KCG


A “BOW” TO SIX SIGMA

PEOPLE

Processing

Motion

FixingDefects

Making Too

Much

MovingThings

Inventory

QUANTITYQUALITY

Waiting

ProcessStability &Reliability

TYPESOF SURACE

WASTE


KCG


“UNIVERSAL” SURFACE WASTES

Processing

Motion

Waiting

Han

d-of

f

StandardizationStra

tegicAssignment

Tran

slat

ion

Uneven Flow

Mis

sing

Alignment

Irrelevancy

CheckingVa

riabi

lity

Tam

perin

gControl

Suboptimization

Work-aroundWork-in-process

Inaccuracy

Inventory

Fixed

Moving Things

Reliability

Error

SchedulingTYPES

OF SURFACEWASTE

Process

Information

People

Asset


KCG


LEAN RESTS COMPLETELY ON LEADERSHIP

• There Are Few Natural Lean Leaders• Without Lean Leaders, Management’s Proclamations

And Exhortations To “Go Lean” Or “Become World-class” Will Accomplish Very Little

• Lean Leaders Do Not Develop Through Osmosis In Traditionally Managed Organizations

• Lean Leaders Can Be Made By Creating The Necessary Structure And Behaviors

• There Is A Methodology For Creating Lean Leaders And A Lean, World-class Environment Rapidly

• SLM2T3 = “SLIM-IT” Creates Lean Conditions And Lean Results Fast


KCG


LEADERSHIP WASTES

Focus Waste Is the Loss That Arises When Management and Employees at All Levels Are Not Consistently Aligned and Energized to Address Critical IssuesStructure Waste Is the Loss of Value That Arises When There Is Not a Formal System of Behaviors and Processes in Place to Require Focus on ImprovementDiscipline Waste Is the Loss Caused by Failure to Maintain the Behaviors and Processes of the StructureOwnership Waste Is the Loss That Occurs When Employees Are Not Inclined/permitted/allowed to View Their Work Areas As Direct Extensions of Themselves

Arise From a Failure to Harness the Potential That Resides in All Work Groups


KCG


Focu

sSt

ruct

ure

Owne

rshi

p

Disc

iplin

e

LEADERSHIPWASTES

Processing

Motion

Waiting

Han

d-of

f

StandardizationStra

tegicAssignment

Tran

slat

ion

Uneven Flow

Mis

sing

Alignment

Irrelevancy

Checking

Varia

bilit

yTa

mpe

ringControl

Suboptimization


Inaccuracy

Inventory

Fixed

Moving Things

Reliability

Error

SchedulingTYPES

OF SURFACEWASTE

Process

Information

People

Asset

THE KEY ROLE OF LEADERSHIP


KCG


THE OFFICE KAIZEN CUBE

Processing

Motion

Waiting

Han

d-of

f

StandardizationStra

tegicAssignment

Tran

slat

ion

Uneven FlowM

issi

ng

Alignment

Irrelevancy

Checking

Varia

bilit

yTa

mpe

ringControl

Suboptimization


Inaccuracy

Inventory

Fixed

Moving Things

Reliability

Error

SchedulingTYPES

OF SURFACEWASTE

Ownership

StructureDiscipline

Focus

People Process

SLIM-IT SM

Site Structure•Management Champions

•Site Leadership Team

Lean Daily Management

System

•New Things Teams

•Fixing Things Teams

•Weekly Action Review

•Team Charters

•Short-interval Coaching SM

•Intact Work Group “CNN” MeetingsKCG 20 Keys SM

•Primary Visual Displays

•Kaizen Action Sheet System

LEADERSHIPWASTES

InformationAsset

•Improvement Teams


KCG


THE FULL CUBESM

• “Brown Paper” analysis (“as is” & “To be”)

• Box and wire diagram dynamic analysis

• Waste checklist• 7 Management Tools• Advanced statistical

process control methods• Office Kaizen

reengineering blitzes• Asset optimization• DILO analysis • RACI analyses• Kaizen work sheets • The 5 “S”• Kanban• Error proofing• Structured problem

solving• Work loading analysis

• Key Goals Visual Focus ChartSM

• 7 Quality Control Tools• Value chain analysis• Workplace organization• Scheduling analyses• Benchmarking analysis• Work leveling studies• Core competency

analyses• Skill versatility matrices• Data integrity checklist• Red-yellow-green

analysis• Exposition participation• Financial

decomposition/analysis• Visual displays• Unsafe behavior analysis• Autonomation/jidoka

SURFACE WASTE REDUCTION METHODS

Processing

Motion

Waiting

Han

d-of

f

StandardizationStra

tegicAssignment

Tran

slat

ion

Uneven Flow

Mis

sing

Alignment

Irrelevancy

Checking

Varia

bilit

yTa

mpe

ringControl

Suboptimization


Inaccuracy

Inventory

Fixed

Moving Things

Reliability

Error

SchedulingTYPES

OF SURFACEWASTE

Ownership

StructureDiscipline

Focus

People Process

SLIM-IT SM

Site Structure•Management Champions

•Site Leadership Team

Lean Daily Management

System

•New Things Teams

•Fixing Things Teams

•Weekly Action Review

•Team Charters

•Short-interval Coaching SM

•Intact Work Group “CNN” MeetingsKCG 20 Keys SM

•Primary Visual Displays

•Kaizen Action Sheet System

LEADERSHIPWASTES

InformationAsset

•Improvement Teams


KCG


SURFACE WASTE REDUCTION TOOLS

• “Brown Paper” analysis • Box and wire diagram

dynamic analysis• Waste checklist• 7 Management Tools• Advanced statistical process

control methods• Blitzes• Asset optimization• DILO analysis • RACI analyses• Kaizen work sheets • The 5 “S”• Kanban• Error proofing• Structured problem solving• Work loading analysis

• Key Goals Visual Focus ChartSM

• 7 Quality Control Tools• Value chain analysis• Workplace organization• Scheduling analyses• Benchmarking analysis• Work leveling studies• Core competency analyses• Skill versatility matrices• Data integrity checklist• Red-yellow-green analysis• Exposition participation• Financial decomposition &

analysis• Visual displays• Unsafe behavior analysis• Autonomation/jidoka


KCG


Structure

Structure

Mentoring

Metrics

LeanDaily Management System

SLM2T3 = “SLIM-IT”SM

Tools Technology

Teamwork


KCG


Structure

Structure

Mentoring

Metrics

LeanDaily Management System

WITHOUT SLIM-ITSM

Tools

TeamworkTechnology

Effort 1 Effort 3

Effort 5

Effort 2

Effort 4

TeamworkTechnology

Teamwork Tech

nolog

yTo

ols

Teamwork

Technology

ToolsTeamwork

Technology

Tools

Tools

Effort 6Tools

Teamwork

Technology


KCG


WHY TRANSFORMATION EFFORTS FAIL

Error #1 Not Establishing A Sufficient Sense Of UrgencyError #2 Not Creating A Powerful Enough Leadership

CoalitionError #3 Not Creating A VisionError #4 Undercommunicating By A Factor Of 10Error #5 Not Removing Obstacles To The VisionError #6 Not Systematically Planning For And Creating

Short-term WinsError #7 Declaring Victory Too SoonError #8 Not Anchoring Changes In The Culture

From “Why Transformation Efforts Fail”, John P. Kotter, Harvard Business Review


KCG


HOW ARE WE DOING SO FAR?

Sense Of Urgency

Leadership Coalition

Creating A Vision

Over-communicating

Removing Obstacles

Short-term Wins

Victory Too Soon

Anchoring Changes

None Almost A Some Fair A Completelynone little amount Lot









KCG


RESULTS ACROSS ORGANIZATIONS

Non-management employees (3,870)

Middle management/supervisors (1,412)

Upper management & executives (1,433)

None Almost A Some A Fair A CompletelyNone Little Amount Lot

Creating a sense of urgency

Establishing a leadership coalition

Creating A vision

Over-communicating by 10X

Removing obstacles to the vision

Creating short-term wins

Not apt to Declare victory too soon

Anchoring changes in the culture


KCG


THE THREE STAGES OF CHANGE

This Cycle Is Powered By Environmental Pressure

CHAOSThe Old Processes Don’t Work

In The New Environment;Can’t Predict Exactly What

The New Ones Will Look Like

EQUILIBRIUMThe Rules Work

The System Is Stable

REINTEGRATIONNew Processes That

Work In The NewEnvironment Begin To

Form

ONEWAYONLY


KCG


EQUILIBRIUM

CHAOS

CHAOS

CHAOS

REINTEGRATION

REINTEGRATION

REINTEGRATION

REINTEGRATION

CHAOS

REINTEGRATION

REINTEGRATIONCHAOS

MANAGING CHAOSPe

rfor

man

ce

TimeNOW FUTURE

Daily Shift Start Up MeetingsKaizen Action Sheet Improvements

20 keys

Dramatic Structural Changes

Safety Feedback

Lean Daily Management System

Appropriate Use Of Work Measurement Sheets

Work Group Visual Displays

Extensive Metrics

Key Goals Visual Focus Sheets

A Vision Everyone Believes

Value People

Kaizen/reengineering BlitzesLean Organization Structures

Executive Steering Committee And Work Streams Structure

EQUILIBRIUM

EQUILIBRIUM

EQUILIBRIUM

EQUILIBRIUM

EQUILIBRIUMEQUILIBRIUM

CHAOS

5 S


KCG


STRUCTURE ELEMENT OF SLIM-ITSM

Dept. 2

a b z gc d e f

Dept. 1 Dept. 3 Dept. n

y

Intact Work Groups = a, b, c, etc.

PlanningOperations

Administration

Marketing/Sales

Maintaining good changes

EXISTING MANAGEMENT

TEAMSLIM-ITSM

structures& processes

“Normal” pre-SLIM-ITSM

structures, personnel& processes

…The Organization

Lean Daily

ManagementSystem

• KAS

Implementation(Planning,design,

employee involvement, installation, metrics, coaching, training)

Executive Champion

Fixing Things

Kaizen Blitzes

Improvements

New Things

CHANGE TEAMS

Cha

rter

s

PrioritizeGuideDecideDirect

ExecutiveSteering

Committee

Recommend

• DWGM

• SIC• 20 Keys

• PVD


KCG


KCG ROLE IN SLIM-ITSM IMPLEMENTATION

Dept. 2

a b z gc d e f

Dept. 1 Dept. 3 Dept. n

y

Intact Work Groups = a, b, c, etc.

PlanningOperations

Administration

Marketing/Sales

Maintaining good changes

EXISTING MANAGEMENT

TEAMSLIM-ITSM

structures& processes

“Normal” pre-SLIM-ITSM

structures, personnel& processes

…The Organization

Lean Daily

ManagementSystem

• KAS

Implementation(Planning,design,

employee involvement, installation, metrics, coaching, training)

Executive Champion

Fixing Things

Kaizen Blitzes

Improvements

New Things

CHANGE TEAMS

Cha

rter

s

PrioritizeGuideDecideDirect

ExecutiveSteering

Committee

Recommend

• DWGM

• SIC• 20 Keys

• PVD

KCG Coaching


KCG


REPRESENTATIVE CHANGE TEAMS

–Changeovers–Process variability–Error Proofing

–P.O processing –Workplace Organization–Design requirements

–Defects in specifications–Missing order numbers–Cust. inquiry feedback

–Incorrect quotes–Order lead time–Poor cycle time

–Upgrade EIS–MRP accuracy–Error Proofing

–Inventory accuracy–Meeting effectiveness–KAS discipline

–Relocate offices–Design a new offering–New safety program

–Tour group logistics–Install a new line–Implement skills versatility

Type of Team

New Things

Improvements

Fixing Things

Blitzes

Typical Topics


KCG


REPRESENTATIVEWORK STREAM SCHEDULING

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

123456789

101112131415

Weeks From The Start Of The EffortDescription of Activity(taken from list of activities)Work Stream

3

1P S 2P S 3P S 4P S 5P S P 6

Specific, structured implementation activities

On-going maintenance (part of the new culture) Never stops

Stops at the end of the project

P Blitz planning (issues, teams, resources, etc.)

# Sequential, independent, one-week long blitzes

“Sweep” week to close out action items from the previous week(s) blitz(es)S

Executive Steering Committee meeting

Project AdministrationESC ActivitiesPre-shift MeetingsPrimary Visual DisplaysInventory ReductionLine 2 Cycle Time Red.KCG 20 KeysSMEDKaizen BlitzesFuture Initiatives/changes

Specific, urgent problem

?????


KCG


REPRESENTATIVEWORK STREAM SCHEDULING

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

123456789

101112131415

Weeks From The Start Of The EffortDescription of Activity(taken from list of activities)Work Stream

3

1P S 2P S 3P S 4P S 5P S P 6

Specific, structured implementation activitiesNever stops

Stops at the end of the project

P Blitz planning (issues, teams, resources, etc.)

# Sequential, independent, one-week long blitzes

“Sweep” week to close out kaizen action itemsSExecutive Steering Committee meeting

Specific, urgent problem

ESC MeetingsQuality on RB-12Upgrade EISNew MRPUpgrade RB-3 LineOrganize tours/gift shopSkills versatility in factory 3Plan/run kaizen blitzes 1P S


KCG


Champion

Change TeamsExecutive Steering

Committee

2 to 4 hours

per weekeach

Change Team2 to 40+ hours per

week each

KCGConsultant

CHANGE TEAM RELATIONSHIPS

Pre-shift MeetingsPrimary Visual

DisplaysInventory Reduction

Line 2 Cycle Time Reduction

Team Leader

Kaizen BlitzesKCG 20 Keys

P.O. Problems


KCG


Work Stream Teams

KCGConsultant

CHARTER

Champion

Work Group

2

Coach Teach Help Assist Do Guide Facilitate

STREAM TEAMS AND INTACT WORK GROUPS

Supervisor

TeamLeader

Supervisor

Exe

cuti

veS

teer

ing

Co

mm

itte

e

Work Group

1

Work Group

n

Start Date: Estimated End Date: Estimated Duration (Weeks):Team Members

ESC Champion: Team Leader:

Team Members:

Area of Concentration/mission:

Objective(s):

Primary Visual Displays For Work Groups

1. Install Primary Visual Displays (PVD) for all intact workgroups in the plant and offices

2. Develop and implement methods/training to assure thatthe PVD are continuously update and maintained

2/23/00 5/01/00 10 Weeks

Buck Bonzai P. Tommy

John Bigboote’ John YayaSusan Jones Mary Quite-ContraryJohn SmalLberries Rashid Mohammed


KCG


Start Date: Estimated End Date: Estimated Duration (Weeks):Team Members

ESC Champion: Team Leader:

Team Members:

Area of Concentration/mission:

Objective(s):

SAMPLE CHARTERHeader

Primary Visual Displays For Work Groups

1. Install Primary Visual Displays (PVD) for all intact work groups in both the plant and office areas

2. Develop and implement methods/training to assure that the PVD are continuously updated and maintained

2/23/00 5/01/00 10 Weeks

Buck Bonzai P. Tommy

John Bigboote’ John YayaSusan Jones Mary McQuite-ContraryJohn SmalLberries Rashid Mohammed


KCG


SAMPLECHARTERCritical Success

FactorsCritical Success Factors (What Has To Go Right To Achieve The Above Objectives)

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

Management support when actions must be takenTime off the job to do team activities and coachingWillingness of the ESC to take out the “concrete heads” Support from plant maintenance for PVD installationFacilitator and effective meeting training for this teamAccess to the ESC when we need itManagement’s willingness to openly walk the talk every

day by visiting the boards and encouraging supervisors and leads to maintain them

Fast management action to approve plant and department metric formats for the boardsFast HR review of attendance and skill versatility issues so that we can get moving

8

9


KCG


Key Activities

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

SAMPLE CHARTERKey Activities

Agree on our meeting rules and agenda formatsFinalize a meeting schedule with the ESCFinalize our team meeting scheduleReview schedules with our supervisors and ESCDetermine what elements will go on PVD right awayIdentify down-stream PVD adds (e.g., skill-versatil.)Develop mock-ups of discrete parts of the PVDReview mock-ups with the ESC and functional groupsChange/adjust as necessaryObtain approvals and finalize PVD initial contentDevelop PVD mock-upReview (exposition style) with many employee groupsIncorporate builds and changesSelect first implementation areasMeet with leads/supervisors from first areas


KCG


SAMPLECHARTERActivities Schedule

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

123456789

101112131415

Weeks From The Start Of The EffortDescription of Activity(taken from list of activities)

Meeting rules/agendasESC mtg. schedule Team mtg. scheduleReview sched. w/ super.Determine Sh. term PVD Identify later PVD adds Dev. Discrete mock-ups Review mock-upsChange/adjustObtain approvalsDevelop PVD mock-upReview w/employeesIncorporate changesSelect 1st implemt. areasMtgs. with area leads


KCG


THE FIVE COMPONENTS OF THE LDMS

1. A Daily Work Group* Shift Start-up (SSU) Meeting

2. A Work Group* Primary Visual Display (PVD)

3. A Kaizen Action Sheet (KAS) Improvement System

4. 20 Keys Assessment And Improvement Plan

5. Short Interval CoachingSM

* An Intact Work Group Works In Close Proximity For Most Of The Time And Has A Process Or Functional Connection That Tends To Pull Them Together Of No More Than Nine People

Each Intact Work Group* Of No More Than Nine People Must Maintain:


KCG


DAILY WORK GROUPSHIFT START-UP (SSU) MEETINGS

• A Planned Daily Meeting With A Workgroup• Changes Behavior A Little Every Day• A Means Of Expediting The Sharing Of Information• A Disciplined Approach That Mandates/drives Small

Continuous Improvements• A Focal Point For The Team’s “Soul”• The Primary Means Of Building A “Team” Feeling

Daily Project Meetings Are a Forum for CommunicatingAnd Sharing Information


KCG


BASIC GUIDELINES FOR SSU MEETINGS

• Keep Them Brief And Tightly Focused– 10 Minutes Max– Focus On Day-to-day Activities– No Bitching Or Complaining Allowed

• Held In The Work Area In Front Of The Primary Visual Display

• “Standup” Meetings• Rotate Meeting Facilitators Using Those Who Are Trained

And Willing• No Meeting Minutes• Planning And Discussions Should Be Taken Off-line


KCG


BASIC SCRIPT FOR SSU MEETINGS• Welcome/announce New Team Members And Introduce

Visitors• Kudos, Rewards, Recognition • Generally Recommended Agenda:

DAILY- Safety Issues- Key Goals Visual Focus

Chart - Prior Day’s And Preceding

Shift’s Quality And Performance Issues

- Successive Checks In Effect- Other Important Metrics- Kaizen Action Sheet

Status/actions- 5’S Reminders- Daily Plant News Update - Other Needed Actions

LESS THAN DAILY- Site, Departmental,

Company Performance- 20 Keys Status And Actions- Key Customer Review- Skills Versatility Status And

Cross-training Plans- Status And Plans For Long-

term Process Improvement Issues

- General Company Initiatives And News


KCG


SHORT-INTERVAL COACHINGSM

• Every Supervisor/lead “Touches” Every Worker/machine/ Process Twice Per Hour Every Shift In Person

• Data Is Formally Collected/updated At Least Once Per Hour By Workers As To:

– Output Versus Plan– Actions Taken To Resolve Deviations From Plan– Maintenance/parts/tooling Issues/requirements– Safety Issues– Problems That Have Popped Up

• These Actions Quickly Lead To Resolutions Of Problems And Build A Teamwork Bond Among The Work Group

This Is Where The Coaching And Metrics Elements Of SLIM-IT Are Driven To The Micro-process Level


KCG


FINAL ASSEMBLY CELL 2

RESOLVED

1. A-1 Co. 18%2. B-2, Inc. 12%3. BFG, Ltd. 9%4. Bob, Inc. 8%5. Carol Co. 8%6. Ted, Inc. 7%7. Alice, Ltd. 6%

SUBMITTED WORKING

KAIZEN ACTION SHEETS

DATEEmployeeName 3/5 3/6 3/7 3/8 3/9 3/10 3/11 3/12 3/13 3/14

Ahmjad

Bob

Carmen

Han

Sally

Tyrone

Present Excused Absence/Late

Unexcused Absence

V V PD

PD

VPD V

PD = Personal Day V = Planned Vacation

BLANKS

ATTENDANCE

SKILL VERSATILITY

20 KEYS STATUS

UNITS AGAINST PLAN(Cum. Mo. To date)DEFECTS PER DAY

1 2 3 4 5 6 7 8 9 10 11 12

Make list of cleaning supplies Bob, SallySubmit P.O. for supplies Rashid, JamailConstruct shadow boards Abdullah, PacoDevelop check list Brunhilda, MikhailDevelop procedures Bob, JamailDevelop RACI chart Paco, RashidImplement new system AllEARN POINT(S)!!!! All

WEEKACTIVITY PERSON RESPONSIBLE

ACTIVE 20 KEYS ACTION PLAN

CELL METRICS

PLANT METRICS(mo. to date)

TOP CUSTOMERS

Date: Page ofManager Or Team Leader Area Or Process Name Person Doing This Sheet

Problem Description: Actions Taken/To Be Taken: Results/Expected Results:

Before Kaizen (draw picture): After Kaizen (draw picture):

Outputs Measured/To Be Measured To Determine Impact Of Changes:

KAIZEN ACTION SHEETJohn Bigboote’ John YayaPaper CB Fab

6/25/98

Too much walking Change layout Eliminate most walkingwaste, reduction ofcycle time andimproved efficiency

1 235

4 6

7 8

Kaizen Target Sheet Metrics

12

3

5

31 1

46

1

7

1

11

8

1

Parts Crib

Shipping Dock TransportRestocking

KAIZEN “TO DO” LISTBob Johnson WPC 407 Line

1 O verall Layout Install U-shape dlayout

2 Hard to g rasp bases from bin

Install g ravityfeed bin

3 C e nte r fixture

4 Hard to g rasp parts from bin

Install g ravity fe edbin & change location

T oo l arrangem entlocating/re aching

Rearrange to eliminaterepetitive motions

6 Re aching to stackcartons

Install workplaceorganization

O ff centerfixture

5 Hard to g rasp parts from bin

Install gravity feedbin & change location

7

Item# Problem Corrective Action

Manager Or Team Leader Area Or Process Name5/8/96

Bill Lareau

J. Monta 5/9

L. Ne ll 5/9

B. Johnson 5/9

L. To lsto i 5/9

5/9

5/9

5/9

L. Nell

B. Johnson

J. Monta

Date: Page of

PersonResponsible

DateDue

PercentComplete

25

50

100

7525

50

100

7525

50

100

7525

50

100

7525

50

100

7525

50

100

7525

50

100

7525

50

100

7525

50

100

7525

50

100

75

Person Doing This Sheet

Date: Page ofManager Or Team Leader Area Or Process Name Person Doing This Sheet

Problem Description: Actions Taken/To Be Taken: Results/Expected Results:



KAIZEN ACTION SHEET ERROR-PROOFING ACTION SHEET

Process Element Addressed: Error-Proofing Action To Be Taken: Expected Impact:

Before Error-Proofing (draw picture): After Error-Proofing (draw picture):

Date: 5/10/96 Page 1 of 1 Area Zone INTERVIEWER SIGN-OFFEMPLOYEE SIGN-OFFShift

1

2

Error-ProofingType Code No.:

Primary PartNumber:

Bay

1 2 3 4 5 6 7

Operation Number Seq.No.

1 1 1 0 1 2 1DATE IMPLEMENTED

Improper assembly due tofixture accepting the platein the wrong configuration.Often not noticed untilseveral processesdownstream

Add pin to fixture toprohibit improperplacement

Complete elimination oferror due to improperoreintation of plate. Lessthan one second lost ifimproper assmbly isattempted

5/15/96

C 15 BT-1320 AH-14

Bob Smyth Billy-JoeDuncan

R-B47/A

Special Goals Visual Focus ChartMonth: Supervisor/team LeaderArea/team: Shift:

SPECIFIC GOALTARGETS/OBJECTIVES

Goals A-E Tracked DailyDAILY VISUAL TRACKING

MAIN PROBLEMS(Hurting Green Achievement)

20

1

4

8

12

16 24

28

A.

BD

EC

21 2223

25

2627

2930

31

171918

15

235

14

13

1110

9

76

31

26

30

29

24

28

27

25

23

2221

20

19

17

1518

16

14

1312

11 10

89 7 6

51243

A.

A._____________________

B._____________________

C._____________________

D._____________________

E._____________________

F._____________________ Week

G._____________________ Week 1 2 3 4 5

1 2 3 4 5

Green Goal completely achieved

Goal partially achieved

Goal missed by a lot

Goals F and G Tracked Weekly

Yellow

RedLegend

Definitions and examples or performance levels

A.______________________

B.______________________

C.______________________

D.______________________

E.______________________

F.______________________

G._____________________

E

CB

D

E

CB

D

E

C B

D

B

DE

C

No accidents

RB-47 zero defects

Scrap less than $50 per day

No packing material on floor

Attendance 100%

Unsafe behavior audit < 8

Less than 10% downtown

ANone

>0incident>1incident

BZero

<3

>3

C<$50

<$55

>$55

D <5 pcs

>5pc.

>10 pcs.

E 100%

>0 late>0absent

Too many people notwearing eye protection andfew people reminding eachother; REMIND EACHOTHER!!!!Jams on C41 line notbeing clearly quickly;also need maintenanceto seek long-termsolution

Not caring about co-workers?

Carelessness, lack of house-keeping discipline; REMINDEACH OTHER!!!!

Not monitoring qualityclosely enough to catchfirst defects

Violation of safe practice;not reminding each other;carelessness

Maintaining processcontrols

2/000 Final 3 John Bigboote’ 1

F <8

<10

>10

G <10%

<15%

>15%

Special Goals Visual Focus Chart

Cumulative Daily RB-47 Output

0100200300400500600700800

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29

Day

Out

put

Target

02468

101214

1 4 7 10 13 16 19 22 25 28 31

DAYS

DEF

ECTS

PER

DA

Y TARGET

Date: Page of

Space (sq. ft.)

Work In Process (WIP)

Total Walking Distance (ft.)

Total Parts Travel Distance (ft.)

Lead Time Of Selected Pc. (sec.)

Total Manual Time Per Pc. (sec.)

Crew Size

Shadow Work Required (sec.)

Output Per Person Per MinuteEfficiency [Manual Time/(TotalTime X 100)]Changeover Time (sec.)

PerformanceParameter

Remarks/Notes:

StartingValue Target 1st

Effort2nd

Effort3rd

Effort4th

EffortChange(units)

Change(%)

Department Or Area

ProcessName

RequiredProductionTotal TimeAvailable (sec)

Takt Time (sec)

* *

* Compared To Starting Value

Output Cadence (sec.)

KAIZEN TARGET SHEETFinal Assembly Cell 2

RB-12 1225/day27,000 22

02/14/00 1 1

224 100 197 188 -36 -16% 722 50 610 227 -495 -69% 110 55 77 63 -47 -43% 118 65 88 77 -41 -35%10,920 600 8,322 3,821 -7,099 -65% 621 400 553 523 -98 -16% 37.2 22 35.2 26.4 -11.8 -32% 12.1 5.0 15.2 13.6 +1.5 +12% 3.2 2.0 1.3 -1.9 -59%54.2% 90% 57% 65% +10.8 +20% 12% 100% 21% 23% +11 +93% $820 <$50 $802 $783 -$37 -5%$63.11 <$50 $61.11$60.05 -$3.06 -5%

Scrap per day

All Cell Costs/Unit

11/20/99 1/7/0011/1/99

Percent P.M. Completed

1. Sales (000) 3,3452. Sales to plan (%) 1023. Cost of Labor Hour $34.124. Inventory Turns year 45.14. % shipped on time 98.85. Cycle time (min) 453.46. Machine up time (%) 69.27. % Customer retention 85.28. Stock price 33

KAIZEN ACTION SHEET Date: Page 1 of 1 Manager Or Team Leader Area Or Process Name Person Doing This Sheet

Problem Description: Actions Taken/To Be Taken:Results/Expected Results:



John Yaya Cell 2 John Smallberries

02/05/00

Too much timegrasping baseparts from partsbin. Bin islocated in hard toreach spot

Install gravityfeed bin for thebases

Save at least 1.0seconds perassembly

Springs

Bases(hardto reachanduntangle)

Springs

Bases(easy toreach andgrasp)

Standard work combination sheet time study

Team Member

Larry

Bob

Moe

Sally

Met

rics M

nt .

RB-1 O

p.

%SSU Mtg .

Teac

h RB-

3

1-

point

s

RB-1

PM.

RB-3 S

MED

RB-1 S

MED

96

13

42

56

Task Flexibility

Task Coverage

100

9/9

50 42

2/9

56

3/9

37

4/9

80

2/9

86

6/91/9

62

.... ..

Process Or Task

.. .... .. .. .... .. .. ....

..

..

..

..

..

..

..

..

..

54

32

1

54

32

1

54

32

1

54

32

1

STRAIGHTEN SORT AND ORGANIZE

SANITIZE STANDARDIZE

OUTSTANDING!!!!

Best I’ve seen

in months!

Paper on floor

Grease on floor

NC-3 dirtyNEEDS IMPROVEMENT FAST

SWCS not up to date

Action sheets not current

2 tools out of place onshadow board’otherwise, VERYGOOD!!!

1 Loose connectors (board A-2) 52 Cracks in RB-43 solder joint 43. Scratch on faceplate 24. Washer missing on A-2 15. Missing screw (back of case) 1

QUALITY ISSUES YESTERDAY

SUCCESSIVE CHECKS IN OPERATIONRashid Check flange on B-34 Ends 3/15Sally Watch for missing 0-ring Ends 3/16Carmen Check torque on A24 Ends 3/16

SAFETY AUDITS

0

5

10

15

20

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

TARGET

Cle

anin

g

Org

aniz

ing

Team

Act

iviti

es

Met

rics

Proc

ess

Con

trols

Con

tinuo

us P

roce

ss Im

prov

emen

t

Rol

es A

nd R

espo

nsib

ilitie

s

Wor

k Le

velin

g

Wor

k St

anda

rds

Visu

al S

yste

ms

Tim

e C

ontro

l & C

omm

itmen

t

Pre-

Shift

Mee

tings

Safe

ty

Empo

wer

ing

Wor

kers

Skill

Vers

atilit

y

Prod

uctio

n Sc

hedu

ling

Equi

pmen

t Mai

nten

ance

Qua

lity

Assu

ranc

e Ap

proa

ch

Man

agem

ent O

f Obj

ectiv

es

Qui

ck C

hang

eove

r Tec

hnol

ogy

5

4

3

2

1

Perf

orm

ance

Lev

el

W O R L D - C L A S S

C U R R EN T LY I N V I N C I B L E

L E A R N I N G

L E A D I N G

Perf

orm

ance

Lev

el

T R A D I T I O N A L 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

5

4

3

2

1

KCG 20 Keys Of Lean Manufacturing

GoalStart

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Attained

Over-achieved Missed One

SPECIAL GOALS VISUAL FOCUS CHARTMonth: Supervisor/team LeaderArea/team: Shift:

SPECIFIC GOALTARGETS/OBJECTIVES

Goals A-E Tracked DailyDAILY VISUAL TRACKING

MAIN PROBLEMS(Hurting Green Achievement)

20

1

4

8

12

16 24

28

A.

BD

E

C

21 2223

25

2627

2930

31

171918

15

235

14

13

1110

9

76

31

26

30

29

2428

27

25

23

2221

20

19

17

1518

16

14

1312

11 10

89 7 6

51243

A.

A._____________________

B._____________________

C._____________________

D._____________________

E._____________________

F._____________________ Week

G._____________________ Week 1 2 3 4 5

1 2 3 4 5

Green Goal completely achieved

Goal partially achieved

Goal missed by a lot

Goals F and G Tracked Weekly

Yellow

RedLegend

Definitions and examples or performance levels

A.______________________

B.______________________

C.______________________

D.______________________

E.______________________

F.______________________

G._____________________

E

CB

D

E

CB

D

E

C B

D

B

DE

C

No accidents

RB-47 zero defects

Scrap less than $50 per day

No packing material on floor

Attendance 100%

Unsafe behavior audit < 8

Less than 10% downtown

ANone

>0incident>1incident

BZero

<3

>3

C<$50

<$55

>$55

D <5 pcs

>5pc.

>10 pcs.

E 100%

>0 late>0absent

Too many people not wearing eye protection and few people reminding each other; REMIND EACH OTHER!!!!Jams on C41 line not being clearly quickly; also need maintenance to seek long-term solution

Not caring about co-workers?

Carelessness, lack of house-keeping discipline; REMINDEACH OTHER!!!!

Not monitoring quality closely enough to catch first defects

Violation of safe practice; not reminding each other; carelessness

Maintaining process controls

2/000 Final 3 John Bigboote’ 1

F <8

<10

>10

G <10%

<15%

>15%

SPECIAL GOALS VISUAL FOCUS CHART


KCG


SKILL VERSATILITY VISUAL DISPLAY

Team Member

Larry

Bob

Moe

Sally

Metrics

Mnt.

RB-1 O

p.

%SSU M

tg.

Teac

h RB-

31-

point

s

RB-1 P

M.

RB-3 S

MED

RB-1 S

MED

96

13

42

56

Task Flexibility

Task Coverage

100

9/9

50 42

2/9

56

3/9

37

4/9

80

2/9

86

6/91/9

62

.... ..

Process Or Task

.. .... .. .. .... .. .. ....

..

..

..

..

..

..

..

..

....


KCG


SKILL-VERSATILITY CHECK LIST

Job: CUSTOMER DOCUMENTATIONWrite technical specificationsCreate screens for levels 1 and 2

instructionsInterview customer service reps. for

improvement input

Review prior user feedbackWrite level 2 basic instructionsCreate user feedback cardWrite level 2 troubleshooting

instructionsCreate troubleshooting screensDevelop manual outline

Create package outlineCreate trouble shooting guide

outlineWrite level 3 basic instructionsWrite level 3 troubleshooting

instructionsInput electronic docs to customer

serviceConduct final audit

Write operation guidelinesCreate screens for level 3

instructionsCreate screens for troubleshooting

instructionsWrite level 1 troubleshooting

instructionsWrite level 1 basic instructionsCreate website feedback page

❏

❏

❏

❏

❏

❏

❏

❏

❏

❏

❏

❏

❏

❏

❏

❏

❏

❏

❏

❏

❏

✔✔✔

✔✔✔

✔

✔✔

✔

✔

✔

✔

✔✔


KCG


DATEEmployeeName 3/5 3/6 3/7 3/8 3/9 3/10 3/11 3/12 3/13 3/14

Larry

Bob

Curly

Moe

Sally

Roberta

Present Excused Absence/Late Unexcused Absence

V V PD

PD

VPD V

ATTENDANCE VISUAL DISPLAYTODAY

PD = Personal DayV = Planned Vacation


KCG


THE SECRETS

OF BEHAVIOR


KCG


PEOPLE LIKE TO DO:

• Work that makes their work group look good• Work that is interesting• Work that is fun• Work that is easy• Work that makes them look good• Work that they do best• Work that creates the least conflict• Work that covers up their shortfalls• Work that keeps co-workers happy• Work that they understand the most• Work that gives them a sense of accomplishment• Work that will keep them out of trouble• Work that their bosses likes to see


KCG


PEOPLE D0N’T LIKE TO DO:

• Work that makes their work area look bad• Work that is boring• Work that is unpleasant• Work that is difficult• Work that makes them look bad• Work that they do poorly• Work that creates conflict• Work that exposes their weaknesses• Work that aggravates their co-workers• Work that they understand the least• Work that provides no sense of achievement• Work that forces them to fight the system• Work that their boss does not like


KCG


THE PATTERN OFRESISTANCE TO CHANGE

Res

ista

nce

To C

hang

e Fr

om O

ther

Gro

ups

(Per

cent

Of M

axim

um)

Gro

ups

Acce

ptin

g C

hang

e(P

erce

nt)

TIME

GroupsAccepting

Resistance

START

Zone Of

HappinessAnd

Profit

100

90

80

70

60

50

40

30

20

10

0

100

90

80

70

60

50

40

30

20

10

0

ZoneOf

Danger


KCG


INVOLVEMENT AND COMMITMENT

DON’T LIKETHE CHANGE

High

Low

Low High

INVOLVEMENT

CO

MM

ITM

ENT

• “Liking” The Involvement Is Not An Issue

• People Can’t Help Themselves

• The Closer To The Micro-Processes, The More Commitment Is Generated

LIKE THE CHANGE

THIS DIFFERENCE IS MEANINGLESS!


KCG


THE NATURE OF BEHAVIOR

Thought

• All Occur Together• We Can Only Control

Action• By Choosing Actions,

We Influence The Other Three

• Thoughts Are Hard To Change

• Actions Are Easy To Change

• You Must Mandate, Coach And Structure Small, On-going Behavior Changes Every Hour

EmotionalResponse

PhysiologicalResponse

ACTION


KCG


Power

FreedomFun

Survival/Sex

Belonging/Love

THE FIVE IN-BORN NEEDS OFCONTROL THEORY


KCG


NEEDS CANNOT BE DENIEDA Given Individual’s Basic Need Levels

SURVIVAL BELONGING/LOVE

POWER FUN FREEDOM

Satisfaction That Helps The OrganizationSatisfaction That Is Lost To/or Hurts The Organization

Lost Lost Lost Lost Lost

Helps Helps Helps Helps Helps


KCG


GROUP SIZE AND SUBGROUPFORMATION

GROUP SIZE = 8 GROUP SIZE = 15

AFTER±

BEFOREBEFORE

AFTER


KCG


STATUS AND AUTHORITY

• Minimize Inter-Group Conflict, Saving Energy For Dealing With External Threats

• Create Order And Predictability; Maintain The Status Quo• It Is Part Of Our Basic Human Nature To Pursue Them

For Ourselves• It Is Part Of Our Basic Human Nature To Defer To Those

Who Have More Of Them Than We Do• Every Employee Is Watching Every Leader Every

Second For Cues As To What To Do• They Understand What Signals Are Being Sent

Without Even Being Aware Of Them And Without The Leaders Being Aware Of Sending Them

• Ischeal Tuberosities Tell The Whole Story!


KCG


LOOKS LIKE MANAGEMENT MATERIAL TO ME!


KCG


CONFORMITY

AB

“Which LineIs

Longest?”

1 2 3 4 S

“A”“a” “α ” “A”

? !!

A


KCG


COGNITIVE DISSONANCE

• We Are Designed To Fit All Of Our Cognitions, Data And Theories Into a Consistent System

• When We Cannot, Dissonance Creates Tension And Anxiety. To Cope, We Then:

1. Deny The Truth 2. Distort Our Previous Beliefs Or

The New Data To Render The New Data Safe,

3. Change Our Belief System To Accept The New Data

More LearningHarder

Less AutomaticMore Work

More TensionMore Resistance

To Change

We Arrange Our Reality To Support Our Existing Belief Systems


KCG


DEFAULT VALUES OF TRADITIONAL ORGANIZATIONS

• Don’t Find Fault; A Higher Caste Member Will Tell You If You Have A Problem

• Don’t Fight City Hall• Don't Make Any Mistakes • Act Like Everyone Else• Make Sure Authority

Figures Like You

• Wait For Others To Act• Maintain The Caste

System Of Status• Accept The Status Quo• Decisions Are Made At

The Top• Don’t Make Your Group

Look Bad• Don't Deliver Bad News

These Values Have Tremendous Survival Value IF The External Environment Is NOT Changing


KCG


THE EVOLUTION OF EVERY ORGANIZATION

Panel A Panel B

Panel C

Panel D


KCG


THE FINAL RESTING STATE OF ALL TRADITIONAL ORGANIZATIONS


KCG


THE KCG 20 KEYS


KCG


WHAT ARE THE 20 KEYS?Kobayashi’s 20 KEYS

1. Cleaning and Organizing2. Rationalizing the System/Management of

Objectives3. Improvement Team Activities4. Reducing Inventory (Shortening Lead Time)5. Quick Changeover Technology6. Manufacturing Value Analysis7. Zero Monitor Manufacturing8. Coupled Manufacturing9. Maintaining Equipment

10. Time Control & Commitment11. Quality Assurance System12. Developing Your Suppliers13. Eliminating Waste14. Empowering Workers to Make Improvements15. Skill Versatility and Cross-Training16. Production Scheduling 17. Efficiency Control18. Using Information Systems19. Conserving Energy and Materials20. Leading Technology/Site Technology

• First Developed By IwaoKobayashi

• 20 Keys, 5 Levels Of Each• Get Level 1 (20 Points)

Automatically• 20 Keys Are Not A “Tool” • A Method For Assessing

Overall World-Class Progress

• Encourages Areas, Teams And Functions To Be Self-Directed

• Provides Everybody With The Same Type Of Measurements


KCG


Better(Quality)

Faster

(Mfg. T

ime)Cheaper

(Cost)

20Technology

1Cleaning

andorganizing

2Management

ofobjectives

3Improvement

teamactivities

18Using

informationsystems

17Efficiency

control

8Coupled

mfg.

15Cross-

training

13Eliminating

waste

14Empowering

workers

7Zero

monitormfg.

12Developingsuppliers

16Productionscheduling

5SMED

9Maintainingequipment

6Mfg.value

analysis

4Reducinginventory

19Savingenergy &materials

11Quality

assurancesystem

10Time

control

Kobayashi’sOriginal

20 Keys OfWorkplace

Productivity


KCG


PROBLEMS WITH KOBAYASHI’S KEYS

• One Score for the Entire Plant– Don’t Assess The Basic Building Block Of

Success (the Intact Work Group)– Averages Are Worthless for Focused

Improvements– Don’t Tell You When to Put the Effort

• Heavy On Results (E.G., Percentage Improvements) But Weak On ) Practices

• Doesn’t Build Daily Structural Changes• Doesn’t Focus Work Groups• Doesn’t Build Ownership


KCG


Cle

anin

g

Org

aniz

ing

Team

Act

iviti

es

Met

rics

Proc

ess

Con

trols

Con

tinuo

us P

roce

ss Im

prov

emen

t

Rol

es A

nd R

espo

nsib

ilitie

s

Wor

k Le

velin

g

Wor

k St

anda

rds

Visu

al S

yste

ms

Tim

e C

ontro

l & C

omm

itmen

t

Pre-

Shift

Mee

tings

Safe

ty

Empo

wer

ing

Wor

kers

Skill

Ver

satil

ity

Prod

uctio

n Sc

hedu

ling

Equi

pmen

t Mai

nten

ance

Qua

lity

Assu

ranc

e Ap

proa

ch

Man

agem

ent O

f Obj

ectiv

es

Qui

ck C

hang

eove

r Tec

hnol

ogy

5

4

3

2

1

Perf

orm

ance

Lev

el



L E A R N I N G

L E A D I N G

Perf

orm

ance

Lev

el

T R A D I T I O N A L1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

5

4

3

2

1

GoalCurrent

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20



KCG


WHAT THE LEVELS MEAN

The Usual Mess, Reactive, Few Or Bad Systems, Many Problems, Most Accepted As “Oh, Well....”

Level

Seamless, Transparent Automatic Excellence

World-class, Outstanding, Not Quite Always Automatic

System Installed; Frequent Glitches, Sometimes Serious

Awareness Established; First Small Steps Taken

5

4

3

2

1

Level Characteristics/Conditions


KCG


Cle

anin

g

Org

aniz

ing

Team

Act

iviti

es

Met

rics

Proc

ess

Con

trols

Con

tinuo

us P

roce

ss Im

prov

emen

t

Rol

es A

nd R

espo

nsib

ilitie

s

Wor

k Le

velin

g

Wor

k St

anda

rds

Visu

al S

yste

ms

Tim

e C

ontro

l & C

omm

itmen

t

Pre-

Shift

Mee

tings

Safe

ty

Empo

wer

ing

Wor

kers

Skill

Ver

satil

ity

Prod

uctio

n Sc

hedu

ling

Equi

pmen

t Mai

nten

ance

Qua

lity

Assu

ranc

e Ap

proa

ch

Man

agem

ent O

f Obj

ectiv

es

Qui

ck C

hang

eove

r Tec

hnol

ogy

5

4

3

2

1

Perf

orm

ance

Lev

el



L E A R N I N G

L E A D I N G

Perf

orm

ance

Lev

el

T R A D I T I O N A L1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

5

4

3

2

1

GoalCurrent

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Each key and level intersection has a detailed description

Scrap, paper and general debris are found on the floor and work surfaces. Fluid spills are visible and grime and dirt is commonplace

Almost all the root causes of dirt and disorder have been eliminated. The area stays clean without much sweeping or wiping

Equipment, shelves and work surfaces are clean. Debris and spills are promptly (within 15 minutes) cleaned up by area personnel

The floor is generally clean. Debris and/or spills are cleaned up during each shift by the area employees

The area is generally clean and only rarely is a bit of debris, dirt, grease or a spill allowed to remain more than a few minutes



KCG


ACTION PLAN FOR A SINGLE KEY

1 2 3 4 5 6 7 8 9 10 11 12

Make list of cleaning supplies Bob, SallySubmit P.O. for supplies Rashid, JamailConstruct shadow boards Abdullah, PacoDevelop check list Brunhilda, MikhailDevelop procedures Bob, JamailDevelop RACI chart Paco, RashidImplement new system AllEARN POINT(S)!!!! All

WEEKACTIVITY PERSON RESPONSIBLE

For Key 1: Cleaning. Points 2 and Three (At Once!!!)


KCG


1. The Work Group Assesses It’s Status

2. Executive Or Site Leader (e.g., Plant Manager) Sets 3 Or 4Year Goal (e.g., 60 to 70 Points)

4. Apply LDMS And Lean Techniques Within Work Groups

5. Conduct On-going Assessments

THE 20 KEYS PLANNING/ACTION CYCLE

3. Work Group Identifies Which Keys And Points It Will Focus On In The Next 12 Months

6. Select New Key And Point Goals And Continue To Apply Lean Methods

Cle

anin

g

Org

aniz

ing

Team

Act

iviti

es

Met

rics

Proc

ess

Con

trols

Con

tinuo

us P

roce

ss Im

prov

emen

t

Rol

es A

nd R

espo

nsib

ilitie

s

Wor

k Le

velin

g

Wor

k St

anda

rds

Visu

al S

yste

ms

Tim

e C

ontro

l & C

omm

itmen

t

Pre-

Shift

Mee

tings

Safe

ty

Empo

wer

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Wor

kers

Skill

Ver

satil

ity

Prod

uctio

n Sc

hedu

ling

Equi

pmen

t Mai

nten

ance

Qua

lity

Assu

ranc

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proa

ch

Man

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Qui

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5

4

3

2

1

Perf

orm

ance

Lev

el



L E A R N I N G

L E A D I N G

Perf

orm

ance

Lev

el

T R A D I T I O N A L 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

5

4

3

2

1


GoalCurrent

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 2030 Points At Present

Cle

anin

g

Org

aniz

ing

Team

Act

iviti

es

Met

rics

Proc

ess

Con

trols

Con

tinuo

us P

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ss Im

prov

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t

Rol

es A

nd R

espo

nsib

ilitie

s

Wor

k Le

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g

Wor

k St

anda

rds

Visu

al S

yste

ms

Tim

e C

ontro

l & C

omm

itmen

t

Pre-

Shift

Mee

tings

Safe

ty

Empo

wer

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Wor

kers

Skill

Ver

satil

ity

Prod

uctio

n Sc

hedu

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Equi

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t Mai

nten

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Qua

lity

Assu

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Man

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5

4

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Perf

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Lev

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L E A R N I N G

L E A D I N GPe

rfor

man

ce L

evel

T R A D I T I O N A L 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

5

4

3

2

1


GoalStart

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Attained

Over-achieved Missed One

10 Points Gained

Cle

anin

g

Org

aniz

ing

Team

Act

iviti

es

Met

rics

Proc

ess

Con

trols

Con

tinuo

us P

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ss Im

prov

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t

Rol

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nd R

espo

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ilitie

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g

Wor

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anda

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Visu

al S

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ms

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omm

itmen

t

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Mee

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Safe

ty

Empo

wer

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kers

Skill

Vers

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ty

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Equi

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Qua

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Man

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Perf

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L E A R N I N G

L E A D I N G

Perf

orm

ance

Lev

el

T R A D I T I O N A L 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

5

4

3

2

1


GoalCurrent

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 2010 Points Selected


KCG


VISION, BENCHMARKS & METRICSIN ONE PACKAGE

VISIONING What To Be,Long-term?

BENCHMARKING What Needs To Get Better?

STRATEGIC PLANNING

OPERATING PLANS

How To Get ThereYear-To-Year?

DAY-TO-DAYWORK

Key Issues To Focus On For The Next

Year?

What To Work On,Day-To-Day?

Get to 70-80 Points

Set AnnualPoint Goals

Select KeysTo Work On

The Keys Themselves

Key Improvement

Plans


KCG


BRAINSTORM TO PHRASE

Dist.taking the

margin

No realbusinessstrategy

Changingstrategies

Assetcapacity

utilizationpoor

Obsoleteequip. &

processesFacility

toolarge

Dist. needsto sharethe pain

MilitaryDownturn

Breakdown of dist.

channels

Raw mat.turns too

low

Poorsuppliermgmt.

Poorlayout

DistributorIssues

Strategic Planning

FacilityProblems

SupplierManagement

“What Are The Limitations Of Our Current Organization”

Masking tape

Inefficientadminst.process.

Veryhigh

overheadNotenough new

products

No accessto growthmarkets

Weakdomestic

sales force

Poorsales

forecasts

Takebusiness

at any cost

No globalsales

channel

Restrictedmarket

Losingmarketshare

Processquality poor

Deliverylead

time poor

Notresponsive

Highscrap &rework

Highinventory

Mat. flow& thru-put

time too long

HighE&O

Masking tape


KCG


MOVE INTO CATEGORIES

Dist.taking the

margin


Changingstrategies

Assetcapacity

utilizationpoor

Obsoleteequip. &

processes

Facilitytoo

large


MilitaryDownturn

Breakdown of dist.

channels

Raw mat.turns too

low

Poorsuppliermgmt.

Poorlayout

DistributorIssues

Strategic Planning

FacilityProblems

SupplierManagement


Masking tape


Veryhigh

overhead

Notenough new

products


Weakdomestic

sales force

Poorsales

forecasts

Takebusiness

at any cost

No globalsales

channel

Restrictedmarket

Losingmarketshare

Processquality poor

Deliverylead

time poor

Notresponsive

Highscrap &rework

Highinventory

Mat. flow& thru-put

time too long

HighE&O

MarketingIssues

Masking tape


KCG


NAME CATEGORIES AND ADJUST SORT

Dist.taking the

margin


Changingstrategies

Assetcapacity

utilizationpoor

Obsoleteequip. &

processes

Facilitytoo

large


MilitaryDownturn

Breakdown of dist.

channels

Raw mat.turns too

low

Poorsuppliermgmt.

Poorlayout

DistributorIssues

Strategic Planning

FacilityProblems

SupplierManagement


Category titleswith line drawnaround the edge

Masking tape


Veryhigh

overhead

Notenough new

products


Weakdomestic

sales force

Poorsales

forecasts

Takebusiness

at any cost

No globalsales

channel

Restrictedmarket

Losingmarketshare

Processquality poor

Deliverylead

time poor

Notresponsive

Highscrap &rework

Highinventory

Mat. flow& thru-put

time too long

HighE&O

MarketingIssues

ResultantProblems

Masking tape


KCG


DOT “VOTING”

2827

29

321No real

businessstrategy


Changingstrategies

No globalsales

channel

Highscrap &rework

HighE&O

•••

24

21

19

4

3

1

Total votes (number of dots placed)

Sheets arrangedin top to bottom rank order of number of“dots”

ranking indicated by large number written with highlighting marker so that it can be viewed at a distance

KCG DESIRED OUTCOMES - AIMC Project Management...2000/02/23 · Implementation Specialists KCG...

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Transcript of KCG DESIRED OUTCOMES - AIMC Project Management...2000/02/23 · Implementation Specialists KCG...