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Copyright 1999 Patricia E. Moody, Inc
978-526-1278 [email protected]
How I Got Blitzed and Lived to Tell
the Story: Supplier Development -
Fast, Slow, Kaizen to the Max!
Patricia E. Moody
President
Patricia E. Moody, Inc
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Copyright 1999 Patricia E. Moody, Inc
978-526-1278 [email protected]
Lets Zero in On Supplier
Development:
Expertise at the supplier level does not equal
expertise for the customer
THE GOAL IS SUPPLIER SELF-RELIANCE
Suggestion systems Kaizen programs
Honda BP, Chrysler SCORE, Motorola U, Nypro
Institute Typical results: Improved productivity, inventory
down, waste gone, lean mfg and smarter
purchasing.
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Copyright 1999 Patricia E. Moody, Inc
978-526-1278 [email protected]
Supplier Development Methods
Classic Industrial Engineering
or, The Kaizen Family:
Honda BP
Kaizen Blitz and other Kaizen programs
Chrysler SCORE Solectron C.S. Index
John Deere programs
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The Roots of Kaizen (to make better)
Post-World War II Japan industrialproductivity 1/8 of U.S.
1948 Training Within Industries ramp-up
1950s - Juran, Deming, Shainin QualityDrives
Labor unions outlawed --Quality Circles 1960s - Toyota Production Systems and JIT -
5Ss, U-line cells, pull systems, fail-safe,
visibility systems, fast flow, jidoka
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Copyright 1999 Patricia E. Moody, Inc
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Typical Kaizen Process Elements
1. Kanban 2. Cells
3. Pull systems and one-piece flow vs. batch
4. Standard work (industrial engineering)
5. Tool boards, maps, video, observations,
base and on-going data gathering.
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Copyright 1999 Patricia E. Moody, Inc
978-526-1278 [email protected]
Learning to See
Gemba - The Three As
The Seven Wastes
PDCA
The Supplier Survey
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Copyright 1999 Patricia E. Moody, Inc
978-526-1278 [email protected]
Honda BP
origins of BP proven results
not-consultant dependent
13 weeks
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Copyright 1999 Patricia E. Moody, Inc
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What is BP?
Best Position Best Productivity
Best Product
Best Price
Best Partners
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Copyright 1999 Patricia E. Moody, Inc
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BP Basic Data
Created by Teruyuki Maruo, Japan 1977
90+ companies - 120+ projects
Supplier associates affected 120k NA
Productivity gains overall: 47% (totalpieces/hr before BP compared to after)
Quality improvement overall: 30% Cost down overall: 7.25% +/-
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Copyright 1999 Patricia E. Moody, Inc
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BP Basics
Associate involvement
Utilize existing resources
Minimum investment
Raw material utilization
Identify and eliminate waste
C.O.P.D.S.
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Copyright 1999 Patricia E. Moody, Inc
978-526-1278 [email protected]
Seven Wastes
Over-production Idle time
Delivery waste
Waste in the work itself
Inventory waste
Wasted movement Waste from rejected parts
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Copyright 1999 Patricia E. Moody, Inc
978-526-1278 [email protected]
Plan Do Check Act
Plan: Analyze situation, make schedule, assignresponsibility
Do: Implement the plan
Check: Compare the results from implementationagainst the plan
Act: Countermeasure faults. Standardize andrepeat continuous improvement cycle.
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Copyright 1999 Patricia E. Moody, Inc
978-526-1278 [email protected]
The 3As
Go to the actual place, the value-adding
location, the mountain where the gold is
buried.
See and touch the actual parts to understand the actual situation.
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Copyright 1999 Patricia E. Moody, Inc
978-526-1278 [email protected]
Kaizen Blitz
Rapid improvements in typically 3 days, set-up reduction 70 - 90%, productivity 20 - 60%,
process time reduction 40 - 80%, inventory
reduction 30 - 70%, walking distancereduction 40 - 90%
Just do it! - Change is good!
Powerful (and dangerous)
What happens next?
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Copyright 1999 Patricia E. Moody, Inc
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Kaizen Blitz Principles
Be open-minded. Maintain a positive attitude.
Reject excuses, seek solutions.
Ask Why? Why? Why?
Take action. Implement now. Dont wait for
perfection. Go to the experts.
Disregard rank.
Just do it!
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Copyright 1999 Patricia E. Moody, Inc
978-526-1278 [email protected]
Four Days to Blitz, The New Way
Prework: Learning, Planning, Preparing
Day 1: Hit the ground running, Do it Now!
Day 2: Build it, Try it, Change it!
Day 3: Change it again, Try it again and
again
Day 4: Refine it, Test it, Prove it!
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Copyright 1999 Patricia E. Moody, Inc
978-526-1278 [email protected]
Three Steps to Workforce
Development
Step 1. Perform a workforce audit.
Step 2. Create a training and development
master plan that includes:
Component 1: The Budget
Component 2: The Management Review
Component 3: The Capabilities Survey Step 3. Reward results and build
accountability.
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Copyright 1999 Patricia E. Moody, Inc
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Four Steps to Process Flow
Development
Step 1 - Compress a sequence of process
steps.
Step 2 - Put process steps in parallel (vs.
serial) Step 3 - Build on process platforms. Copy
and improve.
Step 4 - Expand the view of the process, e.g.
from a group of cells to flow.
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Copyright 1999 Patricia E. Moody, Inc
978-526-1278 [email protected]
How to tell if there is
improvement...
1. Time
2. Space
3. Resource use - resource usage ratios,
costs
4. Results - process quality, primary
customer satisfaction, secondary customer
satisfaction, financial cash flow.
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Copyright 1999 Patricia E. Moody, Inc
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Customer/Supplier Alignment
It is NOT about sameness; it IS about parallel
movement in the same direction.
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