Kanban/Pull System As Part of the Continuous Improvement Process at Whirlpool Corporation - Findlay

Bowling Green State University College of Technology QS 327 Process and Productivity Documentation Fall Semester, 2002 Dr. John W. Sinn Team 327 Phase II - Short From Presentation

Overview n Toolkits Phase I Phase II n Toolkits Initial n Team Members n Initial Team n Team Goals/Expectations n Team Communications n Team Growth

Team Members

Initial Team n Only one team formed from 9 class members n Chat time was established so all team members could be present n Team Selected “Kanban/Pull System” as its project n Team leader and assistant leader were appointed n Team completed start-up assessment

Team Goals/Expectations n To follow and analyze the implementation of a Kanban/pull system in the spray arm work station on the lower dishrack line at Whirlpool Corporation - Findlay Division. n To develop the necessary documentation through critique and phase portfolios. n To use team members, chats, courseware, tools/documentation of Whirlpool, and additional outside resources to construct a grand portfolio that can be utilized to assess the project.

Team Communication n Chats developed the focus and improved team members understanding n Formats were discussed and improved through communication n Team members learned more about Lean Manufacturing applied at Whirlpool n Team members were delegated responsibilities for each toolkit and expected to post at a specified time n Dr. Sinn assessed the toolkits as they were posted

Team Growth n Team has developed a good foundation in lean manufacturing and the required documentation as it relates to ISO 9000 n Each member has gained applicable knowledge for possible future employment in industry n Team has learned the fundamentals for creating a portfolio n Team pulled together and reduced and eliminated problems with data collection and format n Members have obtained knowledge from this phase presentation to help improve their skills for creating future portfolios

Phase I Toolkits 22-24

Phase Portfolio n RCA’s n Regular Critique Assessments n Allows team members to research material, input information, compile and review the work of others n 5 RCA’s that progress toward a phase portfolio during each critique portfolio n SDA’s n Standard Dedicated Audits n Applies technical content of Toolkits to project objectives n gathers the research and analysis of all team members n 24 SDA’s will be compiled for a Final Phase Portfolio

Toolkit #22 "Kaizen Documentation Foundations For Data Driven Process Variation, Waste Reduction, Lean Six Sigma"

Toolkit #22 Objectives n ISO 9000: Basis for Quality Systems n Kaizen, Six Sigma, Lean Process n Traditional Productivity Tools n Using Charts, Data n Tying the Process Together n Evaluation

Relation of Toolkit #22 to Project RCA - Kaizen Documentation - Lean Six Sigma SDA - Documentation of Process Variation - Determining Waste Reduction

Toolkit #23 "Basic Economic Considerations, Cost Related Documentation For Kaizen, Lean Systems, Quality Relationships"

Toolkit #23 Objectives n Quality Cost and Waste n Purpose of Business n P and L, Operating Statement n Economic Tools n Kaizen Cost Analysis, Value Added n Break Even and Capital Investment n Material Planning

Relation of Toolkit #23 to Project RCA - Profit is the Reason for Business - Being Successful at Business SDA - Analyzing Cost - Determining Value Added - Investments

Toolkit #24 "Ongoing Process Control Plan (OPCP), Standard Operating Procedures (SOP) For Lean: Infrastructure For Understanding Process"

Toolkit #24 Objectives n n Ongoing Process Control Plan (OPCP) n n Standard operating procedures (SOP) n n Team Problem Solving, Documentation, Variation Reduction for Lean n n 8-D Overviewed for Solving Problems n n Roles, Ongoing Improvement, Broader Issues Traditional Productivity Tools, Documentation for Improvement

Relation of Toolkit #24 to Project RCA - Being efficient at solving problems in the future - Ongoing improvement SDA - Ongoing Process Control Plan - Standard Operating Procedures

Phase II Toolkits 25-27

Toolkit #25 "Synchronous Production: Enhanced Best Practices For Change, Lean, Variation Reduction"

Toolkit #25 Objectives n n Synchronization n n Lean Systems Applied: Kanban, Takt, SMED n n Total Productive Maintenance n n Failsafing and Poka Yoke Design n n Best Practices, Bench Marking, Auditing n n Applied Technical Research for Synchronous, Lean, Kaizen n n DOE n n Auditing Our Quality

Relationship of Toolkit #25 to Project RCA - Synchronous Production - Lean and Best Practices SDA - Operation Capacity Analysis - Failsafing - Benchmarking

Toolkit #26 "Failure Mode And Effects Analysis (FMEA), Quality Function Deployment (QFD), Reliability For Robust Problem Solving"

Toolkit #26 Objectives n n Failure Mode and Effects Analysis (FMEA) n n The Design Process n n Design, Product, and Process FMEA n n FMEA Steps and Procedures n n Product Liability, FMEA, Reliability, Finite Element Analysis (FEA) n n General Reliability Issues, Kaizen and FMEA n n Quality Function Deployment (QFD) for Lean Introduced

Relationship of Toolkit #26 to Project RCA - Design, Product, and Process Failure Mode and Effects Analysis - Quality Function Deployment - Finite Element Analysis SDA - Failure Mode and Effects Analysis - Corrective Action - Planning Assessment and Potential Problem Analysis

Toolkit #27 "Total Productive Maintenance, Safety And Ergonomics: Re-engineered Lean Environment"

Toolkit #27 Objectives n n Maintenance Requirements and Lean Service n n Types of Maintenance n n TPM, Synchronous Quality for Lean n n Safety, Human Factors, Quality Objectives n n Safety and Ergonomic Management n n Controlling Physical Conditions for Ergonomic Enhancement

Relationship of Toolkit #27 to Project RCA - Types of Maintenance - Total Productive Maintenance - Safety and Ergonomics SDA - Maintenance Tracking - Safety Procedures/Inspections - Pareto Charting

Phase II Portfolio Short Form End