G-1 Rapid Process Improvement Event Overview Dewey Warden

G-2 What is RPI? RPI stands for Rapid Process Improvement RPI supports “continuous improvement” Origin of RPI is Kaizen –“Kai” means “Take apart” –“Zen” means “Make it good”

G-3 Why RPI? A RPI Event provides focus. –On a process –On an operation This helps to identify value and waste

G-4 Understanding RPI RPI is a means of getting people to solve problems Generate ideas Temporary fulltime projects Begin with get-it-done type people

G-5 Understanding RPI RPI is a means of changing culture Events must be successful Events must have management support RPI requires the “Right Spirit”

G-6 Understanding RPI Use RPI events as building blocks –Continuous improvement –Changing cultures –Utilizing value stream mapping and lean tools

G-7 RPI Fits Our Culture Absolutes of Quality Continuous improvements Performance expectations Five-step problem solving process

G-8 RPI Tools Quick changeovers 5S’s Standardized work Pull production Kanban Total productive maintenance

G-9 Leading an RPI Event Leadership and a willingness to embrace change and embrace lean, believe in it Be participative and not dictatorial Be fair, firm, assertive and friendly Be able to take control when necessary Be willing to be out on the floor when necessary

G-10 Before the RPI Event Identify the lean advocate Create a current state value stream map Identify opportunities for improvement Create a future state value stream map Identify RPIs Prioritize the RPIs

G-11 Create a Current State Value Stream Map You might want to videotape your processes and complete process observation sheets –Cycle time analysis –Takt time analysis –Current manpower requirements

G-12 Create a Current State Value Stream Map Identify materials in the selected area –Average daily usage –Replenishment time –Current ordering patterns –Footprint of current storage space Identify changeover times

G-13 Identify Opportunities for Improvement Process Kanban pull vs push Standard work and cycle time Techniques to support lean

G-14 Create a Future State Value Stream Map Draw the future state to –Eliminate the waste and add value to the processes –Reduce lead time and inventory

G-15 Identify the RPIs Use the current state to draw the kaizen bursts or individual projects that would be slotted for RPIs to change from the current to the future

G-16 Identify RPIs Identify opportunities by recognizing waste What is waste? –Waste is any element that adds cost without adding value to the product

G-17 Prioritize the RPIs After all the kaizen bursts or RPI’s have been identified while creating the future state VSM then it is best to loop the RPI’s and prioritize the events and begin implementing them

G-18 The RPI Event Planning and preparation Implementation Presentation, celebration and evaluation

G-19 Planning and Preparation Select an area –Criteria Too much WIP inventory BottlenecksStoppagesMess Activities that occur all over the plant

G-20 Planning and Preparation Select an easy project for your first RPI It should be visible It should have an impact It should be operational Can it be copied?

G-21 Planning and Preparation Select a problem for improvement –Keep the elimination of waste as the focus –Look at gimba “real things” The factory, facts and WIP –Ask what, why, how, where, when?

G-22 Planning and Preparation Select people –Facilitator The lean advisory team will lead the first RPI event The company’s lean advocate will lead the second RPI while we facilitate The company’s lean advocate will lead and facilitate the third RPI event while we observe Source: Productivity Press

G-23 Planning and Preparation Lean advocate –Help select team members –Help gather information necessary for the event –Help prepare for the event –Coordinate assignments –Compile information –Help get the team ready for the presentation –Do follow-up and store information

G-24 Planning and Preparation Select people –Team leader Leadership Willingness to embrace change and lean Be participative and not dictatorial Be fair, firm, assertive and friendly Be able to take control when necessary Be willing to be out on the floor when necessary

G-25 Planning and Preparation Team leader responsibilities –Help select team members –Help gather information necessary for the event –Help prepare for the event –Coordinate assignments –Compile information –Help get the team ready for the presentation –Do follow-up and store information

G-26 Planning and Preparation Select team members –Should have about six but no more than twelve –Include operators if possible –Half should be from outside the area –Maintenance add valuable expertise –Team players –Get-it-done type people not naysayers

G-27 Planning and Preparation Train the team –Train them to see the value stream map This will help everybody to see and understand the “big picture”, identify waste, identify what needs to be done and get buy-in into the overall strategy. –Train them on overall lean concepts to eliminate waste

G-28 Planning and Preparation Train the team –Train them on how to do the 5S’s There has never been a successful implementation of lean without organizing the area.

G-29 Implementation Understand the current situation Observe and gather your data Identify the improvements Test the improvements Implement the improvements

G-30 Implementation Conduct the specific training needed for the event itself. –Pull production –Kanban –Standardized work –Total productive maintenance –Quick changeovers

G-31 Presentation, Celebration and Evaluation Prepare a presentation Rehearse the presentation Present the results Celebrate the results Follow-up