Rapid Improvement Events Converting Philosophy to Action Original slides by Doug Fingles - MERC

Lean Review 5 Principles Value Value Stream Flow Pull Perfection Tools Value Stream Analysis 6S Cells Standard Work Rapid Improvement Events 8 Wastes Injuries Defects Inventory Overproduction Waiting time Motion Transportation Processing

Definition A dedicated group spending 3 to 5 days improving a focused area or process that is usually tied to a Value Stream Analysis.

Rapid Improvement Events A seven week cycle of preparation, action, and follow-up to improve one area or fix a problem People: work leaders, mechanics, workers, supervisor, and a Lean Change Agent Led by the supervisor or work leader Guided by the Lean Change Agent

7 week Cycle 3 Weeks out: Pick the team Measurements Deliverables 2 Weeks out: Get workcenter history Communicate Plan 1 Week out: Define boundaries Communicate Review

7 Week Cycle Week of the Event: Day 1 Current conditions Day 2 Make the changes Day 3 Run the new process Day 4 Create Standard Work Day 5 Outbrief

7 Week Cycle 1 st Week After: All or nothing—be relentless on Standard Work, 6S, Inventory, etc. See and fix problems 2 nd Week After: Keep up Standard Work, 6S, Inventory See and fix problems 3 rd Week After: Shift to sustainment, make the new the standard practice Continue to see and fix problems

Projector Screen Co. Makes pull-down projector screens Small business, less than 10 people One shop, original owner Best product/cheapest “We made the big time!” Orders are up Coming in faster than can produce Customers are unhappy at delay(s)

Preparation Previous Weeks: 3 Weeks History Select team 2 Weeks Communicate Productivity numbers Determine targets 1 Week Train Communicate Results: Takt Time (pace, or timing) Team in place Place for Event Team Trained Productivity numbers are known (output, quality, delivery)

Preparation Previous 3 weeks: History—small business growing rapidly, experiencing long lead times and customers wanting quicker delivery You are our team—handpicked from the floor, supervision and a Lean Change Agent We’ve communicated our need for change We have our productivity numbers Targets: Produce 135 per day, maintain quality, and find space for new products

Day One Tasks Build a Spaghetti Diagram See the flow of people and parts Build a Bar Chart Show the workload per person/station Time the operations From when a part is started to finish Individual stations Measure Output Floor space

Define the Boundaries What process(es) will you map? What can we not screw up? Inputs Outputs Who are the customers For the product For the process Top 2 or 3 measurements

Layout Storage Room -Tubing -Screen -Hardware -End Caps Tube Cutting Area Screen Cutting Area Assembly Area TestTest Pack & Ship

Spaghetti Diagram Storage Room -Tubing -Screen -Hardware -End Caps Tube Cutting Area Screen Cutting Area Assembly Area TestTest Pack & Ship Spaghetti Diagram for one person, one screen

Spaghetti Diagram Storage Room -Tubing -Screen -Hardware -End Caps Tube Cutting Area Screen Cutting Area Assembly Area TestTest Pack & Ship Spaghetti Diagram for Three people, three screens

Bar Chart T Cut Screen Cut Tube Assembly Test Hardware Pack/Ship ABCDE

The Numbers Takt Time = Time Avail/Customer Demand 8 hr shift – 20 min for breaks, 10 min 6S, 5 min TPM = 445 min Demand = 135 screens per day 445/135 = 3.3 min per screen Process time = 18 min per screen, or 25 per day (445/18) 3 Workers produce 75 screens per shift, or 60 below demand 3.5 hours overtime = 36 screens, still 24 shy of daily demand 24X5 days = 120, or a full Saturday and half of Sunday to fill all the orders

Day Two Tasks Eliminate the waste found on Day 1 What waste(s)? Create a cell or make changes to the cell What would it look like? Tools: Paper dolls Cardboard cut outs of stations Simulations Bar Chart Spaghetti Diagram Run the new setup at least once Create basic Production Control Board

Setup Cells Ship Small Screen TubeTube A/T/Pack Large Screen TubesTubes Assy/Test/Pack Med Screen TubeTube Assy/T/Pack Storage Area Cell Setup Spaghetti Diagram, 3 people, 3 screens

Production Control Board Cell Plan ActualPlanActualProblems/comments Small Medium Large A.M.P.M

The New Numbers Takt Time = Time Avail/Customer Demand 8 hr shift – 20 min for breaks, 10 min 6S, 5 min TPM = 445 min Demand = 135 screens per day 445/135 = 3.3 min per screen Manual Cycle Time = 10 min per screen, or 44.5 per day (445/10) 3 Workers can produce 133 screens per shift, or 2 below demand 20 min overtime = 2 screens

Day Three Compare new measures against targets Run the cell Be prepared for problems Have someone assigned to each worker Watch for Flow Are any parts moving backwards or sideways? Are tasks and positions for workers helping flow? Is there a Pull system in the cell? Corral the extra inventory-lock it up

RIE Screen Projectors Compare measurements against the targets Stay with the Cell, look for Standard WIP, Standard Work sequence Review Production Control Board Tools: Build/use Standard Work Combination Sheet Takt time New Spaghetti Diagram Bar Chart

Day Five Outbrief Recognize Team Members Use visuals/tours to show progress Begin the follow up actions

Follow Up 1 st Week After All or Nothing Supervisor monitor cell on hourly basis Use Production Control Board Keep excess inventory locked up Solve problems Supervisor/Leaders take responsibility 2 nd Week After Don’t Relax Use Production Control Board Focus on Standard Work Supervisor/Leaders solve problems 3 rd Week After Sustain Use Production Control Board Use Standard Work Supervisor/Leaders solve problems

C-5 Pylon Spaghetti Diagram Bldg 169 Bldg 180 Bldg 181 Bldg 323 Lot 149 Sanding Depaint Prepaint Paint NDI Storage Repair 1,8 2, Input 2-Clean 3-Sand 4-NDI 5-Repair 6-Paint Prep 7-Paint 8-Delivery

C-5 Pylon New Spaghetti Diagram Bldg 180 Depaint Prepaint NDI Repair F/Line 4 1-Input 2-Clean 3-NDI 4-Sand & Repair 5-Paint Prep 6-Paint Bldg 169 Bldg 181 Bldg 323 2,

C-5 Pylon shop Super visor T B

C-5 Pylon Shop 6S’d Super visor T B

Review One Lean tool in the toolbox Preparation is the key Know the numbers Set realistic goals Communicate Use Production Control Board for status, feedback Hints for successful RIEs Eat the Elephant in Small Bites Think “Apollo 13”

Acknowledgements “Lean Thinking” by James Womack and Daniel Jones “Toyota Production System” by Taiichi Ohno Simpler Business System,