KIEÅM SOAÙT QUAÙ TRÌNH (Statistical Process Control SPC) 8/13/2018 1 KAIZEN PLANS GVC ThS Nguyễn Như Phong nguyenphong bksg@gmail com; www isem edu vn Kỹ thuật Hệ thống Công nghiệp ĐH BÁCH KHOA – ĐHQG[.]
8/13/2018 KAIZEN PLANS GVC ThS Nguyễn Như Phong nguyenphong.bksg@gmail.com; www.isem.edu.vn Kỹ thuật Hệ thống Công nghiệp ĐH BÁCH KHOA – ĐHQG TPHCM (Tài liệu giảng dạy cho ISE) 2018 KAIZEN PLANS Create Kaizen plans VS Kaizen stages Planning recap Prepare for implementation Implement Kaizen Plans Recommendation coping w change Keep the big picture in mind Wrap up 11 April 2003 Nguyễn Như Phong 8/13/2018 Create Kaizen Plans Create detailed plan guide efforts improve the VS wo solid planning slim chances successful lean transformation 11 April 2003 Nguyễn Như Phong Create Kaizen Plans Schedule recurring meeting ensure Communication flows All involved parties remain on the same pace VS project status In partnership w VS champion As milestone attained Tools highlighting concerns & potential solutions 11 April 2003 Nguyễn Như Phong 8/13/2018 Create Kaizen Plans Comprehensive planning very important but plans not perfect modified as proceed through implementation gain more practical experience w L manu methods 11 April 2003 Nguyễn Như Phong VS Project status: June 30 Schedule Accomplishments Target completion date of 30/12 Draft charter Conducted training class on VSM Modify PF A & B only 11 April 2003 ThS Nguyễn Như Phong 8/13/2018 VS Project status: June 30 Concerns (Issues) Ability maintain meetings at 3pm Utilize a more planning tool schedule improvement Plan Schedule meeting 1pm Team leader utilize KMW detailed implementation of DFL focused kaizens 11 April 2003 ThS Nguyễn Như Phong VS Kaizen stages The monthly kaizen plan Milestones: Break the plan into manageable pieces Complete the VSM storyboard Catchball 11 April 2003 Nguyễn Như Phong 8/13/2018 VS Kaizen stages To increase the chances of success, plan the implementation using the stages: Plan how ensure meet CD Plan how improve the process flow Plan how level production Planning sequence most effectively & least costly implementation of K plans 11 April 2003 Nguyễn Như Phong VS Kaizen stages K planning process steps Review FSM Determine milestones each major K activity create a MKP create KMC Complete VSM storyboard Obtain management approval 11 April 2003 for KPs through catchball Nguyễn Như Phong 8/13/2018 The monthly kaizen plan Plotting the implementation schedule Symbols plot the timeframes for the main elements / events accomplished in each stage of FSM Open triangles – start dates Dashed lines – expected duration Closed triangles – completion dates Macro-level sequence implementation MKP worksheet 11 April 2003 Nguyễn Như Phong MKP worksheet VS: Date: Schedule Stage Event 11 April 2003 J F M A M J Nguyễn Như Phong 8/13/2018 Milestones: Break the plan into manageable pieces Overall structure for the main improvement events in place Create a series of specific milestones for each event 11 April 2003 Nguyễn Như Phong Milestones: Break the plan into manageable pieces Milestones definable activities / tasks required accomplish the improvement assigned completion dates Eg Create a staging area in shipping Install gravity racks at all supermarket locations Establish production based on pitch 11 April 2003 Nguyễn Như Phong 8/13/2018 Milestones: Break the plan into manageable pieces Kaizen milestone chart – KMC Document & tract the completion of milestone Show the sequence of implementation activities completion over time Get down next level of detail Monitor activities on an ongoing basis track progress toward completion 11 April 2003 Nguyễn Như Phong Milestones: Break the plan into manageable pieces Things not always go according plan milestone achieved 11 April 2003 earlier than planned later than planned Nguyễn Như Phong 8/13/2018 KMC VS: VS members: Item Task Assìgn to Date: 15/9 June July FGS S - BS location S - C SS location S - C 4 - C Demand BS AMT C SS AMT C Ship Stage Area C 11 April 2003 - Nguyễn Như Phong KMC VS: VS members: Item Task Assìgn to Date: 15/9 June July S C - C - S - - Flow Machning supermarket Line balance Gravity racks Kanban address S S - - Restricted FIFO lane S - C Standardized work C S - - C - S - Quick CO assembly Pitch establish S S Machining programming 11 April 2003 C C Nguyễn Như Phong 8/13/2018 KMC VS: VS members: Item Task Assìgn to Date: 15/9 August September S - - C S - Leveling Heijunka box Runner route Team Recognition 11 April 2003 C All C Nguyễn Như Phong Complete the VSM storyboard Time complete the VSM storyboard Add Proposed monthly Kaizen plan Any other data overlooked earlier 11 April 2003 Nguyễn Như Phong 10 8/13/2018 PM CASE Kaizen proposal 1st Demand- Establish BSS, FGS, implement 5S S Flow – Cell design Line balancing Standardized work S Flow – Reduce CO implement AM Level – establish runner route Level – Implement Heijunka & kanban sys 2001 3rd 4th C 2nd C S S S C C Level – Additional TPM application: modify PM standards Started - Complete - Past Due 11 April 2003 Nguyễn Như Phong Catchball Time Presenting the plan high-level managers play catchball get buy-in the plans gain approval the plan Smooth Catchball process The FS planned carefully Careful thought to 11 April 2003 how the plan implemented systematically Nguyễn Như Phong 11 8/13/2018 Catchball Prepare the UM meeting Why implementing lean in this VS What impact on customers What quality improvement achieved What cost saving achieved What LT reduction achieved How relate strategic objectives 11 April 2003 Nguyễn Như Phong Planning recap Planning primarily about managing action Guidelines effective K planning Be realistic Play catchball Be detailed Communicate Make it visual Recognize good work Be sure celebrate 11 April 2003 Nguyễn Như Phong 12 8/13/2018 Prepare for implementation Plan carefully – minor adjustment the plans Make whatever modification required then prepare the implementation Various members of the implementation team lead a series of K events make the changes necessary transform the VS 11 April 2003 Nguyễn Như Phong Prepare for implementation K events A team event dedicated quick implementation of L manu method in a particular area over a short time period 11 April 2003 Nguyễn Như Phong 13 8/13/2018 Prepare for implementation Main points of preparing K events Identify clearly & communicate the E objectives Identify any training Define the scope Register the team by team charter Use the KMC determine event completion date Prevent problems Draft the agenda the duration of the event 11 April 2003 Nguyễn Như Phong PM CASE Implementation agenda VS: A&B VS Stage: Demand Event date: May 17-18 Kaizen event objective: Estabish a FGS sys 11 April 2003 Nguyễn Như Phong 14 8/13/2018 PM CASE Implementation agenda Day Welcome & intro Review VSM storyboard Adjust any parts of the demand FS Identify any issues Walk the actual flow as defined in the FS Conduct training on supermarket & kanbans Begin analysis of kanban flow & conduct kanban calculation 11 April 2003 Nguyễn Như Phong PM CASE Implementation agenda Day Begin setting up stores Create KCs Set up address locations the supermarket Determine list & color code sys store Trial K sys Collect data & monitor Review data Write initial supermarket & kanban procedure Update job descriptions Update internal procedures Monitor Set plan standardize within 1w Team recognition 11 April 2003 Nguyễn Như Phong 15 8/13/2018 Prepare for implementation Team recognition Transform a VS its FS may take a year or longer People work long periods wo feeling appreciated bound loose focus & enthusiasm 11 April 2003 Nguyễn Như Phong Implement Kaizen Plans Planning & preparation done Proceed the implementation phase Enthusiasm & confidence Kaizen activities When implementation begins in earnest impact on virtually everyone connected the VS 11 April 2003 Nguyễn Như Phong 16 8/13/2018 Recommendation coping w change Change even better difficult most people The more people know about what going on the easier deal w anxieties 11 April 2003 accompanying significant change Nguyễn Như Phong Recommendation coping w change Communicate Address negative behavior early in the implementation Not let the problem stop the process Consider each kaizen event an experiment 11 April 2003 Nguyễn Như Phong 17 8/13/2018 Recommendation coping w change Reward & recognize people’s efforts practice mutual trust & respect treat people w honesty & integrity every day Be present Be flexible 11 April 2003 Nguyễn Như Phong Keep the big picture in mind Keep the big picture in mind as progress Refer the storyboard frequently explain people how using VSM process Fast, flexible process Be patient & realistic 11 April 2003 Nguyễn Như Phong 18 8/13/2018 Wrap up Continually to look for ways to improve the entire VS 11 April 2003 Nguyễn Như Phong 19