SlideShare uma empresa Scribd logo
1 de 36
Baixar para ler offline
Consulting and Training on initializing 5S
and Set Up Reduction
Industrial Insite and Arctic Fox
Introduction
Applicant:
Lauren Larsen - Manufacturing Consultant, Industrial Insite - Contractor through Industrial Insite to provide LEAN
consulting to Arctic Fox.
I was contracted by Industrial Insite, to lead Arctic Fox into to lead it's initial start into LEAN manufacturing from April
2016 to June 2016.
The Project:
Introduce LEAN manufacturing
5S implementation 3 areas, Receiving, Tube Bending and Welding Prep
Set Up Reduction project - Tube Bending area
The Team:
Ken Huss - VP Operations Arctic Fox
Brenda Reardon - Human Resource Manager Arctic Fox
Ken Sievers - Production Manager Arctic Fox
Tom Frey - 2nd Shift Supervisor Arctic Fox
Scott Paul - Shipping and Inventory Control Supervisor Arctic Fox
Mark Pittman - Principle and Lead Instructor - Industrial Insite
The Companies:
Arctic Fox LLC is a part of the Phillips & Temro Industries. Arctic Fox is based in Delano MN with about 65 full-time and
part-time employees and was incorporated in 1979.
Arctic Fox, LLC is a leading supplier of high quality components to the heavy-duty trucking and off-highway equipment
markets. The company manufactures its own product line of in line fuel diesel motor tank and fluid heaters.
Arctic Fox extends its manufacturing capabilities to existing and new industries. Current capabilities include tube
bending, tube end forming, tube fabrication, manual & robotic welding and brazing.
Industrial Insite is a manufacturing training company in Anoka MN. Industrial Insite provides industrial training in both
standard and custom approaches. The company offers world-class quality training through program design, tailored
curriculum development and expert qualified instruction.
Initial Assessment and Preparation
Current Situation:
Arctic Fox is experience substantial external pricing and scheduling pressure from their OEM customers. On
their Arctic Fox product lines, the issue here was a make to stock that created an over burden of too much
inventory of finished goods. Operation management recognized that they had a lot of issues on the
production and warehouse floor and wanted to initiate LEAN manufacturing into their operation.
Goal:
The goal was to conduct an introduction into LEAN manufacturing for the plant and lead and coach the plant
team members on how to do 5S and set up reduction. So that they could maintain the gains and then apply
the new processes to other areas in the plant. To do the training and 5S projects, 3 teams were created to
work on a specific 5S hands on process improvement and then a 4th team to be created to perform a set up
reduction on the tube bending area. Goal was a 50% reduction in labor time.
Training and Process Improvement on 5S and Set Up Reduction:
I implemented a process of doing 9 hours of training on LEAN and 5S. The training was broken out into 3 3
hour sessions in alternating weeks. At the end of each training session, I had a specific section of the 5S
process to be done in the following practical implementation. In the practical, I then reviewed the teams
progress, scored the teams participation, review 5S board updates and made recommendations.
Set reduction, I conducted a 3 hour training session on how to do a set up reduction followed up by the
actual review of the current setup. Categorizing, selecting and assigning opportunities with a schedule.
Measurement:
I created a basic knowledge test on LEAN and 5S for the teams to be done at the end of the training
sessions. For Arctic Fox, a 70% was a passing score. In the practical, I had the teams conduct an audit on
the areas and to learn consistency on auditing.
On the Set up Reduction, the measurement was the difference in steps and time to complete the process.
Initial Meeting and Assessment:
April 14, 2016 - Ken Huss, Brenda Reardon, Ken Seivers, Mark Pitman - Owner Industrial Insite and
I met for our initial meeting on the process to introduce LEAN. A tour of the plant operation was
conducted, I specified that the tour follow the current flow of materials through the plant. The goals
were set to conduct initial training on LEAN, train and perform 3 5S projects and then roll into a Set
up Reduction project with tube bending.
April 20/22, 2016 – Meeting with Arctic Fox team (Ken Seivers, Tom Frey, Scott Paul and Brenda
Reardon) to narrow down the 5S projects. Through my guidance, I had the team select the tube
bending production area, Welding prep area and the receiving area. Each of these three areas have a
high impact to the overall flow in the plant. The remaining six areas were tabled for the next round of
5S process improvements. The tube bending was also selected with the set up reduction in the next
step.
- Determined from the team’s feedback that their were very few plant personnel that had any
experience with LEAN. Tom Frey and Ken Seivers both had some prior experience with three floor
employees.
April 22 to April 27, 2016 – Developed LEAN and 5S training curriculum.
Process:
I. Introduction to Lean + 5S Training => Practical Application + Evaluate + Test
II. Set Up Reduction Training + Initial Set Up => Categorize Waste + Opportunities + Assign Changes
=> Review New Set Up + Time reduction => Next application
Training and 5S schedule
Over view of training and 5S
Lean Basics Training Slides – Key Examples
Basics of 5S Training Slides – Key Examples
Main slides for 5S - Sort and Set In Place (order)
Practical Application – Sort - Set
LABORATORY EVALUATION
ARCTIC FOX
5S – SORT AND SET IN PLACE
Student Name (Please Print):
Number:
Today’s Date:
INSTRUCTOR COMMENTS:
Student Signature: _______________________________________ Date: ________________
Instructor/Evaluator Signature: _____________________________ Date: ________________
FINAL SCORE (Circle one): PASS / FAIL
EVALUATION METHOD:
1. Perform exercises in a safe manner by following applicable safety rules, using safety equipment,
and without endangering yourself or others.
2. Use tools and equipment safely and properly without causing damage or creating hazards.
3. Follow procedures presented in the Lab Exercise or in the references.
4. In the absence of detailed procedures, work plan, or vendor supplied information, apply good
working practices and ask for instructor guidance.
5. The graded portion of the Lab will be conducted using a formal Sat/Unsat evaluation of task
performance to determine a trainee’s ability to perform the task.
SCORING:
 SATISFACTORY (PASS):
All (100%) criteria in bold text blocks are met plus any other relevant criteria.
 SATISFACTORY with Comments (PASS with Comments):
Some criteria in non-bold text blocks NOT met.
 UNSATISFACTORY (FAIL with Comments to include remediation action/recommendations):
Any criteria in any bold text block NOT met, Or A majority of the criteria in non-bold text blocks NOT
met for any relevant criteria.
 Mark any block not applicable to the task N/A.
Shine and Standard
Practical Application – Shine/Std
Lab of Shine and Standard
Sustain and Knowledge Test
LEAN 5S Quiz
1. What is the correct order of 5S?
a. Sort, Standardize, Set in Order, Sustain, Shine
b. Sustain, Shine, Sort, Set in Order, Standardize
c. Sort, Sustain, Standardize, Set in Order, Shine
d. Sort, Set in Order, Shine, Standardize, Sustain
2. What is the number of wastes in LEAN?
a. 7
b. 4
c. 5
d. 10
3. What is a red tag for?
a. A penalty flag on a LEAN play
b. A way to identify a potential unused item or tool
c. A rush order identification
d. Welding “here” tool
4. What guideline do we usually use for Sorting phase?
a. When in doubt throw it out
b. Keep only things with dollar value
c. Keep items used daily or weekly
d. Stuff everything in drawers or shelves
5. Which of the following is not one of the seven wastes?
a. Motion
b. Laziness
c. Transportation
d. Overburden
6. Standard work reduces which of the following?
a. Stress, overwork and errors
b. Waste, overburden and variation
c. Transportation, motion and fatigue
d. Overproduction, underproduction and quality
Lean Leader Presentation Lauren Larsen 2017
What is Reduced Setup Time?
 Setup is the time between the last good piece of the current
run and the first good piece of the next run.
 The next step was to identify the worst bottlenecks—the
machines with the longest setup times. These bottlenecks
offered the opportunity for the biggest initial
improvements.
 Most LEAN manufacturing experts follow four steps
 Document the current change-over.
 Determine what setup steps can be done while the machine is still running.
 Streamline setup steps that must be done while the machine is not running.
 Put the basics in place for workplace organization and visual control.
16
Why are we here/Project Description
To gain benefits of Quick Changeover – Reduced
Setup
 More frequent changes LEAN Pull demand
 Smaller batches
 Lower inventory
 Better quality
 Less waste
 More Flexibility
 Less STRESS!!!
 Improved teamwork17
Project Description
 Objective: Reduce the set up time on Bender #8 on a
commonly run part.
 Application of the 4 Step method using the above
methods.
 Methods: To use a variety of tools to help determine
areas that are causing issues.
 Standardize improvements when complete.
 Compare final version with original version.
18
Project Implementation Schedule
Action Description Date Complete Responsible Party
1. Benchmark Current Processes Identify and document “where we are now” 6/1/16; 2:30 – 4:30 Lauren Larsen/Ryan Hartmann
2. Conduct Kickoff Meeting Meeting to include how to participate/contribute in
a brainstorming session; gain alignment
6/2/16; 2:30 – 4:30 Lauren Larsen/Work Group
3. Conduct Brainstorming Session Use diagramming tools to solicit and capture
opportunities for set-up time reduction
6/3/16; 2:30 – 4:30 Lauren Larsen/Work Group
4. Formalize Opportunities Results from the brainstorming session will be
chronicled in a comprehensive format that describes
each opportunity
6/6/16 Lauren Larsen/Mark Pitman
5. Approve Opportunities The opportunities to be implemented are approved
by the production manager
6/7/16 Ken Sievers/ Lauren Larsen
6. Review Opportunities/
Brainstorm Implementation
Identify implementation challenges/gain alignment 6/8/16; 2:30 – 4:30 Lauren Larsen/Work Group
7. Define Action Items Identify specific action items and assign ownership
(for each approved opportunity)
6/9/16 Lauren Larsen/
Ken Sievers
8. Formalize Action Items Identify specifically what needs to be done, what
done looks like, who is responsible for doing it
6/9/16 Lauren Larsen
9. Implement Action Items Implementation will be staged to minimize
production disruptions
6/22/16 TBD
10. Action Items Complete/
Evaluate Performance
Improvement
Compare improvements on machine to initial
benchmark
6/27/16 Lauren Larsen/Mark Pitman/Ken
Sievers
11. Review Project Close the loop 6/29/16 Lauren Larsen/Work Group
Project Kickoff Meeting Agenda
1. Project goal and metrics to be used for
performance measurement
2. Methodology
3. “Brainstorming Session” conduct
4. Review the current operation of the machine
20
Kickoff Meeting – Part 1
Project goal
Metrics to be used for performance
measurement
21
Project Goal
 Cut the current 2.5 hour set-up time in half
 The participant will gain an understanding of methods
used to identify improvements in machine setup time
and demonstrate those skills by reducing the setup
time of Bender #8 by 50%
 Tools and methods to be used on other pieces of
equipment.
22
Metrics for Performance Measurement
 Average Set up time reduced (from 2.5 to 1.15
hours)
 Number of steps reduced in change out process
 Reduced lead time – Smaller lots
 Machine run time increase (OEE – Operational
Equipment Effectiveness)
 Number of products produced – Plant Efficiency
Overall, more flexibility and production
23
Kickoff Meeting – Part 2
Methodology
Four Steps to LEAN Setup Reduction
Methods for identifying issues
24
Four Steps – Step One
 Document our current process
 Videotape set up change out
 Document the individual process steps as done
currently (to be used during brainstorming)
 Proceed into Brainstorming – Document with an Idea
Worksheet
25
Four Steps – Step Two
 Determine which setup
steps can be done while the
machine is running
 Convert Internal to External
Setup.
 Convert any internal setup
events to external setup events
using focused, engineered
methods.
 Re-examine internal events
from Step 1 and verify that they
are truly internal.
 Areas to review
 Organization – 5S?
 Checklists – Tools
 Check Tables
 Process Plans
 Functional Checks – Gigs,
gauges, measuring blocks, etc.
 Improving transportation
26
Step Two – Dealing with Tools
Tools – Organize for Setup
Fact: Significant setup time is lost searching for setup
hardware and setup information.
 Setup Hardware: Tools, Fixtures, Nuts and Bolts,
Clamping Devices, Measuring Devices
 Setup Information: Data (Tool and Machine
Settings) and Procedures
27
Four Steps – Step Three
 Streamline setup steps that must be done while the
machine is not running
 Streamline Internal Setup by:
 Simplifying Movement
 “One-touch tools”
 Single thread bolts
 Reducing Movement
 Reduce the number of bolts
 Add Parallel Operations
 Eliminating Movement
 Prepare Operating Conditions in Advance
 Replace bolts with hydraulic or cam-operated clamps.
28
Four Steps – Step Four
 Put the basics in place for workplace organization and
visual control.
 Eliminating Adjustments and Trial Runs
 Use data and settings and not intuition and guessing
 Eliminate! Stop reliance on intuition for settings.
Process is to be data driven for precision settings. First
part quality is the goal.
 Convert “intuition” into data. Best way to avoid
adjustments, scrap and test runs. Pre-programmed data
and settings?
29
Continued – Step Four
 Question adjustments
 What is the step’s function and is it necessary?
 Why is the step needed?
 What is the skill level of the changeover operator?
 Why is it necessary to perform it this way?
 What conditions create the need for repeated
adjustments?
 Look at alternatives and identify what can be eliminated
or reduced.
 “One adjustment at a time rule”
30
Set Up Reduction – Worksheet
Item
#
Set Up Step
Internal
External
Waste
TotalTime
NetTime
Improvement Ideas or Comments
Set up Reduction Worksheet
Team:
Equipment:
Date:
Set Up Reduction – Initial Phase
 Conducted Initial Video and documented initial steps
and time.
 Group analyzed Video tape and documented the steps
 Categorized the steps and potential opportunities on
the bender set up
 See Fishbone
Overall Opportunities by Team
Arctic Fox Set Up Reduction
Subject: Categorized Opportunities for Set Up Reduction
Part Order: 200029594 Material: 7173289 Date Ran: 6/3/2015
Background:
Group reviewed a set up on Bender 1. Current total time for the changeover was 65 minutes. The video
recorded up to 24 steps being currently done. This set up is a fairly common set up but with a few more
bends than a standard job. The job is also more reflected of work performed routinely on the floor. The
group identified opportunities and categorized them into one of the eight fishbone classifications:
Method, Man power, Mother Nature, Maintenance, Management, Measurement, Material and
Machine.
General Comments:
The following opportunities have the potential to reduce the set up time by 25 to 35 minutes. One of
the largest opportunities is reducing the amount of adjustments. Operators did identify that having
operating ranges would be a large benefit of reducing adjustments and having that information printed
out on the batch ticket or traveler would be ideal. This would transfer intuitive steps into data points.
Method:
1. Set Up Cart - A cart should be set up with dedicated tools on shadow boards. It was identified
that the operator was spending several minutes traveling for tools from personal tool boxes and
or traveling to a central location when a specific tool was needed. Opportunity here is to
centrally locate a standard set of tools dedicated to the change out process (large crescent
wrench etc...). Group will need to identify and set up a specific cart. Time savings roughly 3 – 5
minutes.
2. Tool list – Related to above. Standardized tools used on change out process to be documented
or listed.
3. Process Check List - Operator noted that they committed an error in the process by not
recognizing a special part condition. A check list process would prompt the operator to review
any special conditions. Process seemed disjointed or hesitant. Time savings on 4 additional
adjustments on 4 parts 15 - 20 minutes.
4. Liner/Pressure Settings – Group recognized that there is a need to develop Liner and Pressure
settings and that these ranges need to be included in traveler/batch tickets. The advantage
here is that the operator would know where to set the ranges on the bender. This would
decrease the amount of adjustment time involved significantly on set ups. This information
would be especially useful to new operators or to operators not familiar with the product. As
seen in item 3 above, significant time is spent on adjustments to achieve the first proper part. In
the video example 3 to 4 parts were needed. Time opportunity to eliminate more than one
adjustment or about 15 – 20 minutes of set up time.
 Auto correction capability – The Laser measuring device and the bender are
capable to communicate between each. Opportunity here is that less
complicated corrections could be communicated to the bender automatically.
This opportunity will require additional training and the correct set up. Result
here is reduced time and/or number of adjustments manually by members of the
group.
 Maintenance:
 Die keys – Retaining screws are broken and cause issues when being changed
over. Opportunity would be to re-tap the set screws in the die. The other
opportunity would be potential reduction in variation with the key being firmly
in place. Time savings 1 -2 minutes.
 Die Block Lock down – This item is a potential source of variation with in the
set up. Improvement in the lock down/clamp mechanism would decrease
variability. Currently, operators are compensating by intuitive feel in the
alignment stage. Time savings would be reduced time in setting alignment.
Time savings 2-4 minutes.
 Communication of Laser and Bender Equipment – Opportunity to utilize the
auto-correction feature. Maintenance time and training would be needed to
fully utilize this feature. Time reduction here would be less adjustments by
allowing the Laser and bender communicate on the part. Time reduction again
with daily adjustments. Time saved 4-5 minutes per adjustment.


 Management:
 Pressure and Liner Range Project – Bender operators need to develop more
information on the pressure and liner range. This data would be used to develop
the proper range of settings. Current state is that operators are using intuition
to set the first settings. Having a range to set the pressures and liner would
simplify the method and give a numerical range for operators to set up the
bender to according to the type of job and material. This could be used to learn
how to properly set the equipment to the variation in the material itself over
time. The collection of the data to properly set ranges and then use the set
ranges within the traveler or batch ticket. This additional information would
reduce the amount of variation between skill levels and reduce variation in set
up times from operator to operator. Recommend that this project to develop
the proper range be given a significant priority. Time savings opportunity would
be to eliminate the number of adjustments to get that first approved part
between runs. Time savings again 4 to 5 minutes per adjustment.
 Maintenance Labor Utilization – Need to place a priority on fixing dies and
die lockdowns to reduce set up times. Time and variation are being incurred
with not properly running equipment. Poorly performing equipment is
incurring additional labor time and variation. Secondly, maintenance needs time
to develop with engineering quick release devices and reduce the different
number of Allen screws. Time savings 3 to 4 minutes with quick release devices
and 4 to 5 minutes for each adjustment not needed.
 Scheduling - Current system is very reactive. Commented about what are “hot”
priorities and breaking into the current job that is set up. Currently the Lead
Operator take the daily work and breaks jobs according to equipment, operators
and set up demands. No Standard written on
Selected Improvements
Arctic Fox Set Up Reduction
Action Items
Date: June 8 2016
# Owner(s) Action Item Due Date Comments
1 Ken Seivers and Ken Huss Identify common tools Friday June 10th Aleady in progress for two carts
Order tools ( 7 ID')
Order Cart and tool box
2.1 Mike Bradley Layout of cart Monday June 13 Mike ready with pulling together tools
2.2 Bending group Group feedback on layout Wednesday June 15 Group will participate with cart set up prototype
Add tools to the original 7
3 Ryan Hartmann
Process Check List Standard work process
on steps to do a change out.
Friday June 10 Bullet process to flow
4 Ryan Hartmann and Ken Seivers
Ken to ID 10 of 25 commonly run part to
develop set up ranges.
Monday June 13 Start on collecting data on 10 routine parts.
Ryan will re-vamp the traveler to include
the range set up work instructions on these
particular jobs.
Friday June 24 This process will eliminate intuition and create data to
follow in setting up change out. 10 is the initial goal.
Tool has great potential.
5 Sid "James" Walker and Ryan Hartmann Prototype Bender 1 to Monday June 27
Potential here is to reduce time and number of
adjustments by using the auto-correct feature verses
manual adjustments.
use auto-correction function
Checking on communication
link between bender and laser
checking tool.
6 Rodney Larson
Die keys repaired - Keys come due to
screws being worn out. Cause of variation
in process and additional set up time.
June 17 repaired Time wasted and variation caused by worn screws on
the die key. Group recognized that this repair will
stabilize the die head. May help on creating tighter
operational ranges on jobs for set ups.
7 Rodney Larson and Ryan Hartmann
Die Block Clamps - Submitted PO to have
clamps re-machined. Time frame is > 4
weeks to have the blocks done.
Mid -July Poor clamp ability. This is a large contributor to set up
variation.
8 Ken Seivers and Tom Frey
Maintenance labor time management.
Noted that 29 PMs were not conducted last
month alone. Need maintenance focus on
equipment to a quality process. 27-Jun
LEAN manufacturing requires equipment to be
maintained at high levels. Poor equipment equates to
poor quality products and production costs.
Set Up Reduction Results
 Achieved a 34 minute reduction for a 51% gain on the set up
reduction on Bender 1.
 Reduced the number of adjustments to get an approved
part to start production.
 Centralized tools on a cart, implemented a written set up
reduction process, improved equipment with better blocks
and die holders and started utilizing laser measuring tool’s
automatic adjustment feature.
 What was gained on bender 1 in the set up reduction was
planning on being implemented on the other benders after
the holiday break.
 $4000 the pay back on implementing the new processes
will have a significant pay back in reduced time and labor
and quicker response to client demands.
Overall
The pace of the process was very fast. 5S processes were very good in eliminating
a large amount of clutter and unused parts or materials. By having the 5S done in
the tube bending area was essential to the success of the SMED process reduction.
By assigning everyone in the team specific parts to be done, they all had an
opportunity to work on the changes on the floor. Ultimately, the floor employees
after a few weeks expressed how much better the areas seemed.
Recommendations for improvements or notable :
 Bring in accounting stakeholder into the 5S process to make the process more
holistic to all of the plant operation . Red Tag areas were filled with unused
parts and materials. However, accounting was hesitant to sell or throw out the
items.
 All through there was a plant wide communications meeting about moving
into LEAN, a central continuous improvement board was not immediately
implemented. This would have been ideal to bring in as a part of the Leader
Standard work to update. However, I did use 5S accountability/ process update
boards for each team. CI board was ordered .
 Copies of all the training materials and tools are available for future process
improvements. The teams were moving into the other 5S areas and to adapt
the set up reduction gains on the other benders.
 The plant is incorporating 5S audits as apart of their KPIs. Plus, the gains
should be measureable in their productivity measures as well.

Mais conteúdo relacionado

Semelhante a Lean Leader Presentation Lauren Larsen 2017

Scaling Amdocs PBG from team scrum to a multi-program portfolio using lean an...
Scaling Amdocs PBG from team scrum to a multi-program portfolio using lean an...Scaling Amdocs PBG from team scrum to a multi-program portfolio using lean an...
Scaling Amdocs PBG from team scrum to a multi-program portfolio using lean an...AGILEMinds
 
Training and employee engagement 5-6th july 2012 kl v 2
Training and employee engagement  5-6th july 2012 kl v 2Training and employee engagement  5-6th july 2012 kl v 2
Training and employee engagement 5-6th july 2012 kl v 2Laurence Yap M.A. (UM) CHRM
 
Profit improvement workshop advise
Profit improvement workshop   adviseProfit improvement workshop   advise
Profit improvement workshop adviseChrisGamuyao1
 
Next-Generation Performance Testing with Lifecycle Monitoring
Next-Generation Performance Testing with Lifecycle MonitoringNext-Generation Performance Testing with Lifecycle Monitoring
Next-Generation Performance Testing with Lifecycle MonitoringTechWell
 
Thomas Axen - Lean Kaizen Applied To Software Testing - EuroSTAR 2010
Thomas Axen - Lean Kaizen Applied To Software Testing - EuroSTAR 2010Thomas Axen - Lean Kaizen Applied To Software Testing - EuroSTAR 2010
Thomas Axen - Lean Kaizen Applied To Software Testing - EuroSTAR 2010TEST Huddle
 
The5SMethodologySortSetShineStandardizeSustaininQualityManagement..ppt
The5SMethodologySortSetShineStandardizeSustaininQualityManagement..pptThe5SMethodologySortSetShineStandardizeSustaininQualityManagement..ppt
The5SMethodologySortSetShineStandardizeSustaininQualityManagement..pptBarathan6
 
5S It applies the five principles: Sort , Set in order, Shine, Standardize an...
5S It applies the five principles: Sort , Set in order, Shine, Standardize an...5S It applies the five principles: Sort , Set in order, Shine, Standardize an...
5S It applies the five principles: Sort , Set in order, Shine, Standardize an...BalaVinayagar1
 
Application Performance Testing: A Simplified Universal Approach
Application Performance Testing: A Simplified Universal ApproachApplication Performance Testing: A Simplified Universal Approach
Application Performance Testing: A Simplified Universal ApproachTechWell
 
Lean and Kanban: An Alternative Path to Agility -Gartner PPM Summit 2014
Lean and Kanban: An Alternative Path to Agility -Gartner PPM Summit 2014Lean and Kanban: An Alternative Path to Agility -Gartner PPM Summit 2014
Lean and Kanban: An Alternative Path to Agility -Gartner PPM Summit 2014LeanKit
 
F119 Team_Report_out_Sept 10, 2009
F119 Team_Report_out_Sept 10, 2009F119 Team_Report_out_Sept 10, 2009
F119 Team_Report_out_Sept 10, 2009exerciselean
 
Polca Qrm Presentation Final
Polca Qrm Presentation FinalPolca Qrm Presentation Final
Polca Qrm Presentation FinalMark Dawson
 
Final_Presentation_Denny_Kramer (1)
Final_Presentation_Denny_Kramer (1)Final_Presentation_Denny_Kramer (1)
Final_Presentation_Denny_Kramer (1)Denny Kramer
 
Treinamento OPEX Champion Training_rev03.pptx
Treinamento OPEX Champion Training_rev03.pptxTreinamento OPEX Champion Training_rev03.pptx
Treinamento OPEX Champion Training_rev03.pptxThiagoLeal65
 

Semelhante a Lean Leader Presentation Lauren Larsen 2017 (20)

Training Strategie Action Learning
Training Strategie  Action Learning Training Strategie  Action Learning
Training Strategie Action Learning
 
Scaling Amdocs PBG from team scrum to a multi-program portfolio using lean an...
Scaling Amdocs PBG from team scrum to a multi-program portfolio using lean an...Scaling Amdocs PBG from team scrum to a multi-program portfolio using lean an...
Scaling Amdocs PBG from team scrum to a multi-program portfolio using lean an...
 
Training and employee engagement 5-6th july 2012 kl v 2
Training and employee engagement  5-6th july 2012 kl v 2Training and employee engagement  5-6th july 2012 kl v 2
Training and employee engagement 5-6th july 2012 kl v 2
 
Profit improvement workshop advise
Profit improvement workshop   adviseProfit improvement workshop   advise
Profit improvement workshop advise
 
Next-Generation Performance Testing with Lifecycle Monitoring
Next-Generation Performance Testing with Lifecycle MonitoringNext-Generation Performance Testing with Lifecycle Monitoring
Next-Generation Performance Testing with Lifecycle Monitoring
 
Thomas Axen - Lean Kaizen Applied To Software Testing - EuroSTAR 2010
Thomas Axen - Lean Kaizen Applied To Software Testing - EuroSTAR 2010Thomas Axen - Lean Kaizen Applied To Software Testing - EuroSTAR 2010
Thomas Axen - Lean Kaizen Applied To Software Testing - EuroSTAR 2010
 
The5SMethodologySortSetShineStandardizeSustaininQualityManagement..ppt
The5SMethodologySortSetShineStandardizeSustaininQualityManagement..pptThe5SMethodologySortSetShineStandardizeSustaininQualityManagement..ppt
The5SMethodologySortSetShineStandardizeSustaininQualityManagement..ppt
 
5S_basics
5S_basics5S_basics
5S_basics
 
5 s basics
5 s basics5 s basics
5 s basics
 
5 S Laboratory.pptx
5 S Laboratory.pptx5 S Laboratory.pptx
5 S Laboratory.pptx
 
Action learning @ hrec july 2013 v2
Action learning @ hrec july 2013 v2Action learning @ hrec july 2013 v2
Action learning @ hrec july 2013 v2
 
Action learning @ hrec july 2013 v2
Action learning @ hrec july 2013 v2Action learning @ hrec july 2013 v2
Action learning @ hrec july 2013 v2
 
5S It applies the five principles: Sort , Set in order, Shine, Standardize an...
5S It applies the five principles: Sort , Set in order, Shine, Standardize an...5S It applies the five principles: Sort , Set in order, Shine, Standardize an...
5S It applies the five principles: Sort , Set in order, Shine, Standardize an...
 
Application Performance Testing: A Simplified Universal Approach
Application Performance Testing: A Simplified Universal ApproachApplication Performance Testing: A Simplified Universal Approach
Application Performance Testing: A Simplified Universal Approach
 
Lean and Kanban: An Alternative Path to Agility -Gartner PPM Summit 2014
Lean and Kanban: An Alternative Path to Agility -Gartner PPM Summit 2014Lean and Kanban: An Alternative Path to Agility -Gartner PPM Summit 2014
Lean and Kanban: An Alternative Path to Agility -Gartner PPM Summit 2014
 
F119 Team_Report_out_Sept 10, 2009
F119 Team_Report_out_Sept 10, 2009F119 Team_Report_out_Sept 10, 2009
F119 Team_Report_out_Sept 10, 2009
 
Polca Qrm Presentation Final
Polca Qrm Presentation FinalPolca Qrm Presentation Final
Polca Qrm Presentation Final
 
Kaizen: The Art of Continuous Improvement"
Kaizen: The Art of Continuous Improvement"Kaizen: The Art of Continuous Improvement"
Kaizen: The Art of Continuous Improvement"
 
Final_Presentation_Denny_Kramer (1)
Final_Presentation_Denny_Kramer (1)Final_Presentation_Denny_Kramer (1)
Final_Presentation_Denny_Kramer (1)
 
Treinamento OPEX Champion Training_rev03.pptx
Treinamento OPEX Champion Training_rev03.pptxTreinamento OPEX Champion Training_rev03.pptx
Treinamento OPEX Champion Training_rev03.pptx
 

Lean Leader Presentation Lauren Larsen 2017

  • 1. Consulting and Training on initializing 5S and Set Up Reduction Industrial Insite and Arctic Fox
  • 2. Introduction Applicant: Lauren Larsen - Manufacturing Consultant, Industrial Insite - Contractor through Industrial Insite to provide LEAN consulting to Arctic Fox. I was contracted by Industrial Insite, to lead Arctic Fox into to lead it's initial start into LEAN manufacturing from April 2016 to June 2016. The Project: Introduce LEAN manufacturing 5S implementation 3 areas, Receiving, Tube Bending and Welding Prep Set Up Reduction project - Tube Bending area The Team: Ken Huss - VP Operations Arctic Fox Brenda Reardon - Human Resource Manager Arctic Fox Ken Sievers - Production Manager Arctic Fox Tom Frey - 2nd Shift Supervisor Arctic Fox Scott Paul - Shipping and Inventory Control Supervisor Arctic Fox Mark Pittman - Principle and Lead Instructor - Industrial Insite The Companies: Arctic Fox LLC is a part of the Phillips & Temro Industries. Arctic Fox is based in Delano MN with about 65 full-time and part-time employees and was incorporated in 1979. Arctic Fox, LLC is a leading supplier of high quality components to the heavy-duty trucking and off-highway equipment markets. The company manufactures its own product line of in line fuel diesel motor tank and fluid heaters. Arctic Fox extends its manufacturing capabilities to existing and new industries. Current capabilities include tube bending, tube end forming, tube fabrication, manual & robotic welding and brazing. Industrial Insite is a manufacturing training company in Anoka MN. Industrial Insite provides industrial training in both standard and custom approaches. The company offers world-class quality training through program design, tailored curriculum development and expert qualified instruction.
  • 3. Initial Assessment and Preparation Current Situation: Arctic Fox is experience substantial external pricing and scheduling pressure from their OEM customers. On their Arctic Fox product lines, the issue here was a make to stock that created an over burden of too much inventory of finished goods. Operation management recognized that they had a lot of issues on the production and warehouse floor and wanted to initiate LEAN manufacturing into their operation. Goal: The goal was to conduct an introduction into LEAN manufacturing for the plant and lead and coach the plant team members on how to do 5S and set up reduction. So that they could maintain the gains and then apply the new processes to other areas in the plant. To do the training and 5S projects, 3 teams were created to work on a specific 5S hands on process improvement and then a 4th team to be created to perform a set up reduction on the tube bending area. Goal was a 50% reduction in labor time. Training and Process Improvement on 5S and Set Up Reduction: I implemented a process of doing 9 hours of training on LEAN and 5S. The training was broken out into 3 3 hour sessions in alternating weeks. At the end of each training session, I had a specific section of the 5S process to be done in the following practical implementation. In the practical, I then reviewed the teams progress, scored the teams participation, review 5S board updates and made recommendations. Set reduction, I conducted a 3 hour training session on how to do a set up reduction followed up by the actual review of the current setup. Categorizing, selecting and assigning opportunities with a schedule. Measurement: I created a basic knowledge test on LEAN and 5S for the teams to be done at the end of the training sessions. For Arctic Fox, a 70% was a passing score. In the practical, I had the teams conduct an audit on the areas and to learn consistency on auditing. On the Set up Reduction, the measurement was the difference in steps and time to complete the process.
  • 4. Initial Meeting and Assessment: April 14, 2016 - Ken Huss, Brenda Reardon, Ken Seivers, Mark Pitman - Owner Industrial Insite and I met for our initial meeting on the process to introduce LEAN. A tour of the plant operation was conducted, I specified that the tour follow the current flow of materials through the plant. The goals were set to conduct initial training on LEAN, train and perform 3 5S projects and then roll into a Set up Reduction project with tube bending. April 20/22, 2016 – Meeting with Arctic Fox team (Ken Seivers, Tom Frey, Scott Paul and Brenda Reardon) to narrow down the 5S projects. Through my guidance, I had the team select the tube bending production area, Welding prep area and the receiving area. Each of these three areas have a high impact to the overall flow in the plant. The remaining six areas were tabled for the next round of 5S process improvements. The tube bending was also selected with the set up reduction in the next step. - Determined from the team’s feedback that their were very few plant personnel that had any experience with LEAN. Tom Frey and Ken Seivers both had some prior experience with three floor employees. April 22 to April 27, 2016 – Developed LEAN and 5S training curriculum. Process: I. Introduction to Lean + 5S Training => Practical Application + Evaluate + Test II. Set Up Reduction Training + Initial Set Up => Categorize Waste + Opportunities + Assign Changes => Review New Set Up + Time reduction => Next application
  • 5. Training and 5S schedule
  • 6. Over view of training and 5S
  • 7. Lean Basics Training Slides – Key Examples
  • 8. Basics of 5S Training Slides – Key Examples
  • 9. Main slides for 5S - Sort and Set In Place (order)
  • 10. Practical Application – Sort - Set LABORATORY EVALUATION ARCTIC FOX 5S – SORT AND SET IN PLACE Student Name (Please Print): Number: Today’s Date: INSTRUCTOR COMMENTS: Student Signature: _______________________________________ Date: ________________ Instructor/Evaluator Signature: _____________________________ Date: ________________ FINAL SCORE (Circle one): PASS / FAIL EVALUATION METHOD: 1. Perform exercises in a safe manner by following applicable safety rules, using safety equipment, and without endangering yourself or others. 2. Use tools and equipment safely and properly without causing damage or creating hazards. 3. Follow procedures presented in the Lab Exercise or in the references. 4. In the absence of detailed procedures, work plan, or vendor supplied information, apply good working practices and ask for instructor guidance. 5. The graded portion of the Lab will be conducted using a formal Sat/Unsat evaluation of task performance to determine a trainee’s ability to perform the task. SCORING:  SATISFACTORY (PASS): All (100%) criteria in bold text blocks are met plus any other relevant criteria.  SATISFACTORY with Comments (PASS with Comments): Some criteria in non-bold text blocks NOT met.  UNSATISFACTORY (FAIL with Comments to include remediation action/recommendations): Any criteria in any bold text block NOT met, Or A majority of the criteria in non-bold text blocks NOT met for any relevant criteria.  Mark any block not applicable to the task N/A.
  • 13. Lab of Shine and Standard
  • 14. Sustain and Knowledge Test LEAN 5S Quiz 1. What is the correct order of 5S? a. Sort, Standardize, Set in Order, Sustain, Shine b. Sustain, Shine, Sort, Set in Order, Standardize c. Sort, Sustain, Standardize, Set in Order, Shine d. Sort, Set in Order, Shine, Standardize, Sustain 2. What is the number of wastes in LEAN? a. 7 b. 4 c. 5 d. 10 3. What is a red tag for? a. A penalty flag on a LEAN play b. A way to identify a potential unused item or tool c. A rush order identification d. Welding “here” tool 4. What guideline do we usually use for Sorting phase? a. When in doubt throw it out b. Keep only things with dollar value c. Keep items used daily or weekly d. Stuff everything in drawers or shelves 5. Which of the following is not one of the seven wastes? a. Motion b. Laziness c. Transportation d. Overburden 6. Standard work reduces which of the following? a. Stress, overwork and errors b. Waste, overburden and variation c. Transportation, motion and fatigue d. Overproduction, underproduction and quality
  • 16. What is Reduced Setup Time?  Setup is the time between the last good piece of the current run and the first good piece of the next run.  The next step was to identify the worst bottlenecks—the machines with the longest setup times. These bottlenecks offered the opportunity for the biggest initial improvements.  Most LEAN manufacturing experts follow four steps  Document the current change-over.  Determine what setup steps can be done while the machine is still running.  Streamline setup steps that must be done while the machine is not running.  Put the basics in place for workplace organization and visual control. 16
  • 17. Why are we here/Project Description To gain benefits of Quick Changeover – Reduced Setup  More frequent changes LEAN Pull demand  Smaller batches  Lower inventory  Better quality  Less waste  More Flexibility  Less STRESS!!!  Improved teamwork17
  • 18. Project Description  Objective: Reduce the set up time on Bender #8 on a commonly run part.  Application of the 4 Step method using the above methods.  Methods: To use a variety of tools to help determine areas that are causing issues.  Standardize improvements when complete.  Compare final version with original version. 18
  • 19. Project Implementation Schedule Action Description Date Complete Responsible Party 1. Benchmark Current Processes Identify and document “where we are now” 6/1/16; 2:30 – 4:30 Lauren Larsen/Ryan Hartmann 2. Conduct Kickoff Meeting Meeting to include how to participate/contribute in a brainstorming session; gain alignment 6/2/16; 2:30 – 4:30 Lauren Larsen/Work Group 3. Conduct Brainstorming Session Use diagramming tools to solicit and capture opportunities for set-up time reduction 6/3/16; 2:30 – 4:30 Lauren Larsen/Work Group 4. Formalize Opportunities Results from the brainstorming session will be chronicled in a comprehensive format that describes each opportunity 6/6/16 Lauren Larsen/Mark Pitman 5. Approve Opportunities The opportunities to be implemented are approved by the production manager 6/7/16 Ken Sievers/ Lauren Larsen 6. Review Opportunities/ Brainstorm Implementation Identify implementation challenges/gain alignment 6/8/16; 2:30 – 4:30 Lauren Larsen/Work Group 7. Define Action Items Identify specific action items and assign ownership (for each approved opportunity) 6/9/16 Lauren Larsen/ Ken Sievers 8. Formalize Action Items Identify specifically what needs to be done, what done looks like, who is responsible for doing it 6/9/16 Lauren Larsen 9. Implement Action Items Implementation will be staged to minimize production disruptions 6/22/16 TBD 10. Action Items Complete/ Evaluate Performance Improvement Compare improvements on machine to initial benchmark 6/27/16 Lauren Larsen/Mark Pitman/Ken Sievers 11. Review Project Close the loop 6/29/16 Lauren Larsen/Work Group
  • 20. Project Kickoff Meeting Agenda 1. Project goal and metrics to be used for performance measurement 2. Methodology 3. “Brainstorming Session” conduct 4. Review the current operation of the machine 20
  • 21. Kickoff Meeting – Part 1 Project goal Metrics to be used for performance measurement 21
  • 22. Project Goal  Cut the current 2.5 hour set-up time in half  The participant will gain an understanding of methods used to identify improvements in machine setup time and demonstrate those skills by reducing the setup time of Bender #8 by 50%  Tools and methods to be used on other pieces of equipment. 22
  • 23. Metrics for Performance Measurement  Average Set up time reduced (from 2.5 to 1.15 hours)  Number of steps reduced in change out process  Reduced lead time – Smaller lots  Machine run time increase (OEE – Operational Equipment Effectiveness)  Number of products produced – Plant Efficiency Overall, more flexibility and production 23
  • 24. Kickoff Meeting – Part 2 Methodology Four Steps to LEAN Setup Reduction Methods for identifying issues 24
  • 25. Four Steps – Step One  Document our current process  Videotape set up change out  Document the individual process steps as done currently (to be used during brainstorming)  Proceed into Brainstorming – Document with an Idea Worksheet 25
  • 26. Four Steps – Step Two  Determine which setup steps can be done while the machine is running  Convert Internal to External Setup.  Convert any internal setup events to external setup events using focused, engineered methods.  Re-examine internal events from Step 1 and verify that they are truly internal.  Areas to review  Organization – 5S?  Checklists – Tools  Check Tables  Process Plans  Functional Checks – Gigs, gauges, measuring blocks, etc.  Improving transportation 26
  • 27. Step Two – Dealing with Tools Tools – Organize for Setup Fact: Significant setup time is lost searching for setup hardware and setup information.  Setup Hardware: Tools, Fixtures, Nuts and Bolts, Clamping Devices, Measuring Devices  Setup Information: Data (Tool and Machine Settings) and Procedures 27
  • 28. Four Steps – Step Three  Streamline setup steps that must be done while the machine is not running  Streamline Internal Setup by:  Simplifying Movement  “One-touch tools”  Single thread bolts  Reducing Movement  Reduce the number of bolts  Add Parallel Operations  Eliminating Movement  Prepare Operating Conditions in Advance  Replace bolts with hydraulic or cam-operated clamps. 28
  • 29. Four Steps – Step Four  Put the basics in place for workplace organization and visual control.  Eliminating Adjustments and Trial Runs  Use data and settings and not intuition and guessing  Eliminate! Stop reliance on intuition for settings. Process is to be data driven for precision settings. First part quality is the goal.  Convert “intuition” into data. Best way to avoid adjustments, scrap and test runs. Pre-programmed data and settings? 29
  • 30. Continued – Step Four  Question adjustments  What is the step’s function and is it necessary?  Why is the step needed?  What is the skill level of the changeover operator?  Why is it necessary to perform it this way?  What conditions create the need for repeated adjustments?  Look at alternatives and identify what can be eliminated or reduced.  “One adjustment at a time rule” 30
  • 31. Set Up Reduction – Worksheet Item # Set Up Step Internal External Waste TotalTime NetTime Improvement Ideas or Comments Set up Reduction Worksheet Team: Equipment: Date:
  • 32. Set Up Reduction – Initial Phase  Conducted Initial Video and documented initial steps and time.  Group analyzed Video tape and documented the steps  Categorized the steps and potential opportunities on the bender set up  See Fishbone
  • 33. Overall Opportunities by Team Arctic Fox Set Up Reduction Subject: Categorized Opportunities for Set Up Reduction Part Order: 200029594 Material: 7173289 Date Ran: 6/3/2015 Background: Group reviewed a set up on Bender 1. Current total time for the changeover was 65 minutes. The video recorded up to 24 steps being currently done. This set up is a fairly common set up but with a few more bends than a standard job. The job is also more reflected of work performed routinely on the floor. The group identified opportunities and categorized them into one of the eight fishbone classifications: Method, Man power, Mother Nature, Maintenance, Management, Measurement, Material and Machine. General Comments: The following opportunities have the potential to reduce the set up time by 25 to 35 minutes. One of the largest opportunities is reducing the amount of adjustments. Operators did identify that having operating ranges would be a large benefit of reducing adjustments and having that information printed out on the batch ticket or traveler would be ideal. This would transfer intuitive steps into data points. Method: 1. Set Up Cart - A cart should be set up with dedicated tools on shadow boards. It was identified that the operator was spending several minutes traveling for tools from personal tool boxes and or traveling to a central location when a specific tool was needed. Opportunity here is to centrally locate a standard set of tools dedicated to the change out process (large crescent wrench etc...). Group will need to identify and set up a specific cart. Time savings roughly 3 – 5 minutes. 2. Tool list – Related to above. Standardized tools used on change out process to be documented or listed. 3. Process Check List - Operator noted that they committed an error in the process by not recognizing a special part condition. A check list process would prompt the operator to review any special conditions. Process seemed disjointed or hesitant. Time savings on 4 additional adjustments on 4 parts 15 - 20 minutes. 4. Liner/Pressure Settings – Group recognized that there is a need to develop Liner and Pressure settings and that these ranges need to be included in traveler/batch tickets. The advantage here is that the operator would know where to set the ranges on the bender. This would decrease the amount of adjustment time involved significantly on set ups. This information would be especially useful to new operators or to operators not familiar with the product. As seen in item 3 above, significant time is spent on adjustments to achieve the first proper part. In the video example 3 to 4 parts were needed. Time opportunity to eliminate more than one adjustment or about 15 – 20 minutes of set up time.  Auto correction capability – The Laser measuring device and the bender are capable to communicate between each. Opportunity here is that less complicated corrections could be communicated to the bender automatically. This opportunity will require additional training and the correct set up. Result here is reduced time and/or number of adjustments manually by members of the group.  Maintenance:  Die keys – Retaining screws are broken and cause issues when being changed over. Opportunity would be to re-tap the set screws in the die. The other opportunity would be potential reduction in variation with the key being firmly in place. Time savings 1 -2 minutes.  Die Block Lock down – This item is a potential source of variation with in the set up. Improvement in the lock down/clamp mechanism would decrease variability. Currently, operators are compensating by intuitive feel in the alignment stage. Time savings would be reduced time in setting alignment. Time savings 2-4 minutes.  Communication of Laser and Bender Equipment – Opportunity to utilize the auto-correction feature. Maintenance time and training would be needed to fully utilize this feature. Time reduction here would be less adjustments by allowing the Laser and bender communicate on the part. Time reduction again with daily adjustments. Time saved 4-5 minutes per adjustment.    Management:  Pressure and Liner Range Project – Bender operators need to develop more information on the pressure and liner range. This data would be used to develop the proper range of settings. Current state is that operators are using intuition to set the first settings. Having a range to set the pressures and liner would simplify the method and give a numerical range for operators to set up the bender to according to the type of job and material. This could be used to learn how to properly set the equipment to the variation in the material itself over time. The collection of the data to properly set ranges and then use the set ranges within the traveler or batch ticket. This additional information would reduce the amount of variation between skill levels and reduce variation in set up times from operator to operator. Recommend that this project to develop the proper range be given a significant priority. Time savings opportunity would be to eliminate the number of adjustments to get that first approved part between runs. Time savings again 4 to 5 minutes per adjustment.  Maintenance Labor Utilization – Need to place a priority on fixing dies and die lockdowns to reduce set up times. Time and variation are being incurred with not properly running equipment. Poorly performing equipment is incurring additional labor time and variation. Secondly, maintenance needs time to develop with engineering quick release devices and reduce the different number of Allen screws. Time savings 3 to 4 minutes with quick release devices and 4 to 5 minutes for each adjustment not needed.  Scheduling - Current system is very reactive. Commented about what are “hot” priorities and breaking into the current job that is set up. Currently the Lead Operator take the daily work and breaks jobs according to equipment, operators and set up demands. No Standard written on
  • 34. Selected Improvements Arctic Fox Set Up Reduction Action Items Date: June 8 2016 # Owner(s) Action Item Due Date Comments 1 Ken Seivers and Ken Huss Identify common tools Friday June 10th Aleady in progress for two carts Order tools ( 7 ID') Order Cart and tool box 2.1 Mike Bradley Layout of cart Monday June 13 Mike ready with pulling together tools 2.2 Bending group Group feedback on layout Wednesday June 15 Group will participate with cart set up prototype Add tools to the original 7 3 Ryan Hartmann Process Check List Standard work process on steps to do a change out. Friday June 10 Bullet process to flow 4 Ryan Hartmann and Ken Seivers Ken to ID 10 of 25 commonly run part to develop set up ranges. Monday June 13 Start on collecting data on 10 routine parts. Ryan will re-vamp the traveler to include the range set up work instructions on these particular jobs. Friday June 24 This process will eliminate intuition and create data to follow in setting up change out. 10 is the initial goal. Tool has great potential. 5 Sid "James" Walker and Ryan Hartmann Prototype Bender 1 to Monday June 27 Potential here is to reduce time and number of adjustments by using the auto-correct feature verses manual adjustments. use auto-correction function Checking on communication link between bender and laser checking tool. 6 Rodney Larson Die keys repaired - Keys come due to screws being worn out. Cause of variation in process and additional set up time. June 17 repaired Time wasted and variation caused by worn screws on the die key. Group recognized that this repair will stabilize the die head. May help on creating tighter operational ranges on jobs for set ups. 7 Rodney Larson and Ryan Hartmann Die Block Clamps - Submitted PO to have clamps re-machined. Time frame is > 4 weeks to have the blocks done. Mid -July Poor clamp ability. This is a large contributor to set up variation. 8 Ken Seivers and Tom Frey Maintenance labor time management. Noted that 29 PMs were not conducted last month alone. Need maintenance focus on equipment to a quality process. 27-Jun LEAN manufacturing requires equipment to be maintained at high levels. Poor equipment equates to poor quality products and production costs.
  • 35. Set Up Reduction Results  Achieved a 34 minute reduction for a 51% gain on the set up reduction on Bender 1.  Reduced the number of adjustments to get an approved part to start production.  Centralized tools on a cart, implemented a written set up reduction process, improved equipment with better blocks and die holders and started utilizing laser measuring tool’s automatic adjustment feature.  What was gained on bender 1 in the set up reduction was planning on being implemented on the other benders after the holiday break.  $4000 the pay back on implementing the new processes will have a significant pay back in reduced time and labor and quicker response to client demands.
  • 36. Overall The pace of the process was very fast. 5S processes were very good in eliminating a large amount of clutter and unused parts or materials. By having the 5S done in the tube bending area was essential to the success of the SMED process reduction. By assigning everyone in the team specific parts to be done, they all had an opportunity to work on the changes on the floor. Ultimately, the floor employees after a few weeks expressed how much better the areas seemed. Recommendations for improvements or notable :  Bring in accounting stakeholder into the 5S process to make the process more holistic to all of the plant operation . Red Tag areas were filled with unused parts and materials. However, accounting was hesitant to sell or throw out the items.  All through there was a plant wide communications meeting about moving into LEAN, a central continuous improvement board was not immediately implemented. This would have been ideal to bring in as a part of the Leader Standard work to update. However, I did use 5S accountability/ process update boards for each team. CI board was ordered .  Copies of all the training materials and tools are available for future process improvements. The teams were moving into the other 5S areas and to adapt the set up reduction gains on the other benders.  The plant is incorporating 5S audits as apart of their KPIs. Plus, the gains should be measureable in their productivity measures as well.

Notas do Editor

  1. Comment that some elements such as equipment and some specific processes were requested to be held confidential. Therefore in some cases no photo or final document can be shared due to nature of the relationship between to the two companies.
  2. Intro and 5S broken into 3 parts with practical application of that section. I developed the schedule to be 3 hours of training with time allotted for the team and then my follow up the next week to review and provide guidance. A test was given at the end of part 3 to ensure that participants had the basic knowledge down;
  3. Define the “S” for each “S” in 5S Sort, Set In Place, Shine, Standardize, Sustain Describe parameters required to implement 5S program Describe why each “S” in 5S is important to your business Identify the tools needed to implement each step of the 5S system. Discuss the obstacles that must be overcome to have a completely successful 5S implementation. Develop a high level diagram that includes major milestones and an implementation time frame for your company to become a 5S company.
  4. Some of the key materials covered about the basics of LEAN. Have other slides, one which talks about LEAN in based on customer value and increased flow in the operation.
  5. All the above is not possible without employee and management commitment.
  6. Teams were selected. I directed each team on how to break up the project and to allocate time, 2 hours to the team each week. Lab Evaluation - Used that to review 5S Red tag and sorting process on the floor. I would ask questions of each team member on their activities to the group. Most teams devised a flow through the department. Pic 1 – Red Tag area for Welding Prep Pic 2 – Start of 5S board
  7. First picture – Orginial boxes of parts. Not uniform and spread on 4 shelves. Hand written notes on side of boxes. Old materials up to 5 years found. Second picture – Std use of bins, labeling and the high volume “Hot Fox” area located and end of rack and at nearest travel location to welding. The parts also show new bright yellow label to indicate receiving parts for Weld Support. Third - New standard process incorporated into Weld Support. New parts having dedicated area to be checked into Weld Support. From going through Standard process. The Weld Support team found an opportunity with “Blue Sheet” or missing components that had quite a bit of Frequency. When asked “Why”. Potential future improvement. Sort and Shine eliminated boxes of junk around the tube bending equipment. Also, note in third pictures. Pallets placed under racks and areas swept. Not pictured – Tube bending area jigs were reorganized and reduced to 3 levels of racking and properly labeled. Equipment confidential Pic 4 – Before Receiving bay. Right by door. Major amount of handling waste. Pic 5 – Improved stacking of common materials. Red tagged outside.
  8. Shine and Std Homework with Draft created for Receiving process. Down to 9 key steps and needed SAP screen shots for final.
  9. Purpose of the test was to ensure that participants were engaged in the training sessions. Arctic Fox wanted a 70% passing. I designed the test to encompass the basics of Lean and 5S. Overall, the process of training on the topic and then going out onto the floor was ideal to put new knowledge to the test. Performed group auditing to give each group the feedback on uniform expectations: Initial average scores ranged from mid 30s to mid 60s.
  10. Review the goal of the electrical troubleshooting class with the students.
  11. Review the goal of the electrical troubleshooting class with the students.
  12. Review the goal of the electrical troubleshooting class with the students.
  13. Switched to Bender #1 due to this being a more representative with 2 bend product set up being typical and communication capability to the part reader system.
  14. Review the goal of the electrical troubleshooting class with the students.
  15. Biggest area of gain in Set up Reduction. Nearly 50% or more of your gains should be coming from this section.
  16. Quick fix clamps (bike tire clamps), less screws, clamps and pre-operations ( pre-heating etc…)
  17. Good example: Pop Lock folding machine – guessing on settings, implemented tape measure for guides. 12 hrs to 30 minutes and any operator could do it!
  18. I had the Team classify their opportunities they found from the brainstorming. They found 20 items that could be improved. I had them narrow it down to 10 priorities that the team felt would give the process the biggest improvement. This is a summary report of the overall process.
  19. 8 items were selected to be worked on as I had the team select priorities. Over the next 3 weeks, updates were conducted to ensure progress was moving forward. Wrap up and final video of new set up process taken on June 22 for the group. Specific tasks were assigned and timelines discusses.
  20. From the final video. Significant waste in travel was eliminated by the tool set up cart. The operators also gather up the jigs and mandrels before the switch out. A set up check list was attached to the cart to keep the operator on task. One big win was the standardization of the automatic adjustment from the quality tube reader. This dropped 3 extra steps to just 1 adjustment in the new task. Longer term CI is to better utilize this adjustment knowledge and tool for “one and done” to zero adjustments.
  21. Arctic Fox VP of Operations in my debriefing meeting is expecting monthly updates on the 5S audits. The team also has several projects to continue pressing forward in 5S and with Set Up Reduction. These processes will need to move onto the other process steps and departments at Arctic Fox to fully implement a whole LEAN process through out. One to of the long term goals will move from large set up volumes to order specific to switch to a true “pull demand” in the system. Other opportunities exist, but they did well on focusing on a small area to ensure success in that spot.