This si just a short introduction to Manufacturing Awareness

1. An Introduction toManufacturing Awareness LimitedChris McKellen

2. Publications A Journey Towards Manufacturing Excellence Quick reference sources:- QRS for Lean in Manufacturing QRS for Lean in the office QRS for Lean in Construction Pocket Guide to Lean (Chinese) Implementing Business Improvement Techniques Various articles in technical/professional journals

3. Typical Customers

4. Typical Customers

5. Typical Customers

6. What do we do? Help organisations implement Business Improvement Techniques Consult Train Facilitate Mentor

7. Business Improvement Techniques Business Improvement Techniques: Must be applied to the whole organisation All changes should be considered from the customer’s viewpoint Should involve ‘everybody’ throughout the business, empowering and developing them as necessary Must look at the root cause of an issue

8. An Example A retiring GP who was sick of the system said: “I know the patient’s age, size, weight, smoking habits, blood pressure, pulse rate, BMI, etc, but I can’t remember what is wrong with him. The system is so geared to collecting data, that you forget that you are there to treat people”

9. How do we do it? Ideally Work with senior management team to Develop vision Turn vision in to strategy Train all levels in the organisation Introducing appropriate business improvement techniques Train and work with individuals and groups To implement the culture change Using some of the lean / business improvement technique tools Mentor individuals and teams To ensure change is sustained

10. How do we do it? Chief Executive / Managing Director Must have an absolute & total commitment Need a full understanding of the tools and techniques Senior Management Team Become experts and facilitators Key employees Awareness & become team members All Employees Ongoing, continuous improvement and mentoring

11. Beware of Tools and Techniques Use on the tools and techniques that you really need

12. Beware of Buzzwords Andon Heijunka Shojinka Muda Gemba Jidoka Teian Chaku-Chaku Nagara Use terms that everybody understands

13. Beware of Some Consultants Rolling Forecast 90 days PRODUCTION CONTROL Bar & ForgingSuppliers Orders OE & Aftermarket Customers Monthly Schedule 30 days Weekly demand 7 days 2 X Per Month Daily Priorities Daily Shop Orders Supervision FRICTION WELD CUT BAR GRIND PROFILE TURN BALANCE ASSEMBLE SHIP I I I I I I I I I Staging 1 1 1 1 1 6 3 days 4 days 3 days 2 days 2 days 2 days 15 days C/T = 20 sec C/T = Op 10 sec M/c 30 sec C/T = Op 15 sec M/c 42 sec C/T = Op 10 sec M/c 60 sec C/T = Op 10 sec M/c 48 sec C/T = Op 210 sec C/O = 60 min C/O = 60 min C/O = 180 min C/O = 60 min C/O = 120 min C/O = 60 min Uptime 100% Uptime 90% Uptime 80% Uptime 70% Uptime 90% Uptime 100% Operators 1 Operators 1 Operators 1 Operators 1 Operators 6 GRIND CASTING 1 20 days 4 days C/T = 30 sec C/O = 85 min Total LT = 37 days Uptime 100% 3 days 4 days 2 days 2 days 20 days 2 days 4 days Total VA = 420 sec 30 sec 30 sec 42 sec 210 sec 48 sec 60 sec Have a vision and strategy – don’t go off at tangents

14. Let’s compare some philosophies Lean: Delighting the customer Identifying and minimising wastes throughout the organisation Making/doing what the customer wants, when they want it Continuous improvement Theory of Constraints: Identifying the constraint that restricts the whole business Resolving the issues at the constraint Balancing the whole business to the constraint Six-sigma: Achieving less than 3.4 pars per million defects Identifying variation in a process Making improvements to eliminate variation

15. Let’s compare some philosophies Agile: Responding to customer’s more frequent changing demands Prospering and thriving in an environment of constant and unpredictable change Quick Response: Never ending process to reduce lead times throughout the business Maximum flexibility and response in business systems 20 Keys: Series of 20 keys used as a method to assess and improve the whole business The keys are ‘scored’ on a scale of 1, low, to 5, high and an improvement programme developed on initial ‘score’.

16. Let’s look at some examples Lean: Delighting the customer Reducing the amount of walking by an employee in an office Making what the customer wants, when they want it Continuous improvement Theory of Constraints: Identifying the constraint that restricts the whole business Determining why there are queues of people in a casualty department Balancing the whole business to the constraint Six-sigma: Achieving 3.4 pars per million defects, or better Eliminating variation in the analysis of blood samples Making improvements to eliminate variation

17. Our training methodology We: Training should be relaxed, and fun Attempt to avoid ‘death by PowerPoint Use real life examples – wherever possible We use simple simulations: Putting paper in envelopes Moving coins through a ‘production’ process Making trolleys with ‘KanDo Lean’

18. Product Used for Simulation KanDo trolleys 12 Variants Increasing customer demand Reduction of Takt time from 60 seconds to 30 seconds

19. Can we help you? www.manufacturing-awareness.com