2. Identify process
and value
Draw current
400
state
1- Identify what add value to the customers;
Projects ahead of schedule (July to Dec. 2004)
2 – Understand the current process
100
3 – Identify wastes;
80
4 – Find the root cause of wastes;
Draw Future
6
100
State
40
5 – Draw a high performance process
based on 3 lean solutions
60
200
%
Days
300
Analyze the
wastes
15
0
ZE
Pump Type
Quantity of days 129
33,5
%
Accumulative% 33, 5
C
AP
68
Implementation17,7
51,2
10
20
2
4
7
2
3
6 – Implement actions and manage to
2
1
2
0
AP3V perfection; M
M
C ZE
M BT
B
B S H N G S HV Other
M
S
M
39
25
21
14
14
7
6
5
0
S N
M
57
14,8 10,1
66,0 76,1
6,5
82,6
5,5
3,6
88,1 91,7
3,6
95,3
1,8
97,1
1,6
1, 3
0,0
98,7 100, 0 100,0
4. VOICE OF CUSTOMER
What happens
with time?
Attractives
Attractives
(unknown)
(unknown)
Performance
Performance
(Spoken)
(Spoken)
Time
Not done
(or done in a bad way)
Ne
ra l
ut
Well done
Basic
Basic
(Expected)
(Expected)
6. Identify process
and value
Draw current
400
state
1- Identify what add value to the customers;
Projects ahead of schedule (July to Dec. 2004)
2 – Understand the current process
100
3 – Identify wastes;
80
4 – Find the root cause of wastes;
Draw Future
6
100
State
40
5 – Draw a high performance process
based on 3 lean solutions
60
200
%
Days
300
Analyze the
wastes
15
0
ZE
Pump Type
Quantity of days 129
33,5
%
Accumulative% 33, 5
C
AP
68
Implementation17,7
51,2
10
20
2
4
7
2
3
6 – Implement actions and manage to
2
1
2
0
AP3V perfection; M
M
C ZE
M BT
B
B S H N G S HV Other
M
S
M
39
25
21
14
14
7
6
5
0
S N
M
57
14,8 10,1
66,0 76,1
6,5
82,6
5,5
3,6
88,1 91,7
3,6
95,3
1,8
97,1
1,6
1, 3
0,0
98,7 100, 0 100,0
7. UNDERSTAND THE CURRENT
PROCESS
Voice of Customer
Survey
> 70% answers to be trustful
Gather people’s
activity information
30 days to avoid seasonality
Critical
Analysis
Prioritized &
Critical
VSMs
11. 9 WASTES IN OFFICES
USELESS
INFORMATION
WAITING
LARGE BATCHES
BOUNDARY
BOUNDARY
LACK OF
LEVELLING
PLANNING
PLANNING
REDUNDANT
TASKS
LACK OF
SYNCHRONISM
POOR QUALITY
REINVENTION
KNOWLEDGE
KNOWLEDGE
STOP AND GO
TASKS
12. Identify process
and value
Draw current
400
state
1- Identify what add value to the customers;
Projects ahead of schedule (July to Dec. 2004)
2 – Understand the current process
100
3 – Identify wastes;
80
4 – Find the root cause of wastes;
Draw Future
6
100
State
40
5 – Draw a high performance process
based on 3 lean solutions
60
200
%
Days
300
Analyze the
wastes
15
0
ZE
Pump Type
Quantity of days 129
33,5
%
Accumulative% 33, 5
C
AP
68
Implementation17,7
51,2
10
20
2
4
7
2
3
6 – Implement actions and manage to
2
1
2
0
AP3V perfection; M
M
C ZE
M BT
B
B S H N G S HV Other
M
S
M
39
25
21
14
14
7
6
5
0
S N
M
57
14,8 10,1
66,0 76,1
6,5
82,6
5,5
3,6
88,1 91,7
3,6
95,3
1,8
97,1
1,6
1, 3
0,0
98,7 100, 0 100,0
18. Identify process
and value
Draw current
400
state
1- Identify what add value to the customers;
Projects ahead of schedule (July to Dec. 2004)
2 – Understand the current process
100
3 – Identify wastes;
80
4 – Find the root cause of wastes;
Draw Future
6
100
State
40
5 – Draw a high performance process
based on 3 lean solutions
60
200
%
Days
300
Analyze the
wastes
15
0
ZE
Pump Type
Quantity of days 129
33,5
%
Accumulative% 33, 5
C
AP
68
Implementation17,7
51,2
10
20
2
4
7
2
3
6 – Implement actions and manage to
2
1
2
0
AP3V perfection; M
M
C ZE
M BT
B
B S H N G S HV Other
M
S
M
39
25
21
14
14
7
6
5
0
S N
M
57
14,8 10,1
66,0 76,1
6,5
82,6
5,5
3,6
88,1 91,7
3,6
95,3
1,8
97,1
1,6
1, 3
0,0
98,7 100, 0 100,0
21. LEVEL THE WORKLOAD
DEMAND
• QUESTIONS:
•
WHAT IS THE CAPACITY OF THE PROCESS?
•
IS THERE A BOTTLENECK?
•
IS THERE AN OVERLOAD?
•
WHAT IS THE RIGHT TIME TO START?
•
WHO SETS PRIORITY?
40. LESSONS LEARNED
Structured meetings with the following
targets:
Measure results
Focus in facts and data
Process analysis
Feedback of internal customer
Written improvement plan
41. Identify process
and value
Draw current
400
state
1- Identify what add value to the customers;
Projects ahead of schedule (July to Dec. 2004)
2 – Understand the current process
100
3 – Identify wastes;
80
4 – Find the root cause of wastes;
Draw Future
6
100
State
40
5 – Draw a high performance process
based on 3 lean solutions
60
200
%
Days
300
Analyze the
wastes
15
0
ZE
Pump Type
Quantity of days 129
33,5
%
Accumulative% 33, 5
C
AP
68
Implementation17,7
51,2
10
20
2
4
7
2
3
6 – Implement actions and manage to
2
1
2
0
AP3V perfection; M
M
C ZE
M BT
B
B S H N G S HV Other
M
S
M
39
25
21
14
14
7
6
5
0
S N
M
57
14,8 10,1
66,0 76,1
6,5
82,6
5,5
3,6
88,1 91,7
3,6
95,3
1,8
97,1
1,6
1, 3
0,0
98,7 100, 0 100,0
42. A3 REPORT
Title
DATE
17/06/08
E.O.
F. B.
M. E.
P. P.
D. M.
A.C.
BACKGROUND / TARGETS
FUTURE STATE
•Historical Context
C. F.
• Actions and why are recommended
• Countermeasures to the root-cause
•What is the problem? What is the relation
with the business?
CURRENT STATE
•Where are we?
•How are we?
•Facts and data
ACTION PLAN
• Which activities are required to reach the
target condition?
• Responsible and when?
ANALYSIS
•What is the root cause?
•What is the restriction?
INDICADORES
• Measurement of impact of the actions in
the KPIs
Linha Vermelha = Tempo Takt ( Rodada de linha)
Cada barra mostra os elementos de trabalho para um operador
As barras são preenchidas de baixo para cima
1-2-3-4 são os elementos que o operador 1 executa, e no tempo de 14 min.
Operador 3 é gargalo
Linha Vermelha = Tempo Takt ( Rodada de linha)
Cada barra mostra os elementos de trabalho para um operador
As barras são preenchidas de baixo para cima
1-2-3-4 são os elementos que o operador 1 executa, e no tempo de 14 min.
Operador 3 é gargalo
Hand Off – Causador de desperdício: Termo em Inglês que designa a passagem de Informação de uma pessoa para outra ou de um departamento para outro. ****repare no longo tempo e destorcido tempo de atravessamento