Lean Manager School - Day 1 - Visual Control

1、Lean Manager School - Day 1Cochin, 23 September 200825 Lean Managers and 5 Lean DirectorsDay 1 - Visual Control & Red Bin reviewTuesday September 23rdTimeContentSpeaker8 h 00Introduction and safety rulesGeorge Varghese8 h 30Lean initiative organization and targetsYves Merel9 h 30Lean system with 4 l

2、evers over 6 chaptersYves Merel10 h 30Coffee break10 h 45Factories visit & observations (3 groups)Kaliappan Uthandaraman12 h 30Observations conclusionsYves Merel13 h 00Lunch14 h 00Red Bin review methodology & Torino exampleJose Hernandez14 h 45Red Bin review exercise (6 groups)Jose Hernandez15 h 45C

3、offee break16 h 00Exercise conclusionJose Hernandez16 h 15Lean KPI calculation and reportsTom Moyer17 h 00Visual Control standardsYves Merel17 h 30Conclusion of the dayYves Merel18 h 00EndDay 2 SMED WorkshopWednesday September 24thTimeContentSpeaker8 h 00Q&A on day 1 contentYves Merel8 h 15SMED for

4、EPEI reductionBertrand Guery8 h 45SMED workshop methodology & Nantong exampleBertrand Guery9 h 15EPEI assessment exercise (groups 1 & 2)Kaliappan Uthandaraman9 h 15 bisSMED game (groups 3 & 4)Bertrand Guery & Yves Merel10 h 30Coffee break10 h 45Changeover observation exercise (2 groups)Bertrand Guer

5、y & Yves Merel12 h 00Exercise conclusionBertrand Guery12 h 30Lunch13 h 30SMED game (groups 1 & 2)Bertrand Guery & Yves Merel13 h 30 bisEPEI assessment exercise (groups 3 & 4)Kaliappan Uthandaraman14 h 45Coffee break15 h 00Changeover video analysis exercises (6 groups)Bertrand Guery17 h 30Conclusion

6、of the dayYves Merel18 h 00EndDay 3 Hoshin WorkshopThursday September 25thTimeContentSpeaker8 h 00Q&A on day 1 & 2 contentsYves Merel8 h 15Variability reduction for labor efficiencyYves Merel8 h 3020 cycles timing exercise on video (1 group)Tom Moyer9 h 15Hoshin workshop methodology & Tatabanya exam

7、pleTom Moyer10 h 00Coffee break10 h 15Lego game (2 groups)Tom Moyer & Yves Merel12 h 155S methodology to prepare every workshopTom Moyer13 h 00Lunch14 h 00Cycle time diagram exercises (4 groups)Tom Moyer15 h 30Exercise conclusionTom Moyer16 h 00Coffee break16 h 15Single piece flow and small boxes vi

8、deosYves Merel16 h 45Standardized Work process and videosYves Merel17 h 00Product / Process Matrix for workshop planYves Merel17 h 30Conclusion of the 3 days at CochinGeorge Varghese18 h 00EndDay 1 - Visual Control & Red Bin reviewTuesday September 23rdTimeContentSpeaker8 h 00Introduction and safety

9、 rulesGeorge Varghese8 h 30Lean initiative organization and targetsYves Merel9 h 30Lean system with 4 levers over 6 chaptersYves Merel10 h 30Coffee break10 h 45Factories visit & observations (3 groups)Kaliappan Uthandaraman12 h 30Observations conclusionsYves Merel13 h 00Lunch14 h 00Red Bin review me

10、thodology & Torino exampleJose Hernandez14 h 45Red Bin review exercise (6 groups)Jose Hernandez15 h 45Coffee break16 h 00Exercise conclusionJose Hernandez16 h 15Lean KPI calculation and reportsTom Moyer17 h 00Visual Control standardsYves Merel17 h 30Conclusion of the dayYves Merel18 h 00EndDay 1 - V

11、isual Control & Red Bin reviewTuesday September 23rdTimeContentSpeaker8 h 00Introduction and safety rulesGeorge Varghese8 h 30Lean initiative organization and targetsYves Merel9 h 30Lean system with 4 levers over 6 chaptersYves Merel10 h 30Coffee break10 h 45Factories visit & observations (3 groups)

12、Kaliappan Uthandaraman12 h 30Observations conclusionsYves Merel13 h 00Lunch14 h 00Red Bin review methodology & Torino exampleJose Hernandez14 h 45Red Bin review exercise (6 groups)Jose Hernandez15 h 45Coffee break16 h 00Exercise conclusionJose Hernandez16 h 15Lean KPI calculation and reportsTom Moye

13、r17 h 00Visual Control standardsYves Merel17 h 30Conclusion of the dayYves Merel18 h 00EndBishop customer survey comparison by region In terms of overall customer perception, FCI is ranked between 17 and 21Why a lean manufacturing initiativeLean is not about reducing costs in production or improving

14、 cash. It is about:QualityService to CustomerPeople empowerment (including above all safety)Supply chainEfficiencyCapital expenditure reduction But even more importantly, it is all about having a vision, a vision about the people you are managing, and may be also a vision about the way you understan

15、d your job and your personal lifeWhat is the FCI Lean manufacturing System?A specific plant organisation, which fosters team work and people empowermentA set of standardised toolsA library of best practices across the groupRoad maps of shop floor improvement actions for each plantA set of common sho

16、p floor indicators and templates which will track and demonstrate actual improvementsA network of Lean managersA network of “franchised” technical consultants who can be mobilised to support improvement activities across the groupLean Launch Seminars3 kickoff seminars was held to explain the Lean In

17、itiative goals and principles27-29 May 2008 at Jurong-ELX, Senai-ELX, Loyang-MIC for Asia03-04 September 2008 at Lincoln-EPI, Littleton-EPI for Americas10-11 September 2008 at Tatabanya-MVL for Europe130 attendees came from all Plants and HeadquartersPlant Managers and DirectorsLean Managers and Dir

18、ectorsOperations Managers and DirectorsSupply Chain Managers and DirectorsQuality Managers and DirectorsHuman Resources Managers and DirectorsExecutive Committee Vice-PresidentsRegional Lean ReviewsStarting in October 2008, we will lead Regional Lean ReviewsAlternatively in Americas, Europe and Asia

19、During 2 daysEach time in a different plantFor all the Plant General Managers, Production Managers and Lean Managers of the regionIt will be each time focused on a specific Lean management toolWe will discover the host plant, review improvements off all plants, practice Lean analysis and share good

20、practices experiencesLean Initiative TeamYves MerelMain focus: FCI Lean Sense Overall Organization of the initiative SafetyBertrand Guery (part time)Main focus: SMED and TPMJos HernandezMain focus: Plant QualityTom MoyerMain focus: Hoshin and Standardized Work AmericasGilbert PineauMain focus: Plant

21、 Flow A full time dedicated Lean Manager for every plantLean Manager SchoolCochin Sept 23:Visual Control & Red Bin reviewCochin Sept 24:SMED WorkshopCochin Sept 25:Hoshin Workshop & Standardized WorkLittleton Oct 28:TPM WorkshopLittleton Oct 29:QRQC Workshop & Go 1st PartLittleton Oct 30:Shop Stock

22、& Small TrainEpernon Nov 18:Supermarket & Truck Prep Areas Epernon Nov 19:Cardboard EngineeringEpernon Nov 20:Workshop Plan with Pierre VareilleWork between Lean Manager School cessionsDue to the high cost of this training course, we want to make sure attendees lead Workshops as trained and get bene

23、fitsEvery Lean Manager should lead one workshop per monthIn October you are asked to lead a SMED Workshop, since applicable at every plant and in line with the 2009 Flow Time priorityChoose with your Plant Manager the cell to optimizeCome to the October and November cessions with your Workshop Board

24、s to review the difficulties you will have experiencedBased workshops opportunities mapping, build between the cessions your workshop planOn November 20th, Pierre Vareille will join us at Epernon to review every single attendees work accomplished on October workshop, November workshop and workshop p

25、lan.Lean COO visitsPlant Lean visits will be heldBy Pierre Vareille, Yves Merel and Freddy Ball15 in a meeting room (standard presentation), 4/6 hours on the floor To review the KPIs continuous improvement speedTo review the recent Lean tools implementations and recommend some adjustments on the met

26、hodTo suggest opportunities of improvementsOur target is to visit each plant at least once a yearPierre Vareilles personal commitmentsControl personally the deployment of the initiativeFollow up personally the lean monthly reports and give feedbackVisit all plants once a year Organise a Lean confere

27、nce once a yearAll Executive Committee meetings to start with a safety reviewWhen relevant,Safety plan to be included in the budget and quarterly reviewsSafety performance to be included in Plant Managers bonusBy the end of 2010 (within 28 months)We are targeting to CUT WASTE BY HALFBased on the lev

28、el1 KPIs it means that by end of 2010 (and starting in September 2008), our targets are to:Cut Customer Complaints by HALFCut Plant Flow Time by HALFReduce Service MPM by HALFIncrease throughput on wages by a QUARTER(on the proven basis that half of the labor is efficient and half is wasted)Decrease

29、 our Capex on sales percentage from 5.6% in 2007 to 4.8% (HALF way to the final target of 4%)By the end of 2010However, as safety is our first and most important responsibility, and because letting our colleagues work in a non safe environment is totally unacceptable, we will cut the number of lost

30、time accidents by THREE QUARTERSEvery monthStarting in September 2008, every plant will improve their:Number of accidents by 3% every month (when relevant)Customer Complaintsby 2% every monthPlant Flow Timeby 2% every monthService MPMby 2% every monthThroughput / wages by 1% every monthCapex % on sa

31、les by 0.4% every 6 months*: for all KPIs except Capex % - improvement will be measured on a 6 months rolling average compared to average from March to August 2008for one ambitionOur goal is to become the benchmark in our industry in terms of market share and sales growth, profit and people empowerm

32、ent (Pierre Vareille, Management Days 3 March 2008)Day 1 - Visual Control & Red Bin reviewTuesday September 23rdTimeContentSpeaker8 h 00Introduction and safety rulesGeorge Varghese8 h 30Lean initiative organization and targetsYves Merel9 h 30Lean system with 4 levers over 6 chaptersYves Merel10 h 30

33、Coffee break10 h 45Factories visit & observations (3 groups)Kaliappan Uthandaraman12 h 30Observations conclusionsYves Merel13 h 00Lunch14 h 00Red Bin review methodology & Torino exampleJose Hernandez14 h 45Red Bin review exercise (6 groups)Jose Hernandez15 h 45Coffee break16 h 00Exercise conclusionJ

34、ose Hernandez16 h 15Lean KPI calculation and reportsTom Moyer17 h 00Visual Control standardsYves Merel17 h 30Conclusion of the dayYves Merel18 h 00End6 Lean chapters in manufacturing1 - Quality: When the customers are not demanding enough but anyway are fed up dealing with our defective products2 -

35、Service: When the customers are not demanding enough but anyway are fed up dealing with our late deliveries3 - Empowerment: To allow everyone in his own perimeter to contribute to the companys improvement4 - Supply chain: To save surface, transportation, labor, scrap, but mainly to drive the process

36、es stability improvement5 - Efficiency: To save labor time for better competitiveness6 - Capex: To avoid unnecessary investments by maximizing equipment utilization and flexibility4 levers to drive the continuous improvementVisual Control Systems to share with everybody on shop floor the problems an

37、d allow quick reactionsManagement Routines to decentralize management at workstationsProblem Solving Workshops to see the wastes and launch the continuous improvementKey Performance Indicators to challenge the speed of continuous improvementLean toolsEmpowermentQualityServiceSupply ChainEfficiencyCa

38、pexVisual control systemsSuggestionsTeam Skills MatrixRed BinGo 1st PartTruck Prep AreaShop StockSupermarketSmall TrainMilk RunProduction Analysis BoardProduction FilmP-P MatrixManagement routinesBarometerRed Bin ReviewPull System CheckLeveled MPSStandardized WorkTPM ReviewProblem solving workshopsS

39、afety 8DQRQCSMEDValue Stream MappingHoshinCardboard EngineeringTPMKPI challengeAccidents(-3% /month)Complaints(-2% /month)MPM(-2% /month)Flow Time(-2% /month)Throughput / Wages(+1% /month)Capex / Sales(-0.4% /6month)Quick response controlThe faster a problem is identified, the easier will be the cor

40、rectionIt allows to see the point of cause (when and where it went wrong)When possible make the problem visible immediately by the person who can correct itOn line detection and first defect stopKeep the stock where produced not where usedOtherwise make it visible and review it frequentlyKeep the de

41、fectives parts in a Red Bin at cellCheck every truck is prepared one day aheadHourly compare the quantity produced to ideal targetIt wastes time to review weekly or monthly the performancesTo get a rough image of what happened youll need statisticsBut the worst is not being aware of any problem to f

42、ixVisual control systems4 questions to answer by walking around on the shop floor :Does everybody see immediately if today is a good day, good hour?Does everybody see without ambiguity the standard way to work?Does everybody see what is the main problem?Does everybody see what is done to improve?Vis

43、ual control systemsVisual control systems have to be simple and clear enough to highlight the problems (gap to target, gap to standard)When possible use physical systems, such as red bin, flow racks and kanban cardsOtherwise use very simple and clear information, such as floor marking, colors code,

44、andon and hand written boardsIT systems are never good enough for immediate information sharing at workstationManagement routinesVisual control systems will not drive continuous improvement without support functions and managers caring for the operators problemsManagement routines consist of regular

45、 shop floor meetings oriented on quick reaction to control problemsManagement routines are aimed to decentralize the management process to the real place, at the real time, with the real dataManagement routines pull support functions and managers out of their offices to help operators on the shop fl

46、oorProblem solving workshopsA workshop is aimed to solve a specific problemWith a cross functional team (including operators)With a target (at least half the waste)With a time constraint (3 days)With a step by step analysis method (Lean standard)It is based on the PDCA process to test hypotheses to

47、find the true root causeIt is a training practice to teach peopleTo see the waste on the shop floorTo suggest quick, cheap and simple actionsPDCAPlanGrasp the situation to correctly understand the problemAnalyze to get realistic hypothesisPlan rigorous tests with measurement method and expectationDo

48、Perform the test planCheckObserve and measure the influence of each hypothesisCompare to expectationsActConclude if you have to test others hypothesis or decide to consolidate by updating some standards4 sources of suggestionsProblem solving workshopsThe cross functional team will suggest and implem

49、ent many improvements. They record them on “Lean workshop board”Team improvementEach team should work together on their own problems. They use “problem follow up sheet”Individual suggestionsA suggestion system should allow everyone to propose improvements and get feedbackQuick response controlWhen d

50、ecisions are taken immediately to fix problems, they are recorded on a “Kaizen board”Suggestions process targetsEvery single person of the company should take part at least once in 2 years to a 3 day problem solving workshopEvery single team should have selected and worked together on 1 improvement

51、at one timeEvery single individual suggestion should get supervisor feedback by the following day latestOverall the number of suggestions implemented should exceed 1 suggestion / person / month PLANT GENERAL MANAGER APU MANAGER SUPERVISOR PLANTTeamAPU (Autonomous Production Unit) = TEAMLEADERSAPU Su

52、pport functions: MaintenanceTooling maintenanceProduction schedulingProduction qualityCurrent production engineeringPlant Support functions:HRFinanceQuality SystemLeanNew production engineeringLogistics Typical organizationPRODUCT OR PROCESS LINETeamTeamLean Manager missionThe Lean Manager helps the

53、 plant to constantly improve Quality, Service, Empowerment, Supply chain, Efficiency and Capex utilization through rigorous application of the standard Lean toolsHe drives cultural change to help management adopting lean thinking, shop floor attitude (where the action takes place); he fosters people

54、 development and empowermentAs a member of the “Lean Network”, he makes constant efforts to become proficient in lean toolsLean Manager activitiesDevelop the Lean Visual Control systems at Group standardsTrain Supervisors and Managers on how to use the Lean Visual Control systems and how to perform

55、the Lean Management routinesParticipate to the Policy Deployment of the plant, by building and following up the Problem Solving workshops plan and the Lean training planLead Problem Solving workshops at Group standardsStrive systematically for manufacturing improvement opportunitiesValidate the new

56、product/process to make sure the cell standards are all properly definedMake sure Lean KPIs are calculated at Group standards and report monthly Lean activities statusCommunicate Good Practices across the company through the Lean NetworkLean Manager line reporting & profileLINE REPORTING Direct repo

57、rt to the Plant General ManagerIndirect report to the Regional Lean Manufacturing DirectorFull time jobPROFILEExpert in Lean tools (or at minimum aware of them and willing to learn)Hands-on, willing to spend most of his time on the floorReady to travel extensivelyConvincing, persistent, good facilit

58、ator and trainerCommunication skills, open minded and positive attitude: wants to helpManufacturing experience is a plus (process engineering wished)Day 1 - Visual Control & Red Bin reviewTuesday September 23rdTimeContentSpeaker8 h 00Introduction and safety rulesGeorge Varghese8 h 30Lean initiative

59、organization and targetsYves Merel9 h 30Lean system with 4 levers over 6 chaptersYves Merel10 h 30Coffee break10 h 45Factories visit & observations (3 groups)Kaliappan Uthandaraman12 h 30Observations conclusionsYves Merel13 h 00Lunch14 h 00Red Bin review methodology & Torino exampleJose Hernandez14

60、h 45Red Bin review exercise (6 groups)Jose Hernandez15 h 45Coffee break16 h 00Exercise conclusionJose Hernandez16 h 15Lean KPI calculation and reportsTom Moyer17 h 00Visual Control standardsYves Merel17 h 30Conclusion of the dayYves Merel18 h 00EndDay 1 - Visual Control & Red Bin reviewTuesday Septe