Kaizen Blitz multicoat loading area April 2005

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Information about Kaizen Blitz multicoat loading area April 2005
Business & Mgmt

Published on February 21, 2014

Author: AlanMagner

Source: slideshare.net

Description

5 - Day Kaizen Event focusing on AR Changeover to:
- Lead time reduction
- Cycle time reduction
- Improve workflow
- WIP reduction
- Improve ergonomics, housekeeping & safety
- Clear SOPs & training materials

Achieved
- 81% Lead time reduction
- 37% Cycle time reduction
- 80% WIP reduction

Kaizen Blitz MultiCoat Load Area • Team Members (l-r) – – – – – – – – – Sally Ulman Josie Anita Lira Alan Magner George Webster Ida Justino Julie

Event Goals • Reduce Lead Time Current Lead Time = 1099 minutes. Goal = 60 minutes (94% reduction) • Cycle Time Current Cycle time = 863 seconds Goal = 777 seconds (10% reduction) • WIP Current WIP – 548 jobs Goal = 100 jobs (82% reduction) • Travelling Distance Current = Poly – 13.8 metres, CR39 – 16.9 metres, CR39 + tint – 21.1 metres Goal = Poly – 7 metres, CR39 – 8.5 metres, CR39 + tint – 10 metres • Improve the appearance of the line • Improve the working conditions of the line These two items will go to improve morale and make the work area clean and safer

Input Process Output Diagram Inputs Outputs Workflow from Grind Lead time (minutes) Cycle time (seconds) Methods & SOPs Labour Utilization Consumables & Equipment (racks, clips, wipes) Room Layout Goal MultiCoat Loading Area Operation WIP (jobs) Travelling distance (metres) Cell organization (1-5)

Leadership Support • We empower the team to make process improvements • Major changes will be reviewed and approved when possible • Time, resources and equipment will be provided • We hope most changes will occur DURING the event, all other action items will be given time to complete in the future

Kaizen Blitz Vision • Faster, Better, We Help People See. • Our aim for 2005 is to consistently deliver 48hr service to our Retail Customers from time of order to delivery back to store.

Sub Teams • Layout Team: George, Lira, Julie - Layout Alan, Anita, Josie – Repetitious work • 5S, Visual Controls Sally, Justino, Ida

Agenda DATE TIME FRAME TIME Monday, 1 1 -April-2005 9am - 5pm 1 2:00 - 1 :00pm 1 pm AM PM PM Leaders hip debrief, Goals , training Debrief & working lunch (Training Room) 5s /Vis ual Control Team: Action Items Layout Team, Map Review, Repetitious work s tudy Tues day, 1 2-April-2005 9am - 5pm AM 1 2:00 - 1 :00pm PM PM 5s /Vis ual Control Team  Action Items Layout Team: options for new layout Repetitious Team: Time obs ervations , cycles of 7, options for bes t practices Debrief & working lunch (Training Room) 5s /Vis ual Control Team  Work Action Items Layout Team: Determine bes t layout option Give a debrief to Leaders hip 4pm AGE NDA Wednes day, 1 3-April-2005 1 2:00 - 5:00:pm 1 2:00 - 5:00:pm 5:00 - 6:00 pm 6:00pm - 1 2:00am PM PM PM PM Layout Team: P repare for new layout 5S Team: Complete action items at individual work s tations Debrief & working lunch (Training Room) All teams organis e new layout and work s tations Thurs day, 1 4-April-2005 6am - 9am 1 0am - 1 2pm 1 pm - 2pm 1 pm - 2pm 2-4pm 4pm - 5pm 4pm - 5pm AM AM 1 2:00 - 1 :00pm PM PM PM PM PM Ins truction on new layout from Layout Team Repres entative All Teams : Monitor & modify new layout Debrief & working lunch (Training Room) 5S Team: Modifies works tations Layout Team: Time new workflows Ins truction on new layout from Layout Team Repres entative 5S Team: Modifies works tations Layout Team: Time new workflows 6am -6:30am 9am - 1 0:30am 1 0:30am 1 2pm AM AM AM PM Friday, 1 5-April-2005 Ins truction on lates t updates from Layout Team Repres entative All Teams : Finalis e pres entation Make pres entation to Leaders hip Celebrate achievements & lunch at Lone S tar

Layout Team • Team Members – George – Julie – Lira

Layout Team Repetitious Work SOPs, New Layout • • • • • • • • Draw up action items list Revise existing flow map New SOPs for repetitious work Key aspects of new layout Determine gaps in current system New work process cycle times New lead times with new layout Potential Layouts, and prioritize selection

Objectives of Flow • • • • • Reduce work in progress (WIP) Eliminate unnecessary travelling Eliminate unneeded separation of work Cost to Implement Easier access to conveyors for loading staff • Allow for better flow of tinting jobs • Reduce lead time • Balance the line

Layout #1

Layout #2

Layout #3

Layout #4

Layout Design Matrix Objectives of a re on a i ad at ng nt lo r e ti r ng e pa e m in fo lli le e s in im Se rt v t p L o es IP Layouts d ra rk e re cc ors w f Im T a ea th o wo to e W ate c e er vey r flo el e t uc nc al S os ett con tte uc uc in a B o C e ed ed ed al Tot lim B R R R B T E Layout #1 Layout #2 Layout #3 Layout #4 4 1 1 3 3 1 4 2 19 3 3 3 4 1 4 1 3 22 1 4 2 1 2 3 2 1 16 2 2 4 2 4 2 3 4 23 The Kaizen voting results are listed above. It was felt that #2 and #4 were tied. The management team voted to break the tie and #2 was chosen!

Current Layout

The Move

New Work Stations

Finalized Layout

Layout Team Achievements • • • • • • • Clearer lines for product flow Improved visibility in department Completed tint jobs flow to sorting No more walking for loaders!! Now have room to expand capacity Visual controls for WIP using Kanbans Lighting improved at workstations

Layout Team – Repetitious Work • Team Members – Alan – Josie – Anita

Repetitious Work – Layout Team Every person had a different technique for • Wearing gloves or not • Cloths they were using • Lens cleaning and Loading These were actioned itemed, as were; • Workflows with kanbans • Handling rejects • Error-proofing and timings

Different Wipes and Glove, No Glove

Glove, No Glove New SOP on wearing gloves: Team members on lens cleaning and lens loading to wear a pair of Nitrile gloves – to protect wearer from sharp edges and exposure to methnol, and to protect the lens from fingerprints and markings

Different Wipes

Different Wipes Decided to use 1 type of cleaning cloth only – the Blue Chicopee wipes. All white cloths were removed from all work areas. An action item list is to test 4 possible cloths; based on performance and cost.

Proper Cleaning Methods Correct gloves and cleaning towel

Work Stations Before

WIP Removed Work In Progress before, later the work was processed and many of the racks were removed for the final layout

Old way of Loading of #3 Jobs CR

Proper Loading of #8 Jobs The first space is empty The #8 clip is used All clip hangers are correctly in the grove above Equal spacing can be seen on the bottom at each clip

Proper Loading of #9 Jobs

Process Book Number Completed Process Book Number Process Book Number

How Racks Might Come from Cleaning Area Here, the clips are in the closed position. Having them like this will prevent them getting hooked up Here, the clips are in the open position, the arms can get tangled when removing them to load the clip.

Jig or No Jig, That is the Question • • In January the jig was used by most people. Notice the failure rate downstream in sample one of Test of Proportions (n1). In April, very few used the jig. Notice the failure rate downstream in sample one of Test of Proportions (n2). • Conclusion: using the jig does not appear to have an impact on downstream failures. • But ….. Does the jig reduce cycle time? Test of Proportions User defined parameters Number Defective Group #1 (x1) Size of Sample #1 (n1) 55 8500 Number Defective Group #2 (x2) Size of Sample #2 (n2) 52 9500 Results Proportion Sample #1 (p1) 0.00647 Proportion Sample #2 (p2) p-value 0.00547 0.38506 SPC XL is Copyright (C) 1999 Digital Computations, Inc. and Air Academy Associates, LLC. All Rights Reserved. Unauthorized duplication prohibited by law.

Jig Test – 12 Lenses in Each Test • Jig Use Finding: – Cycle Time = 1:57 – Rework = 0 – Observations: • Good • Less likely to scratch lens • Sat securely • Did not look hard to do Final Decision: Jig. • No Jig Use Findings: – Cycle Time = 1:16 – Rework = 1 – Observations: • Ida had a great technique • Looks more difficult to new workers, both to do and in scratching lens • Might be tilted We will adopt an SOP that address the non-jig people To make using the jig the best it can be.

Proper Jig Use • Proper use of the jig • Note how long the clip goes down into the jig • The clip arms are in the wheels each side of the jig • The arms will open and the lens can be easily placed in the correct position

Proper Loading of Clip on Jig Clip arm has to be is the groove of the wheel If the clip arms are flat against the back of the jig the arms WILL go in the wheel groves Sometimes loaders would allow The clip arms to twist when loading

Error Proofing of Jig Adding a space on the top of the jig allows for the top of the clip to be braced during the loading of the clip The side view shows the thickness of this spacer.

Another Error Proofing of the Jig • To ensure the proper placement of a FT in the clip, lines were drawn on the jig. • If the operator lines up the top of the FT to the lines, either over them or parallel to them, it will be at the correct 300 angle

Proper Loading of Lenses on Holders To load property the narrow end of uneven lenses need to be on the bottom, the wide area on the side

65 and CR Clips Note the Yellow Color at top Clip used to 65 size lenses. Clip for CR, note the blue color at the top

Poly Clip • This is a Poly Clip • Note there is no color at the top of the clip.

5S / Visual Controls Team • Team Members: – Sally – Ida – Justino

5S, Visual Controls • • • • Action items list Before and After pictures Goals of the group Determine gaps in current system

5S, Visual Controls Goals • To set the standard for workplace organisation • Implement procedures to ensure consistency • Positively effecting workplace safety, product quality, production cycle times and capacity • Supporting Visual Factory Management will develop the model cell for the rest of the plant to benchmark • All this will be achieved by using the most simplistic methods possible interviewing all involved in the set-up and ultimate decisions.

5S, Visual Controls Team Action Items Kaizen Blitz – Action Item – Multicoat 5S Team Number 1. Priority # Problem/Need Solution/Action Person Responsible Justino 3. Incoming lenses on floor, no clear Set in order – mark it. marking where they should be Scanner and mouse in incoming area, no Set in order – mark it home Scan cards not colour coded for type Colour code 4. No area for scanned item Set in order – mark it Justino 5. Lack of organization of yellow cleaning area No clear direction of where trays go 5S the area Flow pattern with arrows are needed Ida – moved to grind dept Justino Lack of organization in cabinet under yellow marking area Lack of organization of the equipment and materials in the tinting area Bad access for loaders to get jobs 5S the area Ida 5S Ida Better layout to minimize motion and transportation Set in order – 5S Justino Set in order, 5S Justino Better layout Ida – Layout Team Ida 2. 6. 7. 8. 9. 10. 11. 12. 13. Load bench disorganized. No set standard Disorganized supervisors office and MSDS binder area Loading scanner, no easy access Storage area shelving is large and has wrong labels – they are outdated Decide needed space requirements, Set in order – 5S Justino Ida Justino Date Due 15 April 15 April 30 April 15 April 15 April 15 April 15 April 15 April 15 April 15 April 15 May 15 April 15 April Date Done 13 April 13 April 13 April 13 April 13 April 13 April 13 April 13 April 13 April 13 April 14 April 13 April

5S, Visual Controls Team Action Items, cont. 14. 15. 16. Mouse and scanner at load area has no real home After loading, no clear direction to conveyor Notice board is outdated 17. Clean holders are not easily accessible and are just dumped into the bins 18. Lack of posted, visual SOPs in loading area Lack of posted, visual SOPs in tinting area SOPs in incoming sort area need to be placed on top of rack Extra clips when holder racks are not full have no home at the loading station No home for rejects at loading station 19. 20. 21. 22. 23. 24. 25. 26. No home for 65 clips at the loader station Trash cans under cleaning area are unstable No stapler at the sorting table Needs a home – layout and 5S Ida - Layout Flow pattern with arrows are needed Justino Determine what items are needed on the board and place it is an area where it will be seen. Find a good place for them, store them in a better orientation for loading – develop best method Develop SOPs with visual controls shown Develop SOPs with visual controls shown Get holders that grind uses to place them in Need a home, set up a bin and location Need a home, set up a bin and location Need a home, set up a bin and location Get engr to secure better and a better spacer Find a stapler and a home for one at the sorting table Ida 15 April 15 April 15 April Ida 30 April Justino 15 April 15 April 20 April 14 April 14 April 14 April 14 April 14 April 14 April 13 April 14 April Ida Justino Ida Justino Ida Justino Ida 13 April 13 April 14 April 14 April 14 April 14 April 14 April

Incoming Area Before Picture Work on the floor, tripping hazard, too much WIP. After Picture Limited amount of work is stored in the incoming racks, all are sorted before going to the loaders

Dipping Waste and Throughput Board Before Picture After Picture, this is located in an area better seen by the workers

Boards in the Area Before Picture Clutter on boards. Not standardized. Needs to be In the best place for all to see. 5S the boards, place in a good spot with just the info we need on it.

The Area has Signage with Clear Goals for All Involved You are entering a Set – In – Order Zone Area Goals

Yellow Line Removal SOPs covered by all the WIP! Before: Small area to work, items for process have no clear home

Inlet Rack to Load Area Before Picture Too much WIP, not clear on prioritized work, flow is impeded, difficult for loaders to access.

The New Layout has a Major Reduction of WIP A limit of 6 trays are to be at each of the 2 stations. Only this side of the inlet trays have lenses, the other side are empty trays for recycle to grind A small number of lenses will be in queue in tinting

Tint Area - Before Before Picture No clear direction of flow, too much stuff, disorganized stuff on the floor, no clear SOPs.

Tint Area After

Tint Samples Before - these racks were in the wrong order, could fall down, and added clutter to the area After - the racks are numbered, in the Right order and mounted In the packets they came in.

Misc. Stuff Before Before Picture Inconsistency in where items are placed. Need 5S!

Load Work Station at Shift Start Before Before Picture Two Different Work Stations Load Area Inconsistency in the work stations. They look really clean at the start of Each shift, but take on a different look when works starts. Need to perform 5S and standardized work station layout and procedures.

Materials used at Cleaner and Loading Station Methanol and wipes for cleaning Rack tags and rubber bands to tie up the grind cards

Load Station Before Before Picture Methanol container is to the upper left and operator is right handed, this increases the stretch. This work station looks different from others. Need 5S and standardized work stations.

Load Station Before and After This workstation looks different from others. Need 5S and standardized stations. Before Picture Jig is not used in this work station After Picture All items in the station are used on a daily basis, are in places designed by line workers

Loading Scanner Location Before Picture No place for the scanner and mouse, no table to place products to scan them AND see the monitor at the same time.

Handling rejects Before Picture After Picture No clear procedure for dealing with lenses that have scratches: Most people place in a tray, the under the desk, and chase Supervisor for a 2nd opinion Now have a central point for any defect lenses found at loading – Supervisor knows where to look for any problem jobs

Clips / Lens Holders Before Picture Different holder types Holders are stored in a haphazard manner from cleaning process in the bins

Materials Storage Area Before Picture Holder bins and marks in the storage cabinet. Needs 5S and visual controls that can be seen and used.

Supervisor Station Before Picture Supervisors station is full of clutter and easy access to the MSDS books. Area needs to have 5S done and only the items needed in the area.

Supervisor Station After Justino is performing 5S in the desk Area, making a place for everything. Final work, everything here is NEEDED. has a home and is in it’s home.

Conveyor and Extra Storage Before Picture Remove the board where it is needed, if it is needed. Might use just the SOPs on the board. Extra storage area might need to be moved or removed. 5S will sort this item, placing it in the Red Ticket area, if layout wants it, we can bring it back.

Marking the Conveyor Before, it was not clear where to place racks on the conveyor. After, the GREEN area shows where The racks are to be placed.

Cleaning of lenses SOPs not given importance in old layout In new layout SOPs are given more visibility

Workflow is now obvious No clear workflow, lots of unnecessary motion New SOPs use as little motion as possible, influencing the new desk layout

Set up Kanbans for all workflow Empty trays Poly CR 39 Set up Kanban of 6 trays for Grind to Multicoat job sorting Set up Kanban of 3 trays from Job sorting to loading Set up a “Pick me Next” identifier to preserve FIFO workflow

New 1-page photo-rich SOPs

Kaizen Achievements • Reduce Lead Time Past state Lead Time = 1099 minutes. Goal = 60 minutes (94% reduction) Achieved = 131 minutes (88.1% reduction) • Cycle Time Past state Cycle time = 863 seconds Goal = 777 seconds (10% reduction) Achieved = 538 seconds (37.7% reduction) • WIP Past state WIP – 548 jobs Goal = 100 jobs (82% reduction) Achieved = 269 jobs (50.9% reduction) • Travelling Distance Past state = Poly – 13.8 metres, CR39 – 16.9 metres, CR39 + tint – 21.1 metres Goal = Poly – 7 metres, CR39 – 8.5 metres, CR39 + tint – 10 metres Achieved = Poly – 11.8 metres, CR39 – 11.4 metres, CR39 + tint – 16.6 metres Improvement = Poly 14.5% CR39 32.5% CR39 + tint 21.3%

How the Kaizen Team Feels Sustainability will be Accomplished • • • • • Communicate with members consistently Positive encouragement Lead by example Keep explaining! Collect feedback – promise to review in 2 weeks time (allow time for acceptance) • Spot checks! – by the Supervisor • 1-to-1 training on new technique; for the first week, give refresher training daily

Next Steps – Wish List • Place two more tables in the loading area, making it possible to add 2 people to the area to process more product, IF NEEDED • Extend the conveyor down to the 2 new tables • 5S the cleaning of clips area since our work cell members work in their as well – another Kaizen might be needed to do this • Install an LCD display board for Lenses per hour per person

This Says It All

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