BAMA Roundtable. July 30, 2015

(1)

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@bamafla

BAMA Roundtable

July 30, 2015

(2)

www.bama-fl.org

@bamafla

Agenda

•

BAMA Roundtable Objective

–

Our charter

–

Near term initiatives

•

“Measuring what matters – how to establish a Continuous Improvement program

that works”

–

Sypris Electronics – Jim Long, Vice President; Operations and Manufacturing Services

–

CONMED – Bill Mazurek, Global Director of Continuous Improvement

–

Emerson/APT – George Harrington, Production Manager

•

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BAMA

Roundtable Committee

Jim Long Sypris – Committee Chair

Committee Members:

•

Sue Englander - EEI

•

Patti Holland - Belac

•

Bill Mazurek - Conmed

•

George Harrington – Emerson

•

Becky Burton - BAMA

(4)

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What is the BAMA

Roundtable all about?

•

To provide a

collaborative forum

for sharing

manufacturing know how, best practices and

to leverage the synergy between its members

in order to accelerate companies' growth,

(5)

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Goal of this event

•

Inaugural BAMA Manufacturers Roundtable

program

•

Help participants define a current baseline for

their Company and what matters to them to have

a successful continuous improvement program

•

Determine specific areas of interest

manufacturing members would like more support

from BAMA

(6)

Implementing ‘LeanSigma’ At Sypris

Our Implementation Journey

(7)

Sypris Continuous Improvement Journey

Primary Plan Elements:

Ξ

Pain

Ξ

Awareness

Ξ

Assessment

Ξ

Demonstration

Ξ

Roadmap

• details

(8)

Source of Pain

Ξ

What are the primary pain points for our

manufacturing business?

Ξ

How do you know?

• Symptoms vs causes?

• Data vs opinions?

Ξ

Is there organizational alignment on the pain?

• Is it systemic or localized?

Ξ

How do I get the organization to help me make

the pain go away ?

(9)

Creating Awareness

Ξ

How do our work methods stack up?

Ξ

What are the best practices in our targeted areas?

– Site visits

– Documented success stories

– What does good look like?

Ξ

Who can we learn from?

– Thought leaders; reading materials

– Find/create

Sensei;

Outside expert help

(10)

Formal Assessment

• What is our overall baseline state as a

business?

– “Baseline Analysis”; defining the pain points with

data

– How do we stack up against the best practices?

• What are our value streams and what is their

current state?

– “Learning To See” - Value Stream Mapping

– What should our priorities be? What matters?

• Tool and training needs became clear

– Lean: find and eliminate Waste

– Six Sigma; measure and eliminate process variation

It is critical to get the right people involved in this step to help

ensure buy in to future change

(11)

Demonstrate Progress

• Select projects that will demonstrate the value

– Big enough to be meaningful; small enough to be doable

– Involve employees from all levels:

–

Cross-functional; horizontally and vertically

–

Company rank has no meaning in the team setting

–

Include both “early-adopters” and cynics

– Create a clear project charter, expectations, timeline

– Assign a Sensei / facilitator to help the team along

– Reward results; don’t allow team assignment to become a

“please don’t pick me” situation

• Learn/teach by doing; Lean and Six Sigma tools was our

focus

–

Include customer/suppliers if possible

–

Show them what’s possible

(12)

Create Roadmap to future state

Ξ

Create YOUR Roadmap and

follow it

Ξ

Rinse and Repeat

Ξ

Build a “culture” of

Continuous Improvement

(Lean)

(13)

LeanSigma Implementation Roadmap

Phase 1:

Plan

Phase 2:

Deploy

Phase 3:

Synchronize

Phase 4:

Integrate

Phase 5:

Achieve

Perform

Baseline

Assessment

(incl VSM)

Define Goals,

Metrics,

Priorities

Define

Resource

Needs

Develop &

Communicate

Strategy

Apply

5S

Apply Visual

Controls

Apply Quick

Changeover

Apply Kanban

Strategic

Inventory

Address

Baseline

Priorities

(I.D. Waste and Variation)

Identify &

Manage

Constraints

Deploy

Cellular Mfg

Enhanced Pull

Systems &

Heijunka

Align Entire

Value Streams

Engineering

Alignment

DFM

Sustain

Results

Publish

Results

Celebrate

Your

Success

Market Your

Success

Revisit Visual

Control &

Strategic

Inventory

Train and Align

Organization

On-going “culture” alignment

Lean Supply

Chain

Deployment

(Suppliers)

Lean Supply

Chain

Assessment

(Suppliers)

Std. Work

and Line

Balancing

(14)

Implementation Roadmap

Plan (

Phase 1

)

Ξ

Some of our early Roadmap activities:

•

Baseline Analysis

– Create broad understanding of the current state.

Identify inefficiencies, waste, and opportunity

–

Company-wide Baseline Analysis

–

Finance Baseline

–

ERP system Baseline

–

Engineering Baseline

•

Site Visits

(15)

(16)

Plan (

Phase 1

)

Ξ

Some of our specific Roadmap

activities:

•

Hired a Sensei

– In-house ‘consultant’ to perform training,

facilitate teams, work with Sr. Management

on the

vision

•

Training

– Conducted internal and external (Univ of

Tenn) Lean Awareness and Lean Expert

Training

– Conducted external Six Sigma Certification

training (Six Sigma Systems)

(17)

Deploy (

Phase 2

Ξ

Make Abnormality Visible

•

Visual Control

– The 5S’s

– The “Blue Wall”; Cell boards and Info centers

– Control charts and KPI’s

– FMEA and PFMEA

•

Factory organization

– Space conservation

– Cellular manufacturing; co-located resources

Ξ

Quick changeover capability

(18)

(19)

Synchronize (

Phase 3

)

Ξ

Create Flow

–

Constraint analysis (T.O.C.)

–

Process capacity review

–

Demand segmentation

–

Dedicated Lines/Cells (low mix/high volume)

–

Mixed-model Line/Cells (high mix/low volume)

»

Kanban flow controls and Heijunka scheduling

Techniques

–

Line/Cell balancing

(20)

Integrate (

Phase 4

)

Ξ

Revisiting all prior steps

•

Refine and adjust for current conditions

– New customers, new products, new employees

•

Train and re-train

– Lean Tools review for all supervision; Lean

Basics for all factory employees

– Six Sigma Green Belt and Black Belt

development and certification

Six Sigma and Lean become part of the every

day culture and practice evident in all you do

(21)

Achieve (

Phase 5

)

Ξ

Celebrate success

• Key element !

Ξ

Marketing Our Success

• Working with current and

potential Customers to

demonstrate the value in our

approach and capabilities

–

Shorter leadtimes

–

Lower cost

(22)

(23)

Key Takeaways from Journey

Ξ

Get going,

Ξ

Make problems visual – (measure them!)

Ξ

Teach the people

Ξ

Implement their ideas

Ξ

Keep going . . . .

(24)

Committed to enhancing patient outcomes through innovative solutions.

BAMA Best Practices

By Bill Mazurek

Global Director of Continuous Improvement

(25)

Toyota Production System

(this is the foundational principle for waste elimination)

How do you make a difference

(approach):

1. Just Do It

(you know what to work on - best

practice)

… learn and apply … position of

survival … competition or customer driven

2. Value Streams

… ‘Tactical’

(12 to 18 month

view)

… defines you ‘lean based priorities’

3. Hoshin Kanri

… ‘Strategic Planning’

(3 to 5

years view)

(26)

• Global Pressures drove a ‘Lean Approach”

• Focused on

waste elimination

and productivity

gains

(drive down cost through waste elimination)

• Visual Signals

... drive the behavior

(walk and see)

• Just In Time implementation & design principles

•

Sprint Capacity (typically + 20%)

•

Total quality control (suppliers > assembly > servicing)

•

Production smoothing where appropriate

•

Kanban pull system (visual replenishment)

•

Supply Chain will make or break a ‘good’ JIT program

(the right stuff – no shortages)

•

Trained and Flexible Staffing

(27)

• Flows pulled by customer demand

(using takt time,

production smoothing, line balancing, and single piece flow)

.

(MTO or MTS)

• Minimized inventory

through all tiers of the supply

chain

(warehousing / manufacturing / distribution)

• On-time supplier delivery

(to point of use)

• Minimal inspection

(Jidoka – Poka-Yoke’s)

• Measurements

– SQDC Feedback Boards

essential to success

• Effective

two-way communication

links to

coordinate production & delivery schedules

(28)

Lean Transformation

(29)

(30)

Without Measurements No Gain

(31)

(32)

• What are your

Key Performance Indicators

?

• What are the most significant

improvement

opportunities

?

• What

KPI is the Biggest Impact

to your Business

or Customer?

• How do you

measure your improvement

?

• What are the

counter measures

?

• What is the Strategic

Planning Methodology

for

your Business?

• Is your

Strategy tied to operational tactics

?

Understanding your Business

(33)

Value Streams … ‘Current State’

Step #1

(34)

Value Streams … ‘True North’

(35)

Prioritizing Kaizen Opportunities

(36)

Hoshin Kanri

(Policy Deployment)

TOP down 3 to 5 year strategic

(37)

1. Enterprise-wide analysis

to identify what lean

activities to engage in.

•

Gap assessment – understanding you need to improve

•

Top-Down or Bottoms-Up … the key is value add

2. Lean Focus

•

Just Do It approach (management directive can be

team based)

•

Value Stream approach (management driven team

approach) to priorities the Kaizen Projects or Kaizen

Events

3.

Awareness and Education

• BAMA identified reading

• BAMA focused education and mentoring sessions

(38)

1)

Establish a

LEAN steering group

… driving force

2)

Prioritize what to work on …

narrow focus

around your KPI’s

3)

Material Flows

… maximizing internal flows to reduce cycle

time (kanbans)

4)

Invest in

‘value added’

technologies

(waste elimination is

paramount)

5)

Establish

alliances / supplier partnerships

- Focus on total

cost to the business

(not price alone)

6)

New Products Development

– suppliers early in the process

(LeanSigma)

7)

Optimize Inventory Turns

and

then do it again

(ROWC)

8)

Establish risk based controls /

measurements

/ the key is real

time counter measures

9)

‘Tool Box’

Solution verse a

‘Vision’

…

one last thought

Best Practices Sharing

(39)

Q & A

Bill Mazurek

(40)

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(41)

Is this what you measure?

DATE MODEL NUMBER Options

WORK ORDER

NUMBER QTY Var Labor Hours per Hist avg Variance Hours savings Dollars saving 5/25/2011 S50A1000VDCZ , , , , , , , , 2059579 120 -$0.45 0.431 0.385 -0.046 -5.525 -$53.43 5/25/2011 S50A1000VDCZ , , , , , , , , 2059578 120 -$0.60 0.45 0.385 -0.065 -7.775 -$72.50 5/26/2011 S50A1000VDCZ , , , , , , , , 2059580 120 $0.55 0.329 0.385 0.056 6.725 $66.06 5/31/2011 S50A1000VDCZ , , , , , , , , 2059774 60 $0.52 0.329 0.385 0.056 3.363 $31.42 5/31/2011 S50A1000VDCZ , , , , , , , , 2059581 120 $0.03 0.39 0.385 -0.004 -0.525 $3.56 6/24/2011 S50A1000VDCZ , , , , , , , , 2059785 60 -0.43 0.438 0.392 -0.046 -2.751 -25.67 6/30/2011 S50A1000VDCZ , , , , , , , , 2059789 60 0.68 0.329 0.392 0.062 3.749 40.79 6/13/2011 S50A1000VDCZ , , , , , , , , 2059777 60 -0.89 0.496 0.392 -0.104 -6.251 -53.5 6/14/2011 S50A1000VDCZ , , , , , , , , 2059779 60 -0.72 0.463 0.392 -0.071 -4.251 -43.46 6/17/2011 S50A1000VDCZ , , , , , , , , 2059783 60 -0.58 0.454 0.392 -0.063 -3.751 -34.67 6/20/2011 S50A1000VDCZ , , , , , , , , 2059780 60 -1.15 0.513 0.392 -0.121 -7.251 -69.23 6/9/2011 S50A1000VDCZ , , , , , , , , 2059775 60 0.72 0.304 0.392 0.087 5.249 43.23 6/3/2011 S50A1000VDCZ , , , , , , , , 2059582 120 0.53 0.34 0.392 0.052 6.247 63.87 6/6/2011 S50A1000VDCZ , , , , , , , , 2059583 100 0.6 0.33 0.392 0.062 6.164 59.91

(42)

Emerson/APT

(43)

APT Operations

Surge Board Meeting October 15, 2014

Confidential Information of Emerson

■

Manufacturing

■

Includes receiving, parts stockroom,

assembly, packing, finished goods

stockroom and shipping.

●

Team Structure

■

36 total shop personnel

●

Shop Personnel Cross Training

●

Monthly Production Output

(44)

Ask Questions

■

Change your mindset

■

None of this is meant to help you “solve” a problem.

■

Ask the 5 WHY’s

●

Dictate your road blocks

●

I ask until I hear, “Huh, I don’t know.”

(45)

Problem

■

2011 Large volume order ~3K pieces on top of existing

production

●

Manpower

●

Bottlenecks

●

Flow

(46)

(47)

Measured the time taken

0

0.5

1

1.5

2

2.5

3

3.5

4

W

ir

e

s

/k

it

Li

ds

R

es

is

tor

s

B

ox

es

W

ir

e

J

o

in

S

eat

QC

T

es

t U

ni

ts

B

reak

Li

ds

W

el

d U

ni

ts

W

rap W

ir

es

T

&

D

Label

s

U

L Label

s

QC

SPD Prep

Build

QC

Test

Weld

Labeling Units

QC

T

im

e (

m

in

s)

Area

SPD Takt Time

Series1

(48)

(49)

(50)

Look at the top, but…..

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

2012 DPMO (Defects per million Opportunities)

(51)

Dig Deeper

0

1

2

3

4

5

6

Assembly Header Miss Wire XD Jumper

Filter

Loose

Design

Label

Bad crimp Mixed Product

Wrong Option

O

c

u

r

e

n

c

e

s

2012 Manufacturing Defect Perato

(52)

Takeaways

■

Do not use data to solve problems, use data to identify

“roadblocks”

■

Commit to change, ask….”WHY”

■

Try not to have preconceived ideas of issues or

solutions

■

K.I.S.S.

(53)

(54)

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BAMA Recommended reading

(55)

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BAMA Recommended Reading

(56)

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General Concepts

•

Today and Tomorrow - Henry Ford

•

The Machine That Changed the World - James Womack

•

Lean Thinking - James Womack

•

Toyota Production System: Beyond Large Scale Production - Taiichi Ohno

•

The Toyota Way: 14 Management Principles from the World’s Greatest

Manufacturer – Jeffrey Liker

•

The Toyota Way: Lean Leadership – Jeffrey Liker

Shopfloor Introduction

•

All I Needed To Know About Manufacturing I Learned In Joe’s Garage -

(57)

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Specific Tools and Techniques

•

Kanban: Just-In-Time at Toyota - Japan Management Association

•

A Study of the Toyota Production System From an Industrial Engineering Viewpoint

- Shigeo Shingo

•

TPM Development Program: Implementing Total Productive Maintenance - Seiichi

Nakajima (ed.)

•

Zero Quality Control: Source Inspection and the Poka-Yoke System - Shigeo Shingo

•

A Revolution In Manufacturing: The SMED System - Shigeo Shingo

•

Managerial Engineering: Techniques For Improving Quality and Productivity In the

Workplace - Ryuji Fukuda

•

Handbook of Quality Tools: The Japanese Approach - Kazuo Ozeki & Tetsuichi

Asaka

•

The Toyota Production System - Yasuhiro Monden

(58)

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Videos

•

"Shingijustu Kaizen Lecture Series" (4 videos)

–

Available from: TBM Institute

•

"Shingijutsu Jidoka" (video)

–

There are two different versions: Sheet Metal Fabrication and Machining Processes

•

Time, The Next Dimension of Quality

(video)

–

Presents a methodology for analyzing business processes to eliminate waste.

–

Available from: CRM Films

•

The Winner’s Circle

(video)

–

Demonstrates the gains achieved by setup reduction by examining the functioning of a race

car pit crew.

•

Toast Kaizen

–

The basic before condition and the target condition of a manufacturing or transaction based

(59)

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Next Steps

–

What have you learned that could be applied to your

Company?

–

How mature is your organization in its continuous

improvement program?

–

What areas would your Company like to learn more to

help your business?

•

Complete initial assessment for your Company

•

Prepare for follow up BAMA MFG Roundtable workshop

–

Look for future BAMA announcement on subjects and

(60)

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