TRAINING CONCEPT VALUE STREAM EXCELLENCE The Value Stream Excellence training is set up for the following goals:

HAPTIC GAMING TO INTRODUCE NEW METHODS IN THE VALUE STREAM FACTORY

HARALDAUGUSTIN

Reutlingen University

Alteburgstr. 150, 72762 Reutlingen, Germany harald.augustin@reutlingen-university.de

ABSTRACT

Value Stream Analysis (VSA) has become a world wide known method to analyse and improve production processes. Using this method the employee participation is the key success factor to install a world class production system. But before using this method the employees have to be trained in the method. And they have to learn to integrate this method in an overall systematic continuous improvement process as we know it e.g. from the Six Sigma philosophy. To cover all these learning aspects a training concept has been realised and implemented in industrial projects based on the VSA method and a LEGO haptic game.

INTRODUCTION

The Value Stream Factory with its company specific production system, e.g. Toyota Production System, Porsche Production System etc., is the basis for long term success in the production area. To support this Value Stream Factory the Value Stream Analysis (VSA) (Rother, 1999) is one method beneath some others which is used to analyse production processes and to support the redesign of the processes based on key performance indicators (KPIs).

Once the process is analysed with VSA the main part of the optimisation starts in redesigning the process. To increase its efficiency it is important that the employees who run the analysis know which methods in the field of production can be used to improve the process. Within the production systems several methods can be used to change the process for better performance, e.g. through put time reduction, Total Productive Maintenance (TPM), Kanban, One-Piece-Flow etc. The main problem in this stage is the missing integrated qualification of the employees. A successful improvement can only be reached if the employees know which methods can be used best for redesigning the process and how these methods interact and influence each other.

Finally an integrated learning approach is necessary to cover all three aspects for employee qualification in the Value Stream Factory:

- Methodical background learning and understanding of production system methods, - Method and application of VSA

- Integration of VSA and process redesign using the methods of production systems

All three aspects have to be focused on in a specific training. Such a training, named “Value Stream Excellence”, will be described on the following pages.

TRAINING CONCEPT “VALUE STREAM EXCELLENCE”

The “Value Stream Excellence” training is set up for the following goals: - Increase efficiency in production processes by employee participation

- Increase employee motivation

For the participants on the training different skill levels will be reached in various fields with the following goals:

- Knowledge

o How to handle the continuous improvement process

o Know basic methods to improve production, e .g. Kanban etc. - Ability

o Support continuous improvement processes

o Increase efficiency in production systems by well trained employees

o Decide on actions on the basis of KPI comparison and analysis - Mastering

o Usage and application of VSA

o Team work in improvement processes

o Understand implications of redesign approaches and evaluate results for further improvements

Based on the defined goals the training is designed on a two day training period and is split up in three modules which focus to the above mentioned goals (figure 1).

MODULE 1

Methods

of production process optimisation methods (e.g. one-piece-flow, Kanban, TPM, etc.)

MODULE 2

VSA

Value stream analysis and design with KPI analysis and evaluation

and finalised redesign of the process

MODULE 3

Haptic Game

within the value stream analysis and design

process

Value Stream

Excellence

MODULE 1

Methods

of production process optimisation methods (e.g. one-piece-flow, Kanban, TPM, etc.)

MODULE 2

VSA

Value stream analysis and design with KPI analysis and evaluation

and finalised redesign of the process

MODULE 3

Haptic Game

within the value stream analysis and design

process

Value Stream

Excellence

Figure 1: Modules of the training concept.

The training is realised in a long and a short version. The long version includes all three modules. Module 1 takes a full day with lectures and exercises to selected methods out of production system tool boxes which are relevant for the haptic game in module 3. The short version includes Module 2 and 3 and skips module 1. This is only recommended if the employees already are familiar with the methods out of the production system tool box. The short version is only for experienced practitioners who like to focus directly on VSA.

MODULE 1: METHODS TOOL BOX FOR PRODUCTION SYSTEMS

In accordance to the game content and the improvement option the employees have in the game selected methods out of the tool box of production systems are discussed in detail in Module 1 (figure 2).

PS

Tool

Box

CIP: Continuous Improvement Process TPM: Total Productive Maintenance

PS

Tool

Box

PS

Tool

Box

CIP: Continuous Improvement Process TPM: Total Productive Maintenance

Figure 2: Methods of production systems which are taught in Module 1.

To increase the integrated learning effect for all methods the main related issues are discussed in detail in this module and some are trained in specific designed exercises:

- the method itself,

- stepwise introduction in the sense of continuous improvement, - application in production processes,

- interaction with other methods and

- KPIs which can be used to evaluate successful usage of the method

In Module 3 all these methods should be applied in the improvement process. There are a lot more methods in the environment of production systems. But the goal of the game is not to teach a complete set of all methods but to focus on specific ones which can be adapted in the Haptic Game. Also important is to demonstrate the interference of the methods in the sense of a holistic view to production systems due to improvements will always interact with each other if they are done at the same time and this will happen in the Haptic Game as it happens in reality.

MODULE 2: VALUE STREAM ANALYSIS AND DESIGN (VSA & VSD)

The VSA is basically a visualisation tool for production processes. The main symbols which can be used have been defined the first time by Rother (Rother, 1999). Several adoptions have been made by companies and consultants using this method. Also for Value Stream Excellence a further developed symbol system is used. All important symbols are pre-printed on self-adhesive stickers, the so called Values-Stick-It. On the stickers several fields are pre-defined to be filled out for a detailed process description. Additionally KPI stickers support the analysis by Figures-Data-Facts to make improvement steps visible (figure 3). Also the information flow is visualised and described with stickers. Finally the through-put-time is analysed too.

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(Leistung * Nutzung * Qualität)

Auslastungquote [%] Rüsthäufigkeit Anzahl Produkte Schichtmodell / Anz. Schichten Anzahl Mitarbeiter Maschinenbezeichnung Lieferant / Kunde © S TZ P rozes sm ana gem e n t, www. stz-p p l.d e Nr. 01 01 01 Mindestbestellmenge Bestelllosgröße Bedarfsmenge Stückkosten Teileklassifizierung Teilebezeichnung Teilenummer © S T Z P ro zessm anag em ent, www .s tz-pp l.de N r. 010 001 A Lieferant intern Kunde extern X Klassifikation: _______ B C YZ © S T Z P ro zessm anag em ent, www .s tz-pp l.de N r. 020 001Firma: Transportmittel: Transport Transport © S TZ Pr oze s s m a nag em en t, ww w. s tz -pp l. d e N r. 02 01 01 Transportkosten Gesamtmenge Anzahl je Ladungsträger Menge je Verpackungseinheit Transportlosgröße Transportdauer Häufigkeit Information © S T Z P rozessm a nagem ent , w w w.s tz-ppl. de N r. 0501 01 Wirkung Häufigkeit Auslöser Informationsmittel Empfänger Sender Information © S T Z P rozessm a nagem ent , w w w.s tz-ppl. de N r. 0501 01 Wirkung Häufigkeit Auslöser Informationsmittel Empfänger Sender © S T Z P rozessm anag e m e nt , w w w .s tz-ppl .d e N r. 0400 01 Programm-orientiert Verbrauchs-orientiert Dezentrales Lager Zentrallager Kanban Melde-bestand Puffer Bestand ! Lager / Bestand © S TZ P rozes s m anagem ent , w w w .s tz-ppl .d e N r. 0401 01 Anteil am Bestand [%] Reichweite Bestandswert Bestandsmenge Wiederbeschaffungszeit Teilebezeichnung Teilenummer Information © S T Z P rozessm a nagem ent , w w w.s tz-ppl. de N r. 0501 01 Wirkung Häufigkeit Auslöser Informationsmittel Empfänger Sender Material Flow Information Flow Through-Put-Time Supplier /

Customer Transportation Stock Work Place

KPI

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(Leistung * Nutzung * Qualität)

Auslastungquote [%] Rüsthäufigkeit Anzahl Produkte Schichtmodell / Anz. Schichten Anzahl Mitarbeiter Maschinenbezeichnung Lieferant / Kunde © S TZ P rozes sm ana gem e n t, www.s tz-p pl.d e N r. 01 01 01 Mindestbestellmenge Bestelllosgröße Bedarfsmenge Stückkosten Teileklassifizierung Teilebezeichnung Teilenummer © S T Z P ro zessm anag em ent, www .stz-pp l.de N r. 010 001 A Lieferant intern Kunde extern X Klassifikation: _______ B C YZ © S T Z P ro zessm anag em ent, www .stz-pp l.de N r. 020 001Firma: Transportmittel: Transport Transport © S TZ Pr oze s s m a nag em en t, ww w. s tz -pp l. d e N r. 02 01 01 Transportkosten Gesamtmenge Anzahl je Ladungsträger Menge je Verpackungseinheit Transportlosgröße Transportdauer Häufigkeit Information © S T Z P rozessm a nagem ent , w w w.s tz-ppl. de N r. 0501 01 Wirkung Häufigkeit Auslöser Informationsmittel Empfänger Sender Information © S T Z P rozessm a nagem ent , w w w.s tz-ppl. de N r. 0501 01 Wirkung Häufigkeit Auslöser Informationsmittel Empfänger Sender © S T Z P rozessm anag e m e nt , w w w .s tz-ppl .d e N r. 0400 01 Programm-orientiert Verbrauchs-orientiert Dezentrales Lager Zentrallager Kanban Melde-bestand Puffer Bestand ! Lager / Bestand © S TZ P rozes s m anagem ent , w w w .s tz-ppl .d e N r. 0401 01 Anteil am Bestand [%] Reichweite Bestandswert Bestandsmenge Wiederbeschaffungszeit Teilebezeichnung Teilenummer Information © S T Z P rozessm a nagem ent , w w w.s tz-ppl. de N r. 0501 01 Wirkung Häufigkeit Auslöser Informationsmittel Empfänger Sender Material Flow Information Flow Through-Put-Time Supplier /

Customer Transportation Stock Work Place

KPI

Figure 3: Main symbols of the VSA using the self-adhesive pre-printed Value-Stick-It.

The training participants are taught in the VSA method using these Value-Stick-Its in the Haptic Game. The main advantage of the stickers is that they can be used in nearly all situations on different walls and you do not have to provide a pin wall or other specific equipment. A plain wall in a meeting room is sufficient. The KPIs can be extended if the pre-defined are not enough by using a plain one, also available in the Value-Stick-It tool box. The pre-definition of the main KPIs for all symbols (figure 4) accelerates the analysis process.

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Manuell Maschine Administration Nr. Bez. Arbeitsvorgang Arbeitsvorgang: Arbeitsstation © S T Z Pr oz e s s m an ag em e n t, w w w .s tz -pp l. de N r. 0 30101 Gesamtanlageneffektivität

(Leistung * Nutzung * Qualität)

Auslastungquote [%] Rüsthäufigkeit Anzahl Produkte Schichtmodell / Anz. Schichten Anzahl Mitarbeiter Maschinenbezeichnung Arbeitsvorgang: Produkt © S TZ P ro z es s m an ag e m e n t, www. s tz -p p l. d e N r. 0 3 0201

Kosten nach Wertschöpfung Ausschuss [%] Rüstzeit Bearbeitungszeit Losgröße Bearbeitungskosten pro Stück Teilebezeichnung Cutting Machine 2045 X Cutting Machine 1 One-Shift / 1 6 2x /day 91 % 73 % 1 holder 0,73 € 25 2 min. 25 min. 10 % 17,80 € © S T Z P ro z e s s m ana ge m e n t, w w w .st z -p p l.de Nr . 030 0 0 1

Manuell Maschine Administration Nr. Bez. Arbeitsvorgang Arbeitsvorgang: Arbeitsstation © S T Z Pr oz e s s m an ag em e n t, w w w .s tz -pp l. de N r. 0 30101 Gesamtanlageneffektivität

(Leistung * Nutzung * Qualität)

Auslastungquote [%] Rüsthäufigkeit Anzahl Produkte Schichtmodell / Anz. Schichten Anzahl Mitarbeiter Maschinenbezeichnung Arbeitsvorgang: Produkt © S TZ P ro z es s m an ag e m e n t, www. s tz -p p l. d e N r. 0 3 0201

Kosten nach Wertschöpfung Ausschuss [%] Rüstzeit Bearbeitungszeit Losgröße Bearbeitungskosten pro Stück Teilebezeichnung Cutting Machine 2045 X Cutting Machine 1 One-Shift / 1 6 2x /day 91 % 73 % Cutting Machine 1 One-Shift / 1 6 2x /day 91 % 73 % 1 holder 0,73 € 25 2 min. 25 min. 10 % 17,80 € 1 holder 0,73 € 25 2 min. 25 min. 10 % 17,80 €

MODULE 3 HAPTIC LEGO TRUCK GAME

In the Haptic LEGO Truck Game a group of 9 participants has to operate a full wracking track assembly in three major assembly steps (production I, II and III) as shown in figure 5.

Quality Management Sales & Production Planning Customer Production I Supplier Lager Production II

Production III Distribution Warehouse Transporter Order Control

Quality ManagementQuality Management Sales & Production Planning Sales & Production Planning Customer Customer Production I Supplier Supplier Lager Lager Production II Production II Production III

Production III Distribution Warehouse Distribution Warehouse Transporter

Transporter Order Control

Figure 5: All steps of the wrecking track assembly in the Haptic LEGO Truck Game.

Three rounds have to be played with continuous improvement workshops between. Each round is measured by four KPIs as shown in figure 6.

The goal is to assemble 10 wrecking tracks

„ with a 0-failure production,

„ at minimum costs,

„ with a minimum number of load / transport aids

and

„ at a minimum of trough-put-time

Figure 6: Goals of the wrecking track assembly in Haptic LEGO Truck Game.

If more than one team is playing they compete each other directly, otherwise the team gets the benchmark of the best group ever played to have an orientation, what through-put time could be reached by zero failure and minimum costs.

The continuous improvement workshops are held always after the same procedure: 1. Run a Value Stream Analysis with the Value-Stick-Its.

3. Decide about 3 – 5 major changes in the production process: In this step the participants should use the process optimisation methods they have learned on the first day in module 1. 4. Redesign the process with a Value Stream Design (VSD) using the Value-Stick-Its.

5. Write an action list with the discussed things which have to be changed and the responsible person and deadline.

6. Change the process as decided in point 5.

In the workshops 2 and 3 the VSA is easier due to after each improvement workshop the Value Stream Design has taken place and the process is already described with the Value-Stick-Its.

The final result of the group in round 3 is compared to the best benchmark group. Finally the group discusses with the trainer the behaviour and working habits in the continuous improvement workshops and the application of the VSA. For this a standardised questionnaire is used from the trainer and for the group to evaluate the two view points on the improvement process: own impression and foreign impression.

EXPERIENCES

The experiences with the game are based on several industrial applications mainly in the automobile and electronic industry.

Learning Process

The learning process of the participants takes place over both days starting from the theory lectures with exercises to the Haptic LEGO Truck Game.

Learning in Short Version

It is very important that the participants develop the understanding of interaction of the different process optimisation methods within production systems by using VSA. Therefore the short version has definitely some disadvantages. If the participants one another do not have the same theoretical and practical background in production system design and methods that are used in production, the learning normally is not sufficient: The participants with the lower knowledge level of the methods do not participate in the discussions as the advanced level participants. They usually listen to the others, back them up but are limited in bringing own ideas in the discussion. They also often do not understand why some concepts are preferred and others are left out. Participants who have small experience in this area of production methods some times can adapt to the higher level by reflecting the experience with the new approaches in the next playing round. But this does not work all the times. Finally the less experienced participants may catch up in some areas with the experienced participants but it is not guaranteed that they will do. From theses experiences with the short version it is only recommended if the participants one another are definitely close on the same knowledge level. The short version is normally used if the main focus of the training is only the VSA method. But still the best fit would be if some continuous improvement workshops in production have already been held and the participants know the major methods shown in figure 2 which are part of the theory part of the training. The learning in the Haptic LEGO Truck Game is similar to the learning in the long version but with a lower level of understanding in interdependencies of the methods due to the lack of general understanding as described above.

Learning in Long Version

The learning process in the long version is the best and is generally recommended for experienced participants too. The application in industry shows that experienced participants are not bored by hearing and discussing the methods once again. They can always find new point of interest in all discussions and increase the tension between different statements how and for what the methods can be applied. Then the interference of methods is discussed in more detail and helps to improve the processes in the game much better. This generally creates the deepest and long term knowledge for further applications in the enterprises of the participants. Also the controversial discussion of topics helps to get a deeper understanding on what can be influence in the production process and which parameters may improve or deteriorate. In total the reflection of the methods already starts on the first day in the discussion and the exercises. It has always been proven that with a good introduction day the general learning results and the game performance have been much better than without module 1 on the first day in the short version.

In this context should be mentioned that the participants should not all belong to production. The best learning transfer can be reached if different departments of the enterprise take part in this training, e.g. controlling, quality management, etc. This increases the learning effects by understanding how the others departments think, why the think this way, e.g. triggered by other KPIs and targets etc. Especially controllers have quite often difficulties to understand why things are arranged the way they are and that looking for very specific KPI may influence other ones in the wrong direction. The participants should generally play an opposite role in the Haptic LEGO Truck Game as they have in reality. This facilitates the understanding of behaviours in production which are triggered by the different point of views and targets that are set to the employees.

Learning in the Haptic LEGO Truck Game

In the Haptic LEGO Truck Game three learning goals are pursued: Application of the VSA, management of improvement processes in the continuous improvement workshops and application of methods to increase efficiency in production process including the interference of several methods to each other.

The VSA application is learnt the same way in the short and long version in the workshops between the playing rounds. The result are in both versions the same and it can be assessed that the VSA method has been perfected at any time.

The learning effects regarding the method application to improve the production process differ in the short and long version as discussed above. In the game the basic understanding of the methods and their interference is very important to reach the benchmark through-put-time in accordance to the other KPI for group result measurement. If the group is not on an equivalent level of understanding for what and how the methods can be used it is much more difficult to improve in great steps. Also the KPI evaluation in the VSA is reduced to number collection if the interpretation of the KPIs can not be done in the context of the optimisation methods. In this case the group is not able to deduce strategies how the production process can be optimised on the basis of the KPIs data. Also decision can be made if specific KPI are over interpreted or misinterpreted. This happens if the group can not build up a common understanding on what the optimisation methods can be used for and what influences are triggered beside the wished effects. The moderator and trainer can give some hints and support the discussion in such a case. But is dos not eliminate the lack of understanding if the basis in not set.

The main learning effects, probably 70%, are made finally in the Haptic LEGO Truck Game due to the methods have been used and the results – positive and negative – can be seen and evaluated

directly after each playing round. It’s some kind of learning by doing due to the teams can change the settings in the next round and try if it works better. The VSA with its Value-Stick-Its support a fast an effective analysis and redesign and it is fun, too - this is also very important in learning processes.

Limitations of the Game

Although a lot off effects from reality can be simulated in the Haptic LEGO Truck Game it is not reality. The main problems in transferring the experience to practice is that in practice the processes are often not that clear structured and have sub-processes and a lot more variants to cover in the VSA and Value Stream Design. This increases the need for more detailed analysis and more reflection on variant production and other specific issues depending on the production process. The game and the improvement process are limited to a restricted complexity so that the adaptation to reality is also limited especially at this point. But the training focuses more on the methodical approach and a reality based learning environment as on the exact coverage of real processes and environments.

Transfer to practice

At the end of the Haptic LEGO Truck Game the participants have to discuss in a moderated workshop how they can transfer the gained experience to their company processes. For this the trainer coaches a transfer workshop in which the usage of the VSA is discussed and its adaptation to the specific needs of the company. If the participants come from different companies – most of the trainings are held as in-house trainings – this discussion is more difficult and a general approach will be the result. At this point it depends on the number of represented companies how detailed the transfer discussion can be held for each company. Also the method application varies if employees from different companies are present. In in-house trainings this can be made more easily due to most of the companies have or introduce production systems with company specific methods – mostly the addressed methods of this training.

The next step towards knowledge transfer to the shop floor is the application of VSA on a small pilot project in production in which the methods for optimisation are used. Normally this is the final step together with the trainer. Then the topics regarding variants and more complex processes can be discussed and solved in a practical example.

References

Rother, Mike; Shook, John (1999), Learning to see: value stream mapping to create value and eliminate muda; a lean tool kit method and workbook; version 1.2, Brookline, Mass.: The Lean Enterprise Institute, 1999