Set up time reduction

First things first. In order to reduce set-up time the set-up process itself must be observed and analyzed (e.g. by using the EMIPS - eliminate, minimize, integrate, parallelize or synchronize - methodology).

After you have analyzed the process make sure you write down all identified kinds of waste. Try to define the ideal state of the new procedure. Only after verification through testing of the new procedure make it a standard and implement it in your TPM framework. By doing so your operators are now responsible for the new set-up procedure, assumed that your operators are properly trained.

The whole focus on set-up time reduction comes from the customer requirements to manufacture a higher variety of goods in smaller batches. In order to meet those requirements set-up or change over must be kept as short as possible.

But let us go a little bit more into the details.

The pure set-up time is defined as the time needed to change from the last part of a batch to the first part of the following batch.

The set-up includes all activities needed, preparation, action on side and adjustments needed. By doing this you automatically differentiate between so called “external” and “internal” activities.

The following steps should help you to make it easier to reduce set-up times

1 Classify each part of the set-up process to either internal or external. Internal steps are those that only can be done while the production is or has to be inactive. External steps are done without interrupting production.

2 Convert internal steps to external ones. The whole idea is to minimize the time needed shutting down operations. This is why we want to take internal steps out as much as possible.

3 Reduce the time needed for the remaining internal steps. There are for sure some steps you can not take out, for those the manufacturing has to be stopped. The whole focus is now on this internal steps and how to reduce them to an absolute minimum. Here the SMED methodology (Single Minute Exchange of a Die) can help. Too find out more you can read here.

4 Eliminate adjustments. Last but not least try to get stable process parameters. With effective process control in place you can get rid off adjustment activities.

A Pareto Diagram can be useful to prioritize the setup time reduction activities. Don’t start everywhere at the same time! Start with the biggest loss and you will see over the time how it will change. It also gives you a great opportunity to see the progress that you are making on set-up time reduction.

DMAIC

Define, Measure, Analyze, Improve, Control. Incremental process improvement using Six Sigma methodology.

DMAIC can bee seen as a data-driven improvement strategy and for sure is part, or will be a part, of your organizations SIX SIGMA quality initiative. DMAIC is an acronym for: Define, Measure, Analyze, Improve, and Control.

DMAIC is a cyclical process such as the PDCA is. The reason to go for the DMAIC is to strive for the best result possible with a structured approach.

These process steps are:

DEFINE: the customers and their CTQ (Critical to Quality) and the core process involved.

• Who are your customers?

  • What are their requirements for products or services?

  • What are their expectations?

• Go for a value stream and map the process flow through the complete business process

MEASURE:

• Define a plan on how to collect data from your core process

• Go for different sources of data in order to be as specific as possible on defects and metrics

ANALYZE:

• While analyzing the data along the process map make sure to identify the real root cause of defects and

• point out opportunities for improvement

• Compare shortfalls with the results of customer surveys

• Determine gaps between targeted performance and current performance

• Prioritize potential improvement measures

• Identify variation and their source

IMPROVE:

• Gemba Walks

• Improvement Kata

• Kaizen Workshops

• Target is to improve the current process in a simple and effective way

• Develop a prioritized action plan

• Do it!

If you want a structured approach, just read our PDCA article.

CONTROL:

• Stay tuned on your process improvement measures

• Make sure that they stay on track

• Prevent falling back to the “old way”

In the end, when you are in charge, require the full documentation. Make sure that everything implemented is well documented and a clear monitoring is installed that deviation can be fast identified.

Having or installing a sustainable problem solving culture in your organization will be key for the future. Make sure to institutionalize problem solving or a kaizen culture through training, training and more training.

Turtle Analysis

Turtle Diagrams are an effective method to understand the processes from both a managerial and workforce perspective. These diagrams can also be used to identify gaps in the organizations structure and further develop organizational procedures. From these activities further measures can also be developed for efficiency improvement.

How to use Turtle Diagrams
We will go through the diagram step by step:

INPUT:
Enter details of actual process inputs such as raw material, requirements, information, documents, etc.

PROCESS:
Enter your management process.

OUTPUTS:
Enter your expected or defined output of your process. This can be finished goods, products, records, documentation, etc.

CONGARTS you already described your main process. Now we will complete it with details.

WITH WHAT:
This is asking for materials and equipment. Enter details of materials, components, machinery, test equipment, software, etc. all you use in the process.

WITH WHO:
Resources and competencies. Enter human resources requirements, including qualification, competencies and training requirements or restrictions.

HOW:
The how goes for the supportive processes, procedures and methods. Write down linked processes, pre-processes, supportive processes, instructions, procedures, standard work described, etc.

WHAT FOR:
Key Performance Indicators. Enter the targets, KPIs, performance measures, etc. to measure effectiveness and efficiencies.

Example of a Turtle Diagram

How to use the Turtle Diagram for auditing
When running an internal audit, you can use the Turtle Diagram to understand the relation between input and output for the audited process or activity. In order to get full advantage of the audit, the auditor needs to assess not only the process itself but also the complete surrounding such as the process owner, stakeholders of the process, standard work procedures, training and qualification matrix of persons involved, as well as linked processes. Based on the Turtle Diagram Layout the auditor has a guide to follow through the process audit.

Running the Turtle Analysis
When talking about quality management, process analysis is a key part of daily business. With the Turtle Analysis and the resulting Turtle Diagram you will have the chance to describe processes in a simple and clear one pager. The summary of this one pager is the description of the most important process characteristics. This overview can then be taken to identify risks and weaknesses of the process and build the framework for upcoming quality audits.

The Turtle Diagram gives a clear picture of the links between two process steps or different processes. As usual in manufacturing environment the output of one process step is the input of the other. This can be made visible with the the Turtle Analysis. You starting point is then when interfaces do not run smooth or e.g. important information is lost during hand over phase.

In addition after a Turtle Analysis or audit with the diagram and identified risks and weaknesses you can define specific objectives to be addressed. As mentioned above you can steer and control your improvement actions with pre-defined KPIs, this helps you to visualize deviations from the set course easier.

If you think you need a deep dive on one specific topic found during the Turtle Analysis, we recommend the ISHIKAWA or the 5Why methodology.

Waste

Waste (MUDA)

Waste or MUDA is the opposite of value creation. Waste describes all non-value-adding activities the customers are not willing to pay for. The two main categories are obvious and hidden waste. While obvious waste can be eliminated, hidden waste can only be minimized.

When talking about waste there is no way around the 7 kinds of waste according to Taiichi Ohno most known in the lean world as TIMWOOD. Feel free to read the complete article on TIMWOOD(S) - yes you are right - where is this S coming from… keep on reading and you will see.

The 7(8) kinds of waste:

1. T = Transportation

2. I = Inventory

3. M = Motion

4. W = Waiting

5. O = Overproduction

6. O = Overprocessing or - engineering

7. D = Defects

8. S = Unutilized stuff

It is important to be aware of these kinds of waste in the list. But overproduction is the worst and typically initiates the other types of waste.

To read more in detail about TIMWOOD go here.

Pareto Principle

The Pareto Principle describes that 80% of problems can be closed with 20% of the causes. This principle is named after Vilfredo Pareto who found out that 80% of Italy’s wealth belonged to 20% of the population.

With this in mind it is worth to have a look at it.

Let us start with an assumption, according to the Pareto Principle it allows us to assume that

• 20% of input creates 80% of the output

• 20% of customers create 80% of your revenue

• 20% of causes create 80% of failures

• 20% of your employees create 80% of sales

• and so on…

But before you run away now and think you have the answer hold a second. With the 80/20 rule you might tend to say that it always have to be 100 - it’s not. Make a deep analysis before making such statements! 20% of your employees can also make only 20% of sales or 60%. So before you fire 80% of your employees keep in mind that the Pareto Principle only gives you an idea on the distribution.

The whole idea behind it is that most things in life are not distributed evenly!

When we talk about value adding activities and the final product is 100% What is with all the necessary tasks, that are not adding any value to the final product but have to be done to run the company.

Or think about failures and finding the root cause, where to start to take actions? This is great when you think about a Failure Pareto and you want to satisfy your customer as quick as possible. Of course you are focusing first on the most failures and most of the time - not always - the other failures will disappear as well.

But most important of all, your customer gains trust in you that you have the competencies to do the job.

The key point is that most things are not in a 1/1 actio = reactio relationship.

So what can we use it for this 80/20 rule?
The Pareto Principle in first place supports you on realizing that most of the outcome are based on a minority of inputs. This means:

• 20% of input creates 80% of the output > try to reduce those non value adding activities

• 20% of customers create 80% of your revenue > install a key account manager that the customers knows he/she is important to your company > your customers success is your companies success

• 20% of causes create 80% of failures > Focus on fixing those failures first

• 20% of your employees create 80% of sales > get those employees a reward

We could continue on and on. To bring it to the point > focus on the 20% and not on everything at the same time.

Some examples that might help you for a better understanding:

• Instead of spending a whole night to prepare a presentation and thinking about where to start > focus on one topic and do it. You will get a feedback anyway during the pitch. This feedback gives you the chance to take it and improve it.

• Instead of focusing on one solution that might be the best and go through all the details. Make a list of three and go through the pros and cons with your colleagues that probably know the topic better anyway and based on their opinion make a decision with what to go on.

Maybe this examples are nuts for you but we want to emphasize that you should focus only on the important 20% and forget - for the moment - the other 80.

Last but not least - the Pareto Principle is not a law of nature it is a guideline to steer your focus and to save time on problem solving or simply getting your job done faster.

FMEA

Failure Mode Effects Analysis - FMEA

The method of the FMEA - Failure Mode and Effect Analysis has been used for years in the automotive and manufacturing industry.

The risk analysis framework has been applied in a wide range of industrial sectors. The first areas of application were traditionally in product development. Based on this the integration of the production process planning and the production. In the automotive industry, the joint creation of FMEA for products and processes by Today customer, supplier and subcontractor are a natural part of a cooperation. 

The user is guided through the "10 Steps to Creation of the FMEA".

Step 1 - Review the process

• Use a process flow chart or an already existing value stream map to identify each part of a process

• List all process steps in a FMEA table

• If you think the list gets too long it might is. Use this chance to split up the process and cut the elephant. It makes more sense to work on smaller parts of the process instead of getting lost in the woods.

Step 2 - List potential failures

• Review all existing data and documents that can give you a hint about each component that can lead to a failure

• After having a complete list try to cut it down and to combine the parts of the initial list

• The chances are high that you will identify several potential risks of failures for each component

Step 3 - List potential effects of failures

• The effect is the outcome of a failure on the finished good or a process step

• It is common that not only one effect will occur for a single failure, don’t be suprised

Step 4 - Assign the level of failure to risks

• This is based on the consequences for each failure

• Think about the ranking as the worst impact that it can have

Step 5 - Assign the possibility of occurrence

• How high is the possibility of occurrence

• What impact will it have if occur

Step 6 - How can it be detected

• What are the chances that you will detect the failure before occurring

Step 7 - Calculate the RPN (Risk Priority Number)

• Severity (S)

• Severity x Occurence (S x O) = criticality

• Severity x Occurence x Detection (S x O x D) = RPN

Step 8 - Define the action plan

• With the decision making process followed by the prioritization from the RPN (Step 7) focus on the topics with the highest RPNs

• Follow a classic action plan by defining who will be doing what till when

Step 9 - Take action

• Get things done!

• Implement the defined improvement actions

• Follow the PDCA principle

  • Plan - done

  • Do - right now

  • Check - Step 10

  • Act - loop starts over

Step 10 - Re-evaluate the RPN

• Time to check on the impact of your actions

• Re-evaluate each potential failure identified and determine if the improvement measures have an effect or not

• If not follow the PDCA and start over with step 8

The FMEA is linked to all CIP and Kaizen activities - there is always something to improve.

Root Cause

The Root Cause Analysis brings you to the ultimate reason for an event or condition

Methods used in the root cause analysis help you to identify the actual causes of defects or problems in your goods or processes. The whole idea behind a root cause analysis is to understand and get rid of the source of the problems and not to fight the symptoms. Thinking about quality management the Root Cause Analysis is a big part of it and has an impact on Six Sigma and 8D processes.

The root cause analysis is in demand when problems can no longer be solved with pure empirical knowledge (e.g. known products are used in new operating conditions and cause problems there).

The basic idea of all Root Cause Analysis methods is first of all to describe the problem (symptom) as precisely as possible, to limit the potential sources of the problem and then to systematically follow the error path. A distinction has to be made between purely theoretical analyses and experimental root cause analysis.

Known theoretical methods are the 5-Why question technique and the 6M method (Ishikawa). These methods, however, often suffer from the limitation to consider complex problems insufficiently. For example, it is impossible to identify combined root causes.

For complex problems, Vester's system analysis shows very good results in practice. Using the so-called intensity relationship matrix, expert knowledge is systematized and thus contributes to new approaches.

The area of root cause analysis also includes experimental designs that have the goal of eliminating a problem. A distinction must be made here between problems resulting from the production and assembly process and those resulting directly from the components or combinations of components. One of the well-known methods in this area is the component exchange methodology, which represents a methodically and statistically proven way of eliminating problems caused by components.

Apply Root Cause Analysis methods to your quality problem.

1. 5 Why Technique

2. 6M methodology (Ishikawa)

3. Vester` intensity relation matrix

Problem identification and identification through statistical product analysis in ongoing production through a practically established multi-stage problem-solving approach.

Root Cause Analysis

Ergonomic Workplace

An ergonomic workplace is a work system that considers the ergonomic aspects of an operation and the operator such as the operator’s hight, range and reach with the goal that the operator does not need to bend or turn.

The ergonomic workplace goes hand in hand with the work improvement.

Definition and purpose

1. Reveal waste increasing cost and not adding value.

2. Find waste in the movement of workers, eliminate/improve, pursue net work adding value.

Worker Movement

Lean Manufacturing and Ergonomics may have different roots and directions but together they can complement each other and define a more efficient and safer workplace.

One of the best person known for focusing on productivity and efficiency in manufacturing processes was Henry Ford with the invention of the modern assembly line. Ford really was focusing on eliminating waste and to cut down unnecessary costs in relation to the manufacturing of his cars.

Toyota is one of the best known companies that has stretched to the maximum the idea of Lean Manufacturing and is now holding the pole position when it comes to the reputation according the elimination of “waste”.

By looking at the Lean Model as well as Work Ergonomics, you clearly see the necessity of both practices in the industrial workplace, as well as observe that both can complement each other. 

The 7 types of waste to eliminate include:

• Transport

• Inventory

• Motion/Movement

• Waiting

• Overproduction

• Overprocessing

• Defects

The list of TIMWOOD is what Toyota has defined as the seven major types of wastes or non-value-adding activities. The seven wastes do not add any value to the product and the customer in the end is not willing to pay for it. Therefore it is essential to remove as much waste as possible which will have also an effect on the ergonomic workplace and furthermore on the health of the operators.

Some of these things like transport, waiting or unnecessary movement can be reduced to a limit what the operator still needs because as human being the operator is limited by his body.

The Lean Manufacturing initiatives and workplace ergonomics stepped into the manufacturing world at different times and therefore are not fully integrated. But you are perfectly advised by combining the principles of Workplace Ergonomics with Lean Manufacturing initiatives. Through a cooperative assessment and teamwork you have the chance to complement each other in making the workplace more efficient and a safer place.

Blue Ocean Strategy

Innovation for New Markets

The blue ocean strategy leads out of the shark tank: instead of copying the competition, companies find new markets.

Blue Ocean strategy: Off to new markets

Which company does not dream of an untouched market? And how many companies are stuck in the constant, sometimes ruinous competition and are treading on the spot? In order to escape this fierce struggle for survival, a rethink is necessary: If your own market or the market you are aiming for is too fiercely contested, you create a new one.

Opening up new markets is the core idea behind the so called Blue Ocean Strategy. To explain it simple the Red Ocean stands for existing markets where the sea is full of blood and therefore red, the Blue Ocean is the untouched, sweet spot of sea where nobody was before you.

I think we don’t have to discuss the obvious advantages of an untouched market. At least in the beginning you won’t have any competition. Your organization can act instead of react which automatically gives you higher turnovers and returns. But it is for sure not risk free, failure can get you everywhere. And even worse you will swim all by yourself not finding any customer and starve to death or die of thirst.

Customer Centric Focus

The Blue Ocean Strategy comes with several tools with which your organization can create new business cases. What they all have in common, is the focus on the customer benefit, regardless on the how to sail the blue ocean. Just think about technological innovation.. typically driven by making the customer lives more comfy.

Analyze and reposition your offer

The Blue Ocean Strategy first starts by analyzing your existing offer, which has to be done from the customer perspective. This is followed by the competitors analysis, what do they have that customers buy their products instead of ours, what is the extra value? The outcome is then recorded in a so called value curve.

The next step is the usage of the so called ERIC square. A typical tool to redesign service offers of drive product developments. The Blue Ocean gets a shape.

The E stands for Eliminate: What existing features are obsolete for the new use case?

The R means Reduction: What is important for the customer but can be reduced to an absolute minimum without being kicked out?

I for increase: What product features should be raised above the existing standard?

And finally C for Creativity: What awesome features does the customers want but don’t know yet?

A slightly different approach can also be the use of the Osborn Checklist, but won’t be covered in this article.

Creating Blue Oceans

Let’s face it, you can have the best product in the world, but without a market it is worthless. This already indicates the crucial factor of success of a blue ocean strategy, e.g. creating new markets or at least expand the existing one. To help you getting to new markets six paths can be taken:

Are there existing strategic groups in the industry?

Are alternative fields of operation possible - and if so, which ones?

Is there a potential target group that has been ignored so far?

What are the new mega trends that others haven’t recognized yet?

Are there complementary services or goods that nobody has on the radar?

What functional or emotional motives would customers want to buy the new product from?

Following these questions already shows you that the Blue Ocean Strategy rarely ends up in a completely new and disruptive product. The reality is that different product features are combined and given out to the market as new release. That is for sure not the idea behind the Blue Ocean Strategy, but used for it. The benefit of the Blue Ocean Strategy is to turn non-customers into customers. These folks are your blue ocean.

Have a look on Show Stoppers
Like with all theories, the Blue Ocean Strategy seams quite simple. But no matter what and how you do it, make sure to have a clear and transparent communication throughout your organization. Everybody has to be on board and support the planned journey, otherwise chances of getting stuck at the harbor and not setting sail are quite high.

And finally, when set goals or targets think about SMART, most important > it has to be realistic - can’t say this often enough.

Checklist: Blue Ocean Strategy

In summary, the following aspects must be taken into account in the Blue Ocean Strategy:

1. A saturated market with predatory competition does not permit growth.

2. A new, unrivaled market is created through beneficial innovation.

3. The existing offer is analyzed from the customer's point of view.

4. A new range of services or features is created.

5. Employees in the own company are involved in the implementation.

SMART - OBJECTIVES

Goals are helpful both in our daily work and in our personal lives, as they give us something to work for. 

SMART - Objectives drive us forward and continually remind us of what we want to achieve. They help us to set priorities more clearly, to focus better and give us the strength to continue.

HOW TO DEFINE GOALS 

Objectives can be manifold, but one of the best known methods to describe goals is the S.M.A.R.T. methodology. The 5 steps can be used to clearly describe a goal and make it "tangible".

The acronym SMART stands for the following 5 steps:

S - specific | Clearly defined goals

M - measurable | The target should be measurable (has a KPI)

A - accepted | The accessibility of the goal should be accepted by all stakeholders (alternative: ambitious/attractive)

R - realistic | The attainability of the goal within the set framework should be realistic,

T - terminated | The time of target achievement is clearly defined.

FURTHER DEVELOPMENT, SMART BECOMES SMARTER

Some of the terms have changed over time. So the A at the beginning stood for agreed upon. This is from the thinking that the term is used within a company. In this respect, it was important that a goal was accepted by all involved. Over time "agreed upon" often became "achievable" or "attainable".

Not only the terms themselves have changed. The acronym itself has often changed recently. Many authors have switched to making SMART - SMARTER.

The E stands for "evaluated".

The R stands for "reviewed."

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In my opinion, the popularity of SMART goals stems from the simplicity of the method and the higher probability of success. Why should it be higher? Now the SMART method requires from the person or department that set the goals a certain time and focus on those goals. When one is so intensively involved with defining goals, one inevitably thinks of ways in which the goal could be achieved. Furthermore, one has already taken the first step and is now more motivated to take the next necessary steps.

Of course these steps must not be missing. Action plans must be derived from the goals, whose degree of goal achievement should be regularly reviewed. Regular monitoring of progress enables me to adjust my next actions to the achievement of my goals. 

PDCA

The idea behind the PDCA cycle is to empower employees to independently identify and solve problems. It is also a crucial element of the continuous improvement process (CIP).

Many projects in which a culture of continuous improvement (CIP) is to be anchored also fail because of the tools required for this. With the A3 Report, for example, there are such tools. Just for clarity upfront, problem solutions, decision bases and strategies are presented on a sheet of paper in DIN A3 format. The A3 Report provides employees with a kind of template for which analysis and action steps must be taken when solving a problem. This process, in turn, is based on a systematic approach: the PDCA cycle.

The four phases of the PDCA cycle

Of all the quality improvement tools, the PDCA cycle is the most important. It describes the basics of an improvement process and divides it into four phases:

Phase 1: Plan

In this phase the problem and the actual state are described, the causes of the problem are analyzed and the target state is defined. In addition, measurements for reaching the target condition is defined.

Phase 2: Do (Implementation)

In the implementation phase, the predefined measures for achieving the target status are fixed.

Phase 3: Check

In the review phase, the experience gained and the results achieved in implementing the measures are reflected and the measures are readjusted if necessary.

Phase 4: Act

In this phase, the experience is gathered and the problem-solving process is evaluated and standards for future action are derived.

PDCA Cylce

Teams always go through this process when they have identified a problem or a relevant opportunity for an improvement. Then a new PDCA cycle is started with the aim of establishing a new standard in the company which serves as a basis for further improvements. The following case study shows how working with the PDCA cycle works.

The PDCA cycle explained using a case study

The management board of an electrical motor manufacturer has adopted a new strategy to further expand the company's quality leadership in electric motor production and increase customer satisfaction. To this end, the management team defined the following so-called breakthrough targets:

• The production processes must be state of the art

• The work must be based on the zero-defect principle

• The striving for continuous improvement (CIP) should be anchored among the employees

These goals have been broken down to all levels. At a meeting, the head of department pointed out to the group leader that the five pressing lines he supervised produce less than the target of 35k motors per day. The consequences: Supply bottlenecks and customer dissatisfaction. The group leader should now solve this problem. In accordance with the PDCA cycle, the following procedure was followed.

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PDCA Phase: Plan

The group leader analyzed the production figures of the past weeks. He found that the joining line supervised by the team leader only delivers an average of 32k motors per day instead of 35k. The team leader suspected that this was due to high line rejects. They then took a look at the sorted motors in the quarantine stock. The result: the labelling on almost all rejected motors are displaced or not readable.

The group leader asks the team leader what could be the cause of the problem. His assumption: "The printer is not running perfectly and the application process is not stable. A check of the incoming labels has proven that all material is in specification, so the failure has to be within the printing and application process. The team leader then looked at the scrap figures in the shift reports. It turned out that over 80 percent of the rejected motors are produced during the night shift.

So the group leader and the team leader observed the labelling process in the following night shift. They noticed that the labeling belt occasionally jams in the conveyor belt, which is why the labels are applied offset to the desired location. The team leader suspected that this was due to the fact that the printer mounting and so the printer location was in the wrong position, a further analysis has shown that a new employee has been placed in the night shift and he didn’t understand the correct setting and placement of the printer after exchanging the labeling roll. In addition, it came out that the cartridge has to be replaced after 24 hrs which also was usually coming to the night shift. So the root cause was clear.

The group leader then asked the team leader to formulate a target state for possible countermeasures. He knows through trainings that targets should follow the SMART rule, but on this topic mainly measurable. He wanted to achieve the target by training the new operator. Done deal.

PDCA Phase 2: Do

But the group leader was not satisfied with that. He asked the team leader if he knew exactly how the operator were going to change roles and cartridges if there was a standard operation instruction (SOI) of this process and how to train new operators. The team leader denied this.

In the following night shift, they both watched the change of roles and cartridges by experienced and inexperienced operators. The experienced operators made sure that the labels did not touch the floor during the change and that the printer is in the correct position after replacing the role. The inexperienced, on the other hand, often rubbed the labels on the floor and just pushed the printer in the station without checking the first parts after replacement. Dirt gradually collected in the label dispenser, causing the tape to jam from time to time and the incorrect position of the printer led to misplaced and crushed up labels which in the end of line led to the rejects of the motors.

The group leader asked the team leader and his team to consider possible countermeasures, prioritize them and draw up an action plan. The countermeasures were among others: 

1. 5S sessions at the end of each shift to restore cleanliness and order in the line

2. Installation of training matrix in order to know how is able to follow the process and how is experienced enough to train new operators

3. Install a Poka Yoke fixture to ensure a process stable positioning of the printer

4. Install a counter with light indication when the cartridge of the printer needs to be replaced after an evaluated amount of labels printed

Based on the prioritization, the team members drew up an action plan. They also agreed:

The current status of the project is always documented on the cell board of the labelling line for the next three months

The progress figures are reported in the daily shop floor meeting – not the team meeting of the cell. It has mgt. focus.

PDCA Phase 3: Check

In the following weeks, the team leader of the cell reported daily the figures and the impact of the measures on the outcome. They also defined further measures on the basis of their experience to date. For example, the machine is always stopped when the label tape reaches into the light barrier, caused by an air blast. The measure was to install a duct for the carrier tape of the labels into a bin placed under the line, easily accessible for the line clean up at the end of the shift.  As a result, the reject rate fell by almost 80 percent after three months. The initially formulated target of 40 percent fewer rejects was achieved.

PDCA Phase 4: Act

After this assessment, the group leader asked the team leader what he wanted to do with regard to standardization. He replied that he would prepare a written description of the optimal process "maintaining the label printer" as well as for training new operators. In addition, from now on he will carry out a daily process control in order to detect target/actual deviations earlier.

The group leader praised the team leader and asked him at the next team leader meeting to inform the team leaders of the four other production lines about the new standard and the findings in the PDCA problem-solving process so that they could learn from the experience. Him himself informed the head of the motor production department that the problem of insufficient motor production had been solved.

Doctor Nurse Principle

In the Doctor Nurse principle, the operator creating value is considered as the doctor, he receives tools and goods he needs to do his job from the nurse in this case logistics. For this reason, the doctor can’t do his job without the support of the nurse.

What can we learn from hospitals and how can we adapt it to the lean world.

In hospitals it is crucial that the doctor can fully concentrate on a surgery, the doctor is the single point of contact towards the patient using his tools combined with his training. Everything distracting him from being focused has to be eliminated. In order to give him this capability he needs assistant right next to him. The nurse’s job is to support the doctor and provide him with all equipment, tools and material he needs just in time.

Applying this principle to production is not that hard. To use the doctor nurse principle on the shop floor some requirements have to be met. As mentioned think about the operators as the doctor, they have to concentrate on production. As they are the once generating value for the whole organization by assembling the components which customer are willing to pay for – they need to be placed in the center of all activities – the rest is supportive.

In lean manufacturing this is called the line-back approach. Primary processes are the once that add value so focus on the operation and prepare everything that supports it. The nurse takes care of all other activities, most of the time non-value adding activities but necessary.

Doctor Nurse Principle

Arrange the work station in a way that gives the nurse free accessibility to the work area without disturbing the doctor, i.e. filling up kanban shelfs with new material while simultaneously removing empty boxes.

With the approach of separation of primary and secondary processes in two physical areas none of the process will be interrupted by the other.

In addition, this principle is driving the mindset of the organization to focus on a lean production process and how best it can be supported. If you do so, you will also have the advantage by separating value-adding and non-value-adding activities to find you approaches to minimize the non-value adding activities.

Another way of calling the nurse a nurse is a water spider or in lean terms a Mizusumashi – the inbound material supplier.

Shojinka

Constantly improving the amount of workers in a production cell to match the volume of demand and type which has been given to the unit requires that training is provided to every worker in various process steps. The layout of the work cell is done in a circular or U-shaped layout, where the number of operators performing can vary and be adjusted. The capacity and ability to have an adjustable manufacturing process is relevant to meet the demand profile and have a sustainable growth.

Ever thought if there was a particular way through which you can use less manpower but produce more? Needless to say, there is a way through which you can do this: Maximizing the output while simultaneously minimizing the input is a business 101 idea and theory that we carry with us since inception, and strive hard to completely tackle for the whole of our careers.

There certainly is a way through where you can do more with less, and that way is known as Shojinka. It is also referred to as "flexible staffing" or "flexible manufacturing." Shojinka is again a Japanese term, and it was born from the lean manufacturing principles of Toyota. There is no denying that the idea of "flexible staffing" has proven to be the best performer in lean theory.

So what can be understood as Shojinka

Primarily, Shojinka is defined by two elements. The first one is the operators are trained on several workstations and following a qualification matrix. The second one is the layout for the work cell, of cause preferable in a U-Shape layout rather than a straight old fashioned line, but this has to be discussed in all cases separately.

Let’S have a look on the Pros and Cons of Shojinka

Pros

Flexible staffing, as its name suggests, has the biggest advantage in that the staff is flexible. This means that the operators have been provided with training in almost every part of the production following the qualification matrix.

This will enable them to work in areas of production where there is more demand or will allow them to switch quickly as the demand changes. Unlike a highly specialized working environment or fixed linear manufacturing, flexible staffing allows you to keep your efficiency high under every type of manufacturing demand, rather than an ideal pre-determined set. In addition to this, Shojinka also provides an opportunity for operators to work on improving products or on the various side whenever the demand falls all across the board. It will not only enable your staff or the operators to become more effective and efficient at changing levels of demand, but it will also allow them to swap between these specific levels on a shop floor that has been properly and correctly set up.

The inputs and the final outcomes are kept on the identical and corresponding sides of the work cell due to the U-shaped manufacturing line, which ultimately helps your organization of logistics and transportation. Furthermore, it also enables the operators to move conveniently between the first process step and the final process step on an assembly line without the need to walk its whole or complete length.

Cons

As soon as it has been implemented and applied, there are almost no cons to the Shojinka assembly line.

But to start off implementing flexible staffing you need to clear of some major obstacles to get started. If not already implement you have to install a training matrix and train your operators accordingly, to get them qualified to handle all aspects of your operation. Undoubtedly, it may require you to make some investment upfront.

Simultaneously with the training of your operators you will need to standardize every process step in your production. By doing so you will reduce the amount of training and therefore qualification needed in order to fulfill the requirements for the single process steps, as they are broken down to the simplest operation.

Clear and simple “Standard Operation Instructions“ (SOI) will be required to explain the operation and guide operators through the qualification and later performing the process step. By this due to variation of operators in a assembly cell they can get fast into new work requirements. In addition the supervisor can always react faster as the standard process is always described and if deviation occurs the cause is faster detected and eliminated.

So the cons can be wrapped up as investments upfront. Paying all of the expenses at the initial stages for the purpose of integrating and incorporating Shojinka will prove to be worthwhile in the end. There is no denying that your workforce will ultimately become significantly streamlined and that Takt Time of goods will be flexible to the max.

Hansei

The Japanese term of Hansei has the meaning to acknowledge your own mistake(s) and to strive for improvement. The term describes your personal ability of reflection and will to do better.

Hansei plays a big role when thinking about the continuous improvement process and specially the part of looking back and reflect of what could have gone better or where you as person did come short and have a potential lesson.

At Toyota, Hansei is a fixed part of their production system. The Hansei Assessment is held to have a deep review or personal reflection. Typically these assessments are conducted during milestones or at the end of a project during the lessons learned part. The results are communicated to the whole organization so that all can profit from the knowledge gained from this process. By this you will support your complete organization from repeating mistakes or even improve existing standards in order to prevent this from happening again.

You see Hansei can be seen as a crucial part of the organizational development and as heavy weight components for the continuous improvement process, KAIZEN activities and standardized work, as in the end it is up to humans to run your organization and we all make mistakes we can learn from.

In a Hansei assessment you have 4 Elements to analyze and the questions to find an answer.

Hansei Assessment

Kamishibai Board

The Kamishibai Board is part of the visual management in Lean Management that supports you on managing recurring tasks in a way that the status of each task is clearly recognizable by everyone in your organization.

The tasks are listed by their frequency and the responsible persons. The design of the cards can vary, but typically T-Cards are used as the handling is quite easy. These cards contain on both sides the information of each task. One side of the card is red the other one green. RED: to do, GREEN: done. So the color is indicating the status of each task.

By using these two color coded cards everybody in the organization will recognize if all activities are on track or if there is a backlog ahead on performing daily, weekly or monthly activities.

Example Kamishibai Board - weekly tasks with assigned persons

Kamishibai is a Japanese term, to bring it in operations terms it can be understood as mini-audits. The Kamishibai is a great starting point for Gemba Walks mainly in the admin area of your organization but can also be utilized in the service and maintenance department. It also supports 5S activities and assists in checking the continuous improvement actions on checking on standards and improvements during regular meet ups.

The Kamishibai approach has different sections. E.g. a simple planning board with T-cards with a red and a green side, a list of person in charge and a 3C list. The 3C list thereby describes the Concern, defines the Cause and lists the Countermeasures, find a free template (in flip chart format) here.

The planning section has the tasks tank, on the far left side all tasks are stored in holders (T-Cards) or e.g. magnetic cards that are also green on the one and red on the other side. One section further to the right you can implement a matrix with responsible person for each row and all weekdays as column. By this you can easily assign tasks.

Between the organizational and the problem solving part there should be space for the escalation or support needed tasks. It might happen that an assignee is not able to fulfill a task as he/she is in the need of information or active support from a different level or department.

To sum it up. The benefits of the Kamishibai methodology is mainly the visualization part. It gives clear structure and is understandable at first sight. With the Kamishibai you are able to perform so called “mini-audits” on a regular basis that helps you driving the continuous improvement process in your organization and supports you on performing effective Gemba Walks. Instead of heaving some chit chats you can bring information straight to the point and address any issues fast.

You can use the Kamishibai methodology for all kinds of work areas in your organization, e.g. you have control indicators for methods, processes, documents, standards and much more. In the end the Kamishibai helps you to keep the routine of defined standard work procedures as results of KAIZEN activities. If it works congrats, if not congrats - you found something that can be improved.

Implementation of 5S

If you want the short version just go here. Otherwise we will deep dive in this article on how to implement the 5S methodology in your organization. We will simply follow the 5 Steps and explain the topics.

1st S SEIRI = Sort out all unnecessary objects

• Unnecessary objects are all objects that are not needed for the current manufacturing processes (production, logistics, quality, and administration, etc.), that means, defective parts, unused material, material that has been written-off, all spare parts, non-utilized tables and so on

• Determine in advance, what is truly needed. This is helpful when dealing with statements such as: “That still can be used“, “That should be useful for something,“ etc.

• Remove all redundant objects or at least visually mark them so that everybody is aware that they are to be disposed of

• Unused objects should be concentrated in one marked closed area. The decision about those that can not be immediately liquidated, as whether to dispose of them, should be made by the person responsible within 2 weeks

Target: At the workplace are only objects essential for the current work in progress.

Red Tag Campaign

• Ask three questions for each separate object:

  • Is this object useful?

  • How many of these objects do we need?

  • Where should this object be stored?

• Don‘t support others in searching for excuses. Be fair – mark objects that should be removed in all divisions of the company

• Don‘t compromise! When in doubt - the rule applies: Get rid of it!

• If there are suggestions for improvement of the current manufacturing process, it is possible to “red tag“ even objects still in use

• Make sure that everybody understands what should be marked and why

Course of action and rules for the “Red Tag Campaign”

• Write on the tag why the marked object is not needed (Example: Surplus packing boxes; parts stored in boxes are not used any more)

• Contact Information about the person who made the decision that the object is superfluous (name and department)

• The person responsible for the object will be informed and their name will be entered on the “Red Tag”, and along with the agreed-upon date of removal (maximum 3 days), the action should be recorded (Example: The employee who recognized that the boxes are not used anymore, will inform the warehouse attendant and will appeal to him to verify if they are really not of use anymore. If it will be discovered that the object is still in use, the “Red Tag” will be removed. (For instance: The warehouse manager finds out that the boxes will be used to store other parts very soon)

• If the object will be classified among the superfluous, it must be removed within three days by the person who has the responsibility for this area. (For instance: Redundant storage boxes - person responsible for the warehouse). Afterwards the “Red Tag” can be liquidated

• Objects can be “Red Tagged” only in working areas of ones responsibility. The Shift Leader can issue “Red Tags” in the entire area they are responsible for

The “Red Tag” will be filled out by hand and attached to the unwanted object.

Examples of unwanted objects:

1 Defective products

• Faulty parts

• Rejects

2 Unnecessary objects

• Unused empty packaging

• Personal objects (on undefined places)

• Unneeded assembly sets

• Unused material (remaining bundles)

• Unused tools, auxiliary and production material

• Inventory no longer being used

• Surplus of manufactured components

2nd S SEITON = Clean-up and correct arrangement of needed objects

• After the removal of all unnecessary objects, remove all uncleanness, as new organization of areas for laying down objects or their storage can start only after everything is clean

• Each machine and each tool must have its designated place.

• Thoroughly deliberate about where you will store material, tools, and equipment

• Use colored markings (for instance stickers) to designate areas, cabinets, shelves, cupboards with shelves, important places, direction of work procedures, etc.

• With each object ask three key questions: Where? What? How many?

• Permanent storage of objects in

Targets:

• A place for each object and each object in its place

• Visual control and expedient detection of deviations

• Proper storage of all needed objects in the right place. These objects can then be found and used whenever needed

• Every thing has its own place and after its use is always returned to its place!

Think about color markings on the floor e.g.:

• Yellow = transportation zone

• White = raw material

• Green = finished goods

• Red = closed area/NOK parts

3rd S SEISO = Keeping the workplace tidy so as to achieve the already established standards through 5S

The purpose of the cleaning action is to remove all contamination from the workplace and to maintain it in order.

• For this purpose a cleaning schedule will be formulated that will determine what is to be cleaned, with what, and by whom

• If you discover any shortcomings or abnormalities during the cleaning process – mark them down

• All employees of the workplace / work area will participate in the cleaning process

• Keep records of the cleaning process, display visually “Red Tags,” as well as the clean-up time schedule of your workplace. Display results

• Define responsibilities with consideration even to the smallest work sections

• Be effective. Even a five-minute cleansing action can achieve a lot

Targets:

• Cleaner and safer workplace

• Achieving the already established standards

Cleanliness

• Cleanliness at the workplace must be observed, because a clean workplace is essential towards quality and safety at work

• If the workplace is not dirty it is not necessary to clean it

• Any kind of uncleanness and any kind of untidiness will be visible thanks to the initiation of a regular cleaning process – for instance, dusting, sweeping, and waste disposal

• Continuous usage of equipment

• Removal of all uncleanness and untidiness

• Prevention of working accidents

• Cleanliness means controlling, which implies that when cleaning a certain workplace, also check the state of the machinery, equipment, and working conditions

4th S SEIKETSU – Establishing regulations for work standards

SEIKETSU has the greatest importance of all 5S Steps.

• With this 5S Step the main focus is on three aspects:

1. No unnecessary objects

2. No messiness and

3. No uncleanliness

• Visual control is the first step towards discipline. The ideal workplace is that with which any eventual problems can be detected at first glance – any corrective measures can be immediately implemented

• Use control lists to control the 5S standard and to identify deviations from the defined 5S standards

• Conduct 5S audits with consideration to the situation on the individual work place. Attempt to identify deviations from the 5S standards

• Ask yourself “follow-up questions”, as for instance: Has the mess been cleaned up immediately? Is it clear who is supposed to do the job? Can the clean-up be done quickly? - and others

Targets:

• Securing the adherence to the 5S Standards

• Increasing the team responsibility on the work place

• Schedule of everyday clean-up

5th S SHITSUKE – Adherence to the Work standards and continuous improvement

• Discipline, namely, adherence to work standards is basically a question of personal attitude. For it to be easier, various teaching aids are used, e.g. Courses of the 5S Basics

• Use photographs, single-topic lectures, video-programs and presentations

• Constructive criticism is the foundation for proper 5S training

• Take pictures to document the status quo before and after

• The Team Leader functions as an example to the team. During his work he should focus on the goals of 5S, he should strive for a continuous improvement of quality and in this direction aim his training activity also

• Define together the measures for improvement and how to realize them.

• Regulations are better than criticism and a system is better than regulations

Targets:

• Promotion of this know-how in the entire company from top-to-bottom

• Well-organized work places that require only the minimum attention

Kaizen Manager

Kaizen Manager (Change Agents)

Kaizen Mangers are the people in your organization who initiate changes within your organization or support departments on the path along the continuous improvement process (CIP).

Change Agents are the key players in your organization to integrate new processes or improvement actions and simultaneously stabilize departments throughout a change or transformation process.

When talking about a Kaizen Manager or Change Agent he/she has the following duties with the support of the Change Leader:

• Support the change process by defining the program, participants, selecting suitable processes and defining the targeted state

• Set individual targets for responsible/affected persons

• Support responsible persons for each individual improvement process through coaching or scheduling exchange rounds with other key players. (To stay on track)

• Support the onboarding process for new people to the program

• Support on the transformation process from learning to actually doing

• Coordinate and support further expansion within departments

• Support on the transformation process of organizational culture

• Challenge status quo with fundamental questions on existing procedures

• Work closely with the heads of departments to anchor the new improvement culture across the complete organization

What ever it takes, it has to be clear that a sustainable change culture can only be established if all of your mid and top mgmt. themselves drive the integration of all their direct reports. The Kaizen Manager is the pure supportive function in the role of an internal consultant to guide the process.

Makigami

The Japanese term Makigami is developed out of two. First the MAKI (yeah like the Sushi) meaning roll or rolled and KAMI meaning paper. Before you go wild, in the word combination you write kami with “g”. So the question that rises is: What you do with a rolled paper? You use the Makigami to draw and redesign administrative processes. Like with all Lean or Opex activities, once the process is visualized with the help of a Makigami “value-adding” and “non-value adding” activities are marked. On the bottom of the Makigami you will find a time axis which shows the operating time and the pure value adding time.

With the help of the Makigami process analysis, the process is always viewed from the perspective of the process itself, never from the perspective of the employees. This has to be clear also for the waste attack activities in the process. With the Mantra of OPEX: the central question that must be brutaly honest answered: Is the customer willing to pay for this process step/activity? Is this what you are doing adding value to the final product or service?

After you recorded the current state of your process you start to redesign it by asking yourself permanent the following question:

What should the ideal process look like?

Take your planned future development and corporate vision into account to make sure you are not running in the wrong direction.

QRQC

Quick Response Quality Control

The QRQC can bee seen seen as a general management attitude to solve any kind of problem at the place where it occurs. Closely related to Gemba Walks. With QRQC the main focus relies on the so called “Three Reals”. The three reals aims to guide you firstly to think about the real place and real time (Gemba - or originally “gen-ba”), the real part (“gen-butsu”) and to have a focus on the reality (“gen-jitsu”)

Having a functioning QRQC systematic installed supports the greater target of smooth production by:

• Decrease of Cost for Quality

• Decrease of Scrap Rate

• Decrease Cost of Product

• Less line Stops

• Quick Response on customer Quality Claims

• Increasing the Quality Level in general

• Increasing the turnover of inventory

• Increase of throughput

As with all Lean or Operational Excellence activities you will need the support of coaches and management level. Implementing a standardized procedure on how to react on customer claims and internal failure rates needs C-Level support to promote and to walk the talk. The baseline of problem solving is and always will be the discipline to follow the complete structure and process of standardized problem solving.

Important as the problem solving itself, is in the end the transparency and promotion of solutions as well as clear communication and sharing of the gained knowledge through Shop Floor QRQC initiatives to be seen by the whole organization. Best way to do so is visualizing important information of the closed issues, such on Shop Floor Boards or at work stations themself.

Andon

Andon is a crucial part for the visual management on the shop floor that gives a signal that indicates if and where there is a problem. Typically indicated with a traffic light signal red = failure mode, yellow = non-conforming performance and green = normal operation mode.

The methodology of Andon as part of the shop floor management, is to show the current operating status of a machine or a production line in a way that everyone can see and understand it immediately. As typically in Lean Terms Andon comes from the Japanese language and means paper lamp or just lamp.

Going along the Andon-Systematic there is to mention the Andon-Cords. The cords are used by operators to activate the lamps by either tear the cord or more likely nowadays pressing the corresponding buttons, which are attached above the production line and are easily accessible for the operators hanging downwards or as button attached at the work station.

If a non-conforming condition occurs, the yellow Andon signal initiates the support so that the problem that has occurred can be remedied immediately with additional supportive functions, such as maintenance. In worst case it is also possible to stop the complete production (red signal) until the problem has been solved or at least suitable countermeasures are in place.

An Andon has three main functions:

1. Visualization of the operating status of a machine/assembly line

2. Possibility for the operator to report an non-conforming condition and escalate it using a defined escalation process

3. Production or belt stop, so that no non-conforming products or components are passed on to the next process step

Old fashion Andon Board

The clear display of the operating states of several workstations was used quite early in the development of the Andon systems. The godfather of the TPS, Taiichi Ohno once described it as followed: "When one looks up, the andon (the line stop indication board) comes into view, showing the location and nature of trouble situations at a glance."

In the course of time, the Andon board has increasingly developed into an information board for all employees involved in the process. They display status information regarding the current situation in production, such as the number of units produced per day or per hour, the degree of delivery reliability to the customer or the cumulated amount of backlog. In this way, all process participants are aware of the current situation and can act accordingly.

Andon Boards nowadays