Lean

 Manufacturing  –  Johnson  Ma3hey  (ECT)  

Our  Principles,  Our  Way  of  Working  

 

Our  Founda7ons  
 
 
 
 
 

 
 
 
Lean  and  ECT  

Our  Principles,  Our  Way  of  Working  

Our  Principles  

First  of  all  let’s  dispel  a  myth……  

There  is  no  formula,  or  rigid  path  

However  there  are  some  basic  requisites,  You  must  :-­‐  

•   Have  a  desire  to  improve  using  a  Lean  approach  

•   Be  able  to  determine  what’s  right  for  Your  people  and  Your  business  
•   Be  prepared  to  have  a  go  (c.f.  Intelligent  Fast  Failure  –  Jack  V.Matson)  
Going  Lean  and  Staying  Lean  

A  model  that  mirrors  our  experience  within  ECT  –  Chris  CraycraU,  Whirlpool  

Kaizen Blitz

Source - Staying Lean, Not Just Surviving (P Hines/P Found/G Griffiths/R Harrison LERC 2008 )
MoAvaAonal  Theories  

The  Fundamentals  of  a  Lean  Culture  –  Our  Long  Term  Goal  

 
Maslow’s  Heirarchy  of  Needs  
Sa7sfy  lower  level  needs  to  allow  employees  
to  achieve  self  actualisa7on  
 
 
 
Herzberg’s  MoAvaAonal  Theory  
Eliminate  work  disa7sfiers  (‘Hygiene’)  to    
create  posi7ve  sa7sfiers  
 
 
 
Lean  and  ECT  

                   Our  Founda7ons  
Our  FoundaAons  

 
 
Involve,  Inform  and  Empower  People  
 
Introduce  Proven  Structured  Improvement  Techniques  
 
Establishment  of  Stability  by  Reducing  Varia7on  
Our  FoundaAons  -­‐  Involve,  Inform  and  Empower  
People  

Make  it  obvious  to  everyone  how  their  area  is  func4oning,  The  5S  
and  Visual  Factory  (VF)  elements  
 
•  5S  is  the  establishment  of  Visual  Order  
•  The  VF  captures  the  Performance  of  an  area,  it  should  provide  informa7on  
that  tells  you  within:-­‐  
 30  seconds    -­‐  the  issues  are  affec7ng  performance  
 3  minutes      -­‐  what  steps  are  being  progressed  to  address  these  issues  
DemonstraAon  

How  many  coloured  circles?  

How  many  of  each  colour?  
Are  there  any  missing?  
Lean  –  A  DemonstraAon  
Our  FoundaAons  
 Main  InformaAon  Centre  -­‐  Engine  Test  Facility  

CCC  strip  tracker  

CCC  strip  

Weekly  
All   Interrupt  

22/9  
15/9  

Ran  out  of  fuel   Change  over  IBC  and   PT   Check  fuel  on   KS  
Cells   tes7ng  
restart   Kamishibai  board  
 Overall  OEE  Performance  for  Engine  Test  TC3  

Performance  figures  from  the  3  diesel  cells  in  TC3  

An  increase  of  OEE  of  15%  across  the  3  cells:-­‐  
 Equivalent  net  capacity  gain  of    one  test  cell  
Our  FoundaAons  -­‐  Structured  Improvement  
Techniques  

Iden4fy  the  appropriate  tool  for  the  situa4on.    For  the  purpose  of  
our  journey  we  have  only  needed  to  use  simple,  proven  techniques  

Problem  Solving  Tools  

•  CCC  Strips  and  the  Deming  PDCA  cycle  
•  5  Minute  Kaizen,  staggering  results  through  simplicity  
•  Structured  Kaizen  and/or  A3  (CIS)  problem  solving  for  more  complex  or  
repeat  problems  
Other  Lean  Temple  Tools  (most  commonly  used)  
•  QCO  (to  reduce  changeover  down7me)  
•  Yamazumi  (  or  workload  balancing,  to  reduce  boilenecks)  
5  Minute  Kaizen  

5 Minute Kaizen 5 Minute Kaizen

Kaizen Team: Pete Riley

Kaizen Location Line 6 Date: December 2011

Reason For Kaizen Implementation

Category Improvement £ Savings Time Savings
Plan

Safety
Drier tray inserts continually working loose, making it difficult to locate Cost
blocks in trays and causing rejects when they fall over. Efficiency Easier to locate blocks 10 minutes per day
Productivity
Quality Less damaged parts (4) per week £170 per week
Sustainability

Action Taken Detail savings in terms of per amount e.g. shift, hour, pallet, part
Total Savings etc……..
Obtained locking nuts from Maintenance and fitted them to all the trays Annual saving = £1,500 in rejects + 42 Man hours
to prevent the nuts and bolts from coming loose.
Do

Yokoten
Potential to Share
Anytime lost through waiting,

W waiting for a signature,

substrate, ingredient,
paperwork etc
Detail Achieved Improvements Anytime a job is processed No longer have to
No need to continually re-tighten nuts and bolts
Blocks no longer fall over
O that we do not have an order
for, performing tasks that the
continually re-tighten
customer is not paying for. and bolts
nuts

Time saved as it is easier to locate blocks into slots in trays Using resources to put right

R errors that have occurred

due to parts not being right Less
first time.
rejects

Any excess movement to do

M a task, leaving workstation

to find information, parts or Easier to locate blocks
Check

tools.
Any process is potentially

Highlight Any Waste Categories Reviewed

P wasteful. Look at all steps in
a process and try to focus
on any unnecessary steps.
Any inventory in excess of

I what is needed to satisfy

immediate customers is
considered waste.
All transportation of

Shift Supervisor Sign Off :

T materials or information
beyond that required to
satisfy customers is waste.

P.T.O. for estimates of savings, Kaizen and WORMPIT explanations

5  Minute  Kaizen  

 
Titles  of  the  Kaizen  maier  
 
•  Reduce  Opera4ng  Temperature  
•  Produc4vity  Improvements  to  eliminate  over4me  
•  Reusable  Packaging  
•  Mercury  Recovery  
•  Reduce  Sample  Volume  
•  Compressed  Air  Leak  Detec4on  and  Repair  
•  Reduce  Washings  via  S4rrer  Op4misa4on  
 
 
(Kaizen  of  the  Month)  ……PEOPLE  
Concern  InvesAgaAon  Sheet  
 Our  FoundaAons  -­‐  Establish  Stability  

The  establishment  of  Standard  Work  creates  the  template  to  agree  and    
communicate  best  prac4ce.    5S,  VF  and  Improvement  Techniques  provide  
the  plaNorm  for  this  next  phase    
 

An  important  element  of  Standard  Work  is  its  7me  based  control  to  ensure  that  
everyone  is  able  to  work  to  the  same  quality  in  the  same  7me  period  i.e.  to  
reduce  varia7on.  
•  Short  Cycle  (seconds)    
•  Long  Cycle  (minutes/hours)  

We  use  problem  solving  to  address  this  varia7on  and  some  simple  balancing  
tools  to  redistribute  workload  (another  form  of  varia7on)  e.g.  a  Yamazumi.      
Yamazumi  (Re-­‐Balancing  ‘Point’  Bo3lenecks)  

Cataly7c  Filter  Plant  (1.5  second  improvement/part,  a  14%  reduc7on)  

10.5

SWES 5192
10
0.3 sec
SWES 5151
9.5 0.5 sec

SWES 5144
9 0.5 sec

SWES 5096 SWES 5096

8.5

7.5

7 2.0 sec 2.0 sec

SWES 5096 SWES 5096

6.5

0.8 sec 0.8 sec

6 SWES 5192
SWES 5146 SWES 5146
0.3 sec

SWES 5144
5.5

0.5 sec
SWES 5088 SWES 5088
5

4.5

4 1.3 sec 1.3 sec

2.5 sec SWES 5180 2.5 sec SWES 5180

3.5
SWES 5097 SWES 5097

2.5 1.5 sec 1.5 sec

SWES 5093 SWES 5093

1.5

1 1.5 sec 1.5 sec

Before    AUer