Contact: Elizabeth Peters 503-682-5089 www.oan.org/Lean [email protected] Oregon Association of Nurseries, www.oan.org
Dec 29, 2015
Contact: Elizabeth Peters503-682-5089www.oan.org/[email protected]
Oregon Association of Nurseries, www.oan.org
Oregon companies are gaining serious competitive
advantage by making products at a
lower cost, in a shorter time,
with fewer defects and less human effort
using Lean. ”Oregon Association of Nurseries, www.oan.org
Lean is NOT A cost reduction program
or one-time “fix it” tactic. A new concept.
Lean is… A disciplined structure
for eliminating waste A way of thinking
and acting for all parts of an organization
Building a learning culture (change)
Oregon Association of Nurseries, www.oan.org
Constant pursuit of the “Least Waste Way”
Laser focus on value to the customer Value: what your
customer pays for Waste: what you pay
for
Oregon Association of Nurseries, www.oan.org
Think about any process…
What are those activities that do not add value? Do we know what they are? What resource drain do they have?
Value Added Activity
Non Value Added Activity
Source: Goodrich AerostructuresOregon Association of Nurseries, www.oan.org
What we ( think ) we do
Strategy Planning Execution “Production” Delivery Follow up
What actually happens
Strategy Planning Execution “Production” Delivery Follow up
Source: Goodrich AerostructuresOregon Association of Nurseries, www.oan.org
VALUE
Transforms the product or service
Customer is willing to “pay” for it
Done right the first time
WASTE
Overproduction Waiting Motion Transportation Overprocessing Inventory Defects
Oregon Association of Nurseries, www.oan.org
Walking Unnecessary
stock on hand, “just in case”
Transporting product or supplies to different areas
Waiting for machine cycle or changeover
Generating useless reports
Searching for tools or supplies
Oregon Association of Nurseries, www.oan.org
Lean’s Goal: Eliminate non-value-added activities
Continuous Improvement
Flow Go and see Just in time Kaizen
Plan – Do – Check – Act
Point of use storage
Pull vs. push Value stream Visual controls 5-S (handout)
Oregon Association of Nurseries, www.oan.org
Bailey Nurseries – Yamhill Order pulling: 50% increase in efficiency Potting: reduced crew size from 20 – 12,
slowed down the machine and increased units/man hour 42%.
Field Staking: 24% increase in units/man hour▪ Reduced walking around▪ Dropped crew size from 10 – 8▪ Better inventory (stakes) supply
J Frank Schmidt & Son Co. Began Lean journey in mid-2010. Since then:
▪ One inventory process improvement saved $25,000▪ One container yard process improvement saved $40,000▪ Bare root planting schedule process improvement saved $35,000
www.oan.org - 503-682-5089 As reported at NW Ag Show
Our first Lean effort Nursery Guide
process mapping event
▪ Found and cut 240 hours of waste in a single process.
▪ Removed useless steps▪ Clarified the process▪ Defined standard work
Today:▪ Happy team members▪ No overtime▪ On-track with schedule
www.oan.org - 503-682-5089
Strategic-level guidance for leaders
Development of certified Lean “champions”
Basic employee-level training
Hands-on improvement events in participant companies
Community of support, accountability, learning together
Oregon Association of Nurseries, www.oan.org
Van Essen NurseryPRT OregonF & B Farms and NurseryGold Hill Nursery
Oregon Association of Nurseries, www.oan.org
Lean Team is one-of-a-kind Inquiries from KY, WA, CA, RI, BC “Most Innovative Company of the Year”
by the Wilsonville Chamber of Commerce
OAN serves on Job Growers High performance Consortium Steering Committee
Oregon Association of Nurseries, www.oan.org
Strategic decision by top management Leadership must be engaged, not just
support. This is a culture change. Leaders must lead.
Coordinator/facilitator/evangelist Trusting management-employee
relationship Decision making at all levels Respect for people - philosophy
Work with outsiders OAN Lean Team or a consultant to get started.
Oregon Association of Nurseries, www.oan.org
19
Habit #4 – the ability to recognize the performance gap
Leadership model
Actions in the Process
Process outcomes
Drivers Results
DTMDefectsOI
CostCash FlowProduction
Traditional Management focusLean Leader Focus
Habit #1 – Recognition and action on Drivers vs. Results
Habit #3 – a change of habit. This is different, it requires a fundamental changeIt is non-optional This will mean some will not make it
5Clarify &
Combine Observations Current Situation
6Identify IPO’s on to-do-list
7Develop countermeasures
to IPOs (ex.: Visual Controls, etc)
CONTINUOUS IMPROVEMENT OBJECTIVES / RESULTS SUMMARY Event: Date:
IMPACTED METRICS (Driver Measures, Results Measures,
Improvement Targets, etc.)
PRE-EVENT OBJECTIVE POST
EVENT %
IMPROVED
Least Waste Way (LWW)
Cost
Real Time Problem Resolution (RTPR)
EVENT OBJECTIVES
Document Reality of Current Area Visuals Unknown Known Known 100%
Establish Driver Measure Visuals That Support Supply Chain IT’s Outdated Revise Revised 100%
Develop a Standard DMB for Supply Chain Areas None 15 2 14%
Improve 5S Rating 2.65 3.0 InWork
Achieve a Blue Check for Safety 1 0 Inwork 50%
Well-Written Objectives Meet the SMART Criteria -- Specific, Measurable, Attainable, Results Oriented, and Time Based.
DRIVER MEASURE TO COUNTER MEASURE MATRIX
Event: Date: Page 2 of 2
COUNTER MEASURES (Tools of the Lean Enterprise)
DRIVER MEASURES
Phy
sica
l Lay
out
Jido
ka
Mak
e W
aste
Ugl
y
MR
S
Cur
tain
Ope
rati
on
Sup
plie
r C
ert.
Han
edas
hi
6 Si
gma
QF
D
DF
M/A
DO
E
Pro
blem
Sol
ving
Lin
e St
op
3 P
’s
Bia
s fo
r A
ctio
n
Mul
ti S
kille
d
Cyc
le T
ime
AQ
S
High Some Impact Support
DRIVER MEASURE TO COUNTER MEASURE MATRIX
Event: Date: Page 1 of 2
COUNTER MEASURES (Tools of the Lean Enterprise)
DRIVER MEASURES
Pul
l
One
Pie
ce
TA
KT
Tim
e
Tim
e O
bse
rvat
ions
SWS
SWC
S
% L
oad
Pro
cess
Map
ping
5S’s
Vis
ual C
ontr
ols
Cre
ativ
ity
B4
Ca
pit
al
SME
D
Poi
nt o
f U
se
Ad
just
men
t E
lim
.
Mis
take
Pro
ofin
g
SWIP
T
PM
5 W
hys
Rig
ht S
izin
g
High Some Impact Support
GOALS TO DRIVER MEASURE MATRIX
Event: Date:
2006 AEROSTRUCTURES PD GOALS
Driver Measures
Achieve Stretch Financial
Commitments Year Over Year Supporting Top
Quartile Aerospace Return For
Growth
Be A Leader In The Support Of Company Wide Alignment Of
Resources
Achieve Cost Leadership
Through Enterprise Excellence
Be Recognized By Our Customers
As The Leader In Delivering
Quality Value Added Products
And Services
Achieve Balanced Growth
Through Strategic
Plan Market Position
And Initiatives
Execute New
Business At The LWW
LWW
Cost
RTPR
High Some Impact Support
CONTINUOUS IMPROVEMENT EVENT SCOPE
Event Description: Supply Chain Policy Deployment Visual Controls
Preliminary Objectives: Document reality of current area visuals Establish Driver Measure Visuals that support supply chain IT’s Develop a standard DMB for supply chain areas
Customer Requirements: (e.g., TAKT Time):
Process Information:
Supply Chain Continuous Improvement, Supply Chain Quality, Supplier Development, Technical Support, Traffic Services, Indirect Material & Services, Direct Materials, Bundled Packages, Raw Materials, Strategic Sourcing, Purchasing Contracts and Strategic Deployment
Event Dates & Times: 10/4 – 10/6, 2006
Team Meeting Area: C/R 120
Team Leader: Barbara Zubaty
Co-Leader: Alexandre Luminet
Team Members: Kathy Baker, Annette Eynon, Mike Kerslake, Bruce Demoss Expert Persons: Richard Thanisith, Debra Miller & Mark Sweat Maintenance P.O.C.: Paul Gwazdacz
Facilitators/Consultant: Bob Sterling
Current Situation & Problems: No “Area Specific” Driver Measure Boards Driver Measure Boards are not Standardized Driver Measure Boards are not visual No “Area Specific” visual IPO’s Area 5S performance not visual to indicate positive
trends
Event Impacts on PD / IT’s:
1Review Scope Sheet
Moving Line Logistics SWIPopoly Roadmap
4ML Lessons learned and
experience feedback since 02/ 16
1 per A4 sheet
• What we did well so far?• What we didn’t do so well so far? • What problems have been encountered so far?
3Walk Through ML area to
document reality
Look For:• Flow & Linkage• Communication Flow• Paper / People Travel• Compliance• SWCS & Visual Controls associated
5S Evaluation Form
Sort
Straighten
Shine
Standardize
Sustain
Level 5 Habit
Needed items can be retrieved in 30 seconds or le ss. Obsole te ma teria ls are
rout ine ly removed from the a rea. Preventative measures are in place to keep unnecessary items, reports etc . from
enter ing the a rea.
Anyone can w alk into the work area and eas ily loca te work by priority. Correct ive
measures are in p lace to address abno rmal cond itions.
Work area housekeep ing is a rout ine way of life. C orrective action measures
are in place to address c leanliness issues .
Work team is adhering to standard w ork methods, visua l and w ork area contro ls.
A system o f improving work methods and work area controls is clearly being utilized.
Information on the area information board is meaningful and influences the daily
decis ions of the w ork area. R oot causes of prob lems are elimina ted and actions focus on preventative methods.
Level 4 Commitment
All work mate rial has been sorted according to what will be worked today, this week and this month. All o ther
mate rial has been discarded or sto red in centra l file s. Mate ria ls , too ling, files and reports are routinely rev iew ed for
necessity.
Team members can eas ily dete rmine w ha t items are currently in-use and their prior ity. Visua l controls are in p lace to
ind ica te normal / abnormal w ork cond itions.
Work area housekeep ing respons ibilities are established and being fo llowed as scheduled. Cleaning mater ia ls a re
stored and read ily avai lab le.
Team is utiliz ing standard w ork methods and work area controls on a daily bas is .
Work team routine ly checks area to mainta in the 5S's. Information on the a rea information boa rd is meaningfu l to the
work area . Source and frequency of prob lems are documented and correc tive actions taken. P lanning occurs to reach
next 5S levels.
Level 3 Organization
Understanding
Only documents and too ls necessa ry to the work area are s tored at the
works tations and are sto red in an orderly
manner.
A system has been established to highlight the order in wh ich jobs w ill be performed.
Visua l controls ident ify e lements o f the
work p lace.
Cleanliness prob lems have been identified and preventative measures are
taking p lace. Visual con trols and
ind ica tors have been estab lished.
Work team has documen ted needed items, work me thods, visual and work
area controls, and has made them
availab le in the work area.
5S presentation has been made to a ll Team members and a general understanding fo r
the need and d irec tion exists. A rea
information boa rd is present, v is ible, and mainta ined.
Level 2 Awareness of Need
Needed and unneeded items have been identified and unneeded items have been removed from the area. N othing is
placed on top of machines, cabinets, etc.
Needed items have been organized according to use, i nclud ing w ork procedures? Incoming and outgoing areas,
includ ing computer d irector ies , are clear ly des igna ted and utilized.
Initia l c leaning has been perfo rmed. A ll equipment is neatly pa inted. Worktables, desks, and file cabinets are
free of unnecessary objects.
Team has agreed on needed items, work methods, and work area contro ls. Hard for visito rs to te ll w hat type of w ork is
perfo rmed and where, but emp loyees generally know.
Organization and employees have know ledge of and are employing some aspects of 5S.
Level 1 Initial Effort
Needed and unneeded items have been identified.
Items are neat ly p laced in the work place. Area cleaning is performed on a random bas is.
Work methods have been deve loped. Some 5S awareness exists .
Overall Score (S um o f
T o ta ls d iv id ed by 5 ) _____ 5 =
Total =
Total =
Total =
Total =
Total =
.75 .50
.25 1.0 .75 .50
.25 1.0
.75 .50
.25 1.0 .75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 .75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0 .75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0 .75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
9Compare “ML Operator”SWCS to “Logistics
Operator”SWCS element by element to ensure both are in synch throughout the
mixed model TT
0
50
100
150
200
250
300
350
400
450
500
Michel B
oujenah
Thierry H
enry
Adriana
Karem
beuVinc
ent Cler
c
Gaston
Lagaffe
Tony Pa
rker
Stéphan
ie de Mo
naco
Percent Load ChartTâche 9 (sans SWCS ou SPI)
Tâche 7 (sans SWCS ou SPI)
Administration sans SWCS ou SPI
Administration avec SWCS ou SPI
Tâche 8 (sans SWCS ou SPI)
Tâche 6 (sans SWCS ou SPI)
Tâche 5 (avec SWCS ou SPI)
Tâche 4 (avec SWCS ou SPI)
Tâche 3 (avec SWCS ou SPI)
Tâche 2 (avec SWCS ou SPI)
Tâche 1 (avec SWCS ou SPI)
Tps disponible = 394min.
Plein = Pas de SPI Hachuré = A un SPI
Top 20% des tâches et activités consommant 80% des ressources
Proforma Mixed model CFM-V2500 Moving LineLab 2
0
20
40
60
80
100
120
140
160
Op 1 Op 2 Op 3 Op 4 Op 5 Op 6 Op 7 Op 8 Op 9 Op 10 Op 11 Op 12 Op 13
Opera tors
Tim
e
CFM V2500
Takt Tim e
134 '
10Validate proforma SWCS for “Logistics
Operators”with Time Observations to ensure times are accurate and nothing is missing
11Update SWS and SWCS as a
result of tasks 2-9
8Review SPIs for Logistics T&A’s,
update and/ or upgrade as needed
ID T a s k N a m e : R e f e r e n c e In f o /C o m m e n t s S e c M a n u a l M e c h 'l W a lk W a it
1
C lic k o n
3 3
2
C lic k o n l in k to a d d n e w e v e n t
3 3
3
E n t e r e v e n t t i t le o r d e s c r ip t io n
1 0 1 0
4
E n t e r e v e n t s ta r t d a te a n d t im e
1 0 1 0
5
E n t e r e v e n t e n d d a te a n d t im e
1 0 1 0
6
S e le c t w h ic h p la n t th e e v e n t w il l ta k e
p la c e
3 3
7
E n t e r s p e c if ic b u i ld in g o r r o o m if
n e c e s s a ry
1 0 1 0
8
S e le c t t h e V a lu e S tr e a m t h a t is
s p o n s o r in g o r le a d in g t h e e v e n t
3 3
9
I f a d d in g a s c o p e s h e e t s e le c t
I f a s c o p e s h e e t w il l b e a d d e d a t a la t e r
t im e , g o t o s te p 1 3 a n d s a v e th e e v e n t .
T h e s c o p e s h e e t c a n b e a d d e d la t e r b y
e d it in g t h e e v e n t .
3 3
1 0
C lic k a n d s e le c t t h e
lo c a t io n o f th e f i le y o u w a n t to a t t a c h
3 0 3 0
1 1
C lic k
E v e n t is n o w s a v e d o n t h e S h a r e P o in t
s i te 3 3
1 2
T O T A L 8 8 8 8
If unab le to pe rform to C yc le T im e wr ite issue on A rea Dr ive r Measure B oard To-D o L is t M ike McM ahan
If unable to perfo rm to S tandard W ork wr ite issue on A rea D r ive r M easure Board To-Do L is t D ate: 12/22/2007
O bserved by:
2Review LP SWIP module as a team
Page 1 of 2
Habit #2 – discipline to recognize and follow a process
•Lean Events•Policy Deployment•Lean assessments•Organization Change
20
Habit #1 – Focus only on Results
Results are at best history lessons and cannot be changed
Habit #3 – Inertia and those unable to make the humbling journey
I did not get to this level knowing nothing …
Joe BrownSupreme
Commander
Habit #4 – the Law of the lid*
*John Maxwell
An organization cannot progress beyond the level of its leader
5Clarify &
Combine Observations Current Situation
6Identify IPO’s on to-do-list
7Develop countermeasures
to IPOs (ex.: Visual Controls, etc)
CONTINUOUS IMPROVEMENT OBJECTIVES / RESULTS SUMMARY Event: Date:
IMPACTED METRICS (Driver Measures, Results Measures,
Improvement Targets, etc.)
PRE-EVENT OBJECTIVE POST
EVENT %
IMPROVED
Least Waste Way (LWW)
Cost
Real Time Problem Resolution (RTPR)
EVENT OBJECTIVES
Document Reality of Current Area Visuals Unknown Known Known 100%
Establish Driver Measure Visuals That Support Supply Chain IT’s Outdated Revise Revised 100%
Develop a Standard DMB for Supply Chain Areas None 15 2 14%
Improve 5S Rating 2.65 3.0 InWork
Achieve a Blue Check for Safety 1 0 Inwork 50%
Well-Written Objectives Meet the SMART Criteria -- Specific, Measurable, Attainable, Results Oriented, and Time Based.
DRIVER MEASURE TO COUNTER MEASURE MATRIX
Event: Date: Page 2 of 2
COUNTER MEASURES (Tools of the Lean Enterprise)
DRIVER MEASURES
Phy
sica
l Lay
out
Jido
ka
Mak
e W
aste
Ugl
y
MR
S
Cur
tain
Ope
rati
on
Sup
plie
r C
ert.
Han
edas
hi
6 Si
gma
QF
D
DF
M/A
DO
E
Pro
blem
Sol
ving
Lin
e St
op
3 P
’s
Bia
s fo
r A
ctio
n
Mul
ti S
kille
d
Cyc
le T
ime
AQ
S
High Some Impact Support
DRIVER MEASURE TO COUNTER MEASURE MATRIX
Event: Date: Page 1 of 2
COUNTER MEASURES (Tools of the Lean Enterprise)
DRIVER MEASURES
Pul
l
One
Pie
ce
TA
KT
Tim
e
Tim
e O
bse
rvat
ions
SWS
SWC
S
% L
oad
Pro
cess
Map
ping
5S’s
Vis
ual C
ontr
ols
Cre
ativ
ity
B4
Ca
pit
al
SME
D
Poi
nt o
f U
se
Ad
just
men
t E
lim
.
Mis
take
Pro
ofin
g
SWIP
T
PM
5 W
hys
Rig
ht S
izin
g
High Some Impact Support
GOALS TO DRIVER MEASURE MATRIX
Event: Date:
2006 AEROSTRUCTURES PD GOALS
Driver Measures
Achieve Stretch Financial
Commitments Year Over Year Supporting Top
Quartile Aerospace Return For
Growth
Be A Leader In The Support Of Company Wide Alignment Of
Resources
Achieve Cost Leadership
Through Enterprise Excellence
Be Recognized By Our Customers
As The Leader In Delivering
Quality Value Added Products
And Services
Achieve Balanced Growth
Through Strategic
Plan Market Position
And Initiatives
Execute New
Business At The LWW
LWW
Cost
RTPR
High Some Impact Support
CONTINUOUS IMPROVEMENT EVENT SCOPE
Event Description: Supply Chain Policy Deployment Visual Controls
Preliminary Objectives: Document reality of current area visuals Establish Driver Measure Visuals that support supply chain IT’s Develop a standard DMB for supply chain areas
Customer Requirements: (e.g., TAKT Time):
Process Information:
Supply Chain Continuous Improvement, Supply Chain Quality, Supplier Development, Technical Support, Traffic Services, Indirect Material & Services, Direct Materials, Bundled Packages, Raw Materials, Strategic Sourcing, Purchasing Contracts and Strategic Deployment
Event Dates & Times: 10/4 – 10/6, 2006
Team Meeting Area: C/R 120
Team Leader: Barbara Zubaty
Co-Leader: Alexandre Luminet
Team Members: Kathy Baker, Annette Eynon, Mike Kerslake, Bruce Demoss Expert Persons: Richard Thanisith, Debra Miller & Mark Sweat Maintenance P.O.C.: Paul Gwazdacz
Facilitators/Consultant: Bob Sterling
Current Situation & Problems: No “Area Specific” Driver Measure Boards Driver Measure Boards are not Standardized Driver Measure Boards are not visual No “Area Specific” visual IPO’s Area 5S performance not visual to indicate positive
trends
Event Impacts on PD / IT’s:
1Review Scope Sheet
Moving Line Logistics SWIPopoly Roadmap
4ML Lessons learned and
experience feedback since 02/ 16
1 per A4 sheet
• What we did well so far?• What we didn’t do so well so far? • What problems have been encountered so far?
3Walk Through ML area to
document reality
Look For:• Flow & Linkage• Communication Flow• Paper / People Travel• Compliance• SWCS & Visual Controls associated
5S Evaluation Form
Sort
Straighten
Shine
Standardize
Sustain
Level 5 Habit
Needed items can be retrieved in 30 seconds or le ss. Obsole te ma teria ls are rout ine ly removed from the a rea.
Preventative measures are in place to keep unnecessary items, reports etc . from
enter ing the a rea.
Anyone can w alk into the work area and eas ily loca te work by priority. Correct ive measures are in p lace to address abno rmal
cond itions.
Work area housekeep ing is a rout ine way of life. C orrective action measures are in place to address c leanliness
issues .
Work team is adhering to standard w ork methods, visua l and w ork area contro ls. A system o f improving work methods
and work area controls is clearly being utilized.
Information on the area information board is meaningful and influences the daily decis ions of the w ork area. R oot causes of
prob lems are elimina ted and actions focus on preventative methods.
Level 4 Commitment
All work mate rial has been sorted
according to what will be worked today, this week and this month. All o ther mate rial has been discarded or sto red in
centra l file s. Mate ria ls , too ling, files and reports are routinely rev iew ed for necessity.
Team members can eas ily dete rmine w ha t
items are currently in-use and their prior ity. Visua l controls are in p lace to ind ica te normal / abnormal w ork
cond itions.
Work area housekeep ing respons ibilities
are established and being fo llowed as scheduled. Cleaning mater ia ls a re stored and read ily avai lab le.
Team is utiliz ing standard w ork
methods and work area controls on a daily bas is .
Work team routine ly checks area to
mainta in the 5S's. Information on the a rea information boa rd is meaningfu l to the work area . Source and frequency of
prob lems are documented and correc tive actions taken. P lanning occurs to reach next 5S levels.
Level 3 Organization
Understanding
Only documents and too ls necessa ry to
the work area are s tored at the
works tations and are sto red in an orderly
manner.
A system has been established to highlight
the order in wh ich jobs w ill be performed.
Visua l controls ident ify e lements o f the
work p lace.
Cleanliness prob lems have been
identified and preventative measures are
taking p lace. Visual con trols and
ind ica tors have been estab lished.
Work team has documen ted needed
items, work me thods, visual and work
area controls, and has made them
availab le in the work area.
5S presentation has been made to a ll Team
members and a general understanding fo r
the need and d irec tion exists. A rea
information boa rd is present, v is ible, and mainta ined.
Level 2 Awareness of Need
Needed and unneeded items have been
identified and unneeded items have been removed from the area. N othing is placed on top of machines, cabinets, etc.
Needed items have been organized
according to use, i nclud ing w ork procedures? Incoming and outgoing areas, includ ing computer d irector ies , are clear ly
des igna ted and utilized.
Initia l c leaning has been perfo rmed. A ll
equipment is neatly pa inted. Worktables, desks, and file cabinets are free of unnecessary objects.
Team has agreed on needed items, work
methods, and work area contro ls. Hard for visito rs to te ll w hat type of w ork is perfo rmed and where, but emp loyees
generally know.
Organization and employees have
know ledge of and are employing some aspects of 5S.
Level 1 Initial Effort
Needed and unneeded items have been
identified.
Items are neat ly p laced in the work place. Area cleaning is performed on a random
bas is.
Work methods have been deve loped. Some 5S awareness exists .
Overall Score (S um o f
T o ta ls d iv id ed by 5 ) _____ 5 =
Total =
Total =
Total =
Total =
Total =
.75 .50
.25 1.0 .75 .50
.25 1.0
.75 .50
.25 1.0 .75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 .75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0 .75 .50
.25 1.0
.75 .50
.25 1.0 .75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
.75 .50
.25 1.0
9Compare “ML Operator”SWCS to “Logistics
Operator”SWCS element by element to ensure both are in synch throughout the
mixed model TT
0
50
100
150
200
250
300
350
400
450
500
Michel B
oujenah
Thierry H
enry
Adriana
Karem
beuVinc
ent Cler
c
Gaston
Lagaffe
Tony Pa
rker
Stéphan
ie de Mo
naco
Percent Load ChartTâche 9 (sans SWCS ou SPI)
Tâche 7 (sans SWCS ou SPI)
Administration sans SWCS ou SPI
Administration avec SWCS ou SPI
Tâche 8 (sans SWCS ou SPI)
Tâche 6 (sans SWCS ou SPI)
Tâche 5 (avec SWCS ou SPI)
Tâche 4 (avec SWCS ou SPI)
Tâche 3 (avec SWCS ou SPI)
Tâche 2 (avec SWCS ou SPI)
Tâche 1 (avec SWCS ou SPI)
Tps disponible = 394min.
Plein = Pas de SPI Hachuré = A un SPI
Top 20% des tâches et activités consommant 80% des ressources
Proforma Mixed model CFM-V2500 Moving LineLab 2
0
20
40
60
80
100
120
140
160
Op 1 Op 2 Op 3 Op 4 Op 5 Op 6 Op 7 Op 8 Op 9 Op 10 Op 11 Op 12 Op 13
Opera tors
Tim
e
CFM V2500
Takt Tim e
134 '
10Validate proforma SWCS for “Logistics
Operators”with Time Observations to ensure times are accurate and nothing is missing
11Update SWS and SWCS as a
result of tasks 2-9
8Review SPIs for Logistics T&A’s,
update and/ or upgrade as needed
ID T a s k N a m e : R e f e r e n c e In f o /C o m m e n t s S e c M a n u a l M e c h 'l W a lk W a it
1
C lic k o n
3 3
2
C lic k o n l in k to a d d n e w e v e n t
3 3
3
E n t e r e v e n t t i t le o r d e s c r ip t io n
1 0 1 0
4
E n t e r e v e n t s ta r t d a te a n d t im e
1 0 1 0
5
E n t e r e v e n t e n d d a te a n d t im e
1 0 1 0
6
S e le c t w h ic h p la n t th e e v e n t w il l ta k e
p la c e
3 3
7
E n t e r s p e c if ic b u i ld in g o r r o o m if
n e c e s s a ry
1 0 1 0
8
S e le c t t h e V a lu e S tr e a m t h a t is
s p o n s o r in g o r le a d in g t h e e v e n t
3 3
9
I f a d d in g a s c o p e s h e e t s e le c t
I f a s c o p e s h e e t w il l b e a d d e d a t a la t e r
t im e , g o t o s te p 1 3 a n d s a v e th e e v e n t .
T h e s c o p e s h e e t c a n b e a d d e d la t e r b y
e d it in g t h e e v e n t .
3 3
1 0
C lic k a n d s e le c t t h e
lo c a t io n o f th e f i le y o u w a n t to a t t a c h
3 0 3 0
1 1
C lic k
E v e n t is n o w s a v e d o n t h e S h a r e P o in t
s i te 3 3
1 2
T O T A L 8 8 8 8
If unab le to pe rform to C yc le T im e wr ite issue on A rea Dr ive r Measure B oard To-D o L is t M ike McM ahan
If unable to perfo rm to S tandard W ork wr ite issue on A rea D r ive r M easure Board To-Do L is t D ate: 12/22/2007
O bserved by:
2Review LP SWIP module as a team
Page 1 of 2
Habit #2 – the process is not important, just give me the results
• We’ve been doing it this way for years.
• It’s good enough.The computer
won’t let us do that.
• Some people will complain.
• That will take longer than it does now.
• It’s not possible.
• We tried that before and it didn’t work.
• If it were only that easy!
It’s too radical.
We need to form a committee.
Oregon Association of Nurseries, www.oan.org
Learn the basics, begin to build a culture. What Year 1 members get:
Six from the company trained in the principles of Lean
Three managers receive Lean tools training Three owners or managers get Lean leadership
training Facilitated, hands-on improvement event at the
member business Unlimited participation in events at peer companies
Year-1 participant fee $3,750 ▪ Most recoup costs in first event.Oregon Association of Nurseries, www.oan.org
Learn to deploy Lean without expensive consultant fees. Train 13 of your team members: Lean principles, Lean
tools, Lean leadership. You gain from hands-on improvement at your facility. Peers give you trusted “outside eyes” to see
opportunities. Unlimited access to improvement events at other
nurseries. Access to highly-skilled practitioners
Greatest value: Your employees become thinkers and improvers.
Oregon Association of Nurseries, www.oan.org
Contact: Elizabeth Peters503-682-5089www.oan.org/[email protected]
Oregon Association of Nurseries, www.oan.org