Founded in 1947 by Mr. Joseph Fleischhacker with an investment of $400. Primary focus was to manufacture fishing lures & tackle. Original manufacturing.

Founded in 1947 by Mr. Joseph Fleischhacker with an investment of $400.

Primary focus was to manufacture fishing lures & tackle.

Original manufacturing location was a renovated chicken coop behind the Fleischhacker family home.

Approached by Medtronic to develop a small diameter pacing lead coil which led to the move into the medical device industry.

Company History

Remains a family owned OEM company.

Headquarters in Chaska, Minnesota, USA.

Manufacturing facility in New Ross, Ireland.

International Research & Development Centre in Galway, Ireland.

Sales Office & Stocking Warehouse in Shanghai, China.

Company Profile

Continuous Improvement IS NOT….

About turning the company into a sweat shop

Cutting corners to reduce cost

Compromising quality to increase efficiency

What is C.I. / Lean?

Continuous Improvement IS…

All employees applying themselves fully to the task at hand About striving every day to improve your work Finding the one best way to carry out a job and standardising it C.I. requires involvement from everyone in the company It is about making more with less

Reducing costs Improving quality Preventing and eliminating waste

Lean manufacturing provides us with the philosophy and methods to achieve this…

What is C.I. / Lean?

BACKGROUND TO SHINGO

Named after Japanese industrial engineer; Dr. Shigeo Shingo

The Prize was established in 1988 to promote awareness of Lean manufacturing concepts and recognise companies that achieve world-class status

Described as the “Nobel Prize for Manufacturing” by Business Week

Universal, timeless & self-evident

SHINGO RECOGNITION LEVELS

AWARD SCORE

The Shingo Prize 775 +

Silver Medallion 675 – 774

Bronze Medallion 575 – 674

SHINGO - MORE THAN JUST A PRIZE

World renowned accreditation – would greatly benefit our marketing strategy

External recognition of operational excellence

Provides a road map for endless continuous improvement journey

Highlights our strengths and opportunities for improvement

LRM SHINGO JOURNEY

Jan 2010: Steering Group

June 2010: Shingo Workshop in Covidien

Aug 2010: 1st Gap Analysis Audit by The Mfg Ins.

Nov 2011: 2nd Gap Analysis Audit by The Mfg Ins.

Nov 2011: Submit Results Section

Jan 2012:Submit Achievement Report

Apr 2012: Began prepping employees for audit

May 2012: Official Shingo Audit

Submit Results Section Nov 2011

Dimension 4 – Results: Describe your organizations philosophy towards creating value as it relates to the principles outlined in the Shingo model (2 pages)Provide >3 years data under the following headings:

Quality (2 Pages)

Cost / Productivity (2 Pages)

Delivery (2 Pages)

Customer Satisfaction (2 Pages)

Morale (2 Pages)

Submit Achievement Report Jan 2012

The A.R. (45 Pages) details how the applying organization has transformed its culture using Shingo principles of Op Ex.

Dimension 1 – Cultural Enablers: Describe how your organization drive principle based behaviour in each subsection. Clearly discuss use of tools & systems.

Dimension 2 – Continuous Process Improvement: Describe your organizations philosophy towards applying lean principles and concepts.

Dimension 3 – Enterprise Alignment: Describe organizations lean culture and clearly discuss examples of tools, systems & principles in each business process.

Areas of clarification (Achievement Report) 8th May

• Question 45: Explain the goal to reduce inventory and the benefits you expect to receive. Show the aggregated inventory figures broken down into categories over 2011 (by week) i.e. purchased parts, internally manufactured components, work in progress, raw material, finished parts inventory, consignment stock. Explain how the inventory measure is relevant to this business and how it is directly linked to customer satisfaction. How is the inventory level calculated and linked to principles of the model? Clarify how the two inventory measures work together.

• Question 60: Please demonstrate, through use of data, how you systematically identify and eliminate the causes of scrap on your lines

• Question 72: Page 37 shows an hourly target vs hourly actual measurement. Please explain how the target is calculated, and for what purpose is it used. Additionally do you pay attention to the target vs actual variance? If so what is the data used for? Also, further explanation and clarification is needed for the line side measure.

AGENDA – DAY 1 (MORNING) Wednesday 23rd May 2012

1 2 3 4 5 Location Activity

06:50 06:55 Reception Assessors arrive on s ite, issue vis itor badges, etc.

06:55 07:05 Large Boardroom Introductions - m eet Director Group

07:05 08:00 Large Boardroom Overview presentation

08:00 11:00 Start at Shipping Go-look-see s ite walk & observation (reverse flow)

11:00 12:00 Large Boardroom Lunch

12:00 12:30 Large Boardroom Exam iner Caucus

HV Precoat cell #1 Meet with group of front-line s taff - HV Precoat

Speciality Meet with group of front-line s taff - CCA

CI Room Meet with group of Operations Supervisors

Maint. Area (HV) Meet with group of Technicians

Warehouse (BII) Meet with group of front-line s taff

Tony's Office Meet with Finance / IT Director

IT Office Meet with IT Group

Renee's Office Meet with HR & Training Group

CI Room Weekly PMR Meeting - Week 4

Maint. Area (HV) Meet with Maintenance Senior Group

Eddie's Office Meet with Operations Director

Seam us ' Office Meet with Planning Group

Sm all Boardroom Meet with Procurem ent Group

Eoin's Office Meet with Operations Senior Supervisors

Large Boardroom Afternoon refreshm ents

Sm all Boardroom Meet with Quality Director

Margaret's Office Meet with Quality Senior Group

CI Room Meet with Continuous Im provem ent Group

Barry's Office

Large Boardroom Meet with group of Engineers

Cust.Service Office Meet with Custom er Service Group

Rois in's Office Meet with EHS Group

Donal's Office Meet with Facilities Group

LV Odds & Sods Meet with group of front-line s taff

Packaging Meet with group of front-line s taff

Bulk Packaging Meet with group of front-line s taff

Shipping Meet with group of front-line s taff

Des ign Office / BII Meet with Autom ation Des ign Group

CI Room Meet with group of Trainers

Toolroom Meet with Toolroom Group

17:00 17:30 Large Boardroom Modify day 2 schedule

Depart

14:45

ExaminersDAY 1

Time

12:30 13:15

14:00

13:15 14:00

AGENDA – DAY 1 (AFTERNOON)

Wednesday 23rd May 2012


06:50 06:55 Reception Assessors arrive on s ite, issue vis itor badges , etc.














CI Room



Seam us ' Office







Barry's Office Meet with Engineering Senior Group


Cust.Service Office Meet with Cus tom er Service Group











Depart

14:45

14:45 15:30

14:45

15:30

14:00

16:15

16:15 17:00

17:30

Wednesday 23rd May 2012


06:50 06:55 Reception Assessors arrive on s ite, issue vis itor badges, etc.














CI Room



Seam us ' Office







Barry's Office


Cust.Service Office Meet with Custom er Service Group











Depart

ExaminersDAY 1

Time

What wastes have you eliminated / reduced?

How are you adding value?

Is your opinion valued?

How have you improved your work? – Who was involved?

Why have you done this?

Who are your customers?

Flow

What are your KPI’s

How often do you see directors on the factory floor?

Do you like coming to work at Lake Region ?

SHINGO AUDIT QUESTIONS

ANY QUESTIONS?

Founded in 1947 by Mr. Joseph Fleischhacker with an investment of $400. Primary focus was to manufacture fishing lures & tackle. Original manufacturing.

Documents

shingo workshop

shingo model

shigeo shingo

lean principles

official shingo audit

improvement lrm shingo

waste lean manufacturing

shingo principles of