G-1 Rapid Process Improvement Event Overview Dewey Warden.

G-G-11

Rapid Process Improvement Rapid Process Improvement Event OverviewEvent Overview

Dewey WardenDewey Warden

G-G-22

What is RPI?What is RPI?

RPI stands for RPI stands for RRapid apid PProcess rocess IImprovementmprovement

RPI supports “continuous improvement”RPI supports “continuous improvement”

Origin of RPI is KaizenOrigin of RPI is Kaizen– ““Kai” means “Take apart”Kai” means “Take apart”

– ““Zen” means “Make it good”Zen” means “Make it good”

G-G-33

Why RPI?Why RPI?

A RPI Event provides focus.A RPI Event provides focus.– On a processOn a process

– On an operationOn an operation

This helps to identify value and wasteThis helps to identify value and waste

G-G-44

Understanding RPIUnderstanding RPI

RPI is a means of getting people to solve problemsRPI is a means of getting people to solve problems

Generate ideasGenerate ideas

Temporary fulltime projectsTemporary fulltime projects

Begin with get-it-done type peopleBegin with get-it-done type people

G-G-55

Understanding RPIUnderstanding RPI

RPI is a means of changing cultureRPI is a means of changing culture

Events must be successfulEvents must be successful

Events must have management supportEvents must have management support

RPI requires the “Right Spirit”RPI requires the “Right Spirit”

G-G-66

Understanding RPIUnderstanding RPI

Use RPI events as building blocksUse RPI events as building blocks– Continuous improvementContinuous improvement

– Changing culturesChanging cultures

– Utilizing value stream mapping and lean toolsUtilizing value stream mapping and lean tools

G-G-77

RPI Fits Our CultureRPI Fits Our Culture

Absolutes of QualityAbsolutes of Quality

Continuous improvementsContinuous improvements

Performance expectationsPerformance expectations

Five-step problem solving processFive-step problem solving process

G-G-88

RPI ToolsRPI Tools

Quick changeoversQuick changeovers

5S’s5S’s

Standardized workStandardized work

Pull productionPull production

KanbanKanban

Total productive maintenanceTotal productive maintenance

G-G-99

Leading an RPI EventLeading an RPI Event

Leadership and a willingness to embrace Leadership and a willingness to embrace change and embrace lean, believe in itchange and embrace lean, believe in it

Be participative and not dictatorialBe participative and not dictatorial

Be fair, firm, assertive and friendlyBe fair, firm, assertive and friendly

Be able to take control when necessaryBe able to take control when necessary

Be willing to be out on the floor when necessaryBe willing to be out on the floor when necessary

G-G-1010

Before the RPI EventBefore the RPI Event

Identify the lean advocateIdentify the lean advocate

Create a current state value stream mapCreate a current state value stream map

Identify opportunities for improvementIdentify opportunities for improvement

Create a future state value stream mapCreate a future state value stream map

Identify RPIsIdentify RPIs

Prioritize the RPIsPrioritize the RPIs

G-G-1111

Create a Current State Value Stream Create a Current State Value Stream MapMap

You might want to videotape your processes and You might want to videotape your processes and complete process observation sheetscomplete process observation sheets– Cycle time analysisCycle time analysis

– Takt time analysisTakt time analysis

– Current manpower requirementsCurrent manpower requirements

G-G-1212

Create a Current State Value Create a Current State Value Stream MapStream Map

Identify materials in the selected areaIdentify materials in the selected area– Average daily usageAverage daily usage

– Replenishment timeReplenishment time

– Current ordering patternsCurrent ordering patterns

– Footprint of current storage spaceFootprint of current storage space

Identify changeover timesIdentify changeover times

G-G-1313

Identify Opportunities for ImprovementIdentify Opportunities for Improvement

ProcessProcess

Kanban pull vs pushKanban pull vs push

Standard work and cycle timeStandard work and cycle time

Techniques to support leanTechniques to support lean

G-G-1414

Create a Future State Value Stream Create a Future State Value Stream MapMap

Draw the future state to Draw the future state to – Eliminate the waste and add value to the processes Eliminate the waste and add value to the processes

– Reduce lead time and inventoryReduce lead time and inventory

G-G-1515

Identify the RPIsIdentify the RPIs

Use the current state to draw the kaizen bursts Use the current state to draw the kaizen bursts or individual projects that would be slotted for or individual projects that would be slotted for RPIs to change from the current to the futureRPIs to change from the current to the future

G-G-1616

Identify RPIsIdentify RPIs

Identify opportunities by recognizing wasteIdentify opportunities by recognizing waste

What is waste?What is waste?– Waste is any element that adds cost without adding value Waste is any element that adds cost without adding value

to the productto the product

G-G-1717

Prioritize the RPIsPrioritize the RPIs

After all the kaizen bursts or RPI’s have been After all the kaizen bursts or RPI’s have been identified while creating the future state VSM identified while creating the future state VSM then it is best to loop the RPI’s and prioritize the then it is best to loop the RPI’s and prioritize the events and begin implementing themevents and begin implementing them

G-G-1818

The RPI EventThe RPI Event

Planning and preparationPlanning and preparation

ImplementationImplementation

Presentation, celebration and evaluation Presentation, celebration and evaluation

G-G-1919

Planning and PreparationPlanning and Preparation

Select an area Select an area – CriteriaCriteria

Too much WIP inventoryToo much WIP inventory

BottlenecksBottlenecks

StoppagesStoppages

MessMess

Activities that occur all over the plantActivities that occur all over the plant

G-G-2020

Planning and PreparationPlanning and Preparation

Select an easy project for your first RPISelect an easy project for your first RPI

It should be visibleIt should be visible

It should have an impactIt should have an impact

It should be operationalIt should be operational

Can it be copied?Can it be copied?

G-G-2121

Planning and PreparationPlanning and Preparation

Select a problem for improvementSelect a problem for improvement– Keep the elimination of waste as the focusKeep the elimination of waste as the focus

– Look at gimba “real things”Look at gimba “real things”The factory, facts and WIPThe factory, facts and WIP

– Ask what, why, how, where, when?Ask what, why, how, where, when?

G-G-2222

Planning and PreparationPlanning and Preparation

Select peopleSelect people– Facilitator Facilitator

The lean advisory team will lead the first RPI eventThe lean advisory team will lead the first RPI event

The company’s lean advocate will lead the second RPI while we The company’s lean advocate will lead the second RPI while we facilitatefacilitate

The company’s lean advocate will lead and facilitate the third RPI The company’s lean advocate will lead and facilitate the third RPI event while we observeevent while we observe

Source: Productivity Press

G-G-2323

Planning and PreparationPlanning and Preparation

Lean advocateLean advocate– Help select team membersHelp select team members

– Help gather information necessary for the eventHelp gather information necessary for the event

– Help prepare for the eventHelp prepare for the event

– Coordinate assignmentsCoordinate assignments

– Compile informationCompile information

– Help get the team ready for the presentation Help get the team ready for the presentation

– Do follow-up and store informationDo follow-up and store information

G-G-2424

Planning and PreparationPlanning and Preparation

Select peopleSelect people– Team leaderTeam leader

LeadershipLeadership

Willingness to embrace change and leanWillingness to embrace change and lean

Be participative and not dictatorialBe participative and not dictatorial

Be fair, firm, assertive and friendlyBe fair, firm, assertive and friendly

Be able to take control when necessaryBe able to take control when necessary

Be willing to be out on the floor when necessaryBe willing to be out on the floor when necessary

G-G-2525

Planning and PreparationPlanning and Preparation

Team leader responsibilitiesTeam leader responsibilities– Help select team membersHelp select team members

– Help gather information necessary for the eventHelp gather information necessary for the event

– Help prepare for the eventHelp prepare for the event

– Coordinate assignmentsCoordinate assignments

– Compile informationCompile information

– Help get the team ready for the presentation Help get the team ready for the presentation

– Do follow-up and store informationDo follow-up and store information

G-G-2626

Planning and PreparationPlanning and Preparation

Select team membersSelect team members– Should have about six but no more than twelveShould have about six but no more than twelve

– Include operators if possibleInclude operators if possible

– Half should be from outside the areaHalf should be from outside the area

– Maintenance add valuable expertiseMaintenance add valuable expertise

– Team playersTeam players

– Get-it-done type people not naysayersGet-it-done type people not naysayers

G-G-2727

Planning and PreparationPlanning and Preparation

Train the teamTrain the team– Train them to see the value stream mapTrain them to see the value stream map

This will help everybody to see and understand the “big picture”, This will help everybody to see and understand the “big picture”, identify waste, identify what needs to be done and get buy-in into identify waste, identify what needs to be done and get buy-in into the overall strategy.the overall strategy.

– Train them on overall lean concepts to eliminate wasteTrain them on overall lean concepts to eliminate waste

G-G-2828

Planning and PreparationPlanning and Preparation

Train the teamTrain the team– Train them on how to do the 5S’sTrain them on how to do the 5S’s

There has never been a successful implementation of lean without There has never been a successful implementation of lean without organizing the area.organizing the area.

G-G-2929

ImplementationImplementation

Understand the current situationUnderstand the current situation

Observe and gather your dataObserve and gather your data

Identify the improvementsIdentify the improvements

Test the improvementsTest the improvements

Implement the improvementsImplement the improvements

G-G-3030

ImplementationImplementation

Conduct the specific training needed for the Conduct the specific training needed for the event itself.event itself.– Pull productionPull production

– KanbanKanban

– Standardized workStandardized work

– Total productive maintenanceTotal productive maintenance

– Quick changeoversQuick changeovers

G-G-3131

Presentation, Celebration and Presentation, Celebration and EvaluationEvaluation

Prepare a presentationPrepare a presentation

Rehearse the presentationRehearse the presentation

Present the resultsPresent the results

Celebrate the resultsCelebrate the results

Follow-upFollow-up