Jeff Attoe Kaizen 5S (Case Study)

A Case Study on :

KAIZEN, 5S and Visual Factory Implementation

This slide show is a reference for people

who heard the lecture and did not get

copies of it.Thanks, Jeff Attoe

Jeff AttoeContinuous Improvement Specialist

Bachelor of Science, Technology Management Certified Lean Six Sigma Green Belt Lean Manufacturing Certified Lectured on 5S/Kaizen for UW Madison Department

of Engineering Professional Development

KAIZEN 5S / Visual Factory

Lived, Created and Presented by Jeff Attoe

LEARNING OBJECTIVES

5SKaizen I.D.E.A

How I used Kaizen to Implement 5S

Lessons learned

KAIZEN

The grease that makes Lean Tools work!

American Made

Create a standard Follow it Find a better way Repeat

KAIZEN

Kaizen and Resistance Change without fear: The science behind why

Kaizen worksKaizen vs Formal Projects

MidbrainFight or Flight

Experiment in small ways everyday

Fail often, fail inexpensively

It takes a lot of ideas to get a good idea

Small incremental improvements is the KEY

Kaizen is Democratic

What did you attempt to do TODAY, that made a

process better than it was YESTERDAY?

IDEA LOOP A version of the PDCA loop

INVESTIGATECONDUCT FACT FINDING NEEDED TO FULLY ANALYZE THE SITUATION AND

PROBLEM

I

THE CURRENT STATE(CHALLENGES)

THE CURRENT STATE

HAD BEEN A FORCED PROGRAM

5S was forced on the managers

They forced it upon the supervisors

The supervisors told the operators they must implement it

Used the “Carrot or Stick” approach to sustain it

HAD A COMPLICATED AUDIT

Created tunnel vision

Gave people anxiety

Hindered creativity

Stopped adding value

Took up a lot of resources

INEFFICIENT MEETINGS Was made up of

supervisors and managers

A lot of finger pointing

Focused on changing the audit for a better score

Most were asking when they would be done doing 5S

FLOOR EMPLOYEES HAD POOR TRAINING

WHAT 5S was NOT!WHY they should do it

VERY DYNAMIC ENVIRONMENT

10 departments Some

departments wanted to be exempt

Some managers did not want to waste time on it

WAS NOT SUSTAINABLE

Quickly lost popularity

All progress was lost once CI engineer left

Lacked standardization

Quickly went back to old habits

MASTERING THE TENSION

THE ISSUES THAT FORCED NEW THINKING AND

INNOVATION

MASTERING THE TENSION

Re-Implement and sustain an unpopular 5S system

company wide

MASTERING THE TENSIONDO IT WITH A NEAR ZERO

BUDGET Budget was used

up on rewards like pizza parties and polo shirts

Used on supplies that did not work

Petty cash was it

Off the shelf systems were not an option

MASTERING THE TENSIONMUST CREATE VALUE ADDED

RESULTS Could not take up

time of employees Had to prove that

5S could improve operations and not slow it down

Did not have any authority Band aiding the old system

was no longer a option

MASTERING THE TENSION

COULD NOT INTERFERE WITH MY OTHER DAILY TASKS

Volunteered to take on the project

Was involved in many other projects and daily fire fighting

Forced me to create a self sustaining

5S system

Make It Aesthetically Pleasing

Monthly customer tours

Customer Audits Regulation

organizations

DESIGNGENERATE IDEAS AND SOLUTIONS BASED

ON A COMPLETE INVESTIGATION

D

THE SPIDER AND THE STARFISH

Flattening the team Did not change my job title Created a transparent group where everyone

could be heard

ELEPHANT AND RIDER(EMOTION vs. RATIONAL)

Jonathan Haidt, from the book SWITCH

FACILITATOR / CATALYSTI had the team made up of front-line workersWould stop doing actives that were not adding valueOpen to “Bar Stool Ideas”Encouraged candorPerfection is the goal, not an audit score

OVERALL GOAL WAS TO MAKE 5S DYNAMIC AND SELF SUSTAINING

FlexibleAdaptableEasy to changeQuick to changeDurableEasy to learn

Had to be….DYNAMIC

adjective dy·nam·ic :always active or

changing

Created a platform that can be built upon

Worked on an infrastructure that would support 5S

Inspired by the 1st iPhone

“ I saw David through the stone, and I simply chipped away everything that was not David” -Michelangelo

IDEA CRITERIA

“Leave the how-to to those who actually do the job, this is the foundation of Kaizen” ~ Matthew E. May Senior Advisor to the University of Toyota.

THREE BASIC RULES FOR ITEM PLACEMENT

Must have a spot

Must be noticed when it is missing

Must have a return address

EXECUTECONDUCT AN EXPERIMENT TO QUICKLY

PILOT A SOLUTION OR DESIGN PROTOTYPE

E

IMPLEMENTATION

Do more of what matters,by eliminating what doesn’t

THIS SECTION IS RESERVED FOR ON-SITE PRESENTATIONS OR THE LEAN SIX SIGMA GREEN BELT COURSE AT MATC, DUE TO

ITS PROPRIETARY CONTENT.

ADJUSTASSESS RESULTS AND IMPROVE THE DESIGN BASED ON USER FEEDBACK

A

LESSONS LEARNED

“It is amazing what you can accomplish

if you do not care who gets the

credit.”Harry S Truman

TRAIN EVERYONE IN THE VALUE

5 Whys, Make people think, make them come to their own conclusions

People will support their own systems

Make sure that they get the credit for the successesTake responsibility

Continuous change in the pursuit of perfection

The measure of success is not

whether you have a tough problem to deal with, But whether it is the same problem you

had last year.”John Foster Dulles, U.S. Secretary of State 1953

RESISTANCES AND FAILURE

Slow and steady change (Fly Wheel Affect) Too much change to fast will make people resist it Pilot everything first, implement good ideas rapidly

Get people emotionally engaged in the change Get a better understanding of the issue, learn by doing Respect (toddler with a fork)

FAILING (is a part of the process) Ask why it failed and how it could be solved Make small adjustments to solves the issues

Look for bright spots, replicate them

“The best ideas lose their

owners and take on lives of their

own.” Nolan Bushnell (Invented the Atari)

CULTURE CHANGEIt takes a lot of ideas to get a good idea

Give people TRUE options

5S WILL make work easier

Ask “What is not working” and start there

EXTRA ADVICEGood continuous improvement leaders wash their hands five times a day

Anonymously implement an improvement

A different take on Rewards (Culture)

RETURN ON INVESTMENT FOR 5S

Broken Window Theory Audits and consumer visits

went better We found that training went

a lot fasterWe just needed to train

the value added actions Cycle times improved

Operators spent less time looking for items and more time adding value

REFERENCES

Robert Maurer, PHD

Matthew E May

Hiroyuki Hirano Masaaki Imai

“A leader is best when people barely know he exists; when his work is done, his aim fulfilled, they will say: we did it ourselves.”  Lao Tzu

To experience the entire presentation you can either:1.Contact me for an on-site

presentation. 2. Enroll in the Lean Six Sigma Green Belt course at Madison

College (MATC) in Madison, WI.

Thanks, Jeff Attoe