System Kaizen Process Feb 6 2011

Lean Production PDCA A3

Business Case Initial Condition Target Condition Implementation Indicators Approval

System Kaizen Process

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2

“Lean Production” stands for...

…the complete and through elimination of waste to reduce the timeline from receipt of customer order to delivery.

...increase of efficiency and standardization by continuous improvements.

... a philosophy, as well as production techniques, for “cutting the fat” from production processes.

...the highest quality, lowest cost, shortest lead time...

... customer orientation,

orientation for quality and cost

reduction.

...A business system for organizing and managing product development, operations, suppliers, and customer relations that require less human effort, less space, less capital, less material, and less time to make products with fewer defects to precise customer desires.

...quick and agile as it provides the flexibility and speed to design

and produce a wide variety of products customized to specific

orders and delivered with extremely short lead times.

…the right part, in the right quantity,

at the right moment, in the right quality,

at the right place.

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Plan, Do, Check, Act (PDCA)

An improvement cycle based on the scientific method of proposing a change in a process, implementing the change, measuring the results, and taking appropriate action.

The PDCA cycle has four stages:

1. Plan: Determine goals for a process and needed changes to achieve them.

2. Do: Implement the changes.

3. Check: Evaluate the results in terms of performance.

4. Act: Standardize and stabilize the change or begin the cycle again, depending on the results.

Plan

Do

Check

ActGrasp the

SituationStandardize

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A one page storyboard on 11”x17”

paper, commonly known as A3-size

paper. Logic flows from the top left to

the bottom right, and each box leads

to the next one.

An A3 includes both analysis (number-

crunching) and synthesis (storytelling).

It’s a practice of getting the problem,

the analysis, the corrective actions,

and the action plan on a single sheet

of paper.

The primary purpose of the A3 is to

gain a shared understanding of critical

issues in order to solve problems and

get results.

A3 Report

Initial Condition:

Target Condition:

Implementation:

Approval

Indicators

Background / Business Case:

Project Name:

A3 Report

It’s a way of thinking.It’s a way of thinking.

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A3 Report

Initial Condition:

Target Condition:

Implementation:

Approval

Indicators


Project Name:

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6

Define the Business Case

Increasing Customer expectations require

improved quality, delivery, and cost

Need to improve cost competitiveness to survive in a global

economy

- Growth/New Markets- Inventory Turnover- ROI Capital- Cost Reductions / Increase Margins

$

Be sure to link your plan to business objectives.Be sure to link your plan to business objectives.

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7

A3 – Document Business Case


Project Name: Hose Line Productivity Improvement

1. Increasing customer expectations and pressure require improvements in quality, delivery, and cost. 2. Need to improve cost competitiveness.

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The LEAN Journey

Initial Condition

IDEAL Condition

•100% Value Add•0 Defects (Internal)•One Piece Continuous Flow•Human Development•Value to Society

•Hidden Waste (Problems)•Poor Equipment Efficiency•Poor Labor Efficiency•High Defect Rates•Large Batches• Infrequent improvement

Unclear Journey

Before you can begin the journey you must “Grasp the Initial Condition”.

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9

Grasp the Initial Condition

Walk / Observe the Value Stream(s) from shipping to receiving.

Map the Process- Value Stream Map- Flow Chart- Spaghetti Diagram- Bubble Diagram- Work Flow

CustomerSupplier

Final AssemblyFabrication #2Fabrication #1

MRP

Finished Goods Control

Daily

Customer Schedule

MRP

Component Control

Supplier Orders (Weekly EDI)

Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

Expedited

20 min

1 Day 1 Day

30 min

2 Days

20 min

4 Days RM Production Lead Time = 8.3 Days

Processing Lead Time = 70 min. (0.6%)

Kanban Rack

Kan

ban

Rac

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anba

n R

ack

HFV6 Jumper

Tube Punch

Sort

Table

Washer DrainRack

WasherDrainRack

FC

Bench

Tool Chest

2.7L EF1042

Bead Checker E

F00

53

- H

it

EF0061 - Hit

WIP

Rack EF007

3 - Hit

EF008 EF009EF0012 - Hit

EF10412.7

EF0152 - Hit

Drop

Auto Loader

2.7L JR &

LHS

kive & P

unch

Lo

ad

Un

load

Ele

ctric 11

0V

EF0042 - Hit

EF0042 - Hit Load Unload

EF

Mach

ine

EF

01

0

Robot

Guarding

Gua

rdin

g

Gua

rdin

g

Robot Controller

3

5

6

3

6

7

5

4

SP

C T

able

45

2

2

1

1

1

5

1

5

1

4

5

1

1

1

2

2

5

Template: Quick Connect - Red LineJumper - Blue Line

Cutter

Racetrack 1

Racetrack 2

Racetrack 3

Hose Assy 1

Hose Assy 2

HoseAssy 3

Crimp 1

Crimp 2

Crimp 3

Butter-Fly 1

Butter-Fly 2

Butter-Fly 3

Clench1

Clench2

Test, Inspect,Tape, Gauge,

And Pack1

1 x 3 x 3 x 3 x 1 x 2 x 1

= 54 different possible paths through production

Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad

Key Process IndicatorsIndicators: Current

Lead Time 8.3 days

WIP 12,168

Productivity (MH/100) 6.00

Bubble Diagram (# Paths) 54

OBC (% over ideal) 25%

Problems / Opportunities

CustomerSupplier


MRP


Daily

Customer Schedule

MRP

Component Control


Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

1

2

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

5

63

4

5

7

88

9

Expedited

10

8

20 min

1 Day 1 Day

30 min

2 Days

20 min



Problems / Opportunities:1. Supplier incoming quality2. Excessive RM amounts3. Excessive rework4. Poor equipment availability (OEE)5. Excessive WIP amounts6. Excessive lead-times (Muda)7. Multiple scheduling points (Push)8. Group leader managing scheduling9. Excessive logistic touches10. Premium freight cost

Barriers

Barriers:• Supplier Quality System• Poor OEE (59%) at Fab. 2

Other Relevant Data

Operator Balance Chart

26

5260

54

2820

0

10

20

30

40

50

60

70

80

90

Masco Washer Inspect/Pack

Value-Added Waiting Takt

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A3 – Document Initial Condition



1. Increasing customer expectations and pressure require improvements in quality, delivery, and cost.

2. Need to improve cost competitiveness.

Initial Condition:

CustomerSupplier


MRP


Daily

Customer Schedule

MRP

Component Control


Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

1

2

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

5

63

4

5

7

88

9

Expedited

10

8

20 min

1 Day 1 Day

30 min

2 Days

20 min



Kanban Rack

Kanba

n R

ack

Kanba

n

Rack

HFV6 Jumper

Tube Punch

Sort

Ta

ble

Washer DrainRack

WasherDrainRack

FC

Bench

Tool Chest

2.7L EF1042

Bead Checker E

F0

05

3 -

Hit

EF0061 - Hit

WIP

Rack EF007

3 - Hit

EF008 EF009EF0012 - Hit

EF10412.7

EF0152 - Hit

DropAuto

Loader

2.7

L JR

& L

HS

kive &

Pun

ch

Loa

d

Unlo

ad

Ele

ctric 110

V

EF0042 - Hit


EF

Mach

ine

EF

010

Robot

Guarding

Gu

ard

ing

Gu

ard

ing

Robot Controller

3

5

6

3

6

7

5

4

SP

C T

able

45

2

2

1

1

1

5

1

5

1

4

5

1

1

1

2

2

5


Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad




26

5260

54

2820

0

10

20

30

40

50

60

70

80

90



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Prioritize Problems / Opportunities

Cost, Effort, Time

Impact1 2

3 4

StartHere

Work in this direction

Do not work here!

Work on High Impact, Low Effort ActivitiesWork on High Impact, Low Effort Activities

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The LEAN Journey

Initial Condition

IDEAL Condition



Unclear Journey

Once the Initial Condition is thoroughly understood the next step is to define a Target Condition assuring a magnetic pull towards the Ideal Condition.

Target Condition

Unclear Journey

The Target Condition should be a short term vision that is attainable and measured in days/weeks not months/years.

Initial Condition

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13

Define the Target Condition

Map the Future StateCustomer

Supplier

Pacemaker

Customer SpecificScheduling PointComplexity Split

Fabrication #2Fabrication #1

FIFO

Cross Dock or Supplier

Warehouse

MRP

AdP Finished Goods Control

Daily

Customer Schedule

Overseas Suppliers

MRP

AdP Component

Control

A

Source Global Feel Local

Supplier Orders (Weekly EDI) Customer

Orders (Weekly EDI)

Daily Orders

e-Kanban

3x Day

Green Loop (A Component Suppliers)

Line side “A” component Supermarket MIN/MAX

FG Supermarket MIN/MAX

FG located/visualized in

manufacturing building warehouse

ASN

O X O X O X

RM located/visualized in


Warehouse (RM)

NAFTA Suppliers

RM delivered to POU locations established by value stream

(A Items) EPE Day or Shipment Window then

strive to shorten over time

Ridged MIN/MAX Rules – Minimum

level inventoryCycle + Buffer + Safety Stocks

EPEI Goal to match the pacemaker

Ridged MIN/MAX Rules – Minimum level

inventory


20 Min. Loops

1 Day on hand RM

Daily Deliveries

Key Process Indicators

Indicators: Current Target Delta

Lead Time 8.3 days 4.0 days -52%

WIP 12,168 7614 -37%

Productivity (MH/100)

6.00 4.78 -20%

Bubble Diagram (# Paths)

54 2 -96%

OBC (% over ideal)

25% 8% -68%

Verbal Description

• Reduce from 3 Operators to 2 in Upper Machining

• Elimination of 106 seconds of labor in Upper Machining

• OEE > 88% (with FWD)• OEE >70% (w/o FWD)

Other Graphical Analysis


6760

7

0

10

20

30

40

50

60

70

80

Machining Inspect/Pack


Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad

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A3 – Document Target Condition





Initial Condition:

CustomerSupplier


MRP


Daily

Customer Schedule

MRP

Component Control


Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

1

2

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

5

63

4

5

7

88

9

Expedited

10

8

20 min

1 Day 1 Day

30 min

2 Days

20 min



Kanban Rack

Kanba

n R

ack

Kanba

n

Rack

HFV6 Jumper

Tube Punch

Sort

Ta

ble

Washer DrainRack

WasherDrainRack

FC

Bench

Tool Chest

2.7L EF1042

Bead Checker E

F0

05

3 -

Hit

EF0061 - Hit

WIP

Rack EF007

3 - Hit

EF008 EF009EF0012 - Hit

EF10412.7

EF0152 - Hit

DropAuto

Loader

2.7

L JR

& L

HS

kive &

Pun

ch

Loa

d

Unlo

ad

Ele

ctric 110

V

EF0042 - Hit


EF

Mach

ine

EF

010

Robot

Guarding

Gu

ard

ing

Gu

ard

ing

Robot Controller

3

5

6

3

6

7

5

4

SP

C T

able

45

2

2

1

1

1

5

1

5

1

4

5

1

1

1

2

2

5


Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad




26

5260

54

2820

0

10

20

30

40

50

60

70

80

90



Target Condition:

CustomerSupplier

Pacemaker



FIFO


Warehouse

MRP


Daily

Customer Schedule

Overseas Suppliers

MRP

AdP Component

Control

A



Orders (Weekly EDI)

Daily Orders

e-Kanban

3x Day






ASN

O X O X O X



Warehouse (RM)

NAFTA Suppliers








inventory


20 Min. Loops

1 Day on hand RM

Daily Deliveries

Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad


6760

7

0

10

20

30

40

50

60

70

80






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15

Create an Implementation Plan

Implementation:

# Task Resp.Person

Target Date

Feb 05

Mar 05

Apr 05

May 05

Jun 05

Jul 05

Aug 05

Sep 05

Oct 05

Nov 05

Review Review

1 Fix Clamping to eliminate operator checking clamp force

Roger Marshall

4/1/05

2 Reprogram Masco to separate operator from machine (PCT=88)

Grant Glasscock

5/1/05

3 Standardize Blow-off (PCT=77)

Brian Zolman

3/1/05

4 Improve clamp/ unclamp speed (PCT=75)

Roger Marshall

4/1/05

5 Improve fixture rotation rate (PCT=74)

Grant Glasscock

4/1/05

6 ROI Analysis: Re-balance Gantry (13 sec reduction)

Grant Glasscock

5/1/05

7 ROI Analysis: Re-balance Masco (PCT=70)

Matt Jacoby 5/1/05

8 ROI Analysis: Blow-off machine (PCT=63)

Roger Marshall

4/1/05

9 Reduce from 3 to 2 operators per shift on Lower Machining cell

Roger Marshall

7/1/05

10 Reduce from 3 to 2 operators per shift on Finishing cell

Roger Marshall

9/1/05

Task description with specific, quantifiable

expected resultsResponsible Person


Planned Start / Completion

- Plan Start

- Act Start

- Plan Compl.

- Act. Compl.

- ReviewPlanning:

Periodic evaluation of progress against planned timing and

results

Evaluation:

X- On Target

- Behind Target

- In Trouble

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A3 – Document Implementation Plan





Initial Condition:

CustomerSupplier


MRP


Daily

Customer Schedule

MRP

Component Control


Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

1

2

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

5

63

4

5

7

88

9

Expedited

10

8

20 min

1 Day 1 Day

30 min

2 Days

20 min



Kanban Rack

Kanba

n R

ack

Kanba

n

Rack

HFV6 Jumper

Tube Punch

Sort

Ta

ble

Washer DrainRack

WasherDrainRack

FC

Bench

Tool Chest

2.7L EF1042

Bead Checker E

F0

05

3 -

Hit

EF0061 - Hit

WIP

Rack EF007

3 - Hit

EF008 EF009EF0012 - Hit

EF10412.7

EF0152 - Hit

Drop

Auto Loader

2.7

L JR

& L

HS

kive &

Pun

ch

Loa

d

Unlo

ad

Ele

ctric 110

V

EF0042 - Hit


EF

Mach

ine

EF

010

Robot

Guarding

Gu

ard

ing

Gu

ard

ing

Robot Controller

3

5

6

3

6

7

5

4

SP

C T

able

45

2

2

1

1

1

5

1

5

1

4

5

1

1

1

2

2

5


Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad




26

5260

54

2820

0

10

20

30

40

50

60

70

80

90



Target Condition:

CustomerSupplier

Pacemaker



FIFO


Warehouse

MRP


Daily

Customer Schedule

Overseas Suppliers

MRP

AdP Component

Control

A



Orders (Weekly EDI)

Daily Orders

e-Kanban

3x Day






ASN

O X O X O X



Warehouse (RM)

NAFTA Suppliers








inventory


20 Min. Loops

1 Day on hand RM

Daily Deliveries

Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad


6760

7

0

10

20

30

40

50

60

70

80






Implementation:

Implementation:

# Task Resp.Person

Target Date

Feb 05

Mar 05

Apr 05

May 05

Jun 05

Jul 05

Aug 05

Sep 05

Oct 05

Nov 05

Review Review


Roger Marshall

4/1/05


Grant Glasscock

5/1/05


Brian Zolman

3/1/05


Roger Marshall

4/1/05


Grant Glasscock

4/1/05


Grant Glasscock

5/1/05


Matt Jacoby 5/1/05


Roger Marshall

4/1/05


Roger Marshall

7/1/05


Roger Marshall

9/1/05

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Identify Expected Results

Tangible Metric Improvements

Indicators: Current Target Delta Intangibles:

Lead Time 1.52 days .95 days -37% Less variation in the assembly process

Lower C/O time by 66%Similar results can be achieved on the

APOX1 and ASOX assembly linesLabor productivity stability at a wide

range of demandReduced material handling and

conveyance of WIP

WIP 12,168 7614 -37%

Productivity (MH/100) 6.00 4.78 -20%

Bubble Diagram (Paths) 54 2 -96%

OBC (% over ideal) 25% 8% -68%

WIP Value $13,624 $8,525 -$5,099

Labor Cost ($/year) $352,000 $253,500 -$98,500

Tangible Cost Improvements

Intangibles

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A3 – Document the KPI’s and Expected Results





Initial Condition:

CustomerSupplier


MRP


Daily

Customer Schedule

MRP

Component Control


Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

1

2

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

5

63

4

5

7

88

9

Expedited

10

8

20 min

1 Day 1 Day

30 min

2 Days

20 min



Kanban Rack

Kanba

n R

ack

Kanba

n

Rack

HFV6 Jumper

Tube Punch

Sort

Ta

ble

Washer DrainRack

WasherDrainRack

FC

Bench

Tool Chest

2.7L EF1042

Bead Checker E

F0

05

3 -

Hit

EF0061 - Hit

WIP

Rack EF007

3 - Hit

EF008 EF009EF0012 - Hit

EF10412.7

EF0152 - Hit

Drop

Auto Loader

2.7

L JR

& L

HS

kive &

Pun

ch

Loa

d

Unlo

ad

Ele

ctric 110

V

EF0042 - Hit


EF

Mach

ine

EF

010

Robot

Guarding

Gu

ard

ing

Gu

ard

ing

Robot Controller

3

5

6

3

6

7

5

4

SP

C T

able

45

2

2

1

1

1

5

1

5

1

4

5

1

1

1

2

2

5


Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad




26

5260

54

2820

0

10

20

30

40

50

60

70

80

90



Target Condition:

CustomerSupplier

Pacemaker



FIFO


Warehouse

MRP


Daily

Customer Schedule

Overseas Suppliers

MRP

AdP Component

Control

A



Orders (Weekly EDI)

Daily Orders

e-Kanban

3x Day






ASN

O X O X O X



Warehouse (RM)

NAFTA Suppliers








inventory


20 Min. Loops

1 Day on hand RM

Daily Deliveries

Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad


6760

7

0

10

20

30

40

50

60

70

80






Implementation:

Implementation:

# Task Resp.Person

Target Date

Feb 05

Mar 05

Apr 05

May 05

Jun 05

Jul 05

Aug 05

Sep 05

Oct 05

Nov 05

Review Review


Roger Marshall

4/1/05


Grant Glasscock

5/1/05


Brian Zolman

3/1/05


Roger Marshall

4/1/05


Grant Glasscock

4/1/05


Grant Glasscock

5/1/05


Matt Jacoby 5/1/05


Roger Marshall

4/1/05


Roger Marshall

7/1/05


Roger Marshall

9/1/05

Indicators


Lead Time 1.52 days .95 days -37% Less variation in the assembly process Lower C/O time by 66% Similar results can be achieved on the

APOX1 and ASOX assembly lines Labor productivity stability at a wide

range of demand Reduced material handling and

conveyance of WIP

WIP 12,168 7614 -37%

Productivity (MH/100) 6.00 4.78 -20%



WIP Value $13,624 $8,525 -$5,099

Labor Cost ($/year) $352,000 $253,500 -$98,500

04/09/2023

“You

r V

alu

e S

trea

m I

mpr

ovem

ent C

oach

”

19

Seek Project Approval

Project Team Leader

Project Team Leader:Roger Smith

Team Members:Jim Fisher, Mark JohnsonSara LewisJohn Davis

Management:Tom Burdette

Team MembersManagement

04/09/2023

“You

r V

alu

e S

trea

m I

mpr

ovem

ent C

oach

”

20

A3 – Document Project Approval





Initial Condition:

CustomerSupplier


MRP


Daily

Customer Schedule

MRP

Component Control


Customer Orders

(Weekly EDI)

Daily Orders

ASN

Warehouse

RM IWIP

Warehouse

FG

Daily Schedule

Daily Ship Schedule

Shuttle

Shuttle

IWIP

1

2

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 10 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5 Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

5

63

4

5

7

88

9

Expedited

10

8

20 min

1 Day 1 Day

30 min

2 Days

20 min



Kanban Rack

Kanba

n R

ack

Kanba

n

Rack

HFV6 Jumper

Tube Punch

Sort

Ta

ble

Washer DrainRack

WasherDrainRack

FC

Bench

Tool Chest

2.7L EF1042

Bead Checker E

F0

05

3 -

Hit

EF0061 - Hit

WIP

Rack EF007

3 - Hit

EF008 EF009EF0012 - Hit

EF10412.7

EF0152 - Hit

Drop

Auto Loader

2.7

L JR

& L

HS

kive &

Pun

ch

Loa

d

Unlo

ad

Ele

ctric 110

V

EF0042 - Hit


EF

Mach

ine

EF

010

Robot

Guarding

Gu

ard

ing

Gu

ard

ing

Robot Controller

3

5

6

3

6

7

5

4

SP

C T

able

45

2

2

1

1

1

5

1

5

1

4

5

1

1

1

2

2

5


Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad




26

5260

54

2820

0

10

20

30

40

50

60

70

80

90



Target Condition:

CustomerSupplier

Pacemaker



FIFO


Warehouse

MRP


Daily

Customer Schedule

Overseas Suppliers

MRP

AdP Component

Control

A



Orders (Weekly EDI)

Daily Orders

e-Kanban

3x Day






ASN

O X O X O X



Warehouse (RM)

NAFTA Suppliers








inventory


20 Min. Loops

1 Day on hand RM

Daily Deliveries

Masco

RawWIP

Raw

A

B

Ranso-hofff

C

BushingPress

GantryLoad


6760

7

0

10

20

30

40

50

60

70

80






Implementation:

Implementation:

# Task Resp.Person

Target Date

Feb 05

Mar 05

Apr 05

May 05

Jun 05

Jul 05

Aug 05

Sep 05

Oct 05

Nov 05

Review Review


Roger Marshall

4/1/05


Grant Glasscock

5/1/05


Brian Zolman

3/1/05


Roger Marshall

4/1/05


Grant Glasscock

4/1/05


Grant Glasscock

5/1/05


Matt Jacoby 5/1/05


Roger Marshall

4/1/05


Roger Marshall

7/1/05


Roger Marshall

9/1/05

Indicators


Lead Time 1.52 days .95 days -37% Less variation in the assembly process Lower C/O time by 66% Similar results can be achieved on the

APOX1 and ASOX assembly lines Labor productivity stability at a wide

range of demand Reduced material handling and

conveyance of WIP

WIP 12,168 7614 -37%

Productivity (MH/100) 6.00 4.78 -20%



WIP Value $13,624 $8,525 -$5,099

Labor Cost ($/year) $352,000 $253,500 -$98,500

Approval Project Team Leader:Roger Smith

Team Members:Jim Fisher, Mark JohnsonSara LewisJohn Davis

Management:Tom Burdette

04/09/2023

“You

r V

alu

e S

trea

m I

mpr

ovem

ent C

oach

”

21

The LEAN Journey

Now its time to work the plan. As you move forward on this journey additional barriers will be encountered.

Initial Condition

IDEAL Condition


Target Condition

Unclear Journey


Dodging barriers leads you away from the Ideal Condition. Barriers must be met head-on and eliminated!

Solutions to problems cannot involve diverting off the path to the Ideal Condition!

There can be no shortcuts!

Clear Plan

Barriers

Plan

Do

Check

ActGrasp

the Situation

04/09/2023

“You

r V

alu

e S

trea

m I

mpr

ovem

ent C

oach

”

22

The LEAN Journey

To achieve sustainability it is important to stabilize and standardize the system improvements; otherwise, improvements will regress over time.

Initial Condition

IDEAL Condition


Unclear Journey


The sustainability of system improvements will be achieved by the standardization and is the basis for the next improvement steps.

The standardization allows:• To measure and evaluate improvements.• The exchange of best practices with similar and equal tasks.

Standards

Target ConditionCurrent

State

04/09/2023

“You

r V

alu

e S

trea

m I

mpr

ovem

ent C

oach

”

23

Approach

Quick wins using Lean methodologies.

Always tie projects to dollars. Establish

measurable benefits expected from each

project.

Quick pace of implementation

requires removal of organizational and

bureaucratic barriers.

04/09/2023

http://images.google.com/imgres?imgurl=http://www.peoplemaintenance.com/presenting_skills_files/image001.gif&imgrefurl=http://www.peoplemaintenance.com/presenting_skills.htm&start=164&h=330&w=358&sz=16&tbnid=WqbnW9Rc8o-aLM:&tbnh=112&tbnw=121&hl=en&prev=/images?q=remove+barriers&start=160&gbv=1&svnum=10&hl=en&sa=N

“You

r V

alu

e S

trea

m I

mpr

ovem

ent C

oach

”

24

Process

Go to the Gemba for data.

“Grasp the Situation”

Start where the business need is

greatest. Select projects that yield the greatest

impact.

A3 is a “working document”.

“Nemawashi”.

Prepare the ground for planting.

A consistent process is used repeatedly.


1. Increasing customer expectations and pressure require

improvements in quality, delivery, and cost.



A3 – Document Project Approval

Initial Conditio

n:

Customer

Supplier Final Assembly

Fabrication #2

Fabrication #1

MRP

Finished

Goods

Control

Daily

Customer Schedule

MRP

Component

Control

Supplier Orders

(Weekly EDI)

Customer

Orders

(Weekly EDI)

Daily

Orders

ASN

Warehouse

RM

IWIP

Warehouse

FG

Daily Schedule

Daily Ship

Schedule

Shuttle

Shuttle

IWIP

1

2

FTT= 98%

OEE= 70%

Scrap= 2%

Rework= 1%

Uptime= 70%

EPEI = 3 - 1

0 Days

FTT= 96%

OEE= 50%

Scrap= 2%

Rework= 2%

Uptime= 70%

EPEI = 2- 5

Days

FTT= 94%

OEE= 65%

Scrap= 2%

Rework= 4%

Uptime= 75%

EPEI = 1 – 2 Days

5

6

3

4

5

7

8

8

9

Expedited

10

8

20 min

1 Day

1 Day

30 min

2 Days

20 min

4 Days RM

Production Lead Time =

8.3 Days

Processing Lead Time

= 70 min. (0.6%)

Kanban Rack

Kan

ban

Rack

Kan

ban

Rack

HFV6

Jumper

Tube

Punch

Sort

Table

Washer

Drain

Rack

Washer

Drain

Rack

FCB

ench

Tool Chest

2.7L

EF1042

Value

Stream Map

Description "Dana Current Future State Map"

Endform Spaghetti Diagram

SIZE

File Name

Drawn By:

REV

B

SHEET

1 OF 1

Bead

Checker

EF0

05

3 -

Hit

EF006

1 - Hit

WIP

Rack

EF007

3 - Hit

EF008

EF009

EF001

2 - Hit

EF1041

2.7

EF015

2 - Hit

Cylinder

Drop

Auto

Loader

2.7L JR &

LH

Skive &

Punch

Load

Unload

Electri c

110V

EF004

2 - HitEF004

2 - Hit

Load Unload

EF Machi ne

EF010

Robot

Guarding

Gua

rdin

g

Guard ing

Robot

Controller

3

5

6

3

6

7

5

4

SP

C T

able

4

5

2

21

1

1

5

1

5

1

4

511

1

2

2

5

Seperate

Workshop

Template:

Quick Connect - Red Line

Jumper - Blue Line

Masco

Raw

WIP

Raw

A

B

Ranso-

hofffC

Bushing

Press

Gantry

Load

Problems / Opportu

nities:

1. Supplier in

coming quality

2. Excessive RM amounts

3. Excessive rework

4. Poor equipment availability

(OEE)

5. Excessive WIP amounts

6. Excessive lead-tim

es (Muda)

7. Multip

le scheduling points (Push)

8. Group leader m

anaging scheduling

9. Excessive logistic touches

10. Premium fre

ight cost

Barriers:

•Supplier Quality

System

•Poor O

EE (59%) at Fab. 2


26

52

60

54

28

20

Value-AddedWaiting

Takt

Target Condition:

Customer

SupplierPacemaker

Customer Specific

Scheduling Point

Complexity Split

Fabrication #2

Fabrication #1

FIFOCross Dock or

Supplier

Warehouse

MRP

AdP

Finished

Goods

Control

Daily

Customer Schedule

Overseas

Suppliers

MRP

AdP

Component

Control

A


Supplier Orders

(Weekly EDI)

Customer

Orders

(Weekly EDI)

Daily

Orders

e-Kanban

3x Day


Line side “A” c

omponent

Supermarket M

IN/MAX

FG Supermarket

MIN/MAX

FG located/

visualized in

manufacturing

building warehouse

ASN

O X O X O X

RM located/

visualized in

manufacturing

building warehouse

Warehouse (RM)

NAFTA

Suppliers

RM delivered to POU locations

established by value stream(A Ite

ms) EPE Day or

Shipment Window then

strive to shorten over tim

e

Ridged MIN/MAX

Rules – Minimum

level inventory

Cycle + Buffer +

Safety Stocks

EPEI Goal to

match the

pacemaker

Ridged MIN/MAX

Rules – Minimum level

inventory

EPEI Goal to

match

the pacemaker

20 Min. Loops

1 Day on hand RM

Daily Deliveries

MascoRaw

WIP

Raw

A

B

Ranso-

hofffC

Bushing

Press

Gantry

Load


67

60

7

0

10

20

30

40

50

60

70

80

MachiningInspect/Pack

Value-AddedWaiting

Takt

•Reduce from 3 Operators to 2 in Upper

Machining

•Elimination of 106 seconds of labor in Upper

Machining

•OEE > 88% (with FWD)

•OEE >70% (w/o FWD)

Implementation:

Implementation:

#

Task

Resp.

Person

Target

Date

Feb

05

Mar

05

Apr

05

May

05

Jun

05

Jul

05

Aug

05

Sep

05

Oct

05

Nov

05

ReviewReview

1Fix Clamping to

eliminate operator

checking clamp force

Roger

Marshall

4/1/05

2Reprogram Masco to

separate operator from

machine (PCT=88)

Grant

Glasscock

5/1/05

3Standardize Blow-off

(PCT=77)

Brian

Zolman

3/1/05

4Improve clamp/

unclamp speed

(PCT=75)

Roger

Marshall

4/1/05

5Improve fixture rotation

rate (PCT=74)

Grant

Glasscock

4/1/05

6ROI Analysis: R

e-

balance Gantry (13 sec

reduction)

Grant

Glasscock

5/1/05

7ROI Analysis: R

e-

balance Masco

(PCT=70)

Matt Jacoby 5/1/05

8ROI Analysis: Blow-off

machine (PCT=63)

Roger

Marshall

4/1/05

9Reduce fro

m 3 to 2

operators per shift on

Lower Machining cell

Roger

Marshall

7/1/05

10Reduce fro

m 3 to 2

operators per shift on

Finishing cell

Roger

Marshall

9/1/05

Indicators

Indicators:

CurrentTarget

Delta

Intangibles:

Lead Time

1.52 days.95 days

-37%

Less variation in the assembly process

Lower C/O time by 66%

Similar results can be achieved on the

APOX1 and ASOX assembly lines

Labor productivity stability at a wide

range of demand

Reduced material handling and

conveyance of WIP

WIP

12,168

7614

-37%

Productivity (MH/100)

6.00

4.78

-20%

Bubble Diagram (Paths)

54

2

-96%

OBC (% over ideal)

25%

8%

-68%

WIP Value

$13,624

$8,525

-$5,099

Labor Cost ($/year)

$352,000

$253,500

-$98,500

ApprovalProject Team Leader:

Roger Smith

Team Members:

J im Fisher,

J ohn Davis

Mark J ohnson Scott E

ric

Sara Lewis

Management:

Tom Burdette

Plan

Do

Check

ActGrasp the

SituationStandardize

04/09/2023

System Kaizen Process Feb 6 2011

Documents

value streams

act pdcaan improvement

right quality

cost competitiveness

improved quality

highest quality

customer orientation

lowest cost