Process Improvement
Production - EFFICIENCY AND EFFECTIVENESS
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In production environments, one of the key aspects to adopt at a cultural level is the principle of Process Flow. Materials and information can only 'Flow' (in the Lean sense of the term) where 'Waste' has been removed. One example of 'waste' (of which there are 7 clearly defined types), is Delay. If a product isn't moving closer to the end customer, it can be said to be 'Delayed'. If the process is failing to convert 'Raw Material to Finished Goods' it is failing to add value.
The objective is to design the workplace and educate the people such that they find the best solution to ensure there are as few 'Delays' as possible. To do this there are a host of other 'tools' that can be taught and applied in practice to help your teams achieve this target. Standard Work & Takt time, process flow balancing, process mapping, piece part presentation, Cell design, Standard Work, 5S & Visual Management, Inventory Control (VOI / VMI), Chaku Chaku, Jidoka, Poke Yoke, DFMA / DFSS, Kanban, Line-side transmissions, Pull ordering, Heijunkja (Level Scheduling) ... these are all 'Tools' and 'methods' that can be applied to ensure your products 'Flow' with as few 'wastes' involved in your processes as possible and Duxinaroe have expertise from extensive experience applying them all. Contact Us today. |
Problem Solving & Root Cause Analysis
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Root Cause Analysis is another key skill that is common to 'Lean' companies. It relies on cross-functional teamwork, ideally suited to Value Stream structured organisations, but equally useful for those still operating under a 'Departmental / functional' model (where the value of releasing staff to support cross-functional development projects is recognised).
There are a number of methods adopted on a regular basis, from 5Y's to 5W1H and the 9 step CEDAC process, which provides a clear and structured approach to gathering facts from Gemba (the place it happens). This eradicates bad western management habits, e.g. meeting in offices, to discuss issues without 1st hand intuitive knowledge of the wastes within the process. This approach to problem solving promotes the use of Control Charts, Run Charts, Tally Sheets, Pareto Analysis, Process Flow Mapping and the use of Cause and Effect Diagrams, requiring specific Problem (Current State) and Objective (Future State) statements are constructed following rules which ensure all areas of the issue are considered with focus and energy against targets and timelines. It's a phenomenally powerful approach, which we've seen uncover 'recoveries accounting' issues when the original problem was described as a design issue. It only works however, when the people sponsoring the approach and those involved really believe in it ... and that's why Duxinaroe, with our exclusive approach dealing with 'People and Process' can really help you deliver results! If you need help developing your problem solving skills, you can reach us here |
Planning & Level Scheduling (Heijunka)
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Production planning is a challenge irrespective of the production process you currently have. Sending multiple variants to customer specification through a value stream, seeing one product blue and the next green on a single production line requires a particular capability (Level scheduling / Heijunka), yet this is utopia for many companies who don't have high volume sales of similar products, with variants on a theme.
Many organisations make smaller volumes, with a high product mix, with huge variability in response to customer requirement, with many even providing a fully bespoke service with no two parts manufactured the same. Even in these challenging conditions, many of the lean principles can apply and be adapted to suit. From Kanban agreements with the supply chain, to Standardising parts at the design stage, through to Lean accounting practices and the development of 'Cost Centres', a capacity to improve planning and therefore, quality, delivery, reduce cost's and reduce stress is possible through the application of Lean tools and principles, in some cases, a control room / war room and some visual management methods is enough to fix a multitude of planning problems. If you need support, contact us. |
Total Productive Maintenance
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Manufacturing companies rely on machinery to produce the goods they make. Just like any other Electro-mechanical device, like your car or electric razor, some parts need regular oiling, some have to be checked and worn parts replaced. Other adjustments see each machine operate efficiently and effectively, or at a reduced rate. (using the car analogy, a blocked air filter and old spark plugs will reduce MPG - incurring additional cost in fuel consumption while losing speed and power).
The solution to this in Lean terms is an approach called 'TPM' (Total Preventative Maintenance). Within the practice of TPM we find methods to measure equipment performance in terms of Availability, Performance and Quality we call OEE (Overall Equipment Effectiveness) and we also apply other principles as found in tools and methods such as 5S and Visual Management. Where equipment fails and we don't understand why, we can also employ problem solving techniques to get to root cause and we can even design high maintenance parts so they can be considered from a SMED (Single Minute Exchange of Dies) point of view, reducing down-time and improving OEE. Above all else, the successful adoption of TPM requires those responsible, mainly your maintenance engineers and the equipment operators develop a strong sense of Self-Discipline, Ownership and Teamwork; yet again it is this human element which really makes the difference between success and failure when applying and benefiting from the Lean tools. Having a depth and breadth of understanding in relation to Change in the 'People Process' (Transition) makes Duxinaroe the obvious choice for all your Lean implementation needs. We deliver the whole package! Contact us today. |
Rapid Tool Change-Over
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As mentioned in the maintenance section above, SMED or S.M.E.D. is an acronym for Single Minute Exchange of Dies. The reason this name evolved is due to the firm belief that any tool change process, with the right approach, the right machine design and the right tool design, can be achieved in 9 minutes or less. (A single digit '9' vs. a double digit '10').
This has been proven in Formula 1 where a pit stop can re-fuel an F1 car and change all 4 wheels in anything from 4 to 6 seconds. The principle was proven at Toyota in the 1960's when it became common practice for a 40 Tonne car body panel press tool to be changed over in a 1500 tonne brake press in 4 mins 30 seconds. Since then, the process of defining internal and external operations, so the tool change process can be consciously designed and reduced from days and hours to minutes and seconds has become the answer for many organisations who had previously based their production schedule and often, their 'Make vs. Buy' decisions on the restrictions their own tool-change speed dictated. SMED can be a key development issue in the transition to lean and requires the principle and practice is understood by those making CapEx decisions, those in procurement, those responsible for tooling design and selection, as much as it includes shop-floor disciplines and practices to be developed. This again highlights the common need for cross-functional or value stream based business process re-engineering activities and strategic considerations to take place prior to, or in conjunction with the implementation of tools and techniques. Understanding such connectivity issues from experience makes Duxinaroe your perfect partner for any Lean solution which considers all aspects of organisational change in pursuit of process improvement. |
Call on +44 (0) 20 3102 7670 for an initial discussion about your requirements or to book an appointment with a member of our team.
Alternatively, send us a message via our CONTACT US page.
Alternatively, send us a message via our CONTACT US page.
