- Identification of the core problem/s through robust analysis, e.g. value stream mapping and the
collection of appropriate and accurate data.
- In-depth training in combined TOC-Lean principles.
- Use of collected data to plan implementation stages.
- Implementation of TOC-Lean principles and associated improvement techniques e.g. 5S, Six Sigma
- Mentoring and on-going support to forestall/overcome any obstacles that may hinder implementation.
- Mentoring and retained support to ensure that continuous improvement can be sustained.
Lean in Practice:
Lean is typically all about targeting waste within any type of system. Examples of ‘waste’ could
include shipping defective parts, wastes in processing, delays within the production area,
transportation, over-production and excess inventory. Lean is therefore focused on the eradication of
waste, but in our experience, that requires a clear and precise definition of waste. For example a
machine standing idle is not necessarily wasteful if to keep it producing work-in-progress simply adds
to the queues and cost through excess inventory. So what are the primary Lean principles?
- Specify value from the perspective of the customer - which also means we need to define who
the customer is, and this might be both internal and external customers and also the supply chain in
which they sit; a key aspect here is that high levels of due date performance (>95%) and a reducing
lead time have a beneficial effect on both the company and the market.
- Identify the value stream - all processes along the chain must be included, this is key to
the identification of the weakest link in the chain
- Make value flow - in other words keep material flowing as much as possible from supply base
to the client, again this is linked to the importance of addressing issues related to due date
performance and the reduction of overall lead time which is a critical dimension of any constraint
management environment.
- Use PULL not push - pull in line with demand and schedule accordingly, which is why all
schedules in a constraint management environment start with the due date and volume of customer orders.
- Perfect the process - the application of quality management enters here.
What Robs us of Fast (Value) Flow?
As seen from the lean principles described above, making value flow is clearly one of the most
crucial. In our work with many different types of companies where flow is critical to success we have
come across one very interesting phenomenon – capacity thieves. As one of the key aspects of Lean and
Theory of Constraints (TOC), flow is where we focus our attention. If organisations wish to win new
markets and retain existing customers, then being able to deliver right first time, every time and
on-time is critical. At the same time there is continuous pressure to reduce the overall lead time
without jeopardising delivery performance, so a fast flow must be maintained too. Hence our interest
in what we have called a capacity thief – defined as ‘that which robs flow of capacity and thus slows,
or even stops, flow in its tracks’. The capacity thieves that we deal with most often are:
- Material
- People
- Breakdowns
- Set-ups
- Defects
In order to address these capacity thieves we at I & J Munn have been
active in integrating the key tools and techniques of Lean with TOC techniques:
Material is dealt with dealt with through the application of the
Drum – Buffer – Rope approach contained within the TOC
Operations methodology.
People - issues related to People are dealt with through the application
of Buffer Management and changes to the measurement systems, removing efficiency measures and replacing
them with measures that determine flow and the effectiveness of the flow management system to the
bottom-line.
Breakdowns are addressed by Total Productive
Maintenance (TPM) - or Production Led Maintenance. This is where we focus on the equipment
used throughout the company in order to ensure that it remains capable of doing the work it was
originally purchased to do. Maintenance is a necessary condition for ensuring that schedules are not
disrupted by breakdowns or having to run the machine slower than the specification etc. Where the
machine is a constraint this has considerable implications for the flow, and the ability of the system
to make money.
The six big losses addressed through this approach are:
- Breakdowns
- Set-Up and Adjustments (see SMED below)
- Idling and minor stoppages
- Reduced Speed Losses
- Start-up Losses
- Quality Defects (see Kaizen and DMAIC below)
We run a programme for the implementation of TPM which over five days comprises some in-company
training for key staff and the development of simple spreadsheet-based tools to track what is happening
out on the shop floor and how that relates to the two key measures used within maintenance – Mean Time
Between Failure (MTBF) and Mean Time To Repair (MTTR).
We have used this approach in a number of companies with great success, bringing control to an area
that is usually given little or no priority and focus by senior management. We work with the
maintenance team, helping them to develop more robust procedures for all aspects of maintenance, from
daily checks through to the main service overhauls. We work with the scheduling team to make sure that
the time for maintenance is properly set aside.
The data capture system we provide comprises maintenance records on a daily, weekly and monthly basis,
defect reporting on the machine (this links with our Kaizen and DMAIC activity), and 5S activity
(see below). Weekly incident reports reference breakdowns etc.
Set-Ups are addressed by Set-Up Reduction (SMED)
The importance of set-up reduction cannot be underestimated. In many types of organisations we see the
ability to move from one product line to another constrained by two factors: firstly, having to work
according to a ‘large batch’ system and secondly, having to maintain high levels of efficiency on each
machine. Both of these aspects lead to considerable waste within the system. Through a simple
understanding of “internal set-up time” and “external set-up time” and the use of video to capture the
actual set-up it is possible to reduce the time taken to move from product line A to product line B.
Our programme of set-up reduction focuses on working with the setters and the operators in order to
fully understand the change-over procedure and to then produce a quicker and more robust set-up
procedure.
Defects are addressed by Quality Improvement
(Kaizen, DMAIC and Deming)
Defects are the bane of almost all environments, not just manufacturing. Considerable investment is
made each year to try to gain control over working environments that are deemed to be statistically out
of control. The rise of techniques such as 6 Sigma is testament to this need to produce zero defects.
However, tools and techniques such as Six Sigma are not enough - they need to be integrated into an
organisational culture and process.
Kaizen
Of the techniques contained within the umbrella of Kaizen we have found the following to be
the most useful when trying to understand and improve the performance of any system:
- The 3-MU checklist, comprising Muda (waste) Muri (strain) and Mura (discrepancy)
- The 4M checklist, comprising Man, Machine, Material, Method
- The 5 Whys – asking the question “Why?” five times with respect to something is a powerful tool for
delving behind assumptions and developing greater clarity.
Other aspects of Kaizen are detailed below.
Statistical Tools
Within any quality environment it is necessary to use statistical tools. Via
our programme of Quality Management courses we teach people how to use the following tools: Pareto,
Cause and Effect, Histograms, Control Charts, Scatter Diagrams, Graphs and Check-sheets.
DMAIC
This is the key process contained within the Six Sigma approach. It comprises five steps: Define,
Measure, Analyse, Improve and Control.
Our programme works through the DMAIC process, using a variety of techniques at each stage to ensure
that the issues defined as problems are dealt with once and for all. There is a very clear link
between our training in DMAIC and the Deming approach which is described below.
Deming
The Deming approach is primarily the four key steps of Plan – Do – Check – Action. We have developed
that approach as can be seen from the diagram below.
Our training programme develops the skills and knowledge necessary to address issues related to quality
and defects and thus improve flow, reduce costs and increase profitability.
5S
This is a technique used to establish and maintain a quality environment in any type of organisation.
It should be used to improve not just the physical environment but the thinking processes as well.
It comprises five key areas:
- Structure
- Systemise
- Sanitise
- Standardise
- Self-Discipline
We present a five day training programme, in-company, where we spend two days working with the
internal 5S team. In that time we develop their skills in the understanding and implementation of 5S
throughout the whole of the organisation. We have developed simple spreadsheet tools to assist with
the implementation which can then be used by the team to maintain progress and the transfer the
technique to other parts of the organisation. The remainder of the time is spent working directly
with the 5S teams, developing their skills and application of the approach in each area of the
company - shop floor, offices etc. We help them to develop a measurement system which can be used
in all departments to monitor progress towards a clean and effective working environment.
If you would like further information or wish to arrange a bespoke course for
your business, please contact us by telephone or e-mail:
TEL: 01664 502860
E-MAIL: dianej@constraintmanagement.co.uk
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