Rapid Improvement Events

1
Rapid Improvement Events

• Converting Philosophy to Action
• Original slides by Doug Fingles - MERC

2
Lean Review

• 5 Principles
• Value
• Value Stream
• Flow
• Pull
• Perfection
• Tools
• Value Stream Analysis
• 6S
• Cells
• Standard Work
• Rapid Improvement Events

• 8 Wastes
• Injuries
• Defects
• Inventory
• Overproduction
• Waiting time
• Motion
• Transportation
• Processing

3
Definition

• A dedicated group spending 3 to 5 days improving
  a focused area or process that is usually tied to
  a Value Stream Analysis.

4
Rapid Improvement Events

• A seven week cycle of preparation, action, and
  follow-up to improve one area or fix a problem
• People work leaders, mechanics, workers,
  supervisor, and a Lean Change Agent
• Led by the supervisor or work leader
• Guided by the Lean Change Agent

5
7 week Cycle

• 3 Weeks out
• Pick the team
• Measurements
• Deliverables
• 2 Weeks out
• Get workcenter history
• Communicate
• Plan
• 1 Week out
• Define boundaries
• Communicate
• Review

6
7 Week Cycle

• Week of the Event
• Day 1
• Current conditions
• Day 2
• Make the changes
• Day 3
• Run the new process
• Day 4
• Create Standard Work
• Day 5
• Outbrief

7
7 Week Cycle

• 1st Week After
• All or nothingbe relentless on Standard Work,
  6S, Inventory, etc.
• See and fix problems
• 2nd Week After
• Keep up Standard Work, 6S, Inventory
• See and fix problems
• 3rd Week After
• Shift to sustainment, make the new the standard
  practice
• Continue to see and fix problems

8
Projector Screen Co.

• Makes pull-down projector screens
• Small business, less than 10 people
• One shop, original owner
• Best product/cheapest
• We made the big time!
• Orders are up
• Coming in faster than can produce
• Customers are unhappy at delay(s)

9
Preparation

• Previous Weeks
• 3 Weeks
• History
• Select team
• 2 Weeks
• Communicate
• Productivity numbers
• Determine targets
• 1 Week
• Train
• Communicate

• Results
• Takt Time (pace, or timing)
• Team in place
• Place for Event
• Team Trained
• Productivity numbers are known (output, quality,
  delivery)

10
Preparation

• Previous 3 weeks
• Historysmall business growing rapidly,
  experiencing long lead times and customers
  wanting quicker delivery
• You are our teamhandpicked from the floor,
  supervision and a Lean Change Agent
• Weve communicated our need for change
• We have our productivity numbers
• Targets Produce 135 per day, maintain quality,
  and find space for new products

11
Day One Tasks

• Build a Spaghetti Diagram
• See the flow of people and parts
• Build a Bar Chart
• Show the workload per person/station
• Time the operations
• From when a part is started to finish
• Individual stations
• Measure
• Output
• Floor space

12
Define the Boundaries

• What process(es) will you map?
• What can we not screw up?
• Inputs
• Outputs
• Who are the customers
• For the product
• For the process
• Top 2 or 3 measurements

13
Layout
Screen Cutting Area
Tube Cutting Area
Assembly Area
Test
Storage Room -Tubing -Screen -Hardware -End Caps
Pack Ship
14
Spaghetti Diagram
Screen Cutting Area
Tube Cutting Area
Assembly Area
Test
Storage Room -Tubing -Screen -Hardware -End Caps
Pack Ship
Spaghetti Diagram for one person, one screen
15
Spaghetti Diagram
Screen Cutting Area
Tube Cutting Area
Assembly Area
Test
Storage Room -Tubing -Screen -Hardware -End Caps
Pack Ship
Spaghetti Diagram for Three people, three screens
16
Bar Chart
17
The Numbers

• Takt Time Time Avail/Customer Demand
• 8 hr shift 20 min for breaks, 10 min 6S, 5 min
  TPM 445 min
• Demand 135 screens per day
• 445/135 3.3 min per screen
• Process time 18 min per screen, or 25 per day
  (445/18)
• 3 Workers produce 75 screens per shift, or 60
  below demand
• 3.5 hours overtime 36 screens, still 24 shy of
  daily demand
• 24X5 days 120, or a full Saturday and half of
  Sunday to fill all the orders

18
Day Two Tasks

• Eliminate the waste found on Day 1
• What waste(s)?
• Create a cell or make changes to the cell
• What would it look like?
• Tools
• Paper dolls
• Cardboard cut outs of stations
• Simulations
• Bar Chart
• Spaghetti Diagram
• Run the new setup at least once
• Create basic Production Control Board

19
Setup Cells
Small Screen
Large Screen
Med Screen
Tubes
Tube
Tube
Assy/T/Pack
A/T/Pack
Assy/Test/Pack
Storage Area
Ship
Cell Setup Spaghetti Diagram, 3 people, 3 screens
20
Production Control Board
A.M.
P.M.
Plan Actual Plan Actual Problems/comments
Cell

23
22
Small
22
Medium
22
22
Large
22
67
66
21
The New Numbers

• Takt Time Time Avail/Customer Demand
• 8 hr shift 20 min for breaks, 10 min 6S, 5 min
  TPM 445 min
• Demand 135 screens per day
• 445/135 3.3 min per screen
• Manual Cycle Time 10 min per screen, or 44.5
  per day (445/10)
• 3 Workers can produce 133 screens per shift, or 2
  below demand
• 20 min overtime 2 screens

22
Day Three

• Compare new measures against targets
• Run the cell
• Be prepared for problems
• Have someone assigned to each worker
• Watch for Flow
• Are any parts moving backwards or sideways?
• Are tasks and positions for workers helping flow?
• Is there a Pull system in the cell?
• Corral the extra inventory-lock it up

23
RIE Screen Projectors

• Compare measurements against the targets
• Stay with the Cell, look for
• Standard WIP, Standard Work sequence
• Review Production Control Board
• Tools
• Build/use Standard Work Combination Sheet
• Takt time
• New Spaghetti Diagram
• Bar Chart

24
Day Five

• Outbrief
• Recognize Team Members
• Use visuals/tours to show progress
• Begin the follow up actions

25
Follow Up

• 1st Week After
• All or Nothing
• Supervisor monitor cell on hourly basis
• Use Production Control Board
• Keep excess inventory locked up
• Solve problems
• Supervisor/Leaders take responsibility

• 2nd Week After
• Dont Relax
• Use Production Control Board
• Focus on Standard Work
• Supervisor/Leaders solve problems
• 3rd Week After
• Sustain
• Use Production Control Board
• Use Standard Work
• Supervisor/Leaders solve problems

26
C-5 Pylon Spaghetti Diagram
1-Input 2-Clean 3-Sand 4-NDI 5-Repair 6-Paint
Prep 7-Paint 8-Delivery
4
3
5
2,6
7
1,8
27
C-5 Pylon New Spaghetti Diagram
1-Input 2-Clean 3-NDI 4-Sand Repair 5-Paint
Prep 6-Paint
NDI
Bldg 323
3
Bldg 181
2,5
6
4
1
Bldg 169
Bldg 180
Repair
Depaint Prepaint
F/Line
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C-5 Pylon shop
T B
T B
T B
T B
T B
T B
T B
T B
T B
T B
T B
T B
T B
T B
T B
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C-5 Pylon Shop 6Sd
T B
T B
T B
T B
T B
T B
30
Review

• One Lean tool in the toolbox
• Preparation is the key
• Know the numbers
• Set realistic goals
• Communicate
• Use Production Control Board for status, feedback
• Hints for successful RIEs
• Eat the Elephant in Small Bites
• Think Apollo 13

31
Acknowledgements

• Lean Thinking by James Womack and Daniel Jones
• Toyota Production System by Taiichi Ohno
• Simpler Business System, www.simpler.com