MPC Industries Process Owner Forum- Kaizen Process

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MPC IndustriesProcess Owner Forum- Kaizen
Process

• October 15, 2012
• Jose Chavez Jr,
• Quality Technical Services Engineer

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MPC Company Overview

• About MPC Industries
• Flat sheet polishing
• Formed Parts polishing
• Grinding, Sheet Plate
• Backed by over 50 years experience and unique
  combination of resources.
• Time proven competitive advantages, 50,000 Sq.
  Ft. facility in Irvine, California
• Strategic partner in support of customer
  strategic and supply chain goals.

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MPC

• Flat Sheet Polishing Formed Parts
  Sheet/Plate Grinding

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Customers
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3.1.1 Kaizen Process
The purpose of the Kaizen Process is to
accelerate and create breakthroughs in work-area
process performance.
KAIZEN PROCESS
PPT report
Preparation
Event
Setup
Post Event
Feedback
Project Charter Kaizen Leader collects (CS)
data from work area related to upcoming Kaizen
event Kaizen Leader confirms objectives with
Process Owner and Champion Resources are
approved by Champion Kaizen event schedule is
set with specific daily action plans
Value Stream Maps Upper Management Report
Out Annual Improvement Plan Kaizen Team
Leader Kaizen Objectives set and linked to
Annual Improvement Plan (Measures that Matter)
Conduct training (VSM, 7 Waste, Lean, PDCA
Process) Look See Assign action plans Pilot
run if applicable Create new standard work and
training Prepare report out Present results
Manage event follow-up (30-60-90 Day)
Collect feedback and improve process Kaizen
Project Closure Report Out
Areas Addressed
3.1.1 Kaizen Process How does your organization
set and review priorities for Kaizen events? How
is recognition for team members provided and who
is involved? How are lessons learned shared with
others who can benefit? How are process
improvements documented and deployed to others
using the same or similar processes? How are
internal Kaizen leaders developed and deployed?
How are goals set for Kaizen leadership and how
is progress monitored?
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What is Driving the MPC Shopfloor?

• What gets measured, gets done
• The highest Quality (Measured by Customer)
• The shortest Lead-Time (Measured in Hours)
• The lowest Cost (Measured in Profit)

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Review Setting Priorities

• Driving Forces ?Strategic Plan ? Departmental
  Goals ? Measures that Matter ( SEA Measures) ?
  Departmental Business Plans ? KAIZENS
• Team Leader ? Teamwork ? Output

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Project Charter

• Allocates Resources
• Sets Milestones, Planned Achievements

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Team Member Involvement

• Cross Functional Team
• Process Owners
• Departmental Managers
• Volunteers
• Kaizen Facilitator
• Outsider

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Value Stream Map - Analysis

• Review VSM already completed
• Ask the Key Questions
• Review notes from process walk while developing
  current state map
• Review Spaghetti Diagram Brainstorm issues
• Review 5 Whys 7 Wastes
• Identify opportunities to create flow
• Prioritize opportunities
• Apply Lightning Bursts to Map to highlight
  specific improvement ideas

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Current State
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Objective

• Improve
• Measures that Matter
• Identify Reduce the 7 Wastes
• Non Value Added Activity
• Realize the Annual Improvement Plan

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Future State
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Prioritized Kaizens

• Contribution
• Kaizen Team Members
• Employees
• Managers
• Prioritized
• Impact Potential Saving/ Gains
• Area Affected
• Facilitates Commitment
• RR

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Kaizen Closure

• Review Feedback
• Identify even further Improvement Opportunities
• Closes out the PDCA

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Process Owner Leadership Kaizen Team Leadership

• Responsible for Department Dashboard Measures
  (MTM)
• 6S Audit Scores
• Manpower
• Implementing Kaizens
• Meeting Departmental Goals

Process Owner Assessment Criteria

• Accountable, Determined, Innovative,
• Customer Focused, Positive Thinking, Smart,
• Willing to Communicate, Deals Well with Stress,
• Works at fast pace, English Communication Skills,
• Computer Skills, Leadership Experience.

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Flat Sheet Polish- Sustain

• Our Process Owners monitor/improve measures that
  have true value
• Sq. Ft. polished per hour (we want to continue
  trend up)
• Labor hours per 100 Sq. Ft. (we want to continue
  trend down)

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Formed Parts Polish- Sustain

• Standardized work time for each individual part
• Targets for qualifying/ prequalifying operators
• Reducing output variation and overtime
• Rearranging Workflow for one piece flow
• Work Items at Point of Use

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Grinding- Sustain

• Measures That Matter
• Cubic inches removed per hour
• Daily tracking of Change Over Time

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Lessons Learned

• Improvement Opportunities are everywhere
• Involvement Builds Commitment
• Kaizens are more effective driven from the ground
  up, supported by management
• Dont disregard even the smallest improvement
  there is value.
• Not all Kaizens have to be documented.

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World Class Quality

• ISO 9001 and AS9100
• Certification
• The pursuit of world class
• management procedures and business practices

Lean Enterprise System Continuous Improvement
The pursuit of the Highest Quality, Lowest cost
and Shortest Lead-Time