VS6-05 Lean Management at Andersen Corp
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Lean Management System. Presentation by Didier Rabino
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VS6-05 Lean Management at Andersen Corp
- 1. Didier Rabino, Plant Manager Kolleen Schneider, Supply Chain Manager VS6-05: Lean Management System at Andersen Corporation
- 3. 1 - Andersen Corporation
- 5. The Andersen Enterprise 2009 Manufacturing Locations
- 6. Menomonie, WI Menomonie, WI One plant, Two products A-Series: Architectural Product 200 Series: Traditional Product
- 7. History of Lean at Andersen
- 9. AMS Concepts & Tools
- 10. 2 - Running the Business with Tier Management System See as a team Learn as a team Act as a team
- 11. Tier Management Structure Tier 3 Tier 4 Tier 2 Tier 1 Team leaders and associates Supervisors, TL and support group Managers and direct team members Plant management staff Supportive Leadership
- 12. Tier 1: Stand-up Meeting Daily team meeting held to provide a status update to the team members and to discuss the previous day’s issues.
- 13. Tier 1: Plan vs. Actual Board Hour by hour tracking of actual production numbers and the immediate notation of any obstacles that impeded reaching the planned output.
- 14. Tier 1: Run Chart The compilation of the daily data for a period of time allowing for a visual reference to one-time issues and reoccurring problems.
- 16. The CI Board offers the associate a quick and easy way to document ideas to improve their work areas. Tier 1: The CI Board Improvement Idea
- 17. Tier 1 - Example PVA Board CI Board (PDCA) Run Chart Std up Meeting Leader Std Work
- 19. Tier 2: SQDCM Visual Controls Run Chart Data Top 3 Issues
- 20. Tier 2: Accountability Board The accountability board is the place where teams meet to report progress. Team members are held accountable for these daily tasks. Accountability: Task or Project Completion
- 27. 3 - Improving the Business with A3 Thinking & Policy Deployment
- 28. Policy Deployment P Reflection of Previous Year Yearly Review A3 Strategy for SQDCM Review Bowling Chart Review Project A3 D C A Monthly Weekly Monthly
- 34. Putting Everything Together Project A3 Project A3 Project A3 Review Projects Review Projects Review Projects Reflection Plant Strategy Reflection Safety Strategy Reflection Quality Strategy Reflection Delivery Strategy Reflection Cost Strategy Reflection Morale Strategy Review Results Review Results Review Results Review Results Review Results TIER 4 Org Chart Meetings & Board Guidelines Four Rules of AMS SAFETY QUALITY DELIVERY COST << AREA NAME>> A3 BOARD Strategy A3 MORALE Go See MORALE OWNER: ******* Go See COST OWNER: ****** Go See DELIVERY OWNER ******** Go See QUALITY OWNER: ******* Go See SAFETY OWNER: ****** DASH BOARD DASH BOARD DASH BOARD DASH BOARD DASH BOARD Deployment Leader Strategy A3 Strategy A3 Strategy A3 Strategy A3 Deployment Leader Deployment Leader Deployment Leader Deployment Leader Plant Strategy A3
Notes de l'éditeur
- During the daily stand-up meeting the information from the PvA board and the run-chart is presented to the team members. The employees discuss the problems encountered during the shift. One of the objectives of the stand-up meeting is to spark some ideas from the operators while the process issues are still fresh in everybody’s mind. For this reason, some of our teams have decided to do their shift review at the end of the shift while everybody remembers what just happened.
- &quot;No problem is a problem.” The intent of the PvA board is to identify when and where in the process, problems occur. When the hourly goal is not met, the PvA Board provides the reasons. We want to collect meaningful information that will help us later in data analysis and problem solving. Data must speak. Deming said “In God we trust, everybody else must bring data.” The PVA board brings the data to prioritize our continuous improvement activity.
- At the end of each shift, the information from the PvA board is manually consolidated in the Run Chart. The process is very simple: it takes an employee from the process, a pencil and a couple of minutes. The top of the chart indicates the performance of the process. That could be the number of man hours per units, first time through, or any other indicator the team decides to track. The lower part of the chart provides the details of the variance or abnormalities. That could be minutes lost at each work station. It could also be the number of products rejected or repaired at each work station. With the run chart, every employee in the plant can see the process performance and the issues associated to each day or shift. They also see the one time issues, the recurring problems and the trends. The employees can also see if the initiatives taken to minimize a specific process abnormality is starting to be effective. It is a very simple, specific and effective tool.
- Our standard process improvement technique is the classic PDCA. My biggest Lean objective is for every employee to become an expert at PDCA. We want to to have 11,000 problem solvers at Andersen. Before solving a problem or improving a standard, we need to start by grasping the situation. We need to have a deep understanding of what is happening. This is why the operators are in the best position to improve processes. When we deeply understand the situation we start developing some ideas with expected results. [PLAN] Then we experiment the idea and measure the results. [DO] We check the gap between the expected and actual results. [CHECK] Based on what we learned from the experiment, we make the decision to adopt the change and modify the standard, to conduct another experiment or to abandon the idea. [ACT]
- The PDCA method is baked into our Continuous Improvement Board. Here is how this works. When an employee has an improvement idea, he or she documents it on a card. On the Continuous Improvement card, the employee provides the plan: the current situation, the problem, the idea, and the expected results. The card is then placed in the idea box. Once a day, the leader of the area reviews the cards. If the leader accepts to try the idea, the card is placed on the “quick and easy” section of the board. If the idea is not accepted, the leader writes the reason on the back of the card and gets back with the employee. The “To Do” column has enough space for five cards. When a spot is available, the team members decide which idea to move to the “To Do” column. When the “Doing” column has available space, the card is moved to the “Doing” column and an employee is assigned to lead the experiment. After the experimentation, the result is documented and checked against the expected result. If the result is positive, the idea is implemented and moved to the “Done” column. Each implemented idea is worth two dollars. The reward is banked until the team decides to celebrate by buying lunch or company store items.
- At times, a process improvement requires a member of the support group to help. The supervisor, team leader, maintenance, fulfillment, or engineering need to assist the employee to run the experiment or implement the new standard. This type of task is noted on a post-it note. The post-it is placed on the accountability board according to the person in charge and the expected completion date. The tasks are reviewed daily. During this daily review, the post-its receive a green dot or a red dot depending on whether or not they are completed on time. One of the rules of the accountability board is that post-its cannot be moved. If one post-it receives a red dot, the team needs to work together to turn it green.