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quality 101
1. PLS Six Sigma Orientation Parker Confidential 1the way we things
Lean and Quality Overview
Robert Thompson
2. PLS Six Sigma Orientation Parker Confidential 2the way we things
Lean and Quality
Objectives
Brief overview of some fundamentals behind lean
and quality (8)
Not an exhaustive list
Doesn't go into the detail
My opinions, you may disagree?
3. PLS Six Sigma Orientation Parker Confidential 3the way we things
Lean and quality are long-term
philosophies
Top managers and middle managers must be bold enough to delegate as much
authority as possible. It is a management system in which all employees participate,
from the top down and from the bottom up …
Ishikawa, K. 1985. What is Total Quality Control?: The Japanese Way
With hoshin kanri... the daily crush of events and quarterly bottom-line pressures do
not take precedence over strategic plans, rather, these short-term activities are
determined and managed by the plans themselves …
Akao, Yoji, ed (Jap: 1988, Eng: 1991) Hoshin Kanri, policy deployment for successful TQM
4. PLS Six Sigma Orientation Parker Confidential 4the way we things
•Selection
•Common Goals
•Cross-Training
Fastest to Mark et ,
Highest Qualit y, Low est Cost
through Short ening t he Value Stream
Just-in-Time
Jidoka
Empow ered Employees
Lean Fundam entals
Tracking Centers &
Strategy Deployment
Orientation Training
Day by Hour Tracking
5S + Safety
Automatic
Stops
Standard Work/
Management Audits
Total Productive Maintenance
Value Stream Mapping
Quick
Changeover
Pull Systems
Continuous
Flow (Site,
Cell)
Six Sigma
Quality
Control
Andon
Leveled Production
Takt Time
Planning
Integrated
Logistics
•Team
Improvement
Process
•Kaizen
•5 Why’s
•Eyes for Waste
•Problem Solving
Continuous Improvement
Error
Proofing
Plan For Every Part
Visual Controls
•Selection
•Common Goals
•Cross-Training
Fastest to Mark et ,
Highest Qualit y, Low est Cost
through Short ening t he Value Stream
Just-in-Time
Jidoka
Empow ered Employees
Lean Fundam entals
Tracking Centers &
Strategy Deployment
Orientation Training
Day by Hour Tracking
5S + Safety
Automatic
Stops
Standard Work/
Management Audits
Total Productive Maintenance
Value Stream Mapping
Quick
Changeover
Pull Systems
Continuous
Flow (Site,
Cell)
Six Sigma
Quality
Control
Andon
Leveled Production
Takt Time
Planning
Integrated
Logistics
•Team
Improvement
Process
•Kaizen
•5 Why’s
•Eyes for Waste
•Problem Solving
Continuous Improvement
Error
Proofing
Plan For Every Part
Visual Controls
Parker Lean System
1. Identify value through the customer’s
eyes
2. Define the value stream
3. Flow
4. Pull
5. Perfection Womack James P., Jones Daniel T. (2003), Lean Thinking: Banish Waste and Create Wealth in Your Corporation
5. PLS Six Sigma Orientation Parker Confidential 5the way we things
Pull
6. PLS Six Sigma Orientation Parker Confidential 6the way we things
Quality systems are important but
don’t guarantee quality
7. PLS Six Sigma Orientation Parker Confidential 7the way we things
Quality systems are important but
don’t guarantee quality
8. PLS Six Sigma Orientation Parker Confidential 8the way we things
Everything is a process
Deming, W. Edwards (1986). Out of the Crisis
A system must be managed. It will not manage
itself. A bad system will beat a good person
every time.
Deming, W. Edwards. 1993. The New Economics for Industry
94 percent of the variation in any system is
attributable to the system, not to the people
working in the system
Deming, W. Edwards. 1993. The New Economics for Industry
9. PLS Six Sigma Orientation Parker Confidential 9the way we things
Every process has variation
If I had to reduce my message for
management to just a few words, I’d say it all
had to do with reducing variation.
Deming
10. PLS Six Sigma Orientation Parker Confidential 10the way we things
Identifying and controlling variation
requires a coordinated team effort
11. PLS Six Sigma Orientation Parker Confidential 11the way we things
Improvement requires change
Improvement usually means doing something
that we have never done before.
- Shigeo Shingo
12. PLS Six Sigma Orientation Parker Confidential 12the way we things
Resistant Doesn’t Get In Way Driving Change
WillGetOnBoard
Early
Adopters
MustBe
Shown/Convinced
Will
Resist
AssistsInSetting
DirectionAnd
MakingItHappen
ChangeAgents
SelfSelectors
Improvement requires change
Spectrum of Involvement in Change
13. PLS Six Sigma Orientation Parker Confidential 13the way we things
Problems are opportunities
Treat problems as opportunities for improvement
rather than opportunities to assign blame
Problems must be treated as "system" failures rather
than people failures
All employees must be empowered to identify and
solve problems
14. PLS Six Sigma Orientation Parker Confidential 14the way we things
Problems are opportunities
… every issue an organisation faces should be captured on
a single sheet of paper. This enables everyone touching the
issue to see it through the same lens
Shook, J 2009, Managing to Learn
15. PLS Six Sigma Orientation Parker Confidential 15the way we things
Continuous improvement is endless
A P
C D
A S
C D
Improvement
Time
Kaizen
A S
C D
A S
C D
A P
C D
Kaizen
1. Masaaki Imai, Gemba Kaizen (New York: McGraw-Hill, 1997)
It is not necessary to change. Survival is not
mandatory
Deming
16. PLS Six Sigma Orientation Parker Confidential 16the way we things
Thank you for listening
Notes de l'éditeur
:: Thanks for taking the time
:: Difficult to boil lean and quality down to 15 mins
Deming called this: “Consistency of Purpose”
Not short-term initiatives or a set of tools
Senior Management -
:: start with the goal of generating value from the customer
:: create a shared sense of purpose
:: managers should be aware of the shadows they cast (explain)
started to use Strategy Deployment (Hoshin Planning) at Parker
KEY x 2
Explain matrix
WHAT DOES A LEAN SYSTEM LOOK LIKE?
PLS similar to Toyota Production System or Thinking Production System
In summary:
KEY
In, Lean Thinking 5 key principles of this system are identified.
1 / Identify value through the customer’s eyes
define value in terms of:
:: specific products with
:: specific capabilities offered at
:: specific prices through a dialogue with
:: specific customers.
Providing the wrong good or service the right way is waste.
:: QFD / WINMAP / WINVALUE
2 / Define the Value Stream
The value stream is the set of all the specific actions required to bring a specific product through:
:: concept to design to engineering to launch,
:: order-taking through detailed scheduling to delivery
:: raw materials to finished product into the customers’ hands
3 / Flow
Flow value to the customer at the rate of customer demand, without waste in all of its forms.
When we cannot flow, we Pull.
EXAMPLE OF PULL
Why is a vending machine a good example of a pull system?
the customer pulls product from the vending machine:
:: the exact item
:: quantity wanted
:: and at the time it is needed
:: Then, the supplier replenishes only the items that need to be replaced.
Talk about 5 / Perfection later.
NEXT, QUALITY SYSTEMS
++++++++++++++++++++++++
Imbalanced work cycle times
Intermittent work stoppages: lack of parts
Slow change-overs
Implemented many quality systems:
:: 9001
:: 13485
Also, 14001, 18001
Example:
Manage quality at 3 UK plants and support to Oxnard
Sheffield
The model itself is sound: <<run through 9001 model>>
Cover processes in more detail later
I SEE QUALITY SYSTEMS LIKE THIS ….
“wedge” that …
:: holds the EVOLUTIONARY gains achieved along the quality journey
:: prevents good practices from slipping
Example:
Customer audits at Birtley
Diagram from Deming
KEY x 2
Management are responsible for developing stable, capable processes
Gives
:: repeatable work, reliable equipment, minimal quality issues
- 5S (identify big wastes) and
- standard work
:: identify the basic work steps,
:: record the time for each step,
:: draw a picture of the work area and operators flow
Foundation for value added flow
DEVELOPING STABLE, CAPABLE PROCESSES IS NOT EASY … WHY?
Demings Red Bead Training Activity:
:: Illustrates Operators are at the mercy of a process that is not capable, but are expected by their management to produce good parts.
- Variation is any deviation from target.
- Too much variation causes poor quality!
KEY
Variation exists in all of these categories
KEY
There are two types of variation: - Common Causes - Special Causes
Our job is to seek out and find variation (SPC)
:: then eliminate it :: reduce, or :: control it.
As stability and capability is a pre-requisite for creating flow
HOW? ….
One person does not have all the answers
The people working on the process each day are the experts
Example:
:: What I done when I first became a manager (monkeys)
:: Move towards coaching, forced: team size
Example:
HPWT
:: Set team guidelines: expected behaviours and standards
:: Charter: Why we exist
:: Barriers which exist stop us from achieving the Charter
:: Empower the team to remove the barriers
:: Define boundary conditions
- multi-skilling
+++++++++++++++++++++++++++
Break down the job - Present the operation
- what to do, - how to do, - why you have to do it
Try under supervision - Ongoing support
KEY
CONSIDER THE STAKEHOLDERS INVOLVED IN THE CHANGE ….
+++++++++++++++++++++++++++
Increase urgency - inspire people to move, make objectives real and relevant.
Build the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels.
Get the vision right - get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency.
Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make technology work for you rather than against.
Empower action - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognise progress and achievements.
Create short-term wins - Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones.
Don't let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones.
Make change stick - Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.
LHS – CAVEmen
Citizens, Against, Virtually, Everything
:: 80 / 20 rule – 80% of your time is spent on 20% of the people involved
Example:
Parker change loop - explain
:: Begin with the end in mind
:: Active dissatisfaction
:: WDGLL
:: Future state
CHANGE OFTEN IS REACTIVE ….
KEY
Treat problems as opportunities for improvement rather than opportunities to assign blame
:: When a problem occurs, the first thing people want to know is "who did it?“
:: Operator error = root cause, re-training
:: Problem occurs again
KEY
Problems must be treated as "system" failures rather than people failures.
:: Earlier slide (94%) – people are at the mercy of the system or process
KEY
All employees must be empowered to identify and solve problems.
:: Earlier slide – coordinated team effort
:: process which people can identify
:: solve or elevate problems to be addressed.
IN PARKER WE USE THE A3 PROCESS …..
CAPA processes form part of the quality system
Sometimes too constraining when looking at themes
Intimidating for Operators
KEY
:: Explain A3
If you can explain the issue on 1 sheet of A3, you truly understand the problem
KEY
FINALLY
Mentioned earlier 5th point from “LEAN THINKING”
This is the concept that defines CI as a journey, not a destination.
CI is a process that is repeated continuously.
As one level is achieved, the next opportunities for CI reveal themselves.
Changes can be evolutionary (like the quality system wedge) or ….
KEY
Revolutionary or step-changes
KEY MESSAGE
:: continuously pursue perfection.
:: don’t become complacent
Leave the last word to Deming ,,,,
KEY
