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Lean Lessons Learned
at Tobyhanna Army Depot
ISO 9001:2000/14001:2004 Facility
Shingo Award Winner
Lean Lessons Learned
at Tobyhanna Army Depot
“The Good, The Bad, and The ‘What The Heck Were We Thinking’”
✔ Desired Outcomes:
● Participants leave here with one or two ideas worth trying
● Participants leave here able to avoid mistakes we’ve already
made.
ISO 9001:2000/14001:2004 Facility
Shingo Award Winner
Lean Lessons Learned
at Tobyhanna Army Depot
✔ Disclaimers:
● We are less than perfect
● We’ll address our warts -- this isn’t a marketing pitch
● I’m sure we could learn from each of you
● We’re getting better
● We’re building on foundation built by others
ISO 9001:2000/14001:2004 Facility
Shingo Award Winner
Lean Six Sigma
at Tobyhanna Army Depot
✔ Directorate of Productivity Improvement and Innovation
● Established Oct 03
Value
Engineerin
g Program
● 142 personnel
● Total Approach to Continuous Process Improvement
● Lean Six Sigma (3 divisions)
● Quality (2 divisions)
● Industrial Modernization
6S
ISO
Certificatio
n
ISO 9001:2000/14001:2004 Facility
Shingo Award Winner
Army
Suggestio
n Program
Lean Six Sigma
at Tobyhanna Army Depot
✔ Employee Participation
● FY06: 702
● FY07 YTD: 482
● FY07 Year End Projection: 738
● Total Since Inception: 2,175 (64%)
✔ Lean Events
● FY06: 179
● FY07 YTD: 124
● FY07 Year End Projection: 199
● Total Since Inception: 575
✔ Savings / Avoidance
● FY06: $16.9M
● FY07 YTD: $14.0M
● FY07 Year End Projection: $18.6M
● Total Since Inception: $61.0M
ISO 9001:2000/14001:2004 Facility
Shingo Award Winner
1 Master
Black Belt, 8
Black Belts,
79 Green
Belts
Audited
by
TYAD
IRAC
Sep 06
Lean Six Sigma
at Tobyhanna Army Depot
✔ 2006 Shingo Prize (Bronze) for AN/TPS-75 Radar
System
✔ 2007 Shingo Nominee: AN/TPQ-36 Firefinder
Antenna Transceiver Group
ISO 9001:2000/14001:2004 Facility
Shingo Award Winner
Successful Lessons Learned
“What’s worked for us.”
✔ Bring all related functions together
● LSS, 6S, ISO, Six Sigma, Quality, Process Engineering, Suggestion
Program
● Creates synergy (cliché, but true)
✔ Cast a wide net
● Process Improvement Specialists in production directorates
● Managers and employees listen more to “their guys”
● Sometimes messy, but more effective
✔ Establish formal and informal networks
● LSS Starpoints
● LSS Starpoint Bulletins
● Identify and recognize informal leaders
● Share articles, success stories, problems, questions
✔ Anchor LSS to the existing culture
● Combine LSS with ISO audits, safety inspections, length of
service, and CO’s Awards Walk Arounds
● Sustainment Managers
Credit: John Kotter, Leading Change
ISO 9001:2000/14001:2004 Facility
Shingo Award Winner
Successful Lessons Learned
“What’s worked for us.”
✔ Stock a million carrots and a handful of sticks
● Certificates, photos, handshakes, e-mails, lanyards, coins,
newspaper articles, meeting “recognition”, coffee and doughnuts
● Lean model cells
● NSPS objectives
● A picture is worth a thousand e-mails
● Punishment????
✔ Use Shingo to drive improvement
● Great to win
● Simply competing = improvement
– Mock evaluations
– 3rd party KITA
– “This is really serious stuff!”
● Lots of competitors in future
✔ Win them over early
● New Employee Orientation
● New Supervisor Training
● Formal training and Lean Keyword Cards
ISO 9001:2000/14001:2004 Facility
Shingo Award Winner
Successful Lessons Learned
“What’s worked for us.”
✔ Have a meaningful strategic focus
● CO and Deputy CO
● Supply chain
● Industrial support shops
● Non-traditional, but critical to all
✔ Straight talk
● FAQs and Pass Ups
● “What’s the Union think about all this?”
● “Why did Lean make me throw away a part?”
● “You’re just going to cut my hours.”
● “This is embarrassing.”
✔ Take your own medicine
● RIE on our own processes
● Standard work for PII
● 6S for PII
ISO 9001:2000/14001:2004 Facility
Shingo Award Winner
Painful Lessons Learned
“What hasn’t worked for us.”
✔ Muscling changes through
✔ Rigid standardization
✔ Running before crawling, e.g., high tech Production Control
Board
✔ Thinking you don’t need (some) outside consultancy
✔ Focusing on “event week” versus 7 week cycle
✔ Mixed messages “constant sustainment” versus “clean up for
CG”
✔ Facilitators stronger than Team Leaders
✔ Assuming one “burning platform” for all
✔ “We can staff develop this stuff.” versus “They’ve got to do it
for themselves.”
✔ Go easy on Toyota references
ISO 9001:2000/14001:2004 Facility
Shingo Award Winner
In Conclusion………..
It’s more about change management than it is about takt
time calculations!
ISO 9001:2000/14001:2004 Facility
Shingo Award Winner
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