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Continuous Improvement
Darren Dolcemascolo
EMS Consulting Group, Inc.
www.emsstrategies.com
Copyright EMS Consulting Group, Inc. 2010
Presentation Agenda
1. Continuous Improvement Overview
2. Pitfalls/Critical Success Factors
3. Techniques for Driving Continuous
Improvement
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Continuous Improvement
Overview
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Continuous Improvement
System Lean / Toyota Six Sigma
Production
System
Philosophy •Elimination of •Reduction of
waste defects/variation
Operational Stability
Standardized Work
TPM
5S
Leveled Production
Lean
Transformation
Non-Value-Creating
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Thinking Lean
5 Principles of Lean
(Womack and Jones, Lean Thinking)
• Specify value
– can only be defined by the ultimate customer
• Identify/Map the value stream
– exposes the enormous amounts of waste
• Create one piece flow
– reduce batch size and WIP
• Let the customer pull product through the value stream
– make only what the customer has ordered
• Seek perfection
– Continuously improve quality and eliminate waste
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8 Types of “Muda” or Waste
7
• Overproduction
• Waiting
• Transporting
• Inappropriate Processing
• Excess Inventory
• Unnecessary / Excess Motion
• Defects
• Underutilization of Employees’ Minds/Ideas
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PDCA
• Plan: Develop an
Action Plan for
Improvement
• Do: Implement the
Plan Act Plan
• Check: Verify Results
• Act: Make Necessary Check Do
Adjustments and
Define Next Steps
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What is Six Sigma?
• Six Sigma concentrates on reduction of
defects/variation in processes
• If you can define and measure customer
requirements, you can determine how well you
meet this requirement.
• Six Sigma, in statistical terms, translates to 3.4
defects per million opportunities (DPMO)
• The project implementation approach is called
DMAIC (Define Measure Analyze Improve
Control)
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DMAIC
• Define the problem and what the customers
require
• Measure the defects and process operation
• Analyze the data and discover causes of
the problem.
• Improve the process to remove causes of
the defects.
• Control the process to make sure defects
don’t recur.
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Kaizen Events
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Kaizen Events Overview
Kaizen Process
Learn
Observe
Brainstorm
Improve
Report
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Critical Success Factors and
Common Pitfalls of Continuous
Improvement
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Pitfalls?
• Tendency to use Lean/TPS/Six Sigma as a
Cookbook
• Tendency to make surface changes without
applying principles properly (customizing to
suit the situation)
• Failure to tie improvement initiatives to
Company Business Objectives
• Short-Term Thinking at the Expense of Long
Term
• Lack of Plans/Methods to Engage All
Employees
• Lack of Standardized Work With Metrics
and Audits
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Key Ingredients of Culture Change
How do we get
Participation
to this point?
and Ownership
Learn By
Doing Education
Accountability / Metrics
Organizational Structure
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Kaizen Board
Kaizen Board
Area:
Week Ending:
Procedure:
1. Enter a problem or potential improvement idea (Anyone working in area)
2. Supervisor may assign project (if < 1 week duration)
3. At the end of the week during the production meeting with the team, each idea/problem will be recorded
electronically and team will prioritize for potential inclusion in "Top 3."
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The Five Why’s
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Standard Work Sheet
Operator Balance Chart
1
2
7
9
3
400
Takt Time
350
300
250
Seconds
SWIP = 4
200
150
100
50
0
1 2
7
6
9
1
Operator #
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Metrics Drive Accountability
Email: darrend@emsstrategies.com
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