Implementing Lean in Distribution

Transcription

Implementing Lean in Distribution
ANNUAL CONFERENCE 2006
Implementing Lean in Distribution
Walt Willis
MTD Products, Inc.
May 8, 2006
ANNUAL CONFERENCE 2006
Personal Information
• BS Mathematics, FHU
• BS Mechanical Engineering, UM
• MBA, MSU
• Six Sigma Blackbelt
• 100+ Kaizen Teams
• HON (Shingijutsu)
• United Technologies
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ANNUAL CONFERENCE 2006
MTD…
• Founded in 1932
• Headquartered in Valley City, OH
• Privately owned
• Diversified brands
– Cub Cadet
– Troy-Bilt
– Yardman
– Ryobi
• Plants in U.S., Mexico, Canada & Europe
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ANNUAL CONFERENCE 2006
History of Lean at MTD
• Benchmarking (1998)
• University of Michigan (1999)
• Kaizen at Tupelo, MS (2000)
• CAMP (2001)
• Six Sigma (2001)
• CAMP (2002)
• Simpler (2002 – present)
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Startup Lessons Learned
• Choose an experienced Sensei
• Choose the correct improvement philosophy
• Communicate a consistent message often
• Gain top leadership commitment
• Empower employees
• Link and focus measurements
ANNUAL CONFERENCE 2006
Delivery
Cost
Improvement
Sales and
Profits
Quality
Customer
Satisfaction
Why do Lean?
Growth
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ANNUAL CONFERENCE 2006
What is Lean at MTD?
“Lean is a systematic approach to identifying
and eliminating waste (non-value-added
activities) through continuous improvement by
flowing the product at the pull of the customer
in pursuit of perfection”
The worst waste of all is realizing that you have
waste and doing nothing about it.
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ANNUAL CONFERENCE 2006
Lean Thinking
• Key principles of “Lean Thinking”:
–
–
–
–
–
VALUE - what customers are willing to pay for
VALUE STREAM - the steps that deliver value
FLOW - organizing the Value Stream to be continuous
PULL - responding to downstream customer demand
PERFECTION - relentless continuous improvement
(culture)
(from Lean Thinking, Womack and Jones, 1996)
• Think about 4 key performance goals:
"on-demand, defect-free, one-by-one, lowest cost"
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ANNUAL CONFERENCE 2006
All Activities Are…
• Value-adding:
– Any activity that physically changes the material being work on
(not rework/repair)
• Drilling
• Designing
• Loading
• Painting
• Non-value adding:
– Any activity that takes time, material, or space but does not
physically change the material
• Sorting
• Stacking
• Counting
• Checking
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8 Wastes
Manufacturing
Administrative
Injuries
Underutilization/Stress
Defects
Correction
Inventory
Inventory
Overproduction
Overproducing
Waiting
Waiting
Motion
Motion
Transportation
Transportation
Processing
Processing
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ANNUAL CONFERENCE 2006
VA vs NVA
Traditional Manufacturing
Value
Adding
95 % NVA
5%
Order
Total Lead Time to Customer
After typical ‘Engineering’ improvements
Value
Adding
97.5 % NVA
2.5%
Order
Total Lead Time to Customer
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ANNUAL CONFERENCE 2006
How Are We Implementing?
• Rapid Improvement teams
• 7-week process
• Dedicated resources at each plant
• 8 to 10 teams per month per site
• Everyone must participate
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ANNUAL CONFERENCE 2006
Step 1: Value Stream Maps
• Created by plant management
• Completed in 2-3 days
• Use Current State / Future State
• Develop 12 month implementation plan
• Develop 6 month work plan
• Establish measurements / incentives / goals
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ANNUAL CONFERENCE 2006
Value Stream Map Example
Ideal State
Tupelo
Scheduling
Corporate Production
Master
Schedule
MRP forecast only when
On pull
Graphics
Make to
Order
ٛ
ٛ
ٛ
ٛ
Elec tro ni
c In fo rm
atio
On-Demand
Defect Free
1-By-1
Lowest Cost
n
Make To Order
Pacemaker
process
Value
Stream
Customer
Handlebar Mach.
Engines
Vertical
Value
Stream
Color Paint
Transfer Bay
Supermarket
Receiving &
Inspection
Carton
L3 Clinch
Stud 3P
Sequenced Pull
Mower Assy.
New Paint
Systems
SMED
Distribution
Std.
Work
SP H.A.
3P
Black Paint
Supermarket
Std.
Work
Automatics
Pull
Systems
Steel
Weld Shop
Point
Of Use
Complete
TPM
Chore Assy.
Lane 7
C.A.
Inbound FG
Receiving
Tiller Paint
OBI Press
Other
Wrapper
Stacker 3P
Chipper
VV Stream
Std.
Work
Tiller
Wheel
Milk Run
Pull
Systems
5 Vendor
Pull System
SS Presses
Plater
Alternate
Coating 3P
Pull
Systems
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ANNUAL CONFERENCE 2006
Step 2: Rapid Improvement Events
• Event topics developed from VSA
• Team based
• 3-5 days of full-time team activity
• Focuses on a specific topic
• Clear measurements and goals
• Team accountable for impact by end of event
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ANNUAL CONFERENCE 2006
Rapid Improvement Teams…
• Made up of 6 to 10 people
• Cross-functional
• Dedicated for 3 to 5 days
• Focused on one topic
• Accountable for measurable improvement
“Understanding theory in the head is NOT the problem. The problem is to remember it in
the body, to make it instinctive. To have the spirit to endure the training is the road toward
the winning in competition.”
Taiichi Ohno, “The Evolution of the Toyota Production System”, Unpublished manuscript
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7 Week Process
• 3 weeks before - preparation & communication
• 2 weeks before - preparation & communication
• 1 week before - preparation & communication
•
•
•
•
•
day 1 - current conditions
day 2 - big changes
day 3 - run the cell
day 4 - standard work
day 5 - presentation
• 1st week after - all or nothing
• 2nd week after - don’t relax
• 3rd week after - sustain
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ANNUAL CONFERENCE 2006
Implementation Lessons Learned
• Communicate, communicate, communicate
• Top management MUST be on teams
• Preparation and follow-up are keys
• Must involve everyone as needed
• Lean must be made a part of everyone’s goals
• Monitor the speed of implementation; sustain
before moving forward
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ANNUAL CONFERENCE 2006
Continuous Improvement Results
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ANNUAL CONFERENCE 2006
Number of Teams
700
Total: 2750
600
500
400
300
200
100
0
2002
2003
2004
2005
2006 (YTD)
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ANNUAL CONFERENCE 2006
Lean Honor Roll
700
600
500
400
300
200
100
0
2003
Gold (15 Teams)
2004
Silver (10 Teams)
2005
2006 (YTD)
Bronze (5 Teams)
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ANNUAL CONFERENCE 2006
Team Participation
2000
1800
1600
1400
1200
1000
800
600
400
200
0
2002
2003
Hourly
2004
Salary
2005
Other
2006 (YTD)
Supplier
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ANNUAL CONFERENCE 2006
Redeployments
400
Total: 949
350
300
250
200
150
100
50
0
2002
2003
2004
2005
2006 (YTD)
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ANNUAL CONFERENCE 2006
Wheeled Goods Volume
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
24%
1,500,000
1,000,000
500,000
0
2003
2004
2005
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ANNUAL CONFERENCE 2006
Lean Tool Usage
SMED
4%
6S
8%
TPM
8%
Pull
8%
Admin
6%
3P
5%
PFMEA
4%
VSA
4%
VVS
4%
CA
12%
Std Work
37%
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Productivity Improvement
0.7
0.6
0.5
0.4
0.3
68%
0.2
0.1
0
2000 2001 2002 2003 2004 2005
Units / Hour
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ANNUAL CONFERENCE 2006
Productivity Improvement
$200
Revenue per Hour
$180
$160
$140
40%
$120
$100
$80
2000
2001
2002
2003
Fiscal Year
2004
2005
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ANNUAL CONFERENCE 2006
Safety Improvement
60
50
40
71
%
30
20
10
0
2000 2001 2002 2003 2004 2005
Lost Time
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ANNUAL CONFERENCE 2006
Quality Improvement
1.6
1.4
1.2
1
0.8
0.6
0.4
32%
0.2
0
2000 2001 2002 2003 2004 2005
Defects per Unit
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ANNUAL CONFERENCE 2006
What’s Next?
ONE BY ONE
LOWEST
COST
Load-Load
LotSize 1
Takt Time
Output
Setup
Reduction
1-Piece Standard
Work
Flow
6-S
Quality
Checks
Zero
Defects
DEFECTFREE
Pull
Systems
TPM
Leveling
ON
DEMAND
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ANNUAL CONFERENCE 2006
Reasons Why Implementations Fail
• Management is unwilling to take the risk or is not committed
and as a result, sabotage the process
• No one perceives or acknowledges the existence of a
competitive threat to the business
• Managers want to hit “home-runs” before building a solid
foundation for change
• Performance measures are used that drive non-Lean
behavior
• Political and organizational barriers get in the way
• No commitment to being a learning organization
• Perceived as a “manpower reduction”
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ANNUAL CONFERENCE 2006
Thank You!
Walt Willis
V.P. Continuous Improvement
MTD Products, Inc.
walt.willis@mtdproducts.com
Please drop your completed session evaluation in one
of the evaluation boxes throughout the halls.
WERC conference sessions are noncommercial.
Speakers have agreed to refrain from direct promotion of their product or services.
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