2 - Yasuaki Yamamoto (TKG) - 26 TOCPA - Japan - 19 May 2016 - Eng-Upgr

26th International Conference of the
TOC Practitioners Alliance - TOCPA

www.tocpractice.com
19-20 May 2016, Fukuoka, Japan
CCPM
Using CCPM to build management process

in mold manufacturing

Yasuaki Yamamoto
TAKAGI CO.,LTD
Plastic Mold Manufacturing Dept. Manufacturing Division
19 th May, 2016

Yasuaki Yamamoto

1990 ()
2012 ()
TOC20157
CCPM
Yasuaki Yamamoto is the production manager of Takagi Co., Ltd.

He joined in 1990, and was engaged in mold manufacturing and mold
design since then.
yamamoto16@takagi.co.jp
He started CCPM implementation with the help of Juntos Consulting.

Mold Manufacturing Dept. has moved to the full execution since July 2015,
and achieved significant results of reducing production lead time and
increasing throughput.
He is currently working on solving problems for POOGI through the use
of CCPM.
www.tocpractice.com
26th International Conference of the TOC Practitioners Alliance - TOCPA
Agenda
1. Company Overview
2. Background
3. Problem & Solution
4. Challenges
5. Results
6. Next Steps
7. Lessons Learned
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Company Overview
Company Name: Takagi Co., Ltd.

Headquarters Location: Kitakyushu City, Fukuoka, Japan
Capital: 498 million JPN Yen
Foundation: May, 1961
President: Toshio Takagi (Founder)
No. of Employees: 524 (as of March, 2012)
Company Area: 19,776sqm
Regional Office: East Japan, Central Japan, West Japan
Branch: Sapporo, Kitakanto, Tokyo, Yokohama, Nagoya, Osaka, Hiroshima, Fukuoka
Sales Offices: Sendai, Niigata, Takamatsu, Kitakyushu, Kagoshima
Representative Office: Dusseldorf (Germany)
Business Outline: Development, manufacturing and sale of plastic products & water
purifiers for household use, dies & molds, greenery business
Main Products: Plastic products for gardening, water purifiers for household use,
Plastic injection & molding, Dies
Certifications: ISO9001, ISO14001
Affiliated Company: Takagi Vietnam Co., Ltd.
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Business Overview
Water
Purifier
Business
Watering
Business
Dies
&
Molds
1961
7,800
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Customer Profile
Mold Manufacturing Business
Medical 1%
Sales
Building
Material
Others
2%
16%
Consumer
Electrics
3%
Automobile
35%
Commodity
10%
Internal
33%
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Mold Manufacturing
Closed
Open
Fixed side
Moveable side
Molded
item
Assembly
Parts
Production
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Process Flow
Mold Mfg. Process

Mold Design
Process
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Overall Mfg. Project Process
Delivery
Inspection
Adjust
TRY
Adjust
TRY
Assembly
Design
Order
received
Quotation
Parts Production
Business Needs
Increase Throughput (TP)
More and more pressure to increase the # of produced molds

in order to improve our high-cost structure.
Improve Response time to customers
External customers request for shorter delivery time
Reducing production cycle time will satisfy internal customers

need to shorten product development time
Build a mechanism of Smart Production Management

to enable higher productivity and higher TP
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Implementation Timeline
2015
1
Jan
2
Feb
3
Mar
4
Apr
5
May
6
Jun
Concerto
Go-live
&
CRS & Solution

Design
WIP
WIP
Reduction
7
Jul
8
Aug
9
Sep
10
Oct
Concerto
Go-live
Management
Debriefing
PJ
Task
Mgmt
Impl
PJ
Ctrl
Impl
&
CRS &
Solution
Design
Mfg. CCPM
Duration:
10w
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11
Nov
WIP
WIP
Redu Task
ction Mgmt
Impl
Design CCPM
Duration:
4w
10
12
Dec
Problems in Mold Manufacturing
1st
TRY
Project A
Parts Production
Project B
Assembly
2nd
TRY
Short works
Adjust
2
Adjust
1
1st
TRY
Parts Production
Processing
Assembly
Assembly
Modify
C
Adjust
1
Repair
D
Short works
Existing projects are disrupted by short works

Production plans are often changed
Resources (workers/machines) are not available when needed
Too much overtime
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11
Problem Structure
Need to show
progress
Switch to another
task while waiting
input/decision/help
Wait time
Multitasking
Task/project duration
takes longer
Suddenly
adjustment
instruction comes
in after TRY
(Short work)
High WIP
Fixed schedule
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12
Direction of Solution
What to change?
High WIP
What to change to?

Reduce and Control WIP
Too many open workstreams
Limit # of open workstreams
Resources spread thin
Resource concentration
Unmanaged short works
Managing short works
Need to show progress

Start unprepared tasks when
planned start date comes
Fixed Schedule
Local and unclear priority
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Full-Kit
Dont start tasks unless
preparation is completed
Flexible (Buffered) Schedule

Allocate resources based on
Buffer priority
13
Reduce and Control WIP

Pipelining
3 mechanisms for maintaining Low WIP to avoid multitasking:
Organization Level Divide resources to Project pipeline and Short work pipeline
Project Pipeline
Short Work Pipeline
Project
Short
Work
Project Level Limit WIP by phase, and release projects by one-out & one-in
Parts Production
Phase
One-in
Assembly Phase
One-out
Workstream Level Reduce workstream WIP in project planning
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Workstream 1
Fixed side
Workstream 2
Moveable side
Workstream 3
Slide etc.
Fixed side
Moveable
side
Slide etc.
14
CCPM Rule 1: Pipelining

Workstream WIP Reduction
Pre-machining
Machining
Electricdischarging
Machining
Process Flow
Fixed side
Moveable side
Slide etc.
Fixed side
Moveable side
Slide etc.
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WIP = 3
Resources spread thin
No dependency among 3 workstreams
WIP = 2
Resourced concentrated
Strategically made dependency
between work-streams
15

Workstream WIP Reduction
Original schedule
(Date-driven)
Resolved resource
Low WIP & resource
contention
concentrated schedule
(but delayed)
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16

Phase-based Release Control
Project
Parts Production
One-in
Phase
Project completed
Assembly Phase
One-in
OK
One-out
One-out
Customer
Assessment
FK
1
FK
2
NG
Adjustment
WIQ1
WIQ2
Value
To Short work team
Short
work
One-in
Short work
One-out
Short work completed
FK
WIQ3
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WIP = 5
WIP Work in Process

WIQ Work in Queue
17

Managing Short Works
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18
CCPM Rule 2: Full-Kit

Setting Full-Kit Points
FK
1
Premachining
Machining
Electricdischarging
Machining
FK1
Assembly
FK
2
TRY
FK2
()
(T1)

(
)

(
)

(S)
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19
CCPM Rule 2: Full-Kit

Managing Full-Kit by Concerto
D
E
D
C
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20
CCPM Rule 3: Buffer Mgmt

Buffering
Original Plan
Interruption
Interruption
Interruption
Parts
Production
TRY
Assembly
Resource Concentration
Parts Production
Assembly
TRY
50% Duration Cut & 50% Buffer

Parts
Production
Assy
TRY
Project Buffer
Target
date
Milestone
Buffer
TRY
date
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21

Buffer Mgmt Meetings
Issue
Resolution
Full Kit Meeting
Wed 16:30, <15min
Task Update Meeting
Operations Review
Daily 9:00, <10min

Buffer Recovery
Meeting
Run BM
Mon 16:45, 30min
24:00
Buffer Recovery
Actions
Corrective
Actions/Change
Policy
Daily
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Weekly
Monthly
22

Issue Resolution Process
Escalation
Executive

Resources
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Escalation
Task Mgr

Full-kit
Meeting
Escalation
Project Mgr/
Short work Mgr

Resource Mgr
Project Mgr
Escalation
Escalation
Resource Mgr

Executive
Operation
Review
Buffer
Recovery
Meeting
30min/mo
Short Work Mgr
15min/wk
30min/wk
Task Mgr
Task
Update
Meeting
10min/day
Worker
Worker
Worker
Worker
Worker
23
Challenges
Scope of Projects & Measurements
We have defined our management scope & measurements with the view of
what is our responsibility as managers instead of controllable
Organizing Short work Team (=Expert team)

Naming with an intention of Be proficient craftsmen!
Personnel selection Assign No.2 expert as a leader
Operation:
Release control: WIP target of 5
Manage Work In Queue (WIQ) and release orders with earlier due dates
Priority in pipeline: FIFO
Recovery actions: Resources can be added from Green projects
Measurements: Throughput, Cycle time
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24
Result:
Production Cycle Time Reduction
Project Overall CT
Production CT
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25
Result:
Increased Throughput
Project TP
Black line: Target of 5/mo
Production TP
Black line: Target of 5.3/mo
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26
Results Summary
Before
Target
After
% Var.
(2015/7-12)
Overall Cycle Time
60d
45d
48d
20%
Production Cycle Time
22.4d
11d
15d*
33%
Throughput
4/month
5.3/month
5.3/month
33%
This figure was achieved although average project size was 26% bigger than baseline.
Overall Cycle Time
20%
Production Cycle Time
33%
reduced
60
d
48
d
Days
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Throughput
33%
reduced
22
d
15
Days
increased
5.3
# of projects completed per month
27
Employees Voice
What Went Well:
As workload situation and Projects progress can be recognized at a glance,
necessary information is shared between sales, design, and manufacturing.
By limiting number of projects, we can concentrate one mold production.
My role became clear.
We changed our mind for seeking faster production and setup.
Multi-skill development enhanced.
It seems that uptime of machines went up.
Areas For Improvement:
Feel lack of resources.
More workload required for managing execution.
Overtime is unavoidable when multiple molds should be delivered on same DD.
More amount of short works than expected, big urgent load
because of increased completion rate of projects?
Still have some difficulties to assign resources based on work priority.
These issues/problems are revealed by increasing flow and throughput.

We can achieve further improvement by solving them!
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28
Next Steps
Better management for short works
Applying CCPM to Mold Design division
Better Subcontract management
Further shrink of project overall cycle time
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29
Applying CCPM to
Mold Design Div.
BackgroundTP of Mold Mfg. increased. For that, Mold Design Div. increased the release rate
of projects and increased in TP of Design as well, however had caused high WIP and longer CT.
ImplementationInvolved outsourcing resources in China, and implemented the CCPMs
three rules within one month
Achieved BenefitsCapability was expanded as design cycle times are shortened.
Significant reduction of delays. Manageability improved.
Before
Target
After
% Var.
(2016/3-4)
Design Cycle Time
21d
10d
9d
57%
Design Cycle Time
57%
reduced
21d
9d
Days
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30
Lessons Learned
Management is important!!
Corrective actions to solve raised issues
Before) Leave everything to workers (noninterference)
New) Managers should interference when needed
Managers Role as:

Building the way of working
Sustaining a new mechanism Improvement
Maximizing Organizational Output

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31
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32

2 - Yasuaki Yamamoto (TKG) - 26 TOCPA - Japan - 19 May 2016 - Eng-Upgr

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26th International Conference of the

TOC Practitioners Alliance - TOCPA

19-20 May 2016, Fukuoka, Japan

Using CCPM to build management process

Yasuaki Yamamoto is the production manager of Takagi Co., Ltd.

He started CCPM implementation with the help of Juntos Consulting.

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

Company Name: Takagi Co., Ltd.

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

Mold Mfg. Process

Overall Mfg. Project Process

26th International Conference of the TOC Practitioners Alliance - TOCPA

More and more pressure to increase the # of produced molds

Improve Response time to customers

External customers request for shorter delivery time

Reducing production cycle time will satisfy internal customers

Build a mechanism of Smart Production Management

26th International Conference of the TOC Practitioners Alliance - TOCPA

CRS & Solution

26th International Conference of the TOC Practitioners Alliance - TOCPA

Problems in Mold Manufacturing

Existing projects are disrupted by short works

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

What to change to?

Too many open workstreams

Limit # of open workstreams

Resources spread thin

Unmanaged short works

Managing short works

Need to show progress

Flexible (Buffered) Schedule

26th International Conference of the TOC Practitioners Alliance - TOCPA

Reduce and Control WIP

Workstream Level Reduce workstream WIP in project planning

26th International Conference of the TOC Practitioners Alliance - TOCPA

CCPM Rule 1: Pipelining

26th International Conference of the TOC Practitioners Alliance - TOCPA

CCPM Rule 1: Pipelining

26th International Conference of the TOC Practitioners Alliance - TOCPA

CCPM Rule 1: Pipelining

To Short work team

Short work completed

WIP Work in Process

26th International Conference of the TOC Practitioners Alliance - TOCPA

CCPM Rule 1: Pipelining

26th International Conference of the TOC Practitioners Alliance - TOCPA

CCPM Rule 2: Full-Kit

26th International Conference of the TOC Practitioners Alliance - TOCPA

CCPM Rule 2: Full-Kit

26th International Conference of the TOC Practitioners Alliance - TOCPA

CCPM Rule 3: Buffer Mgmt

50% Duration Cut & 50% Buffer

26th International Conference of the TOC Practitioners Alliance - TOCPA

CCPM Rule 3: Buffer Mgmt

Daily 9:00, <10min

Mon 16:45, 30min

26th International Conference of the TOC Practitioners Alliance - TOCPA

CCPM Rule 3: Buffer Mgmt