Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Track 1 Session 2
Thomas J. Goldsby
Title: Professor of Logistics, The Ohio State University Organization: Ohio State University
Email: Goldsby.2@osu.edu
Web: http://www.fisher.osu.edu/~goldsby_2/ Phone: 614-247-4261
2
Abstract
Skip this session if you have no operational waste, perfect quality, minimum costs and delighted customers. If not, you will find this session invaluable in formulating a powerful continuous improvement program for your supply chain operation. Included is a roadmap for successful implementation of Lean Six Sigma Logistics from the speaker's book by the same name.
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
Agenda
Gain an understanding of Lean principles and
and the application of its primary tools for variation reduction and process improvement; and
Provide a starting point for the Lean Journey
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
What is a process?
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
- Overprocessing
- Unnecessary motion - Unnecessary transport - Product defects
9
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
Discipline
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
Complaints
Waiting
Poor Communication
Uncertainty
Rework
Reward Systems
Poor Processes
Obsolescence
Supplier Quality
Service Quality
Poor Measurement
11
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
Reinforcing Learning
Learning Organization Problem-Solving Organization Makes Problems Visible
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
Visual Management
Visual Workplace = Self Explaining and Self Improving
Seeing as a Group 1. Production Status 2. Inventory Levels 3. Resource Availability
Knowing as a Group 1. Service Agreements 2. Goals and Schedules 3. Management Rules Acting as a Group 1. Consensus on Rules 2. Jidoka 3. Involvement
13
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
Japanese Term English Translation Definition Clearly separate necessary items from unnecessary; abandon the unnecessary. Seiri Sorting Neatly arrange and identify things for ease of use. Seiton Set in Order Always maintain tidiness and cleanliness. Regularly scheduled clean-ups. Seiso Shine Constantly maintain the 3S' mentioned above. Sediketsu Standardizing Shitsuke
Sustaining
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
5S - Exercise 15
39
37
12
18
258
6
22
30
2 7
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
1 3
50
17
15
10
5S Exercise - SORT 15 18
12
8 25
6
22
10
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
1 3
20
17
16
5S Exercise - SET
2
17
67 8
1 3 2 22 22 1
10 11
1 8
19
14
15
16
17
WWW. MHC 2 0 11 . COM
24 25 25
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
5S Exercise - Shine
2
1 8
4
1 3
6
22
7
15
10
17
11
12
19
20
2 1
14
16
24 25
18
23
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
elimination would lead to no reduction of the product or services attributes as seen by the customer (e.g., performance, function, quality, perceived value)
- Some non-value-adding activities are necessary; others not
19
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
1 day
Order Time = 10 days 12% Late 3% Short 4% Wrong 84% Perfect
1 day
I 4 days
2 days
Setup Time
Uptime %
.25 hrs.
98%
2.0 hrs.
96%
1.75 hrs.
88%
0.75 hrs.
92%
.20 hrs
96%
21
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
Reduced rework
Improved service Reduced wastes
Near-zero defects
On-time delivery close to 100% Reduced accidents Improved morale
22
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
Measure
What is the capability of the process?
Analyze
When and where do defects occur?
Improve
How can process capability be improved?
Control
How can the gains be sustained?
Improvement validated Process owner takes over Periodic validations Solutions proposed & prioritized Solution piloted & implemented
Sources of variation identified Root causes determined Process mapped Data collected
24
25
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
Center Process
Reduce Spread
(Lean Influence)
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
(6 Influence)
27
WWW. MHC 2 0 11 . COM
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
Key Takeaways
Waste and variation are found in all processes,
concepts, and tools that can help to improve processes, lower costs, and satisfy customers;
Lean and Six Sigma can be employed in
THINGS RIGHT.
29
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
Websites:
Lean Enterprise Institute at: www.lean.org Process Excellent Network: www.processexcellencenetwork.com
Groups:
LinkedIn groups: The Lean Supply Chain, Lean Logistics, Lean Six Sigma
30
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C
Questions?
2 0 1 1 M AT E R I A L H A N D L I N G & L O G I S T I C S C O N F E R E N C E S P O N S O R E D B Y D E M AT I C