注册 登录  
 加关注
   显示下一条  |  关闭
温馨提示!由于新浪微博认证机制调整,您的新浪微博帐号绑定已过期,请重新绑定!立即重新绑定新浪微博》  |  关闭

论老子

道,领导也。领导必需要不断呼唤,教导下属以及以身作则。下属的过和错皆因领导懒惰。

 
 
 

日志

 
 

Chapter 5: Proritize on clearing backlogs  

2012-06-24 12:44:32|  分类: Buffer Mentality |  标签: |举报 |字号 订阅

  下载LOFTER 我的照片书  |

On May 30, 2008 I went to one of the Honeywell plants at 161, Gul Circle, Singapore to meet up with Jagdish Singh, the lean master cum regional HOS process leader for the Aerospace ISC, Asia-Pacific region. The purpose of this visit is to discuss the need to give the HOS program a quick punch to produce immediate results.

Two weeks ago, Asep (the HOS executive in Bintan who reports to me) told me he has concluded a simple survey to gauge the reception of HOS by the facilitators and engineers in the Bintan factory.

His finding was, “The folks at Bintan lamented that the HOS program is not showing any tangible result.” He suggested we should do something to quickly win the trust and faith of the local people (meaning the local Indonesians) and the only way is to produce quick tangible results.

I replied to him, “Yes, you are right. No doubt, we are still at HOS-SIF phase 1 and soon rolling on to phase 2 of the HOS Standardized Implementation Framework. Though during these initial 2 phases, there is no strict requirement to implement tangible projects, I have already completed two substantial projects.

One, I had already coached Jeffry, the production planner, a new production planning methodology to systematically achieve up to 260% increased in the production planning efficiency and th output capacity of the 2 DV lines can be increased by more than 400%. (Recall the last section of chapter 2.)

Two, Darul Adnan, Lim Siow Kiat, you and I had put our brains together to setup a simple procedure for the implementation of a one-piece-flow system that is in accordance with the concept of In-Process Kanban system. This procedure ensures strict compliance to achieving 1-day production lead time.

We wanted to implement this system at the two DV lines as pilot lines and upon successful implementation we shall therefore, replicate it success across to all the other remaining 17 production lines.

However, Samuel stopped the implementation of these two projects for a simple reason that he must focus on reducing the factory huge backlogs which stood at more than US$5 million. I understand his concern. The backlog is more than one-month worth of revenue. We cannot steam-roll with the implementation of these two very significant projects despite you know the production lines are idling half the time for both shifts. We can’t go against Samuel’s commands. That will amount to insubordination. Let me try to plan something together with Jagdish to get some other quick results.”

Soon after the above discussion, I called Jagdish and I managed to arrange for this meeting.

Upon stepping into Jagdish’s office, I went right up to his desk, shook his hand and pulled the chair right in-front of his desk. Siow Kiat who sits in the office came over and sat down on the chair next to me.

Jagdish said, “Eric, let me share with you what I want to do for you. I will allocate my time to conduct a Focus Improvement Event for Bintan. At the end of this event, I shall see some very positive results. Siok Kiat (a lean expert cum regional HOS process leader for the Aerospace ISC) shall be involved too.”

“Thank you very much, Jag. What exactly is your Focus Improvement Event?” I asked.

Jagdish explained, “Siow Kiat and I will spend three full days in Bintan.

On day one, we will get Samuel to kick-off the meeting. Then we will proceed to get the managers locked in a 3-day workshop to work on break-through improvements on just one of the production cells.

On day two, we will analyse the data to identify the gaps or key areas for improvements. Towards the end of the day, we subsequently identify the action items to address these gaps.

On day three, we shall implement the action plans to yield immediate results. That is what lean projects are all about. Of course, the immediate results must show improvements in one or a combination of the few corporate goals in the area safety, quality, on-time delivery, inventory and cost reduction.”

I exclaimed, “Great! I love this idea. All these while, I have been doing the basic Kaizen stuff and two significant lean projects that were stalled by Samuel for no apparent reason. Recently, I had begun setting up the In-Process Kanban system in all the 11 Kansas lines with one single purpose. That is to implement the one-piece-flow system[1].

I suggest let’s work on the EGPWS (a ground proximity device) production cell #18. This product cost more than US$10,000 a piece. The potential financial return is tremendous.”

“Good. You have done your homework. You had identified this production line #18 as the pilot project,” said Jagdish, “We shall work on this. Do you have all the baseline data?”

I replied, “Yes, I have. John Zeneski was here two weeks ago and I put him through the hands-on approach to learn the hard-knock way to implementing a lean project at this production line. I had put him through a super aggressive agenda to gether all the data.”

 Figure 5-1: A one-week agenda for John Zeneski’s visit

       “Are all the baseline data available and ready for us to develop the action plan?” asked Jagdish.

“Well, almost all the data are with Asep. He needs two or three days to compile it. After that I just need another two weeks to make all the preparations for you to launch the Focus Improvement Event,” I explained, “I shall work towards setting a one-piece-flow system for this line. I really hope to use the EGPWS line for the pilot project. Make this line #18 a resounding success and everyone in the factory will ask me, ‘What is next?’

With a successful implementation of the pilot line, I can then outline a series of action plans to successively implement the one-piece-flow system to all the other 18 production lines in quick succession of two weeks in-between the implementation of one production line after another.”

“Well done, Eric. Let’s us be aggressive. Let’s go for it to set the Focus Improvement Event in three weeks’ time. I will discuss with Sam, “exclaimed Jagdish.

I went on to work with Siow Kiat on the detail action plans for the next two weeks. He shall work along-side Asep and me to make the preparations for this event. It has rekindled my ambition to make Bintan the showcase for the HOS program.

I recalled way back in Feb 17, 2008 I first met Mike Haney in Shanghai during the HOS-SIF workshop. In the get-together evening dinner held on the day before the workshop starts, I walked up to Mike Haney and introduced myself, “Hi Mike, I am Eric Woon. We spoke over the telephone during my interview with you way back in Nov 2007. Thank you for giving me a chance to work with you.”

“Welcome Eric. I am glad to see you coming on-board Honeywell. When is the book that you wrote on lean production system going to be published? I am looking forward to read it now,” said Mike.

“No. Not so soon. At this juncture, my book is in the editor’s hands. Sure I will send you a copy once it is published,” I replied.

“Well, what is your plan for Bintan?” asked Mike.

“Mike, Let me ask you something before I reply to your question. Among all the Honeywell sites that had implemented HOS, is there a site that could be used as a showcase for all of us to see and replicate its success?” I asked.

“No. We have sites that are in phase 4 and 5. But the result is not astounding enough to qualify it as a showcase,” explained Mike.

I quickly offer a suggestion, “Mike, why don’t we work together to make Bintan a showcase? I intend to make it a showcase by the end of this year – Dec 31, 2008. We have 10 months to go. I promise you I can make it into a showcase.”

“Fantastic! You are a marvelous guy. You have lofty ambitions. We need more champions like you. But making it into a showcase means a lot of work and support form everyone. Nevertheless, I will give you my full support,” exclaimed Mike.

I explained my goal to Mike. I explained, “Mike. Let’s not bet on this and leave it to chance. You throw in all your support and I shall be the vanguard who ensure the successful deployment of HOS for the Bintan site and at the same time, I shall drive the implementation of a few major projects that aim to achieve more than 100% improvement in any one of the key performance indices. The astounding success of more than 100% in the level of improvement will definitely make Bintan a showcase.

No doubt the challenges we are going to face is seemingly insurmountable, I guarantee I will make it into a reality and not a mere empty promise. I really mean it because I am very confident for two reasons.

One, for the past 23 years, I had been producing very good results in the order of more than 100% improvement rates in the few key operational goals.

Two, I had made a thorough assessment of the Bintan plant. Indeed, the potential to make improvements in the order of up to 300% is very feasibly.

My motto is ‘Just Do It’. This principle keeps my adrenalin running high. I don’t think anything thing can stop me.”

“Okay! ‘Just Do It’, Eric. I like this motto,” said Mike.

Jagdish, Siow Kiat and Nancy Tang had been giving me all their support for the past three months. All three of them report to Mike Haney. Mike had kept to his promise.

June 9, 2008 9:30 am. Jagdish met up with Samuel and shared his idea about the 3-day Focus Improvement Event. Samuel rejected it straight away. He said he has been personally keeping a close lid on the backlogs and using his full authority to crack the whip liken to a slave-driver. He said, he does not allow his people to spare the time for this event. Instead, he recommended Jagdish to work on the MQ – Material Quality (this is the incoming inspection) department.

11:00am, Jagdish, Siow Kiat and I met together to hear the outcome of the discussion with Samuel and impatiently wanting to hear Jagdish’s final decision.

“Let’s try to understand Samuel’s request. He said he wanted his people to focus on reducing the backlogs,” Jagdish said, “He knows the implementation of HOS will over-load his workforce and thereby, might worsen the current situation of a huge backlog that had been building up steadily for the past one year. He suggested for us to work on the MQ area.”

I was not happy with Jagdish’s explanation at all. I knew Samuel’s excuse not to go for the Focus Improvement Event is the easiest way to hide his buffer mentality. All he wanted was to shield his people from doing anything else but focused on clearing the backlogs.

I said, “Let me clarify the current situation. The root cause of the current backlog is solely due to part shortages. If you were to walk the shop floor, one-quarter of the 19 lines are down due to no material in the morning session and almost half the lines are down during the second half of the shift. Part shortage means the operators have nothing on hand to do. They idle their time away doing nothing. This is a huge lost of precious resources.

I suggest while the operators are waiting for the shortage parts to arrive, they can do a lot of work in setting up the lines for a one-piece-flow system and at the same time, we can provide training sessions to teach them how to implement the one-piece-flow system.”

Jagdish tried to put his view across to me, “Eric, we have to respect the decision of the site leader. We cannot force ourselves through. If his people are not ready, we won’t get any result.”

“I don’t agree with you,’ I said, “Perhaps, you may not understand how difficult it was for me to implement the first 2 projects without Samuel’s blessing. These two projects are: increase the efficiency of the receiving inspectors and increase the production schedule loading efficiency.

In fact I have also lined up a list of 12 projects to be completed by July 31, 2008. All these were stopped by Samuel. He used his authority to force me to drop all these projects and instructed me to focus merely on 5S, Kaizen activities and lean visual management. Otherwise, he will do these activities himself.

For Honeywell sake I shall continue to push ahead with the first two projects. Jag, you, Siow Kiat and I shall tour the MQ area and size up the amount of work to do. I still think we can do a lot and produce very significant results to prove that HOS delivers sparkling results in the MQ area. We shall come back to Samuel again after we have completed this project.”

I led Jagdish and Siow Kiat to the Receiving and MQ receiving inspection areas. I called Happy, the engineer who had carried out my first project to increase the receiving inspectors’ efficiency to describe the entire receiving inspection process flow to them.

Both Jagdish and Siow Kiat asked Happy and me many questions essentially about the baseline data about the current performance of the receiving inspectors.

At the end of the tour, I led Jagdish and Siow Kiat to the meeting room. I pulled up my laptop and projected several Excel spreadsheets and Powerpoint slides about the work that Happy had carried out under my mentorship onto the white board.

Both Jagdish and Siow Kiat were very impressed with Happy’s work. He had broken the receiving inspection process into 33 finite sub-tasks and he had painstakingly obtained the standard times for these 33 sub-tasks. This is impressive baseline data where they can work on immediately to make improvements.

I asked Jagdish, “Do you think this amount of data right down to the sub-task level is sufficient for you to move on to the second phase of the project? Essentially, the second phase requires you to work on reducing the standard time of each of these 33 sub-tasks. No doubt this is going to be a lot of work. But this is the fundamental approach in industrial engineering to reduce cycle time. Remember, all lean production techniques are built upon sound industrial engineering practices.”

“No,” replied Jagdish, “We need not re-invent the wheel. We shall use this set of baseline data to drive cycle time reduction in the receiving inspection process. Siow Kiat, you spend the next week with Eric and identify potentials for cycle time reduction.”

Knowing that there is little room for cycle reduction in the receiving inspection time way back in March 2008 when I started working on this project, I had chosen another path to devise a performance measurement method using the earned hour methodology to improve the morale of the receiving inspectors first.

I knew the lack of motivation among the receiving inspectors had contributed to their low performance. On top of low output rate, the variation in performance among the 8 receiving inspectors varies widely, ranging from an average of 10 to 16 RDR closed per day.

 Figure 5-2 Performance before the used of earned hours


From a daily average of 93 RDR’s closed in March 2008, it has increased to 115 RDR closed in May 2008. That is a cool 24% increase in productivity. The chief contributing factor is the receiving inspectors had set for themselves a goal of 17 RDR’s to close a day. All of them now know that they have to achieve this goal on a daily basis.

Figure 5-3 Two months after the earned hours method was used


I explained to Jagdish and Siow Kiat, “I had already made a quick guess based on the baseline data that there is another 10% or slightly more in the potentials in the reduction of the receiving inspection cycle time. This quantum of improvement can only be achieved with a re-layout of the MQ area.

Siow Kiat, you can start working with Asep on the MQ new layout plan. I give you full support. What do you think?”

Siow Kiat nodded his head in concurrence. For the past three months, he had been working very closely with Asep on several baseline mini-projects.

I acknowledged his affirmative answer to pick on to carry out the re-layout at MQ area. With his capability, I am assured he will deliver as promised.

I explained, “Meanwhile, I will get back to focus on working with the production operators to pick up on their slack time to setup all the production lines for 100% readiness to launch the one-piece-flow system. I do not want to waste these precious resources that are freely available during the period where there is part shortage. I do not buy-in to Sam’s buffer mentality with backlog as an excuse.

Come on, wherever you go, the managers often find excuses not to do something that they are not sure of its benefits to him. In Toyota Motor Corporation, it Vice President, Taiichi Ohno put waste of over-production as the number one waste ahead of the other 6 wastes. To me, ‘finding excuses’ is the number one waste that should precede waste of over-production.”

Nodding their heads, both Jagdish and Siow Kiat agreed. Siow Kiat said, “You are right. Before we can implement any project to reduce the seven wastes, the most critical barrier whose presence blocks the implementation of lean projects is buffer mentality.”

“And backlog is the best excuse of all buffer mentality,” I said, “Do you agree with me that I shall push ahead to work with the production operators on Kaizen activities?” I am not deterred by Samuel’s standing in my way to drive lean projects.

“Go ahead Eric,” said Jagdish, “Kaizen is an important element of the HOS implementation. Sam too has to be pushing you to carry out more Kaizen activities.”

“No, Jag. I am using the Kaizen activities to drive the preparation of all the production cells to be ready for the one-piece-flow system. Normally, this is a big project by itself. But now I have to break it down into small chunks in the form of Kaizen activities. To me what matters most is to stop using backlog as a mental block that stops the progress of my original plan to make Bintan a showcase.”        

Both Jagdish and Siow Kiat saw in me that I am very determined in pushing for the one-piece-flow system for all the production cells as soon as possible. I do not want to lose sight of my goal despite the presence of backlogs.

In fact, whether there is backlog or not, the workers have enough time to learn the one-piece-flow system and follow through its implementation to achieve the desired results. Therefore, backlogs must never be used as an excuse to stop the implementation of lean projects.

 


 



[1] One-piece-flow system is the ultimate future state whereby a production problem if it occurs will be surfaced for immediate attention. If the production line is not one-piece-flow, a considerable amount of waste could be easily hidden and never get solved.

  评论这张
 
阅读(234)| 评论(0)
推荐

历史上的今天

在LOFTER的更多文章

评论

<#--最新日志,群博日志--> <#--推荐日志--> <#--引用记录--> <#--博主推荐--> <#--随机阅读--> <#--首页推荐--> <#--历史上的今天--> <#--被推荐日志--> <#--上一篇,下一篇--> <#-- 热度 --> <#-- 网易新闻广告 --> <#--右边模块结构--> <#--评论模块结构--> <#--引用模块结构--> <#--博主发起的投票-->
 
 
 
 
 
 
 
 
 
 
 
 
 
 

页脚

网易公司版权所有 ©1997-2017