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Continuous Improvement at T.P.P in 2010

Continuous Improvement at T.P.P in 2010. Presented by TPP Lean Team. Kevin Payne Ian Rumble Chris Hancock Mark Toms Glyn Davies. Preventative Main. Standard Ops. Simple Focus. 3 Pillars – the strategy 5S, Standard Operations & Preventative Maintenance. 5S. Layered Audits. 5S.

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Continuous Improvement at T.P.P in 2010

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  1. Continuous ImprovementatT.P.P in 2010

  2. Presented by TPP Lean Team Kevin Payne Ian Rumble Chris Hancock Mark Toms Glyn Davies

  3. Preventative Main Standard Ops Simple Focus • 3 Pillars – the strategy • 5S, Standard Operations & Preventative Maintenance 5S Layered Audits

  4. 5S Preventative Main Standard Ops Simple Focus Continuous Improvement Data Layered Audits Problem Solving Involvement

  5. Specific Area Focus • Typical areas of focus • Investigation of Process Flow • Instigation of cells • Secondary/Value Added Area • Spread learning of problem solving/standard operations/preventative maintenance and 5S • Ensure our Technical and Quality requirements are met

  6. How • Thorough approach in these areas – process improvement area dedicated resource • Aim to build all aspect of process so that SOP’s, 5S, status of PM, calibrations, quality documentations, control plans, • Audited as whole regularly so that clear gaps are identified and actions put in place (process called layered audit) • Lead to much more reliable equipment and quality performance – OEE measurement

  7. Each Area • 3 main problems selected and resolved through a structured problem solving approach • Emphasis on making sure that we get standard ops, preventive maintenance and 5S right

  8. 5S 5S Preventative Main Preventative Main Standard Ops Standard Ops Overview

  9. MANUFACTURING EXCELLENCE VISUAL MANAGEMENT SKILL CONTROL STANDARDISE KAIZEN 5S LAYERED AUDIT

  10. Purpose : - “To use a structured layered audit approach to allow key personnel to identify deficiencies, create improvement plans and improve the workplace.” How : - “By creating a cross functional team to judge key areas against a list of set criteria and using best practice techniques to formulate improvements ”

  11. Audit team Team Leader Supervisors 5S Audit Quality Maintenance Engineering

  12. Why ? / Benefits • Productivity • Improved quality performance • Output stabilisation • Increased flexibility:- • People • Processes • Improved morale • Improved 5S • Improved ownership Increased • Reduction in operational costs. • Reduction in stock levels • Reduced Variability Reduced

  13. Assessment Areas Status of training Status of change control Status of standards and procedures Manufacturing Area Degree of Process Assurance Status of measuring equipment and jigs 5S Status of quality records

  14. Continuous Improvement Process Key Process steps. Create Initiatives Promote team efforts Realise charters more effective business Why?

  15. Continuous Improvement Process Why? In today's climate a business that does not change doesn’t survive. SURVIVAL

  16. Lean What is Lean. Lean - is the: Continuous pursuit of waste elimination (e.g. 8 wastes such as over-production or rework. • Continuous pursuit to reduce variation • Continual quest for ZERO defects. It follows a structured 6 step process and utilises statistics, amongst many other Quality and Lean Manufacturing tools and techniques, to identify areas of opportunity, implement improvements, measure success and maintain control of the process.

  17. Lean Project structure & owners. Supporting functions • Site Champion ---Dave Kearney • Continuous Improvement Team • NVQ Level 3 Team • NVQ Level 2 Group Projects are owned & driven from this level of the business (autonomous teams) All teams are facilitated & guided by the Continuous Improvement Team. Training in the relevant tools is given as the team matures

  18. Lean How Do We Communicate. Create business unit activity Continuous Improvement Zone The CI Zones will be used as a tool that the shop floor can understand, use & interact with Tools & information include : • Current & future state maps • Departmental targets • Lean tools • Metrics • Problem solving methodology – Tex T • Problem solving sheets

  19. Lean Continuous Improvement Teams. All areas of the business need to have improvement teams running including : • Waste reduction team across all business units • Reduction in logistics ensuring cheapest routes • Site water consumption • Reducing site electricity usage • Material utilisation / Yield • SMED activities • Reducing downtime on key assets to improve OEE All projects are reviewed every month by the site champion & steering committee Project teams have a fortnightly meeting (minimum)

  20. Lean Summary • Tex Management recognises the need to continuously improve & has initiated its commitment & has supported this by implementing the current structure • The key to achieving this goal is by embedding & utilising both the problem solving techniques, TOC & the Lean Philosophy tools • Employees need to be “educated” in the tools from all enterprises via training, mentoring & is being used across site within the daily working environment • The tools are continuously utilised within a project life

  21. Lean.Pulling together.

  22. Continuous Improvement Process Idea generation. Projects are generated in several ways : • Through the Organisational Objectives • Through business needs identified by the Site champion &/or Steering Committee • Area Supervision(Process champions) • Process capacity (key constraint kit) • OEE Reporting system • Non Standards/FMEA These all have clear champions, sponsors, team leaders & targets (All comply to SMART objectives)

  23. Summary • TEX plant needs to continue the CI process that is sustainable through organisation and teamwork • The process laid out is a proven process that with commitment from senior management will deliver the necessary savings to satisfy all stakeholders

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