WHY WAS IT DONE?
- There is a long lead time in engineering which needs understanding
- To implement takt, flow and pull
- To understand the process of engineering
- To develop 30/60/90 day action plan
WHAT WAS DONE?
- Created a SIPOC diagram depicting the scope of the engineering process
- Developed a Swim Lane diagram to show the many handoffs between the players
- Current state mapped the engineering process, calculated takt
- Differentiated between value-add and non-value added processes
- Constructed a 90 day future state map and a 30/60/90 day action plan
- It is worth shutting down Engineering for 6hrs in a day to focus and keep focus on the current and future state.
- Team buy in is key to successful implementation of lean changes.
- 30/60/90 days actions must be concise and measurable.
- Defining value added and non value added work within Engineering environment must be done carefully as people do not really grasp the idea.
WHAT WERE THE RESULTS
- Developed a 30/60/90 day action plan• Reduced the process from a 20-step to a 16-step
- Potential cycle-time reduction of 8hrs
- Reduced WIP in the system from unlimited to less than 5 pieces of work per engineer, thus reducing the queue time by approximately 50% (will be revisited in approximately 1 month to document the reduction in lead time)
- Reduction in lead time is expected, however not verified yet
- Training on the various tools used, with special focus on takt, flow and pull
VISUAL CONTROLS AND METRICS
- WIP boards were created which show what job is on who’s desk and at what stepof the process with one glance; work priorities are set during each team’s shift start meeting
- KPI boards for each team within engineering – with metrics that make sense to the teams – will begin measuring utilization
- A prototype pull system to be implemented 12/06/06
- Value stream map was an eye opener for the team. Looking at number of steps, work checking, number of defects and inventories at each desk were invisible in the past.
- Future state discussions led to focused attention on areas of concerns and requiring immediate improvement.