Lean Management
Swapnil Vashishtha Project Trainee Sanofi India Ltd
Contents
Opening vignette Lean implementation Tools and techniques Key Learning's Outcome
Prior stage
1
2 3
Roll Out in January
Purely focused on tools
Push model
Departmental Structure
4
5
Partially visible KPIS
Prior stage
Roll Out in January
2
3
Purely focused on tools
Push model
4
5
Departmental Structure Partially visible KPIS
Prior stage
1 2 3
Roll Out in January
Purely focused on tools
Push model
Departmental Structure
4
5
Partially visible KPIS
Prior stage
1 2 3
Roll Out in January
Purely focused on tools
Push model
4
5
Departmental Structure Partially visible KPIS
Prior stage
1 2 3 4 5
Roll Out in January
Purely focused on tools
Push model
Departmental Structure
Partially visible KPIS
Goal
Align lean actions with plant KPIS
Lean tools and techniques in combination with change management
Lead to improvements in cycle time and OEE
Organogram
Supplier or API Packing material
Validated Forecast Supply chain and purchase Department
Dispatch to retailers
Storage Quality Check Approved Storage Dispensing
14 lines, 5 are dedicated Offline packing Blister and strip both Primary and secondary
Finished good storage Quality check Batch release
Process Flow
TIMELINE
Team Formation and Training
Simulation for current State Map
Start Realizing
20th May
22nd May Data Collection
26th May
30th May Future State Map
3rd august
A Value Stream is all the actions (both value added and non-value added) required to bring a product to the customer. It is: Big Picture, not individual processes Improving the whole, not just optimizing the parts
Requirements
Design
Raw Materials
Parts Manufacturing
Packing
Distribution
Customer
Cont.. Peculiar flow for Allegra (product family)
Raw material storage to shipment of finished goods
Lean metrics considered Change over time, Process time Cycle time Set up time Takt time Standard number of workers
Unveiling Waste
Constraints and Pitfalls
Separate map is to be designed for packing material Frivolous choice of shared resources
Value Stream Map
5S and Visual management
+ Q D C I sheets
Implementation Plan
Summarization of Visual display sheets
Q-Sheet (Rejection)
30 25 20 15 10 5
5 20 4 22 2 24 5
Non- Achieved
Q-Sheet (Quality)
30 25 20 15 10 5
1 24 1 25 0 26 1 25
21
Achieved
Incident Target
Mar Apr May Jun
Forming issue, C. Air issue
Mar
Apr
May
Jun
D-Sheet (Plan Adherence)
30 25 20 15 10 5
Feeding channel issue
S-Sheet (Safety Sheet)
30 25 20 15 10 5 0 25 0 26 0 26 0 26
11 14 Mar
10 16 Apr
6 20
2
Non -Adhare
24
Adhere
Incident Target
May
Jun
Mar
Apr
May Jun
Spaghetti diagram
It is a Physical Process Map, Point-to-Point Flow Chart Work-flow Diagram
Muda: Time invested in searching Bunkers
Lean tools
Activity value map
Change over time survey
Format simplification 5S Standardization Kaizen events
Change Management
Customer
Methods and Tools
SDCA to PDCA Next Process is the customer Quality 1st , securtiy always Market oriented approach Upstream Management Speak with data Variability Control
Process and Results
Total Systems
Do not judge, Do not Blame
Employee Engagement Sheet
Current Status
Circular Plate for Machine No 3 Milestone: 200 to 600Kg shredding every day
Spare Part for C/O in FETTE Dye changing System for C/O in SAP Training to the operators of Compression Warehouse
Sample box to be placed in secondary packaging Separate space for extra stereo's Bunker's sleeve ring to be fixed by a butterfly nob rather than a screw Improper Printing on FBC by the supplier turns online printing to offline Total Suggestions = 52
Closed Cells : Time motion Study Motivational Passage
Section 2
Closed Cell : Time Motion Study
Three Aspects for planning a Cell
Physical Facility Operating Procedures Personnel (Policies, Leadership and Training) It demonstrate
o
Time Motion Study
Time
o
o
Motion
Cycle Time
Types of Cells
Cells can take different forms based on
Parts (P) Quantity Produced (Q) Routing Employed (R)
Flows and their Benefits
Motivational Factor
Appreciation of Work 5 High Wages Being in on things 2
Lean Perspective
4 Job Security
Help with Personal Problem
SMED : Granulation
Activity Sequencing Classification into External and Internal
Documented
Lean Forum
Awareness
People Management
Instant gratification
Timeline
1st Sept 12th Sept
Joomla interface and Wamp Server Web Development will start
Prototype Display
16th Sept 18th Sept
Updating Risk register Approved Change Requests Web Site launch for Beta Testing usability and robustness
20th Sept
Website Live for deployment on server
Plant Cycle Time
OEE
Days
16.5
15.0
13.6
65.1 63.1 66.1
May-June
July-August
YTD
May-June
June-July
July-August
Shredding Kg(Per day)
Sustained Lowest Conversion Cost
600
200
Before Kaizen After Kaizen
Recommendation
Consolidated Planning
Manufacturing Layout Physical dimension quality check
Staying Lean, Thriving not just surviving