R
O
C
M
EMCOR
Change for the Better or
2 Cromwell, Irvine, CA 92618 | ph 949.460.0460 | fx 949.460.8833
Continuous Improvement
[Link] | [Link]
What is ROCME & Why
Requesting Operational Changes for Mesa Efficiencies
Definition:
The application of using structured techniques
in a manner that focuses on a specific improvement area
and is tracked as an event, rather than an ongoing process.
Why- Because it accelerates rapid improvement
Normal Agenda for the week
Monday 7am-11am
1. Introductions, Weekly Agenda, Roles & Rules
2. Why Kaizen
3. Paradigm DVD on Leadershift
4. Identifying the 7(or 8) Wastes- Team Exercise
5. 5 Whys
6. What is Value Stream Mapping
7. Review the A3/ROCME Process
Tuesday 7am-11am
8. Kaizen & Mapping tips
9. Review the Improvement Area"
10. Begin Mapping Todays Processes
11. Collect general observations of the current process
Agenda Continued:
Wednesday 7am-11am
1. Team updates of progress
2. Continue collecting data for the current process map
3. Begin identifying the wastes in todays process map
Thursday 7am-11am
4. Finalize the non value added steps in today's processes
5. Begin working on the Future Map
Friday 7am-11am
6. Finalize the Future Map
7. Determine if the goals have been met
8. Develop next steps and future implementation plans
9. Present Kaizen and celebrate with Lunch
How does the ROCME process work?
1. Established a Steering Committee- (Bob, Mike,
Charlie, Steve & Ron.)
2. Established potential areas of improvement- Mesa
Survey put out last summer. Completed by over 200
employees from all levels of the organization.
3. Selected a Facilitator to manage the ROCMEs.
4. Developed a process to track and measure the
performances of all future Continuous Improvement
efforts at Mesa.
How do we track & measure ROCMEs?
1.
2.
3.
Select a Sponsor- usually the manager or high level person
that helped select or actually owns any process changes in
his/her area. Is responsible to assure all action items and
improvement changes get implemented working with the
Team Leader.
Select a Team Leader(TL)- selected by the Sponsor and
usually a key person that works full time in the selected area.
TL owns working with the selected team members to oversee
and update the AIM and process changes. Updates the
Sponsor weekly.
Select Team Members(TMs)- a diverse group of 6-8
employees selected by the Sponsor & TL. TMs usually
consists of employees affected by changes in the area
selected. It's recommended 1 outside person participate.
Roles & Responsibilities for ROCME Participants:
Respect the work at Mesa Energy Systems Inc.
Be open to Change
Ability & willingness to be part of the team
Be Honest & Respectful
Willingness to focus on the process, not the people
Stay data focused- analyze & problem-solve
Code of Conduct
Be on Time! Late?
Everyone participate!
No sidebar conversations!
Attack process problems, not people!
Leave cell phones on vibrate!
Practice active listening!
Leave Title and Position at the door.
Have Fun!
DVD- Leadershift
5 Lessons for todays Leaders Focus on the future
Understand Fundamental Change
Appreciate complex systems and how they work
Examine your leadership style and see how it
effects productivity
Create a shared vision to build bridges to the future
Definitions of Waste
- Any activity that consumes resources but creates no
value.
- Anything that the customer will not pay for - Anything
that does not show up in the finished product.
7** Forms of Waste (Tim Wood)
1.
2.
3.
4.
5.
6.
Transporting- unnecessary movement of materials
Inventory- excess materials, time & information
Motion- unnecessary movement of people
Waiting- not able to perform value added work
Over-Processing- excess or unnecessary steps
Over-producing- services or goods that do not meet
the needs of the customer.
7. Defects/Mistakes/Rework- doing things more than
once
(** Some people will add Cost or Underutilization of resources/people)
Examples of Non Value Activities at Mesa Today:
1. Manually create 3 executed copies of contracts.
2. Bringing extra materials back from a job to store in the warehouse.
3. Deliver materials to the warehouse, off load, store, reload and deliver
to a job site.
4. Having the wrong AC Unit delivered to a crane or helicopter lift.
6. Having a PO touched 7-8 times before cutting a check.
7. Paying all bills and invoices with manual checks and US Mail.
8. Paying and storing materials for jobs already completed.
9. Labor & costs to move and store paper files throughout our offices
& storage companies.
What is 5S ?????
Workplace Organization
Sort: keep only what you need currently
Set in Order: a place for everything, and everything in its
place - what, how often, where, how much?
Shine: cleaning, and looking for ways to keep it clean and
organized
Standardize: all employees maintain the 3 previous points
Sustain: having the self-discipline to follow standard
procedures and help people do the right things naturally,
all the time.
BEFORE
No Signs/ID, No HMIS, Poor Containment, No Flow, Wasted Space
AFTER
Signage, Hazard ID, Dual Containment, Orderly, Safer
BEFORE
AFTER
5 WHYs
Example:
In this example, the problem is that our client, The Irvine Co., is unhappy. Using the 5
Whys, you go through the following steps to get to the cause of the problem:
1) Why is our client, The Irvine Co., unhappy? Because we didn't deliver our services
when we said we would.
2) Why were we unable to meet the agreed-upon timeline or schedule for the project?
The job took much longer than we thought it would.
3) Why did it take so much longer? Because we underestimated the complexity of the
job.
4) Why did we underestimate the complexity of the job? Because we made a quick
estimate of the time and scope needed to complete it, and didn't list the individual
stages needed to complete the project.
5) Why didn't we properly estimate the time & scope? Because we were running
behind on other projects. We clearly need to review our time estimation and
specification procedures.
Questions to Ask when documenting the process
Where does the information come from?
Is the process completed without interruption?
Do you ever receive incomplete/incorrect information?
Where does the information flow to next?
Does the information flow to more than one place?
Is there new information or is it the same information
translated into another form? (doing it more than once)
Does downtime occur?
The Perfect Transaction
Is completed entirely by one person
Is completed one at a time (no batching)
Is completed as soon as the request is made
Is completed without interruption
Is completed with the information provided
Is completed correctly
And it never returns..
Barriers from the perfect transaction
Poor Information
Missing
information
Inaccurate
information
Assumptions
Poor information flow
Hand-offs
Waiting
Poor sequence
Confusion on flow
Organizational structure
Information/Knowledge
silos
Untrained
What is a Value Stream Map? (VSM)
Definition- A VSM defines value from the customers
perspective.
Purpose
Develops a common understanding of the current process
Creates a baseline to measure improvements against
Defines a vision of the future process
Establishes common leadership objectives
Identifies opportunities for improvement
Value- Provides visibility of the entire process**.
**Without it, you may focus on the wrong areas of improvement.
The 90/10 Rule
There are exceptions to every rule! When mapping,
consider what happens the majority of the time.
DONT focus your efforts on the exceptions
Current- Page 1 of 2
Future- 1 Page
ROCME Example- Before & After P-Card Purchases
Before
All receipts are processed and
tracked with hard copies.
All receipts are stored with
hard copies for 7 years.
Not all purchases are captured
under Mesa for rebate and
pricing.
Can close out a work order
and bill without all materials
included.
Not all purchasers can send in
receipts electronically.
After
Receipts will be processed
electronically.
Receipts can be filed
electronically.
Changed L0P & train p-card
users to verify correct
account at time of purchase.
Can not close out a work
order without checking
material box.
All purchasers can send in
receipts electronically.
ROCME Example- Before & After P.O.s
Before
After
One electronic copy is
All Subcontracts are mailed
with 3 printed copies for
emailed for Contractor
execution.
signatures.
POs in Irvine are 3 page
POs in Irvine are electronic.
carbon copies.
Update Bid Temp to identify
POs occasionally submitted to
the Sub needs to be
AP with unapproved Subs.
approved before the PO
written.
What is an A3/ROCME
11x17 piece of paper (Supposedly the largest
size that could be faxed.)
A problem solving approach
A concise summary of the problem and solution
A way of structuring thinking
A communication tool for workers to report
problems and improvement suggestions to
management
A way for management to structure and discipline
the improvement process
Used for any kind of problem in all parts of the
business
Quality Chain Reaction
Our Problem is Quality!
Improve
Quality
Decrease
Cost
Improve
Productivity
Grow
The
Business
With
Better
Quality &
Lower
Price
Increase
Market
Share
Decrease
Prices
How do you organize for Quality?
Future ROCME Opportunities Identified:
1. Customer Satisfaction- improve our
customer retention percentage.
2. Improving our current Labor Mix
percentages.
Questions?
Thoughts?
2 Cromwell, Irvine, CA 92618 | ph 949.460.0460 | fx 949.460.8833
[Link] | [Link]