IT21495: Applying LEAN Methodology to IT and CAD/BIM Management Darren Young BIM Application Manager
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Join the conversation #AU2016
Class summary Learn for to apply Lean to Technology
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Key learning objectives At the end of this class, you will be able to: Quick history on LEAN Lean tools and methodologies Applying traditional Lean methodologies to Technology Practical examples as they apply to technology
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Lean
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How to think Lean Easy to do. We all learned this as kids. As adults, we’ve forgotten. https://youtu.be/ueZ6tvqhk8U https://youtu.be/aFbK0mE06FY https://youtu.be/pzVbRmrc9-Q
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Building Throughout History Source: The Machine That Changed the World
Lean Production
Craft Production • • • •
• • • •
No Standards Low Defects Low Production Unpredictable Margins
Mass Production • • • •
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Good Standards High Defect High Production Low Margins
Process Standards Low Defects High Production Higher and More Predictable Margins
Benefits of Lean in Manufacturing Source: CII
Manufacturing lead time decreased Delivered Quality reached 3PPM Delivery performance increased to 99%+ Production conversion costs 25-40% lower than mass production (from raw material to finished goods) Product development time reduced from 5years to less than 6 months Construction
Manufacturing Support Activity Waste Value Added
Support Activity Waste Value Added
12%
33% 26%
62%
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10%
57%
Lean Principles Precisely specify value from the perspective of the customer
Pursue perfection by continuous improvement
ELIMINATE WASTE
Let the customer pull – don’t make anything until it is needed, then make it quickly
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Identify the process that delivers what the customer values and eliminate all non value adding steps
Make the remaining value adding steps flow by managing the interfaces between steps
Lean Principles • What is Waste? Anything that does not physically change a part that a customer is willing to pay for is waste. • Focus of “problem processes” not “problem people” • Only 2 states – Ready & Done. • •
Don’t do anything that’s not ready Don’t release anything that’s not done
• You can't control complexity by throwing more complexity at it
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Lean Principles • Don't overly automate if it compromises future agility • Get the right info, at right time, in right format to right people • Creativity before capital • Paving cow paths = applying technology before fixing processes • Activity often confused with productivity
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Waste
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8 Wastes
Over production Creating too much material or information
Transportation Moving material or information Examples: Information exchange, uploading and downloading, file replication
Inventory Having more material or information than you need Examples: Having 3 programs for the same task instead of one.
Motion Moving people to access or process material Examples: Going to onsite meetings when you can attend online, clicking buttons instead of using 2 key commands
Waiting Waiting for material or information… or material or information waiting to be processed Examples: File opening or saving times, replication, PC maintenance
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Examples: Over licensing of software (qty and/or functionality), buying more/higher end equipment than needed
Over processing Processing more than necessary to produce the desired output Examples: Generating robust documentation that will never be updated or made current when things change because it’s too much work.
Defects Errors or mistakes causing the effort to be redone to correct the problem Examples: Re-visiting a new computer after deployment because a configuration items was missed/misconfigured. Fixing the same problem repeatedly.
Skills (Unused) Ignoring input from the people on your team Examples: Not trying new things because of pride… “I already know the best way”
Lean Tools
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Lean Tools • • • • • • • • • • •
5S • Kaizen • Red-Tag • 6-Sigma (lean sigma) • Andon • Poka-yoke • Standardized Work / Processes Single Piece Flow • 5- Why’s • RCM (Reliability Centered Maint) • Kanban
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Takt Time SMED (Quick Changeover) Workload Leveling PDCA Cycles TPM OEE (Overall Equipment Efficiency) Gemba Walks Quick Response Manufacturing …etc…
Lean Tool – S5
• Sort • Straighten • Shine • Standardize • Sustain © 2016 Autodesk
•
Remove unnecessary items
•
Make work easier by eliminate obstacles
•
Prevent accumulation of “stuff”
•
Remove things that are not used regularly
•
Arrange all items so they are easier to access
•
Move everything needed for a task close to the work
•
Follow first come first serve workflow
•
Keep your workstation clean and uncluttered
•
Have a place for everything
•
Have a standard for important processes
•
Be disciplined about maintaining order in your work
Lean Tool – Kaizen / Continuous Improvement Innovation Great ideas Big Change Infrequent Continuous Improvement Small Ideas Small Change Constant or Daily © 2016 Autodesk
What is the smallest change that I can make towards improvement today? How can I save $1? How can I save 1 minute?
Lean Tool – Red Tag Communication system used to flag / identify items to be removed from the work area. 5S Tool to help “Sort” Mark item w/red tag, sign and date. Anyone using the item, removes discards red tag Anyone seeing a red tagged item 30 days past date on tag, can remove / discard item
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Lean Tool – Six Sigma (Lean Sigma) Set of tools and techniques based on statistical modeling of manufacturing processes, designed to reduce defects and variation in a process. 99.99966% of all opportunities to produce a feature / part are free from defects. 3.4 defects per 1 million opportunities.
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Lean Tool – Andon Source: Wikipedia
• Manufacturing term referring to a system to notify management, maintenance, and other workers of a quality or process problem. • The centerpiece is a device incorporating signal lights to indicate which workstation has the problem. • The alert can be activated manually by a worker using a pullcord or button, or may be activated automatically by the production equipment itself. • The system may include a means to stop production so the issue can be corrected. © 2016 Autodesk
Lean Tool – Poka-yoke • Mistake proofing • Inadvertent error prevention • Behavior shaping constraints • Idiot Proof / Fool proof
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Lean Tool – Standard Work • Documenting best practices • Continuous improvement pushes standard work forward. Increase the standard. • NOT an excuse not to think
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Lean Tool – Single Piece Flow • Achieves “Just in time” production • Minimizes inventory • Minimizes work in process • Let customer demand drive the process • Put value in the customers hands as soon as it’s ready • Shortens feedback loop © 2016 Autodesk
Lean Tool – 5-Why’s • Iterative interrogation • Discovery of root cause of problems • Stop addressing symptoms
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Lean Tool – RCM (Reliability Centered Maintenance) Source: Wikipedia
• Process to ensure that systems continue to do what their users require in their present operating context • What is the minimum required maintenance to achieve reliability? • What maintenance must be in place to maintain critical functionality without failure? • What functionality can be “maintained” upon failure?
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Lean Tool – Kanban • Inventory control system used in Lean Manufacturing & JIT • Sets “upper limit” of allowable work in process • Use “Kanban” reorder cards as an “Andon” to signal replenishing of inventory
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Lean Tool – Takt Time Source: Wikipedia
• The average time between the start of production of one unit and the start of production of the next unit • Set to customer demand • Used to measure production flow and eliminate bottlenecks
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Lean Tool – SMED (Quick Changeover) • Single-Minute Exchange of Die • Change production process in a single (digit) minute (not 1 minute, but less than 10 minutes)
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Lean Tool – Workload Leveling • Minimize differential between high and low workloads • “Smooth” production flow
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Lean Tool – PDCA Cycles • Plan
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Do
Check
Act
Lean Tool – TPM (Total Productive Maintenance) • System of maintenance to prevent future system failures • Keep things in top working order
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Lean Tool – OEE (Overall Equipment Efficiency) • Overall Equipment Effectiveness • Measures the % if manufacturing time that’s truly productive • 100% OEE score = 100% quality (zero defects), 100% performance (as fast as possible) with 100% availability (no stop time)
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Lean Tool – Gemba Walks • Japanese = The Real Place • Go to where the value is created • Go where the work is performed • Look and see
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Lean Tool – Quick Response Manufacturing • Reduce External Lead Times • Reduce Internal Lead Times • Accommodates strategic variability such as offering customengineered products • Eliminating dysfunctional variability such as rework and changing due dates
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Questions?
Email:
[email protected]
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