Ross Kenneth Kennedy
Understanding, Measuring, and Improving Daily Management (eBook, PDF)
How to Use Effective Daily Management to Drive Significant Process Improvement
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Ross Kenneth Kennedy
Understanding, Measuring, and Improving Daily Management (eBook, PDF)
How to Use Effective Daily Management to Drive Significant Process Improvement
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This book explains the critical parts of a continuous improvement strategy and where reactive improvement through effective daily management fits in. In addition, it shows the consequences if daily management is not performed well.
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This book explains the critical parts of a continuous improvement strategy and where reactive improvement through effective daily management fits in. In addition, it shows the consequences if daily management is not performed well.
Dieser Download kann aus rechtlichen Gründen nur mit Rechnungsadresse in A, B, BG, CY, CZ, D, DK, EW, E, FIN, F, GR, HR, H, IRL, I, LT, L, LR, M, NL, PL, P, R, S, SLO, SK ausgeliefert werden.
Produktdetails
- Produktdetails
- Verlag: Taylor & Francis
- Seitenzahl: 166
- Erscheinungstermin: 15. Januar 2019
- Englisch
- ISBN-13: 9780429958618
- Artikelnr.: 54787217
- Verlag: Taylor & Francis
- Seitenzahl: 166
- Erscheinungstermin: 15. Januar 2019
- Englisch
- ISBN-13: 9780429958618
- Artikelnr.: 54787217
Ross commenced his working career in 1970 at the Port Kembla Steelworks (12 yrs); followed by Cable Makers Australia (5 yrs) and David Brown Gear Industries (3 yrs). Over these 20 years he gained hands-on manufacturing and operational experience covering maintenance (14 years), production, operations and executive roles before moving into management consulting.
In 1985, Ross developed his passion for Lean Production following his involvement in the Value Added Management (JIT) initiative by the NSW Government. Ross quickly and effectively applied the new Lean principles and practices firstly at the CMA Foam Group Lullaby Bedding Factory while Factory Manager, then CMA's Cable Accessories Factory as Site Manager before moving to David Brown Gear Industries as Manufacturing Manger to establish and oversee the relocation of the company from Sydney to Wollongong to a new facility set up on Lean principles and practices.
In 1989 after the new facility was well established and recognised for its leading edge improvements based on Lean, Ross was invited to join the new JIT / Lean practice being established by the Manufacturing and Operations Group of Coopers & Lybrand's International Management Consulting Practice based in Sydney.
Over the next 5 years Ross had the opportunity to work on major assignments with some of the firm's leading Lean practitioners from USA, Canada and the UK. It was also during this time that he first came across TPM (a critical missing link in the Lean tool kit) in 1990 when he led one of the first implementations of TPM in Australasia under the guidance of John Campbell who was Partner-in-Charge of Coopers & Lybrand's Global Centre for Maintenance Excellence based in Canada and author of the internationally recognised maintenance book - Uptime.
In August 1994, Ross established his own consulting practice specialising in TPM. He organised and chaired Australasia's first TPM conference in 1995 and, at the request of the delegates at the conference, Ross with several colleagues founded The Centre for TPM (Australasia) in January 1996 to provide a membership-based organisation to support Australasian industry and academia.
After extensive research including a trip to Paris in 1997 to attend Europe's first World-Class Manufacturing & JIPM-TPM Conference and associated workshops with leading TPM practitioners from throughout the world, The Centre for TPM (Australasia) launched its TPM3 methodology in January 1998, which is an enhanced and expanded Australasian version of the Japan Institute of Plant Maintenance (JIPM) 3rd Generation TPM embracing the Toyota Production System and spanning the entire Supply Chain.
Since then CTPM has been involved with a wide range of leading manufacturing, mining, processing, utilities and service companies. For example from Sept 1998 to June 2003 CTPM assisted Telstra roll-out their TPM initiative to over 200 teams servicing their Customer Access Copper Network in 16 Regions throughout Australia resulting in over $110m in savings.
Ross has been actively involved with Lean Production since 1985, TPM since 1990 and Australasian TPM & Lean (TPM3) since 1998 and has delivered publicly over 200 workshops and papers on the subjects both within Australia and overseas.
CTPM, under the direction of Ross with his team of experienced CI Specialists, is presently assisting over 30 sites located in Australia, New Zealand, Thailand, Indonesia and China on their TPM & Lean / CI journeys to Operational Excellence and World Class Performance.
In 1985, Ross developed his passion for Lean Production following his involvement in the Value Added Management (JIT) initiative by the NSW Government. Ross quickly and effectively applied the new Lean principles and practices firstly at the CMA Foam Group Lullaby Bedding Factory while Factory Manager, then CMA's Cable Accessories Factory as Site Manager before moving to David Brown Gear Industries as Manufacturing Manger to establish and oversee the relocation of the company from Sydney to Wollongong to a new facility set up on Lean principles and practices.
In 1989 after the new facility was well established and recognised for its leading edge improvements based on Lean, Ross was invited to join the new JIT / Lean practice being established by the Manufacturing and Operations Group of Coopers & Lybrand's International Management Consulting Practice based in Sydney.
Over the next 5 years Ross had the opportunity to work on major assignments with some of the firm's leading Lean practitioners from USA, Canada and the UK. It was also during this time that he first came across TPM (a critical missing link in the Lean tool kit) in 1990 when he led one of the first implementations of TPM in Australasia under the guidance of John Campbell who was Partner-in-Charge of Coopers & Lybrand's Global Centre for Maintenance Excellence based in Canada and author of the internationally recognised maintenance book - Uptime.
In August 1994, Ross established his own consulting practice specialising in TPM. He organised and chaired Australasia's first TPM conference in 1995 and, at the request of the delegates at the conference, Ross with several colleagues founded The Centre for TPM (Australasia) in January 1996 to provide a membership-based organisation to support Australasian industry and academia.
After extensive research including a trip to Paris in 1997 to attend Europe's first World-Class Manufacturing & JIPM-TPM Conference and associated workshops with leading TPM practitioners from throughout the world, The Centre for TPM (Australasia) launched its TPM3 methodology in January 1998, which is an enhanced and expanded Australasian version of the Japan Institute of Plant Maintenance (JIPM) 3rd Generation TPM embracing the Toyota Production System and spanning the entire Supply Chain.
Since then CTPM has been involved with a wide range of leading manufacturing, mining, processing, utilities and service companies. For example from Sept 1998 to June 2003 CTPM assisted Telstra roll-out their TPM initiative to over 200 teams servicing their Customer Access Copper Network in 16 Regions throughout Australia resulting in over $110m in savings.
Ross has been actively involved with Lean Production since 1985, TPM since 1990 and Australasian TPM & Lean (TPM3) since 1998 and has delivered publicly over 200 workshops and papers on the subjects both within Australia and overseas.
CTPM, under the direction of Ross with his team of experienced CI Specialists, is presently assisting over 30 sites located in Australia, New Zealand, Thailand, Indonesia and China on their TPM & Lean / CI journeys to Operational Excellence and World Class Performance.
Contents
Introduction: The Importance of Effective Daily Management.................
xi
1 Supportive Organisation Structure - Element
1................................. 1
The Causes of Equipment Failure and the 5
Whys........................................... 2
What Is the Pathway of Mechanical Equipment
Failure?................................... 3
Failure Mechanisms of the Parts that Make Up Our Plant and Equipment......
4
Failure
Mechanisms.........................................................................................
4
Example of the Impact of the Laws of Physics on the Failure
Mechanisms of Working
Items.......................................................................
5
The Pendulum of Change - the History of Ownership within the
Workplace............................................................................................................
7
Area Based Team
Structure................................................................................
8
The 4 Stages of Area Based Team
Development............................................. 13
Further Learning from Area Based Team
Structure.........................................17
The Need to Address All Failures, Not Just Equipment
Failures..................... 20
2 Effective Frontline Leaders - Element
2........................................... 23
What Do We Mean by Frontline
Leader?......................................................... 23
The New
Approach.......................................................................................
23
What Should Be the Allocation of Time for a Frontline Leader
Supporting Operational
Excellence?............................................................. 25
What Structure and Rosters Should We Have to Support the
Development of Our Frontline
Leaders?...................................................... 26
What Should Be the Roles and Responsibilities of a Frontline Leader?......
28
Possible Key
Roles.........................................................................................
28
Coaching of Team
Members..........................................................................31
What Attributes Should We Develop in Our Frontline
Leaders?..................31
What Skills Should We Develop in Our Frontline
Leaders?........................ 32
1. Knowledge of Responsibilities (Policies and
Procedures)................... 34
2. Knowledge of Work (Base
Skills)........................................................ 34
3. Skill in Instructing (Teaching
Skills).................................................... 35
4. Skill in Improving (Mastery
Skills)....................................................... 35
5. Skill in Team Work (Team
Skills)......................................................... 35
6. Skill in Leading (Leadership
Skills)...................................................... 35
Team Skills, Teaching Skills and Leadership Skills
Training....................... 35
Team
Skills.................................................................................................
35
Team Skills
Assessment....................................................................................
39
Teaching Skills and Leadership
Skills........................................................... 42
What Should Be a Typical Day/Week of a Frontline
Leader?...................... 43
What Is the Best Way to Develop the Desired Attributes and Skills of
Our Frontline
Leaders?..................................................................................
44
Use of Skills
Matrices....................................................................................
44
Summary Checklist for Developing Frontline
Leaders.................................... 45
Note...................................................................................................................
46
3 Appropriate Measures - Element 3: Key Success Factors for
Operations........................................................................................
47
Order Is
Important............................................................................................
49
Establishing Performance
Measures.................................................................
50
Displaying Your Performance
Measures.......................................................... 50
Establishing a Baseline and
Targets..................................................................51
Call to
Action....................................................................................................
55
Note...................................................................................................................
55
4 Structured Daily Review Meetings - Element
4............................... 57
Naming of Your Daily Review
Meetings.......................................................... 58
What Should Be the Reason and Purpose of a Daily Review Meeting?.........
59
What Makes an Effective Daily Review
Meeting?............................................ 60
What Information Should Be Reported at Daily Review
Meeting?..................61
What Information Does the Production Manager Require on a Daily
Basis?...............................................................................................................61
Selecting Performance Measures for Review at a Daily Review
Meeting........61
Developing the Format and Agenda of a Daily
Review
Meeting.................................................................................................
62
Determining the Rules for a Daily Review
Meeting........................................ 65
Setting Triggers and Policies to Initiate Frontline Problem-Solving Root
Cause
Analysis..................................................................................................
66
Start of Shift Review
Meeting............................................................................67
5 Visual Information Centres - Element
5........................................... 69
What Should Be
Displayed?..............................................................................
70
Setting Up Your Information
Centres............................................................... 70
Example Layout of Basic Concern
Strip........................................................... 75
Example Layout of a Root Cause Analysis Concern
Strip............................... 76
6 Frontline Problem-Solving Root Cause Analysis Capability -
Element
6..........................................................................................
81
PLAN: Understand the Problem and Develop
an Action
Plan...................................................................................................
83
DO: Implement Solutions (the Action Plan) (Step
5)....................................... 83
CHECK: Evaluate Results (Step
6).................................................................... 84
ACT: List Future Actions (Step
7)...................................................................... 84
Introducing Frontline Problem-Solving Root Cause
Analysis.......................... 84
Identifying the Initial Frontline Problems for Your Development Program...
87
Finding the Resources for On-Going Frontline Problem-Solving Root
Cause
Analysis..................................................................................................
89
Outline of the 7 Step Frontline Problem-Solving
Root Cause Analysis
Process............................................................................
90
Step 1: Define the
Problem...............................................................................
93
Problem
Statement:.......................................................................................
95
1.1 Establish Problem Statement in Object-Deviation Format.................
95
Problem
Description:....................................................................................
95
1.2 What Is the
Problem?..........................................................................
95
1.3 Where Did We Find the Problem? (Point of Observation)................
95
1.4 When Did It
Happen?.........................................................................
96
1.5 Size or Measure of the Deviation from Standard or Extent ofthe Problem
......... 96
1.6 Point of Observation or Where Did You First Identify You Had a Problem
.............. 96
1.7 Point of Occurrence or Where Do You Believe the Problem Is
Originating From .............. 96
1.8 Problem Definition = Problem Statement + Problem Description....... 97
1.9 Problem History or the Sequence of Events Leading Up to the Problem
............... 98
Step 2: Contain
Problem...................................................................................
99
2.1 Identify a Containment
Action............................................................. 100
2.2 Enact the Containment
Action..............................................................101
2.3 Communicate the Containment
Action................................................101
2.4 Verify the Effectiveness of the Containment
Action............................101
Step 3: Analyse
Problem..................................................................................101
3.1 Confirm the Effect
Statement................................................................103
3.2 Identify Those to Be
Involved..............................................................103
3.3 Identify Questions and Information
Required.....................................103
3.4 Prepare
Materials...................................................................................104
3.5 Select the Initial Categories to Promote the
Brainstorming.................104
3.6 Populate the Cause & Effect
Diagram..................................................104
3.7 Conduct Quality Check of the
Causes..................................................105
3.8 Eliminate or Confirm
Causes................................................................105
3.9 Select the Most Significant Possible
Causes......................................... 106
Step 4: Develop Root Cause
Solutions............................................................107
4.1 Extend Main Causes into Cause
Statements.........................................109
4.2 Identify Those to Be
Involved..............................................................109
4.3 Identify Questions and Information
Required.....................................110
4.4 Prepare
Materials...................................................................................110
4.5 Enter Cause Statements and Populate the Why-Why Diagram............110
4.6 Verify Each Answer to a Why with Data or Observational
Evidence.................111
4.7 Summarise the Root Cause Pathways that Will Best Address the
Problem............112
4.8 Identify Possible Solutions to Each Cause in the Two
Pathways.........112
4.9 Select All the Solutions You Can Work
On..........................................112
4.10 Select All the Remaining Solutions You Can Recommend to
Others...............112
Step 5: Implement
Solutions............................................................................114
5.1 Establish Appropriate Criteria for Developing
Solutions......................114
5.2 Identify and Select the Most Appropriate Solution or
Solutions...........115
5.3 Develop a List of Proposed Key Actions for Each
Solution.................118
5.4 Gain Approval or Permission Including All Sign-Offs Required to
Implement the Key Actions.........118
5.5 Obtain the Necessary Resources to Complete the Proposed Actions within
the Required Timeframe...........118
5.6 Identify the Remaining Gaps to Achieve the Agreed Expectation Once the
Initial Actions Have Been Completed.........118
5.7 Test or Measure the Effectiveness of the Actions in the Short
Term......119
Step 6: Evaluate
Results...................................................................................119
6.1 Ensure Your Actions Are Having the Required
Impact...................... 120
6.2 If Appropriate, Conduct an Acid
Test.................................................. 120
6.3 Lock in the
Improvements...................................................................
120
6.4 Review Containment of
Problem..........................................................121
Step 7: List Future
Actions...............................................................................121
7.1 Adjust or Refine
Solutions......................................................................121
7.2 Recommend Future
Action....................................................................122
7.3 Complete Frontline Problem-Solving Root Cause Analysis A3 Summary
Sheet........122
7.4 Conduct Horizontal Deployment Where
Appropriate..........................123
Reflection on the 7 Step
Process.....................................................................124
Key Learning from Frontline Problem-Solving Root Cause
Analysis.............124
7 Rapid Sharing of Learning Capability - Element 7........................
127
The Need for a Learning
Organisation...........................................................127
Actions to Help Create a Learning
Organisation............................................129
Establish Standards for Documenting
Outcomes........................................129
Establish a Continuous Improvement Library and Knowledge Base.........129
Establish an Effective Daily Review Meeting
Plan..................................... 130
Create the Right Environment to Promote Adult
Learning........................ 130
8 The Way
Forward............................................................................
133
Preparation Action
Plan...................................................................................133
Implementation Action
Plan............................................................................135
Daily Review Meeting
Rating.........................................................................
138
Reference List of Articles and
Books.....................................................141
Index.....................................................................................................
143
Introduction: The Importance of Effective Daily Management.................
xi
1 Supportive Organisation Structure - Element
1................................. 1
The Causes of Equipment Failure and the 5
Whys........................................... 2
What Is the Pathway of Mechanical Equipment
Failure?................................... 3
Failure Mechanisms of the Parts that Make Up Our Plant and Equipment......
4
Failure
Mechanisms.........................................................................................
4
Example of the Impact of the Laws of Physics on the Failure
Mechanisms of Working
Items.......................................................................
5
The Pendulum of Change - the History of Ownership within the
Workplace............................................................................................................
7
Area Based Team
Structure................................................................................
8
The 4 Stages of Area Based Team
Development............................................. 13
Further Learning from Area Based Team
Structure.........................................17
The Need to Address All Failures, Not Just Equipment
Failures..................... 20
2 Effective Frontline Leaders - Element
2........................................... 23
What Do We Mean by Frontline
Leader?......................................................... 23
The New
Approach.......................................................................................
23
What Should Be the Allocation of Time for a Frontline Leader
Supporting Operational
Excellence?............................................................. 25
What Structure and Rosters Should We Have to Support the
Development of Our Frontline
Leaders?...................................................... 26
What Should Be the Roles and Responsibilities of a Frontline Leader?......
28
Possible Key
Roles.........................................................................................
28
Coaching of Team
Members..........................................................................31
What Attributes Should We Develop in Our Frontline
Leaders?..................31
What Skills Should We Develop in Our Frontline
Leaders?........................ 32
1. Knowledge of Responsibilities (Policies and
Procedures)................... 34
2. Knowledge of Work (Base
Skills)........................................................ 34
3. Skill in Instructing (Teaching
Skills).................................................... 35
4. Skill in Improving (Mastery
Skills)....................................................... 35
5. Skill in Team Work (Team
Skills)......................................................... 35
6. Skill in Leading (Leadership
Skills)...................................................... 35
Team Skills, Teaching Skills and Leadership Skills
Training....................... 35
Team
Skills.................................................................................................
35
Team Skills
Assessment....................................................................................
39
Teaching Skills and Leadership
Skills........................................................... 42
What Should Be a Typical Day/Week of a Frontline
Leader?...................... 43
What Is the Best Way to Develop the Desired Attributes and Skills of
Our Frontline
Leaders?..................................................................................
44
Use of Skills
Matrices....................................................................................
44
Summary Checklist for Developing Frontline
Leaders.................................... 45
Note...................................................................................................................
46
3 Appropriate Measures - Element 3: Key Success Factors for
Operations........................................................................................
47
Order Is
Important............................................................................................
49
Establishing Performance
Measures.................................................................
50
Displaying Your Performance
Measures.......................................................... 50
Establishing a Baseline and
Targets..................................................................51
Call to
Action....................................................................................................
55
Note...................................................................................................................
55
4 Structured Daily Review Meetings - Element
4............................... 57
Naming of Your Daily Review
Meetings.......................................................... 58
What Should Be the Reason and Purpose of a Daily Review Meeting?.........
59
What Makes an Effective Daily Review
Meeting?............................................ 60
What Information Should Be Reported at Daily Review
Meeting?..................61
What Information Does the Production Manager Require on a Daily
Basis?...............................................................................................................61
Selecting Performance Measures for Review at a Daily Review
Meeting........61
Developing the Format and Agenda of a Daily
Review
Meeting.................................................................................................
62
Determining the Rules for a Daily Review
Meeting........................................ 65
Setting Triggers and Policies to Initiate Frontline Problem-Solving Root
Cause
Analysis..................................................................................................
66
Start of Shift Review
Meeting............................................................................67
5 Visual Information Centres - Element
5........................................... 69
What Should Be
Displayed?..............................................................................
70
Setting Up Your Information
Centres............................................................... 70
Example Layout of Basic Concern
Strip........................................................... 75
Example Layout of a Root Cause Analysis Concern
Strip............................... 76
6 Frontline Problem-Solving Root Cause Analysis Capability -
Element
6..........................................................................................
81
PLAN: Understand the Problem and Develop
an Action
Plan...................................................................................................
83
DO: Implement Solutions (the Action Plan) (Step
5)....................................... 83
CHECK: Evaluate Results (Step
6).................................................................... 84
ACT: List Future Actions (Step
7)...................................................................... 84
Introducing Frontline Problem-Solving Root Cause
Analysis.......................... 84
Identifying the Initial Frontline Problems for Your Development Program...
87
Finding the Resources for On-Going Frontline Problem-Solving Root
Cause
Analysis..................................................................................................
89
Outline of the 7 Step Frontline Problem-Solving
Root Cause Analysis
Process............................................................................
90
Step 1: Define the
Problem...............................................................................
93
Problem
Statement:.......................................................................................
95
1.1 Establish Problem Statement in Object-Deviation Format.................
95
Problem
Description:....................................................................................
95
1.2 What Is the
Problem?..........................................................................
95
1.3 Where Did We Find the Problem? (Point of Observation)................
95
1.4 When Did It
Happen?.........................................................................
96
1.5 Size or Measure of the Deviation from Standard or Extent ofthe Problem
......... 96
1.6 Point of Observation or Where Did You First Identify You Had a Problem
.............. 96
1.7 Point of Occurrence or Where Do You Believe the Problem Is
Originating From .............. 96
1.8 Problem Definition = Problem Statement + Problem Description....... 97
1.9 Problem History or the Sequence of Events Leading Up to the Problem
............... 98
Step 2: Contain
Problem...................................................................................
99
2.1 Identify a Containment
Action............................................................. 100
2.2 Enact the Containment
Action..............................................................101
2.3 Communicate the Containment
Action................................................101
2.4 Verify the Effectiveness of the Containment
Action............................101
Step 3: Analyse
Problem..................................................................................101
3.1 Confirm the Effect
Statement................................................................103
3.2 Identify Those to Be
Involved..............................................................103
3.3 Identify Questions and Information
Required.....................................103
3.4 Prepare
Materials...................................................................................104
3.5 Select the Initial Categories to Promote the
Brainstorming.................104
3.6 Populate the Cause & Effect
Diagram..................................................104
3.7 Conduct Quality Check of the
Causes..................................................105
3.8 Eliminate or Confirm
Causes................................................................105
3.9 Select the Most Significant Possible
Causes......................................... 106
Step 4: Develop Root Cause
Solutions............................................................107
4.1 Extend Main Causes into Cause
Statements.........................................109
4.2 Identify Those to Be
Involved..............................................................109
4.3 Identify Questions and Information
Required.....................................110
4.4 Prepare
Materials...................................................................................110
4.5 Enter Cause Statements and Populate the Why-Why Diagram............110
4.6 Verify Each Answer to a Why with Data or Observational
Evidence.................111
4.7 Summarise the Root Cause Pathways that Will Best Address the
Problem............112
4.8 Identify Possible Solutions to Each Cause in the Two
Pathways.........112
4.9 Select All the Solutions You Can Work
On..........................................112
4.10 Select All the Remaining Solutions You Can Recommend to
Others...............112
Step 5: Implement
Solutions............................................................................114
5.1 Establish Appropriate Criteria for Developing
Solutions......................114
5.2 Identify and Select the Most Appropriate Solution or
Solutions...........115
5.3 Develop a List of Proposed Key Actions for Each
Solution.................118
5.4 Gain Approval or Permission Including All Sign-Offs Required to
Implement the Key Actions.........118
5.5 Obtain the Necessary Resources to Complete the Proposed Actions within
the Required Timeframe...........118
5.6 Identify the Remaining Gaps to Achieve the Agreed Expectation Once the
Initial Actions Have Been Completed.........118
5.7 Test or Measure the Effectiveness of the Actions in the Short
Term......119
Step 6: Evaluate
Results...................................................................................119
6.1 Ensure Your Actions Are Having the Required
Impact...................... 120
6.2 If Appropriate, Conduct an Acid
Test.................................................. 120
6.3 Lock in the
Improvements...................................................................
120
6.4 Review Containment of
Problem..........................................................121
Step 7: List Future
Actions...............................................................................121
7.1 Adjust or Refine
Solutions......................................................................121
7.2 Recommend Future
Action....................................................................122
7.3 Complete Frontline Problem-Solving Root Cause Analysis A3 Summary
Sheet........122
7.4 Conduct Horizontal Deployment Where
Appropriate..........................123
Reflection on the 7 Step
Process.....................................................................124
Key Learning from Frontline Problem-Solving Root Cause
Analysis.............124
7 Rapid Sharing of Learning Capability - Element 7........................
127
The Need for a Learning
Organisation...........................................................127
Actions to Help Create a Learning
Organisation............................................129
Establish Standards for Documenting
Outcomes........................................129
Establish a Continuous Improvement Library and Knowledge Base.........129
Establish an Effective Daily Review Meeting
Plan..................................... 130
Create the Right Environment to Promote Adult
Learning........................ 130
8 The Way
Forward............................................................................
133
Preparation Action
Plan...................................................................................133
Implementation Action
Plan............................................................................135
Daily Review Meeting
Rating.........................................................................
138
Reference List of Articles and
Books.....................................................141
Index.....................................................................................................
143
Contents
Introduction: The Importance of Effective Daily Management.................
xi
1 Supportive Organisation Structure - Element
1................................. 1
The Causes of Equipment Failure and the 5
Whys........................................... 2
What Is the Pathway of Mechanical Equipment
Failure?................................... 3
Failure Mechanisms of the Parts that Make Up Our Plant and Equipment......
4
Failure
Mechanisms.........................................................................................
4
Example of the Impact of the Laws of Physics on the Failure
Mechanisms of Working
Items.......................................................................
5
The Pendulum of Change - the History of Ownership within the
Workplace............................................................................................................
7
Area Based Team
Structure................................................................................
8
The 4 Stages of Area Based Team
Development............................................. 13
Further Learning from Area Based Team
Structure.........................................17
The Need to Address All Failures, Not Just Equipment
Failures..................... 20
2 Effective Frontline Leaders - Element
2........................................... 23
What Do We Mean by Frontline
Leader?......................................................... 23
The New
Approach.......................................................................................
23
What Should Be the Allocation of Time for a Frontline Leader
Supporting Operational
Excellence?............................................................. 25
What Structure and Rosters Should We Have to Support the
Development of Our Frontline
Leaders?...................................................... 26
What Should Be the Roles and Responsibilities of a Frontline Leader?......
28
Possible Key
Roles.........................................................................................
28
Coaching of Team
Members..........................................................................31
What Attributes Should We Develop in Our Frontline
Leaders?..................31
What Skills Should We Develop in Our Frontline
Leaders?........................ 32
1. Knowledge of Responsibilities (Policies and
Procedures)................... 34
2. Knowledge of Work (Base
Skills)........................................................ 34
3. Skill in Instructing (Teaching
Skills).................................................... 35
4. Skill in Improving (Mastery
Skills)....................................................... 35
5. Skill in Team Work (Team
Skills)......................................................... 35
6. Skill in Leading (Leadership
Skills)...................................................... 35
Team Skills, Teaching Skills and Leadership Skills
Training....................... 35
Team
Skills.................................................................................................
35
Team Skills
Assessment....................................................................................
39
Teaching Skills and Leadership
Skills........................................................... 42
What Should Be a Typical Day/Week of a Frontline
Leader?...................... 43
What Is the Best Way to Develop the Desired Attributes and Skills of
Our Frontline
Leaders?..................................................................................
44
Use of Skills
Matrices....................................................................................
44
Summary Checklist for Developing Frontline
Leaders.................................... 45
Note...................................................................................................................
46
3 Appropriate Measures - Element 3: Key Success Factors for
Operations........................................................................................
47
Order Is
Important............................................................................................
49
Establishing Performance
Measures.................................................................
50
Displaying Your Performance
Measures.......................................................... 50
Establishing a Baseline and
Targets..................................................................51
Call to
Action....................................................................................................
55
Note...................................................................................................................
55
4 Structured Daily Review Meetings - Element
4............................... 57
Naming of Your Daily Review
Meetings.......................................................... 58
What Should Be the Reason and Purpose of a Daily Review Meeting?.........
59
What Makes an Effective Daily Review
Meeting?............................................ 60
What Information Should Be Reported at Daily Review
Meeting?..................61
What Information Does the Production Manager Require on a Daily
Basis?...............................................................................................................61
Selecting Performance Measures for Review at a Daily Review
Meeting........61
Developing the Format and Agenda of a Daily
Review
Meeting.................................................................................................
62
Determining the Rules for a Daily Review
Meeting........................................ 65
Setting Triggers and Policies to Initiate Frontline Problem-Solving Root
Cause
Analysis..................................................................................................
66
Start of Shift Review
Meeting............................................................................67
5 Visual Information Centres - Element
5........................................... 69
What Should Be
Displayed?..............................................................................
70
Setting Up Your Information
Centres............................................................... 70
Example Layout of Basic Concern
Strip........................................................... 75
Example Layout of a Root Cause Analysis Concern
Strip............................... 76
6 Frontline Problem-Solving Root Cause Analysis Capability -
Element
6..........................................................................................
81
PLAN: Understand the Problem and Develop
an Action
Plan...................................................................................................
83
DO: Implement Solutions (the Action Plan) (Step
5)....................................... 83
CHECK: Evaluate Results (Step
6).................................................................... 84
ACT: List Future Actions (Step
7)...................................................................... 84
Introducing Frontline Problem-Solving Root Cause
Analysis.......................... 84
Identifying the Initial Frontline Problems for Your Development Program...
87
Finding the Resources for On-Going Frontline Problem-Solving Root
Cause
Analysis..................................................................................................
89
Outline of the 7 Step Frontline Problem-Solving
Root Cause Analysis
Process............................................................................
90
Step 1: Define the
Problem...............................................................................
93
Problem
Statement:.......................................................................................
95
1.1 Establish Problem Statement in Object-Deviation Format.................
95
Problem
Description:....................................................................................
95
1.2 What Is the
Problem?..........................................................................
95
1.3 Where Did We Find the Problem? (Point of Observation)................
95
1.4 When Did It
Happen?.........................................................................
96
1.5 Size or Measure of the Deviation from Standard or Extent ofthe Problem
......... 96
1.6 Point of Observation or Where Did You First Identify You Had a Problem
.............. 96
1.7 Point of Occurrence or Where Do You Believe the Problem Is
Originating From .............. 96
1.8 Problem Definition = Problem Statement + Problem Description....... 97
1.9 Problem History or the Sequence of Events Leading Up to the Problem
............... 98
Step 2: Contain
Problem...................................................................................
99
2.1 Identify a Containment
Action............................................................. 100
2.2 Enact the Containment
Action..............................................................101
2.3 Communicate the Containment
Action................................................101
2.4 Verify the Effectiveness of the Containment
Action............................101
Step 3: Analyse
Problem..................................................................................101
3.1 Confirm the Effect
Statement................................................................103
3.2 Identify Those to Be
Involved..............................................................103
3.3 Identify Questions and Information
Required.....................................103
3.4 Prepare
Materials...................................................................................104
3.5 Select the Initial Categories to Promote the
Brainstorming.................104
3.6 Populate the Cause & Effect
Diagram..................................................104
3.7 Conduct Quality Check of the
Causes..................................................105
3.8 Eliminate or Confirm
Causes................................................................105
3.9 Select the Most Significant Possible
Causes......................................... 106
Step 4: Develop Root Cause
Solutions............................................................107
4.1 Extend Main Causes into Cause
Statements.........................................109
4.2 Identify Those to Be
Involved..............................................................109
4.3 Identify Questions and Information
Required.....................................110
4.4 Prepare
Materials...................................................................................110
4.5 Enter Cause Statements and Populate the Why-Why Diagram............110
4.6 Verify Each Answer to a Why with Data or Observational
Evidence.................111
4.7 Summarise the Root Cause Pathways that Will Best Address the
Problem............112
4.8 Identify Possible Solutions to Each Cause in the Two
Pathways.........112
4.9 Select All the Solutions You Can Work
On..........................................112
4.10 Select All the Remaining Solutions You Can Recommend to
Others...............112
Step 5: Implement
Solutions............................................................................114
5.1 Establish Appropriate Criteria for Developing
Solutions......................114
5.2 Identify and Select the Most Appropriate Solution or
Solutions...........115
5.3 Develop a List of Proposed Key Actions for Each
Solution.................118
5.4 Gain Approval or Permission Including All Sign-Offs Required to
Implement the Key Actions.........118
5.5 Obtain the Necessary Resources to Complete the Proposed Actions within
the Required Timeframe...........118
5.6 Identify the Remaining Gaps to Achieve the Agreed Expectation Once the
Initial Actions Have Been Completed.........118
5.7 Test or Measure the Effectiveness of the Actions in the Short
Term......119
Step 6: Evaluate
Results...................................................................................119
6.1 Ensure Your Actions Are Having the Required
Impact...................... 120
6.2 If Appropriate, Conduct an Acid
Test.................................................. 120
6.3 Lock in the
Improvements...................................................................
120
6.4 Review Containment of
Problem..........................................................121
Step 7: List Future
Actions...............................................................................121
7.1 Adjust or Refine
Solutions......................................................................121
7.2 Recommend Future
Action....................................................................122
7.3 Complete Frontline Problem-Solving Root Cause Analysis A3 Summary
Sheet........122
7.4 Conduct Horizontal Deployment Where
Appropriate..........................123
Reflection on the 7 Step
Process.....................................................................124
Key Learning from Frontline Problem-Solving Root Cause
Analysis.............124
7 Rapid Sharing of Learning Capability - Element 7........................
127
The Need for a Learning
Organisation...........................................................127
Actions to Help Create a Learning
Organisation............................................129
Establish Standards for Documenting
Outcomes........................................129
Establish a Continuous Improvement Library and Knowledge Base.........129
Establish an Effective Daily Review Meeting
Plan..................................... 130
Create the Right Environment to Promote Adult
Learning........................ 130
8 The Way
Forward............................................................................
133
Preparation Action
Plan...................................................................................133
Implementation Action
Plan............................................................................135
Daily Review Meeting
Rating.........................................................................
138
Reference List of Articles and
Books.....................................................141
Index.....................................................................................................
143
Introduction: The Importance of Effective Daily Management.................
xi
1 Supportive Organisation Structure - Element
1................................. 1
The Causes of Equipment Failure and the 5
Whys........................................... 2
What Is the Pathway of Mechanical Equipment
Failure?................................... 3
Failure Mechanisms of the Parts that Make Up Our Plant and Equipment......
4
Failure
Mechanisms.........................................................................................
4
Example of the Impact of the Laws of Physics on the Failure
Mechanisms of Working
Items.......................................................................
5
The Pendulum of Change - the History of Ownership within the
Workplace............................................................................................................
7
Area Based Team
Structure................................................................................
8
The 4 Stages of Area Based Team
Development............................................. 13
Further Learning from Area Based Team
Structure.........................................17
The Need to Address All Failures, Not Just Equipment
Failures..................... 20
2 Effective Frontline Leaders - Element
2........................................... 23
What Do We Mean by Frontline
Leader?......................................................... 23
The New
Approach.......................................................................................
23
What Should Be the Allocation of Time for a Frontline Leader
Supporting Operational
Excellence?............................................................. 25
What Structure and Rosters Should We Have to Support the
Development of Our Frontline
Leaders?...................................................... 26
What Should Be the Roles and Responsibilities of a Frontline Leader?......
28
Possible Key
Roles.........................................................................................
28
Coaching of Team
Members..........................................................................31
What Attributes Should We Develop in Our Frontline
Leaders?..................31
What Skills Should We Develop in Our Frontline
Leaders?........................ 32
1. Knowledge of Responsibilities (Policies and
Procedures)................... 34
2. Knowledge of Work (Base
Skills)........................................................ 34
3. Skill in Instructing (Teaching
Skills).................................................... 35
4. Skill in Improving (Mastery
Skills)....................................................... 35
5. Skill in Team Work (Team
Skills)......................................................... 35
6. Skill in Leading (Leadership
Skills)...................................................... 35
Team Skills, Teaching Skills and Leadership Skills
Training....................... 35
Team
Skills.................................................................................................
35
Team Skills
Assessment....................................................................................
39
Teaching Skills and Leadership
Skills........................................................... 42
What Should Be a Typical Day/Week of a Frontline
Leader?...................... 43
What Is the Best Way to Develop the Desired Attributes and Skills of
Our Frontline
Leaders?..................................................................................
44
Use of Skills
Matrices....................................................................................
44
Summary Checklist for Developing Frontline
Leaders.................................... 45
Note...................................................................................................................
46
3 Appropriate Measures - Element 3: Key Success Factors for
Operations........................................................................................
47
Order Is
Important............................................................................................
49
Establishing Performance
Measures.................................................................
50
Displaying Your Performance
Measures.......................................................... 50
Establishing a Baseline and
Targets..................................................................51
Call to
Action....................................................................................................
55
Note...................................................................................................................
55
4 Structured Daily Review Meetings - Element
4............................... 57
Naming of Your Daily Review
Meetings.......................................................... 58
What Should Be the Reason and Purpose of a Daily Review Meeting?.........
59
What Makes an Effective Daily Review
Meeting?............................................ 60
What Information Should Be Reported at Daily Review
Meeting?..................61
What Information Does the Production Manager Require on a Daily
Basis?...............................................................................................................61
Selecting Performance Measures for Review at a Daily Review
Meeting........61
Developing the Format and Agenda of a Daily
Review
Meeting.................................................................................................
62
Determining the Rules for a Daily Review
Meeting........................................ 65
Setting Triggers and Policies to Initiate Frontline Problem-Solving Root
Cause
Analysis..................................................................................................
66
Start of Shift Review
Meeting............................................................................67
5 Visual Information Centres - Element
5........................................... 69
What Should Be
Displayed?..............................................................................
70
Setting Up Your Information
Centres............................................................... 70
Example Layout of Basic Concern
Strip........................................................... 75
Example Layout of a Root Cause Analysis Concern
Strip............................... 76
6 Frontline Problem-Solving Root Cause Analysis Capability -
Element
6..........................................................................................
81
PLAN: Understand the Problem and Develop
an Action
Plan...................................................................................................
83
DO: Implement Solutions (the Action Plan) (Step
5)....................................... 83
CHECK: Evaluate Results (Step
6).................................................................... 84
ACT: List Future Actions (Step
7)...................................................................... 84
Introducing Frontline Problem-Solving Root Cause
Analysis.......................... 84
Identifying the Initial Frontline Problems for Your Development Program...
87
Finding the Resources for On-Going Frontline Problem-Solving Root
Cause
Analysis..................................................................................................
89
Outline of the 7 Step Frontline Problem-Solving
Root Cause Analysis
Process............................................................................
90
Step 1: Define the
Problem...............................................................................
93
Problem
Statement:.......................................................................................
95
1.1 Establish Problem Statement in Object-Deviation Format.................
95
Problem
Description:....................................................................................
95
1.2 What Is the
Problem?..........................................................................
95
1.3 Where Did We Find the Problem? (Point of Observation)................
95
1.4 When Did It
Happen?.........................................................................
96
1.5 Size or Measure of the Deviation from Standard or Extent ofthe Problem
......... 96
1.6 Point of Observation or Where Did You First Identify You Had a Problem
.............. 96
1.7 Point of Occurrence or Where Do You Believe the Problem Is
Originating From .............. 96
1.8 Problem Definition = Problem Statement + Problem Description....... 97
1.9 Problem History or the Sequence of Events Leading Up to the Problem
............... 98
Step 2: Contain
Problem...................................................................................
99
2.1 Identify a Containment
Action............................................................. 100
2.2 Enact the Containment
Action..............................................................101
2.3 Communicate the Containment
Action................................................101
2.4 Verify the Effectiveness of the Containment
Action............................101
Step 3: Analyse
Problem..................................................................................101
3.1 Confirm the Effect
Statement................................................................103
3.2 Identify Those to Be
Involved..............................................................103
3.3 Identify Questions and Information
Required.....................................103
3.4 Prepare
Materials...................................................................................104
3.5 Select the Initial Categories to Promote the
Brainstorming.................104
3.6 Populate the Cause & Effect
Diagram..................................................104
3.7 Conduct Quality Check of the
Causes..................................................105
3.8 Eliminate or Confirm
Causes................................................................105
3.9 Select the Most Significant Possible
Causes......................................... 106
Step 4: Develop Root Cause
Solutions............................................................107
4.1 Extend Main Causes into Cause
Statements.........................................109
4.2 Identify Those to Be
Involved..............................................................109
4.3 Identify Questions and Information
Required.....................................110
4.4 Prepare
Materials...................................................................................110
4.5 Enter Cause Statements and Populate the Why-Why Diagram............110
4.6 Verify Each Answer to a Why with Data or Observational
Evidence.................111
4.7 Summarise the Root Cause Pathways that Will Best Address the
Problem............112
4.8 Identify Possible Solutions to Each Cause in the Two
Pathways.........112
4.9 Select All the Solutions You Can Work
On..........................................112
4.10 Select All the Remaining Solutions You Can Recommend to
Others...............112
Step 5: Implement
Solutions............................................................................114
5.1 Establish Appropriate Criteria for Developing
Solutions......................114
5.2 Identify and Select the Most Appropriate Solution or
Solutions...........115
5.3 Develop a List of Proposed Key Actions for Each
Solution.................118
5.4 Gain Approval or Permission Including All Sign-Offs Required to
Implement the Key Actions.........118
5.5 Obtain the Necessary Resources to Complete the Proposed Actions within
the Required Timeframe...........118
5.6 Identify the Remaining Gaps to Achieve the Agreed Expectation Once the
Initial Actions Have Been Completed.........118
5.7 Test or Measure the Effectiveness of the Actions in the Short
Term......119
Step 6: Evaluate
Results...................................................................................119
6.1 Ensure Your Actions Are Having the Required
Impact...................... 120
6.2 If Appropriate, Conduct an Acid
Test.................................................. 120
6.3 Lock in the
Improvements...................................................................
120
6.4 Review Containment of
Problem..........................................................121
Step 7: List Future
Actions...............................................................................121
7.1 Adjust or Refine
Solutions......................................................................121
7.2 Recommend Future
Action....................................................................122
7.3 Complete Frontline Problem-Solving Root Cause Analysis A3 Summary
Sheet........122
7.4 Conduct Horizontal Deployment Where
Appropriate..........................123
Reflection on the 7 Step
Process.....................................................................124
Key Learning from Frontline Problem-Solving Root Cause
Analysis.............124
7 Rapid Sharing of Learning Capability - Element 7........................
127
The Need for a Learning
Organisation...........................................................127
Actions to Help Create a Learning
Organisation............................................129
Establish Standards for Documenting
Outcomes........................................129
Establish a Continuous Improvement Library and Knowledge Base.........129
Establish an Effective Daily Review Meeting
Plan..................................... 130
Create the Right Environment to Promote Adult
Learning........................ 130
8 The Way
Forward............................................................................
133
Preparation Action
Plan...................................................................................133
Implementation Action
Plan............................................................................135
Daily Review Meeting
Rating.........................................................................
138
Reference List of Articles and
Books.....................................................141
Index.....................................................................................................
143