Problem Solving Through Lean Culture.

Problem Solving Through Lean Culture

In his previous write-up “Don’t Blame Your Employees – Solve Your Problems” Paul F. Bowes, Managing Project Director of Performance for Business Productivity Services Ltd., looked at techniques for problem solving by giving examples of how real problems had been tackled, solutions implemented and results achieved. In this article, he analyzes two lean concepts that take a more forward looking approach rather waiting for problems to arise and then solving them. While the first concept is Value Stream Mapping (VSM) – a technique for assessing what you are doing now and how you can improve upon it; the second is Poka-Yoke – a building error-prevention into the operation, putting physical controls in place to stop operators making mistakes.

The Key is solving problems, not blaming people

Value Stream Mapping and Process Mapping are both very useful tools. While in the former case, the timing in each stage are noted down, the latter goes into more detail and shows each activity that occurs through the process, though taking a much longer time?

The ability to stop?unwanted effects by implementing changes to working methods is a core skill, but to move ahead more rapidly we have to think in a different way. Value Stream Mapping is a visual representation of what happens to a product as it physically moves through the production process. The Value Stream Map (VSM) shows the main material, and the operations it goes through, including all the storage areas, and the times that are spent in each area or operation. Poka-Yoke supports VSM by focusing changes on implementing new ways of working that make it difficult or impossible for the activities in the process to be done wrongly. The use of VSM and Poka-Yoke will help move the company to lean by proactively identifying what changes are needed, and putting in place error-proof systems and processes.

Creating the New Culture at MAS Intimate, Sri Lanka

MAS Intimates in Sri Lanka is one of the region’s largest lingerie manufacturers which continues to grow on the strength of their reputation for moving forward and problem solving. MAS Intimates Thurulie is a new “green” (carbon neutral) factory set up for production of M&S lingerie using lean methodologies and a culture of problem solving. The goal was to implement the leanest processes, creating a continuous improvement plan, and to solve problems in a structured way that gave error-proof methods. The approach taken was to:

?Develop a lean layout and process for the factory before starting full-scale production using a smaller test factory,

?Carry out a Value Stream Mapping (VSM) exercise on the core product of the factory (bras),

?Identify the key improvements to the process and activities,?

?Create a 12-month action plan for improvement projects based on the VSM exercise, using both longer term projects and one-week kaizen events,

Train all the management team in the problem solving techniques (already discussed in SW June 2010), and

?Train all the operators in lean concepts of waste reduction.?

The senior management team empowered the management team to solve problems, to take the time that they needed to?create action plans and implement changes that would stop problems from reoccurring.?

A problem solving board was set up on the sewing floor and if a problem occurred, a light and siren was set off that called the management team who would meet at the board and work through the problem. It was continually stressed to the management team that the key was solving problems, not blaming people.

The outcome of this was that everyone saw that the management was committed to improving the factory, helping people do their?jobs better, and not blaming them for quality and performance problems but finding out “Why” and correcting the problems.

Value Stream Mapping at Thurulie

The management team met for half a day to document the Value Stream for a bra order. The team physically walked through the material flow process from receipt of fabric into the factory to dispatch of finished goods. It also shows the paperwork involved at each stage, and interactions in-between.

The major production stages were noted down as fabric stores, cutting, sewing, finishing and packing, AQL checking and shipping. For each of these stages, a cycle time and actual time was measured or estimated, and the timeline for the product was drawn up at the bottom of the diagram. In-between each production stage is shown the work in progress levels for the product.

The VSM for the factory, with the overall timeline at the bottom was drawn. From this a throughout efficiency could be calculated based on the time it should take to make a product using only required operations, and the time it is actually taking for the product to move through the process. In the case of Thurulie, even with lean processes in place from the start, the value-added time compared to the?actual throughput time?was only 2.4%.

After drawing up the VSM, the team brainstormed each point in the map using the?7 wastes, to identify where possible problems could happen. The projects listed how to reduce waiting time, transportation, stock levels, material waste, excess operations, and defects. These were summarized and A3 sheets used to plan how to resolve each problem. A 12-month project list was drawn up, assigning timescales and responsibility for project deliverables for every improvement to be made.

Process Mapping at Singworld, Sri Lanka

Singworld Lanka is a children’s wear and casual wear manufacturer whose main customers include GAP, May Co, Macys, Banana Republic and Next. The factory is large, with 14 sewing lines and the capability to add more. The product is frequently changing on lines.

The Process Map was?created by a team led by?the Joint Apparel?Association Forum’s (JAAF) Productivity Improvement Managers, trained by PFB Productivity Services. The team included factory personnel representing each area of production.

The difference between creating a Value Stream Mapping and a Process Mapping is that the process map goes into more detail, showing each activity that occurs through the process. Both are useful tools, but process mapping takes more time, and the paperwork flow is shown on a different process map. The symbols on the process map represent value-added operations, storage, transport, delay, inspection, operation including inspection.

From the process map non-value activities, everything except operations, were identified and a brainstorm session was carried out to see how to eliminate the activity. Projects and Kaizen events were then planned to reduce the number of activities in the process chain.

Designing Error –Proof Methods – Poka-Yoke

The VSM and Process Map help to identify problems before they occur so that they can be eliminated through controlled kaizen events, rather than in response to an unwanted effect or outcome. Poka-Yoke or Error proofing was conceived by Shigeo Shingo; instead of trying to measure problems and deal with them, Poka-Yoke actually incorporated controls or devices within every activity, operation or method that stopped problems occurring in the first place.

Examples – Stop devices on knitting and weaving machines that stop the machine when a thread breaks; thread wipers to move thread ends out of the way to stop them getting trapped in seams; under-bed trimmers that trim thread ends to ensure customer standards; backlatch devices on overlock machines to trap in thread ends.

Poka-Yoke or Error proofing at Courtaulds Clothing Lanka?Courtaulds Clothing Lanka (CCL) set up a new process which included Poka-Yoke error proofing devices and visual controls. Cut work?was received by the factory from a central cutting?room on another site. One?of the frequent problems was that the work was delivered in bags, with?mixed lays inside the bag, and no guarantee that all the parts were included.

The Productivity Improvement Team, a mix of factory personnel and JAAF Productivity Improvement Managers, documented the process using the process mapping tools as mentioned above. The process was then analysed for improvement and designed to eliminate problems.

A box was introduced for the cut pieces to be sorted into once they arrived at the factory. The boxes were divided up so that each part of the garment (boxer shorts) could be placed into a clearly visible position. This made it easy to see if any parts were missing and also for the line sewing operator to take the parts they needed.

As a trial system, the factory used old cardboard boxes, and placed the correct parts in each box for the garment. Each block of work was folded up separately and placed in the same position in every box, in the order that the panels needed to be used by the operators. A removable size label was also placed on each box.

This simple and economical system allowed bags to be delivered to the sewing line with all pieces intact; separating the sizes very clearly to allow line planning of ratio production, eliminating the sorting and search time by the operator.

Since each box held approximately one hour’s work for the sewing line, each line was given four boxes. Once work was taken out from the fourth box, a flag was placed on the first machine in the sewing line that was visible to the Cut Work Reserve Team. The Cut Work Reserve Team had already sorted out the cut work from the central cutting into additional boxes so four new boxes were delivered to the sewing line and the empty boxes collected.

A kaizen event was carried out to determine the best way to stop the problem of parts not being included in the bags sent by Central Cutting section. It was agreed that a checklist of parts would be ticked off and included in each bag sent. A future idea was to use the same boxes from the factory in the Central Cutting section to sort the work straight from the cutting table, but this was rejected due to cost of purchasing boxes and perceived time that would?be spent sorting.

Conclusion

Value Stream Maps and Process Map must be created to assess the key non value-added activities; highlight improvements to be made; and develop a programme of projects and kaizen events. The visual view of the process helps your team to appreciate the errors, problems and opportunities for improvement that are there within the company.

The maps provide a focus for improvement rather than just waiting for the next problem to occur. One must take the time and complete the maps to get the best results.