I'm going to steal some other ideas from Ken, "The Lean Guy", and comment on them.
Ken has been working here at Genoa for approximately six or eight weeks now, and the focus for the last six of those weeks has been on an analysis of our historical data, in order to try to draw a relationship between our efforts and the particulars of the vessels we complete. The first couple of weeks were spent on some high level planning, determining that we would develop a five year program, and then communicating this intention to the everyone here at Genoa. I believe everyone was pleased that we were starting over in our Lean journey, and intending to change to approach as a more gradual and planned and step by step process, rather that the Tasmanian Devil Kaizen "All Hell Breaks Loose" approach, which tended to lack a plan for sustainment.
Ken mentioned yesterday evening that if he were staff here at Genoa, he would perceive Ken's efforts as hiding in a hole and doing detailed analysis and research, with no results or action to show to date. In order words, from staff perspective here at Genoa..."Here we go again".
This is a wakeup call.
I believe its time for some communication.
I believe its time for some action.
Ken has made progress with his analysis and determination of relationships between parts and volume and vessel type and hours and labour and takt time. I have made progress with a plan, and have a better idea how I would like to see the first two years of our 5 Year Lean program, and specifically the first year (being Genoa Seiri) will map out and what progress we can expect.
We have also finished some Kick-Off type project meetings, and the emphasis was on communications. Lessons Learned centred around poor communications plans.
I also recently attended the Annual International Association of Business Communicators (IABC) awards banquet in St. John's and listened to numerous communicators speak. Also listened to the "Communicator of the Year" speak...and guess what they talked about?
We have not communicatoed our intent to the staff lately. We have not communicated our most recent plan. In fact, we do not have a communications plan for our Lean Project?
I had to ask myself again why I have not handled this project like every other technical project that enters our shop?
Where was the Kick-Off?
Where is the scope document?
The Charter?
The Comm Plan?
In Scope? Out of Scope?
Project Goal? Can I define it clearly?
Time to regroup quickly and pull this all together before we launch into this project too fast, too far and too half-hazardly.
A meeting with Ken yesterday reinforced the need for all this.
Lets bring the goals forward into a visual format where everyone can see whats next, whats coming next year, and what the final expectation is. Lets draw up the charter, the scope document, the communications plan. Lets handle this project like every other that we start.
Refer to PIMBOK.
Refer to IABC for a perspective on communications.
Plan to follow....
Wednesday, May 30, 2007
Wednesday, May 23, 2007
Data Analysis - When enough data is enough?
An old boss of mine once referred to the pace of a project as "glacial speed". Sometimes I feel that's how were moving with this data collection process.
When is enough data enough? Well this is something I've always struggled with on improvement projects. The perfectionist in me says get every bit of data you can and keep getting it until you feel you have the answers to all the questions. One project I worked on, we analyzed a full year of machine throughput numbers and the distribution of each piece across a couple of thousand possible outputs. Millions of points of data (thank God for excel and import files). The lazy side of me says "it's good enough, move on". I have to recheck my patience when that happens.
The answer to the question of how much data is enough is really a method or approach. First, you need a data collection plan before you start. You have to answer a few simple questions starting with how your data will be displayed when you get it all. This basic question really helps you focus before completing the rest of the plan. In our case we decided to display the data we discussed previously in dot plots showing variation from the mean. That way we could explain away data outliers and come to a reasonable conclusion of what the rate of production capability really is.
Other questions to ask is what data is available and in what format. Old data may not be in the same format as is newer data. This was the case with our data collection, having several different collection formats that we needed to adjust for. You will aslo need to know where to get the data and if you plan to have others collect data you must be very clear in your requirements and maybe even run some test collection to ensure everyone is clear. You also need to address conditions that introduce variability in data such as proficiency of operators or process performance at the time. For example, in our case, some of the data we're using was collected before Kyran and others created lisp routines cutting out many key strokes.
The answer to the question then is.....develop a complete data collection plan and execute it. You will be sure to get the data you need in the right amounts. Don't skip steps and be patient in getting the right data you set out to get. It is the foundation for creating the future state map. Try creating the future state with bad data and see what you'll get.
Search some six sigma and lean sites to find more information on data collection planning and how to lay out a plan.
Lean Guy at Genoa
When is enough data enough? Well this is something I've always struggled with on improvement projects. The perfectionist in me says get every bit of data you can and keep getting it until you feel you have the answers to all the questions. One project I worked on, we analyzed a full year of machine throughput numbers and the distribution of each piece across a couple of thousand possible outputs. Millions of points of data (thank God for excel and import files). The lazy side of me says "it's good enough, move on". I have to recheck my patience when that happens.
The answer to the question of how much data is enough is really a method or approach. First, you need a data collection plan before you start. You have to answer a few simple questions starting with how your data will be displayed when you get it all. This basic question really helps you focus before completing the rest of the plan. In our case we decided to display the data we discussed previously in dot plots showing variation from the mean. That way we could explain away data outliers and come to a reasonable conclusion of what the rate of production capability really is.
Other questions to ask is what data is available and in what format. Old data may not be in the same format as is newer data. This was the case with our data collection, having several different collection formats that we needed to adjust for. You will aslo need to know where to get the data and if you plan to have others collect data you must be very clear in your requirements and maybe even run some test collection to ensure everyone is clear. You also need to address conditions that introduce variability in data such as proficiency of operators or process performance at the time. For example, in our case, some of the data we're using was collected before Kyran and others created lisp routines cutting out many key strokes.
The answer to the question then is.....develop a complete data collection plan and execute it. You will be sure to get the data you need in the right amounts. Don't skip steps and be patient in getting the right data you set out to get. It is the foundation for creating the future state map. Try creating the future state with bad data and see what you'll get.
Search some six sigma and lean sites to find more information on data collection planning and how to lay out a plan.
Lean Guy at Genoa
Thursday, May 10, 2007
Takt Time vs. Production Capability
The concept of takt time is important to understand. People use the word incorrectly all the time. Not particularly here at Genoa because it's hard to relate to takt in a project management environment so there hasn't been much talk of it, but it's used to describe everything from rate of production to cycle time to lead time. Takt will be used at Genoa eventually but first we need to determine production capability.
First it's important to realize that takt time is a measure of pace based on customer demand. In other words, at which rate is it necessary to produce in order to deliver on time to the customer.
Takt Time = Available working time / customer demand.
What we are currently seeking is the actual rate, or production capability, at which Genoa can produce. Using historical data we will know that we can model, assemble, nest and stiffen midbody's in a barge at a rate of 3.5 parts per hour (if that's the rate it turns out to be when the data is analyzed and verified). This is not sufficient if the customer needs Genoa to do this work at a faster rate.
When we first understand the production capability a customer will tell us what they want ie: A 160 ft boat that is 140 thousand cubic feet in volume has 8,600 parts. We can do this boat in 1700 hours all work included. That's roughly 5 parts per hour worked for everything. Now, if the client tells us they want all deliverables complete in 100 days we know we need to produce at a rate of 86 parts per day. We work 10 hour days so we we need two people, the second one only needs to produce at 36 parts per day in order to maintain pace and deliver on time. We can asign this second person to other work.
How can we do this and maintain visual indicators of pace? We already use MS Project to lay out the project tasks. We can calculate production rates by ship type, unit type, and volume. We can use these production rates to populate the project data in MS Project based on customer demand and the visual indicator of pace is simply whether or not we are on time using the project network diagram in MS Project. If everything is running as scheduled we are on pace if we are behind we know immediately and have to react to get back on track.
I was going to attach a file with data but I couldn't seem to attach it here.
Ken Hogan
Lean Guy at Genoa
First it's important to realize that takt time is a measure of pace based on customer demand. In other words, at which rate is it necessary to produce in order to deliver on time to the customer.
Takt Time = Available working time / customer demand.
What we are currently seeking is the actual rate, or production capability, at which Genoa can produce. Using historical data we will know that we can model, assemble, nest and stiffen midbody's in a barge at a rate of 3.5 parts per hour (if that's the rate it turns out to be when the data is analyzed and verified). This is not sufficient if the customer needs Genoa to do this work at a faster rate.
When we first understand the production capability a customer will tell us what they want ie: A 160 ft boat that is 140 thousand cubic feet in volume has 8,600 parts. We can do this boat in 1700 hours all work included. That's roughly 5 parts per hour worked for everything. Now, if the client tells us they want all deliverables complete in 100 days we know we need to produce at a rate of 86 parts per day. We work 10 hour days so we we need two people, the second one only needs to produce at 36 parts per day in order to maintain pace and deliver on time. We can asign this second person to other work.
How can we do this and maintain visual indicators of pace? We already use MS Project to lay out the project tasks. We can calculate production rates by ship type, unit type, and volume. We can use these production rates to populate the project data in MS Project based on customer demand and the visual indicator of pace is simply whether or not we are on time using the project network diagram in MS Project. If everything is running as scheduled we are on pace if we are behind we know immediately and have to react to get back on track.
I was going to attach a file with data but I couldn't seem to attach it here.
Ken Hogan
Lean Guy at Genoa
Thursday, May 3, 2007
Consortium Value and Presentations
I recently missed another consortium meeting, and am kicking myself for wasting company money and being a stereotypical non-committing male.
In our Newfoundland Consortium - Fluent- there are approximately 10 companies that meet on a monthly basis and share everything Lean.
Typically we spend time on presenting a status report of each company, from a Lean perspective, and spend time on a trouble-shooting exercise at the location of the meeting. This can involve a process evaluation, a 5S problem, a Takt time problem, or simply applying outside eyes to a new implementation to pick apart potential problems. This trouble shooting exercise may also be replaced with an informative tour.
Recently, our Consortium has welcomed a new member; a mining company.
By not attending, I have lost focus on Lean, I have not shared some of our minor successes so far, and I have not received any "outside eyes" on our strategy. I also had no idea we had an exciting new member!
The Consortium, any Consortium, possesses great potential for value and insight, networking, varied and extensive expertise, and by missing the meetings, I have thrown away any value that could have been gotten from the past two meetings.
Shame on me.
Note to self...make the committment, make attendance mandatory for myself and ideally another person from Genoa, and apply 110% like I should.
This reminds me of one of the biggest difficulties with Lean application - Sustain.
If there is any Lesson I should have learned by now, it is this. Committ. Sustain.
There...my confession is public.
Next time you see me, slap me. At the same time slap yourself. Remember that any efforts, gains and successes in Lean can be lost in a heartbeat if there is no committment to sustain.
Just like this blog. If I do not committ, and do not sustain, what will happen?
Need I say more?
Leonard
In our Newfoundland Consortium - Fluent- there are approximately 10 companies that meet on a monthly basis and share everything Lean.
Typically we spend time on presenting a status report of each company, from a Lean perspective, and spend time on a trouble-shooting exercise at the location of the meeting. This can involve a process evaluation, a 5S problem, a Takt time problem, or simply applying outside eyes to a new implementation to pick apart potential problems. This trouble shooting exercise may also be replaced with an informative tour.
Recently, our Consortium has welcomed a new member; a mining company.
By not attending, I have lost focus on Lean, I have not shared some of our minor successes so far, and I have not received any "outside eyes" on our strategy. I also had no idea we had an exciting new member!
The Consortium, any Consortium, possesses great potential for value and insight, networking, varied and extensive expertise, and by missing the meetings, I have thrown away any value that could have been gotten from the past two meetings.
Shame on me.
Note to self...make the committment, make attendance mandatory for myself and ideally another person from Genoa, and apply 110% like I should.
This reminds me of one of the biggest difficulties with Lean application - Sustain.
If there is any Lesson I should have learned by now, it is this. Committ. Sustain.
There...my confession is public.
Next time you see me, slap me. At the same time slap yourself. Remember that any efforts, gains and successes in Lean can be lost in a heartbeat if there is no committment to sustain.
Just like this blog. If I do not committ, and do not sustain, what will happen?
Need I say more?
Leonard
Lean Guy at Genoa back from vacation
Since my April 19th post I've only spent a day or so at Genoa, poring over heaps of data and starting to actually do some analysis and put together tables grouping information. That was before a 10 day vacation trip to Alberta far from the environment of sea and ships.
Going back a few weeks, we met with all employees and gave a brief outline of where we wanted to go and what they could expect. At the time, Leonard asked everyone to suggest a name for our lean undertaking and was flooded with responses and suggestions, everything from........sorry, no suggestions..no surprise though, what do you name something you can't really visualize.
Leave it to creative Leonard though, he put some serious thought into the matter and revisited one of the lean foundations, that in my opinion, encompasses all lean principles and objectives, which is 5S. No detail on 5S here, google it. But seriously, you can link every lean tool and basic principle to one of the 5 "esses".
Being even more creative and adding some intrigue we have decided to use the Japanese "esses" and have so chosen our project name to be Genoa Seiri (pronounced say-ree). Seiri's english equivalent is Tidiness or Proper arrangement. The others S's are: Seiton (Orderly), Seiso (Clean), Seiketsu (Standardize), and Shitsuke (Self-Discipline).
Choosing Seiri represents something even more significant though. Genoa Seiri is year one of Genoa's long term commitment to lean with each of the 5 S's representing another year and level of commitment in the pursuit of lean.
Next post we'll share some results of our data analysis.
Ken Hogan
Lean Guy at Genoa
Going back a few weeks, we met with all employees and gave a brief outline of where we wanted to go and what they could expect. At the time, Leonard asked everyone to suggest a name for our lean undertaking and was flooded with responses and suggestions, everything from........sorry, no suggestions..no surprise though, what do you name something you can't really visualize.
Leave it to creative Leonard though, he put some serious thought into the matter and revisited one of the lean foundations, that in my opinion, encompasses all lean principles and objectives, which is 5S. No detail on 5S here, google it. But seriously, you can link every lean tool and basic principle to one of the 5 "esses".
Being even more creative and adding some intrigue we have decided to use the Japanese "esses" and have so chosen our project name to be Genoa Seiri (pronounced say-ree). Seiri's english equivalent is Tidiness or Proper arrangement. The others S's are: Seiton (Orderly), Seiso (Clean), Seiketsu (Standardize), and Shitsuke (Self-Discipline).
Choosing Seiri represents something even more significant though. Genoa Seiri is year one of Genoa's long term commitment to lean with each of the 5 S's representing another year and level of commitment in the pursuit of lean.
Next post we'll share some results of our data analysis.
Ken Hogan
Lean Guy at Genoa
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