The document provides an introduction to shop floor management from Marek Piatkowski. It discusses Piatkowski's background working with Toyota and lean consulting. It defines shop floor management and outlines the roles and responsibilities of managers, including leading problem solving teams. It distinguishes between daily shop floor management activities focused on standard performance and continuous improvements for long-term solutions and new challenges. Key aspects of daily management include visual controls, standard work, daily meetings and gemba walks. Continuous improvement emphasizes incremental kaizen activities and a team-based approach.
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Shop Floor
Management
Introduction
Thinkingwin, Win, WIN
What is Shop Floor Management
Shop Floor management means developing and controlling:
Management System:
Organization - People
Procedures
Information
Management techniques
A Physical System
Plant – building and equipment
Production methods
Transportation and delivery methods
To economically manufacture products of certain value and quality, in certain volume
and within a certain time period.
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Shop Floor
Management
Introduction
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Toyota’s Philosophy – Manager’s Role
In a true TPS environment decision making process should be made at the lowest
possible level of the organization.
Simple, effective solutions are the most effective
A manager’s or supervisor’s role consists of leading problem
solving activities in a multi-skilled, cross-functional team
environment
Managers role is to make sure that for everything that we do there is a well defined
standard process
Continuous Improvement (Kaizen) activities are management responsibilities.
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Shop Floor
Management
Introduction
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Two Types of Problems
Sub-standard performance,
abnormal situation
New Standard
New Challenge
1. Daily problems:
deviation from normality
breakdown
quick fixes
2. Long term improvements:
new company objectives
new expectations
looking for a better long term solution
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Shop Floor
Management
Introduction
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TPS System Rules
Rule 2:
Every customer-supplier
connection must be direct, and
there must be a unmistakable yes-
or-no way to send requests and
receive responses
Rule 1:
All work shall be highly specified
(standardized) as to content,
sequence, timing and outcome
Rule 3:
The pathway for every product and
service must be simple and direct –
flow
Rule 4:
Any improvement must be made in
accordance with the scientific
method, under the guidance of a
teacher, at the lowest possible level
in the organization
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Shop Floor
Management
Introduction
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TPS Leadership Style
TPS Leaders have to be quick studies, nimble, and trusting of their employees
Having deep skills and technological experience is not enough
Becoming a Leader, at any level, requires the development and utilization of strong
people skills
TPS Leadership is exclusively about people – you do not lead machines or
processes, you lead people
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Shop Floor
Management
Introduction
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Two Types of Shop Floor Management Activities
Daily Shop Floor
Management
Shop Floor Continuous
Improvements
Development of Leadership Skills and understanding of Roles
and Responsibilities of a Supervisor or Manager through daily
practices, coaching and On-the-Job Training (OJT).
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Shop Floor
Management
Introduction
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Daily Shop Floor Management (SFM)
Basic duties of the Shop Floor personnel (Managers, Group Leaders, Team Leaders)
are to direct and manage resources and processes, so that the company’s quality,
delivery and cost plans and goals are achieved.
Quality, delivery and costs are three primary production targets based on customer
requirements for components and production. There are also three secondary
targets productivity, safety and morale, which also should be a part of daily
managerial activity.
SFM are daily activities performed on regular and frequent basis to address and
prevent any existing (current) or any potential problems related to availability and
performance of equipment, materials, people, information and methods.
Daily Shop Floor
Management
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Shop Floor
Management
Introduction
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Daily Shop Floor Management
Shop Floor Management (SFM) is about making sure that the systems are working
properly and according to plans
When there is a problem or a potential of a problem take immediate corrective
action to restore the system to proper function
SFM focuses on daily performance
Solve the problem now, so it does not happen again the next hour, shift, day, week,
or month. Only by doing this will we be able to get out of Fire Fighting mode and
into controlled performance
Walk, stop, look, listen and then ask questions
If something is not right, correct the problem immediately. Do not walk by it
without action or add it to your “list”. Correct the problem.
Daily Shop Floor
Management
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Shop Floor
Management
Introduction
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Daily Shop Floor Management - Tools and Methodologies
Tools
Workplace Organization - 5S
Visual Management
Information Centers
Standardized Work for Leaders
Methodologies
Daily Team Meetings
Daily Management Walk About
Support Team
Gemba Walks – Process Audit
Daily Shop Floor
Management
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Shop Floor
Management
Introduction
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Management of Visual Management Indicators
Identify, review and monitor key control indicators in the following areas:
Safety: number of near-misses, number of accidents, number of consecutive days
without an accident, ...
Quality: scrap, process defect rate, rework, repairs, process capability, ...
Delivery: schedule attainment, quantity, date and sequence, utilization rate, delivery
date, fulfillment rate, daily delivery rate, delay rate,...
Productivity: quantity produced per unit time or per man-hours, lead times, number
of time each unit is handled by the operator, machine downtime, ...
Cost: material costs, labor costs, expenses, cost per unit,...
People: attendance rate, participation in daily meetings, number of submitted
suggestions, job rotation, training, Standardized Work, participation in problem
solving and improvement activities, …
Daily Shop Floor
Management
SAFETY QUALITY DELIVERY PRODUCTIVITY COST PEOPLE
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Shop Floor
Management
Introduction
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Managing Continuous Improvement (Kaizen) on a Shop Floor
Continuous Improvement , also know as Kaizen, is the ongoing improvement of
products, services or processes through incremental and breakthrough
improvements.
Kaizen is a step-by-step approach towards solving problems and identifying
opportunities for continuous improvement
Continuous Improvement, is a long-term approach to work that systematically
seeks to achieve small, incremental changes in processes in order to improve
efficiency and quality.
At Toyota Continuous Improvement it is not just a responsibility of a manager or a
supervisors, but also a responsibility of every worker.
The Continuous Improvement process is reinforced in daily management, daily
problem solving, quality circles, improvement events and A3s.
Shop Floor Continuous
Improvements
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Shop Floor
Management
Introduction
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Teamwork - Definition of a Team
Work Team – a group of people working together towards common goals and
objectives
Workgroup - a collection of people (employees) in need of a pay check brought
together to make products, provide service and to achieve company objectives
You need to teach your employees a standardized and a well defined problems
solving and continuous improvement process
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Shop Floor
Management
Introduction
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Problems with Continuous Improvement Activities
A common problem with Continuous Improvement is that we look at this as:
An extra activity - something to do on top of my “Daily Work”
Middle management says – this is nice, but I have no time for this, I need to run my
operation, I have targets to meet
Operation people say – Continuous Improvement is OK, but we have no input how
things are improved her, all these Experts are telling us what to do
Our biggest mistake is that we separate Daily Work from Continuous Improvement
We look at these two activities as something completely different – they
continuously clash with each other. We look at Continuous Improvement as
something that stops me from doing my daily work. And that is wrong.
A key to our success is to make Continuous Improvement as a part of our Daily
Business
Shop Floor Continuous
Improvements
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Shop Floor
Management
Introduction
Thinkingwin, Win, WIN
Shop Floor Continuous
Improvements
Process Improvement SFM - Tools and Methodologies
Tools
Value Stream Mapping
PDCA
Practical Problem Solving
A3 Report
Methodologies
Standardized Work
Kaizen – Continuous Improvement
Quality Circles
Improvement Kata
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Shop Floor
Management
Introduction
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“If you want to teach people a new way of
thinking, don’t bother trying to teach them.
Instead, give them a tool, the use of it will lead
to new ways of thinking”
R. Buckminster Fuller was a 20th century inventor and visionary who did not limit
himself to one field but worked as a 'comprehensive anticipatory design scientist' to
solve global problems. Fuller's ideas and work continue to influence new generations
of designers, architects, scientists and artists working to create a sustainable planet.
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Shop Floor
Management
Introduction
Thinkingwin, Win, WIN
Changing the World. One Transformation at a time
This presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproduced
without written permission from:
Marek Piatkowski
W3 Group Canada Inc.
iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.com
http://twi-network.com
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