Continuous Process Improvement - Sncoa

Front 1

DEFINITION OF CONTINUOUS PROCESS IMPROVEMENT (CPI)?

Back 1

A TIME-TESTED AND PROVEN APPROACH FOR ANALYZING HOW WE CURRENTLY CONDUCT BUSINESS AND IMPROVE OUR OPERATIONS.

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WHAT DOES CPI DO?

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-IMPROVES CYCLE TIME AND RELIABILIT, OPTINMIZING COSTS, IMPROVING SAFETY, REDUCING ENERGY CONSUMPTION, AND IMPROVING WARFIGHTING CAPABILITIES.

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INTENT OF AIR FORCE SMART OPERATIONS FOR THE 21ST CENTURY (AFSO21)?

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TO DELIVER CONSISTENT AND DISCIPLINED PROBLEM SOLVING APPROACH ENCODED INTO EVERY AIRMAN.

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AFSO21 IS THE LAST STEP OF WHAT PROCESS?

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STRATEGIC ALIGNMENT AND DEPLOYMENT (SA&D)

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LEAN PRINCIPLES?

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1-Specify what creates "value" from customer's perspective

2-Identify all the steps along the process chain

3-Make all the processes "flow"

4-Produce only what is "pulled" by the customer

5-Strive for perfection/continually remove wastes

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TYPES OF WASTES

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-DEFECTS

-OVERPRODUCTION

-WAITING

-NONSTANDARD OVER PROCESSING

-TRANSPORTATION

-INTELLECT

-MOTION

-EXCESS INVENTORY

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WHAT IS GO AND SEE?

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WHEN ACTIVELY ENGAGED IN PROBLEM SOLVING, PROCESS OWNER OR TEAM LEAD SHOULD PHYSICALLY GO TO THE ACTUAL PLACE/SOURCE OF THE PROBLEM AND OBSERVE FIRST AHND WHAT IS TAKING PLACE.

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VALUE STREAM MAPPING (VSM)?

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A SIMPLE DIAGRAM OF EVERY STEP INVOLVED IN THE MATERIAL AND INFORMATION FLOWS NEEDED TO BRING A PRODUCT FROM ORDER TO DELIVERY.

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AFSO21 TOOLS - STANDARD WORK

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REPRESENTS THE BEST KNOWN WAY TO COMPLETE A TASK.

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AFSO21 TOOLS - 6-S

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KEY TO WORKPLACE ORGANIZATION

1. SORT-eliminate what is not needed

2. STRAIGHTEN-arrange items to be visible

3. SHINE-clean everything/keep clean

4. STANDARDIZE-create rules for 1-3

5. SUSTAIN-keep 6-S activities from unraveling

6. SAFETY-identify and eliminate safety hazards

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AFSO21 TOOLS - VISUAL MANAGEMENT

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A WORKPLACE ORGANIZED SUCH THAT ONE CAN VISUALLY SEPARATE NORMAL FROM ABNORMAL WORKING CONDITIONS.

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AFSO21 TOOLS - CELL DESIGN/FLOW

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FOCUSES ON DESGINING HOW WORKERS ARRANGED RELATIVE TO THE WORK AND TO EACH OTHER.

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AFSO21 TOOLS - THEORY OF CONSTRAINTS (TOC)

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A PROCESS IMPROVEMENT TECHNIQUE FOCUSED ON MAXIMIZING THROUGHPUT BY USE OF A CONSTRAINT BASED APPROACH.

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OBSERVE, ORIENT, DECIDE, ACT

(OODA LOOP)

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-ORIGINATED IN THE 1950'S BY COL. JOHN R. BOYD, USAF.

-AN OBJECTIVE DESCRIPTION OF THE DECISION MAKING PROCESS.

-4 STEPS BREAK DOWN INTO 8-STEP PROBLEM SOLVING MODEL.

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OODA LOOP
OBSERVE: STEP 1- CLARIFY AND VALIDATE THE PROBLEM

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-CLEARLY UNDERSTAND THE PROBLEM

-USE LEAN TOOLS TO ASSIST, SUCH AS SA&D, SWOT ANALYSIS, VOICE OF THE CUSTOMER, AND VALUE STREAM MAPPING

-CREATE PROBLEM STATEMENT (WHAT, WHERE, WHEN, WHAT)

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OODA LOOP

OBSERVE: STEP 2-BREAK DOWN THE PROBLEM AND IDENTIFY PERFORMANCE GAPS

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-ONCE PROBLEM IS IDENTIFIED, DATA SHOULD BE GATHERED.

-USE INFO FROM "GO AND SEE"

-START VALUE STREAM MAPPING (ASSESS)

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OODA LOOP

ORIENT: STEP 3-SET IMPROVEMENT TARGETS

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-SET IMPROVEMENT TARGETS ON 2 LEVELS: 1. STRATEGIC-develop an ideal state. develop steps to get their. future state mapping.

2. TACTICAL-develop targets to ensure reaching performance levels

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OODA LOOP

ORIENT: STEP 4-DETERMINE ROOT CAUSES

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TOOLS TO DETERMINE ROOT CAUSES

1. 5 Whys-start w/simple problem and ask why until an explanation is reached.

2. Fishbone Diagrams-visually depicts in/outputs

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OODA LOOP

DECIDE: STEP 5- DEVELOP COUNTERMEASURES

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QUALITY OF SOLUTION + ACCEPTANCE

=

IMPACT

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OODA LOOP

ACT: STEP 6-SEE COUNTERMEASURES THRU

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1. JUST DO IT (1PERSON/SMALL TEAM-LESS THAN A DAY)

2. RAPID IMPROVEMENT EVENT (SMALL TEAMM LESS THAN A WEEK)

3. IMPROVEMENT PROJECT (LARGE TEAM OVER LONG PERIOD OF TIME)

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OODA LOOP

ACT: STEP 7-CONFIRM RESULTS & PROCESS

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PROJECTS SHOULD BE MONITORED TO ENSURE PROBLEM HAS BEEN FIXED.

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OODA LOOP

ACT: STEP 8-STANDARDIZE SUCCESSFUL PROCESSES

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DO NOT SKIP THIS STEP.