Our Mission… Expand world class CI practices throughout Central PA manufacturing
All – Please follow with comments, questions, etc. as benefits you or any of the group. The goal of these events is sharing, i.e. the collective advancement of everyone’s understanding and application of continuous improvement practices. There’s no limit to that learning process and the practices are applicable in any business (and other aspects of life).
From my view the over-arching takeaway from the Videon event is the long list of improved operations, business results, and continuous improvement culture that follows a commitment to stabilizing all operations through standard work. Videon’s efforts provide great support for the powerful Taiichi Ohno quote (Father of the Toyota Production System) – “Without standard work there is no kaizen (continuous improvement)”.
THANKS VIDEON TEAM!!
A very big THANK YOU to the Videon Team for hosting the event. And congratulations to the Team on the very significant advancements they’ve made with CI practices and in integrating CI into their operations and people to ensure a never-ending culture of improvement.
There were so many good practices presented and discussed that it’s difficult to reduce it to a few. But here is a handful of Lean/CI activities and results that I had at the top of the “learn and do” takeaway list.
Several very worthwhile quotes from the Videon Team:
- “Once we got everyone looking through the same glasses, ideas started flowing”
- “Once people are involved you get collateral improvements – we got the “flywheel” going”
- “It’s all about the process (not blaming people)”
- “We had to eliminate the “hero worker” mentality”
- “Get your suppliers to be partners”
- “Use layman’s terms, not lean technical jargon”
- “Document the journey! (pictures, etc.)”
- “Increased stability and predictability leads to more meaningful metrics and quicker problem solving”
- “If your competition does this and you don’t…”
Some of the outputs / results that were mentioned:
- Reduced WIP (work in process) by 80%
- On Time Delivery has been 100% for 12 months
- With standard work, including training videos, production employee training has gone from months to minutes
- Total scalability – standardization allows for quick response to volume changes
- Service area turnaround times from 30 – 50 days down to under 10 days with increased revenues and margins
- Planning and approval process reduced from 7 days to 1 day
Here are a partial list of notable practices implemented by the Videon Team:
1. Starting with QRM (Quick Response Manufacturing) and expanding from there.
a. Videon has done an amazing job of using QRM as a starting point and figuring out how to follow with numerous other Lean/CI practices to significantly improve operations and results and also to engage and enable their people towards a culture of CI.
b. As a reminder, QRM is a structured process that visually documents all aspects of the “current state” value stream from customer order to receipt of goods. And then builds an imagined “future state” based on company objectives. The many gaps between current state and future state become the first round of opportunities for improvement.
c. Videon recommended the QRM book “It’s About Time” (IMC has some copies if you’d like one, let us know)
2. A commitment to Standard Work
a. Hired a technical writer for their first generation of standard work development. Worked closely with employees to identify and document the one best way to do work
b. Huge benefits throughout the operation from the increased stability and predictability that resulted from standardizing tasks and processes and engaging people in the effort (metrics are more meaningful, quicker easier problem solving, costing more accurate, ease of scalability, improved training, easy to adapt to new products and customer requirements, improvements can be made when everyone knows the current method)
3. Self directed work cells
Cross-trained people. A high degree of ownership. Ability to flex in size to accommodate more work or less work (scalability).
4. Proactive Supply Chain Management System
a. Internal stabilization promotes the move from reactive supply chain management to development of proactive tools, methods, and measures.
b. Google Docs for all tools and processes
c. Risk identification and mitigation spreadsheet
d. Sourcing database for quick scalability
e. Supplier evaluation tool, profiles, and visit schedule