Lean Management

Swapnil Vashishtha Project Trainee Sanofi India Ltd

Contents
Opening vignette Lean implementation Tools and techniques Key Learning's Outcome

Prior stage

1
2 3

Roll Out in January

Purely focused on tools

Push model
Departmental Structure

4
5

Partially visible KPIS

Prior stage

Roll Out in January

2
3

Purely focused on tools

Push model

4
5

Departmental Structure Partially visible KPIS

Prior stage

1 2 3

Roll Out in January

Purely focused on tools

Push model
Departmental Structure

4
5

Partially visible KPIS

Prior stage

1 2 3

Roll Out in January

Purely focused on tools

Push model

4
5

Departmental Structure Partially visible KPIS

Prior stage

1 2 3 4 5

Roll Out in January

Purely focused on tools

Push model

Departmental Structure

Partially visible KPIS

Goal
Align lean actions with plant KPIS

Lean tools and techniques in combination with change management

Lead to improvements in cycle time and OEE

Organogram

Supplier or API Packing material

Validated Forecast Supply chain and purchase Department

Dispatch to retailers

Storage Quality Check Approved Storage Dispensing

14 lines, 5 are dedicated Offline packing Blister and strip both Primary and secondary

Finished good storage Quality check Batch release

Process Flow

TIMELINE

Team Formation and Training

Simulation for current State Map

Start Realizing

20th May

22nd May Data Collection

26th May

30th May Future State Map

3rd august

A Value Stream is all the actions (both value added and non-value added) required to bring a product to the customer. It is: Big Picture, not individual processes Improving the whole, not just optimizing the parts

Requirements

Design

Raw Materials

Parts Manufacturing

Packing

Distribution

Customer

Cont.. Peculiar flow for Allegra (product family)

Raw material storage to shipment of finished goods

Lean metrics considered Change over time, Process time Cycle time Set up time Takt time Standard number of workers

Unveiling Waste

Constraints and Pitfalls

Separate map is to be designed for packing material Frivolous choice of shared resources

Value Stream Map

5S and Visual management

+ Q D C I sheets
Implementation Plan

Summarization of Visual display sheets

Q-Sheet (Rejection)
30 25 20 15 10 5
5 20 4 22 2 24 5
Non- Achieved

Q-Sheet (Quality)
30 25 20 15 10 5
1 24 1 25 0 26 1 25

21

Achieved

Incident Target

Mar Apr May Jun

Forming issue, C. Air issue

Mar

Apr

May

Jun

D-Sheet (Plan Adherence)

30 25 20 15 10 5
Feeding channel issue

S-Sheet (Safety Sheet)

30 25 20 15 10 5 0 25 0 26 0 26 0 26

11 14 Mar

10 16 Apr

6 20

2
Non -Adhare

24

Adhere

Incident Target

May

Jun

Mar

Apr

May Jun

Spaghetti diagram
It is a Physical Process Map, Point-to-Point Flow Chart Work-flow Diagram

Muda: Time invested in searching Bunkers

Lean tools
Activity value map

Change over time survey

Format simplification 5S Standardization Kaizen events

Change Management

Customer

Methods and Tools

SDCA to PDCA Next Process is the customer Quality 1st , securtiy always Market oriented approach Upstream Management Speak with data Variability Control

Process and Results

Total Systems

Do not judge, Do not Blame

Employee Engagement Sheet

Current Status

Circular Plate for Machine No 3 Milestone: 200 to 600Kg shredding every day

Spare Part for C/O in FETTE Dye changing System for C/O in SAP Training to the operators of Compression Warehouse

Sample box to be placed in secondary packaging Separate space for extra stereo's Bunker's sleeve ring to be fixed by a butterfly nob rather than a screw Improper Printing on FBC by the supplier turns online printing to offline Total Suggestions = 52

 Closed Cells : Time motion Study Motivational Passage

Section 2

Closed Cell : Time Motion Study

Three Aspects for planning a Cell

Physical Facility Operating Procedures Personnel (Policies, Leadership and Training) It demonstrate
o

Time Motion Study

Time

o
o

Motion
Cycle Time

Types of Cells
Cells can take different forms based on

Parts (P) Quantity Produced (Q) Routing Employed (R)

Flows and their Benefits

Motivational Factor

Appreciation of Work 5 High Wages Being in on things 2

Lean Perspective
4 Job Security
Help with Personal Problem

SMED : Granulation
Activity Sequencing Classification into External and Internal

Documented

Lean Forum
Awareness

People Management
Instant gratification

Timeline
1st Sept 12th Sept

Joomla interface and Wamp Server Web Development will start

Prototype Display

16th Sept 18th Sept

Updating Risk register Approved Change Requests Web Site launch for Beta Testing usability and robustness

20th Sept
Website Live for deployment on server

Plant Cycle Time

OEE
Days

16.5

15.0

13.6
65.1 63.1 66.1

May-June

July-August

YTD

May-June

June-July

July-August

Shredding Kg(Per day)

Sustained Lowest Conversion Cost

600
200
Before Kaizen After Kaizen

Recommendation

Consolidated Planning
Manufacturing Layout Physical dimension quality check

Staying Lean, Thriving not just surviving