HOSCA

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Hosca

• HOSCA

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The Hosca Story

• Hosca founded in 1993
• Experienced Mangers / Specialists
• Owner Managed
• Strategic Client Relationships
• Inclusive Approach

Hosca
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Continuous Improvement
Hosca
Supply Chain
H.R. D
Strategic Planning
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The Hosca Offering
Hosca Offering
BENCHMARK
ASSESSMENT
STRATEGY
PLANNING
BusinessImprovement
Supply Chain
E.R.P.
Training
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Leadership Offering
Training
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Lean Manufacturing Approach

• Assessment
• Strategy Development
• 5 Day Lean Activity
• Capability Development
• Leadership Training
• Internal Champions

Hosca
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Strategy Alignment
VALUES
P E R F O R M A N C E
BUILDINGCAPABILITY Creating full capability
to implement new direction HEADS HEARTS HANDS
ALIGNMENT Understanding of and commitment to
company direction by all stakeholders HEADS
HEARTS
SUCCESS Maintaining critical mass of support
and delivering positive outcomes HEADS HEARTS HAN
DS
STRATEGICDIRECTION
VISION
TIME
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• The first step toward restoring organisation
  vitality is to engage every employee in the
  Companys principle challenges

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Strategic Planning

• Strategic Planning Session
• Identified the need for Change
• Communication Plan to involve
• all Stakeholders
• Identified Vision and
• Top Level Goals
• Key Performance Indicators

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Identification of Waste
95
Less than 5 of activity is value adding
REWORK
YET
typically, we pile resources into
STOCK
WAITING
improvement of the 5 and ignore the
MOTION
95 opportunity
TRANSPORT
lt 5
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Approach

• Awareness campaign
• The basic objective of the Game is to
• demonstrate in a very practical and
• accessible manner the impact of the
• application of Just-in-Time principles on
• manufacturing performance.
• Implementation Team
• Cell Operators
• Technicians

JIT Game
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Team Training
Implementation team training

• Identification of Waste
• A.S.M.E Process flow Activity
• Activity Sampling People and Machines
• Cycle Time Analysis
• Concerns, Cause and Countermeasures
• Line Balancing
• Workplace Observations
• 5S Housekeeping including Clean Check
• Set-Up Reduction (SUR)

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Current Method Study

• Used training to identify areas for improvement
• Developed Simulated model based on existing
  schedules
• Concern, Cause Countermeasure process

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Model Line

• Selection of model cell which provided a vertical
  slice of the operation
• Raw Material to Finished Goods

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Lean Manufacturing Simulation

• HOSCAR
• 3 Day Lean Manufacturing simulation focusing on
  Cost, Quality and Delivery.
• Line Balance
• Waste Elimination
• Model Layout
• Activity Sampling
• Housekeeping
• Standard Operations
• Problem Solving

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Model Line Layout

• Operator Involvement
• Travel time analysis
• Value Add V's Non-Value Add

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Visible Measures

• Local
• Visible
• Timely
• Owned
• Understood
• Audited !!

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Results of Model Line

• Average O.E.E. improved from 55 to 75
• Area Layout was improved with Operator
  involvement
• Throughput time improved from 92 hrs. to 47 mins.
• Distance travelled from 104 metres to 21 metres
• Value Adding Ratio from 0.016 to 1
• Space Saving is 22 (120 sq. metres)
• WIP Reduction Saving of 156K
• Set-up times 2hours to 15 minutes
• Other improvements in Scheduling and raw material
  usage

62 FOLD THROUGHPUT IMPROVEMENT !
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Way Forward

• Development of Training Plans
• Conduct Training in all areas - Set-up
  Reduction - Lean Manufacturing - Presentation
  / Documentation
• Systematic Training / Train the Trainer
• Team Leader Training
• Standard Operating Procedures
• Layout Improvement
• Improve Scheduling
• Purchase / install new Equipment - Improve
  Equipment reliability
• Introduce Cell Manufacturing across all
  Production Operations
• Review of or Supply Chain Management practices.

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Distribution Centre
FACTORY A
FACTORY B
FACTORY C
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(No Transcript)
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Lean Enterprise

• Lean applies to any organisational type and can
  be applied to all areas within the business. 
• Lean is a four-pronged approach incorporating
• A Quality Belief,
• Waste Elimination
• Employee Involvement
• Structured Management System
• Basically, weve taken simple processes and
  complicated them resulting in longer lead-times
  and reduced flexibility.

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If you always do what youve always done youll
always get what youve always gotten
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Ground Rules
THINK OUTSIDE THE BOX Consider different
approaches
BE SPECIFIC! Target machine area Specific action
items

• DONT DUMP ON AN
• IDEA
• Initially consider all
• ideas as good ideas
• Build on someones
• idea to make it better

NO COMPLAINING OR GRIPING Dont bring problems
without solutions
NO WAR STORIES! Use your experience to
contribute to the discussion
EVALUATE IDEAS AFTER BRAINSTORMING
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Belbin Team Roles
RESOURCE INVESTIGATOR recognises opportunities
SHAPER - drives
BELBIN
PLANT - theorises
CO-ORDINATOR - generalises
IMPLEMENTER - applies
MONITOR EVALUATOR judges impartially
SPECIALIST - specifies
COMPLETER FINISHER perfects established systems
TEAMWORKER - supports
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Measurment Spectrum
Performance Drivers (Lead)
Rear View Mirror (Lag)

• LEARNING GROWTH
• Employee Relations
• Culture
• Competencies
• Absence/Sickness
• Right number of people
• Turnover
• Multiskilled
• Career Development
• Communications
• Training
• Supplier Development
• Directs versus Indirects
• Project Teams
• Reporting Relationships

• INTERNAL BUSINESS
• PROCESS/ IMPROVEMENT
• Clear - up-time - value added - customer
  focused - lead-time
• Capable - repeatable - cycle time - flexible
  - ergonomic/safe
• Controlled - measured - corrective action
  - documented - scheduled - audited
• Benchmarked

• CUSTOMER
• Retained
• New
• Host
• Segments
• Offerings
• Satisfaction
• Delivery
• Benchmarking

• FINANCIAL
• Revenue
• Profit
• Market Share
• ROCI
• Sales / Employee
• Benchmarks

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Continuous Improvement
IS
IS NOT

• Just a program
• Departmental
• Big Splash
• Work harder
• Eliminating jobs
• Complicated
• Done to workers

• Company philosophy
• Total Plant
• Small incremental improvements
• Work Smarter
• Job Security
• Common Sense
• Done by Workers

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Continous Lean Improvement Summary
ELIMINATE ?
Yes

• A Step by Step Review of
• What is Done ?
• Why is it Done ?
• What Else Could be Done ?

No
COMBINE ?
Yes
REDUCE ?
Yes
No
WORK SMARTER NOT HARDER