FOCUSED IMPROVEMENT

Prepared by : Lamis Essam El-Sayed Taghreed El-Sayed Nayel

WHAT IS F.I ?!

It is an effective development of the general improved systems such as TQM ( Total Quality Management ).
It includes all activities that maximize the overall equipment effectivness ( OEE ) , through : Elimination of losses Improvement of performance

FI. is a way to approach manufacturing improvement that will help you improve all levels of the manufacturing process , By implementing this approach, then you will be able to ensure that your entire organization is working smoothly and that your organization's goals and efforts are being accomplished. The driving concept is ZERO losses.
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ZERO LOSSES CONCEPT

Maximizing equipment effectivness , requires the complete elimination of failures , defects and other phenomenon , i.e. all wastes and losses incurred in equipment operation .

EQUIPMENT LOSSES

Recurring Gap between equipments actual effectivness and optimal value.

Sudden / Unusual variation or increase in efficiency loss.

CHRONIC VERSUS SPORADIC LOSSES

TPM PYRAMID OF CHRONIC CONDITIONS

F.I. AND OEE

Overall Equipment Effectiveness (OEE) is the key metric of Focused Improvement.

F.I. AND TPM TPM has eight pillars , and the focused improvement is one of thee.
Focused Improvement
AUTONOMOUS MAINTENANCE

Measurement of losses, problem solving, reliability improvement

Reset base level, inspection standards, setting standards. Downtime reduction initialization of condition based maintenance Technical skills requirements know - how Check of specifications REDUCTION OF DEFECTS

PLANNED MAINTENANCE

TRAINING AND SKILLS DEVELOPMENT INITIAL PHASE MANAGEMENT QUALITY MAINTENANCE

ADMINISTRATIVE WORK IMPROVEMENT

IMPROVE EFFICIENCY OF ADMINISTRATIVE TASKS Management for zero accident

SAFETY & ENVIRONMENT

HOW TO IMPROVE ?!

PDCA CYCLE BY , W.E.DOMEING

Plan Do Act Check

MINI PDCA

WHO WILL IMPROVE ?!

FOCUSED IMPROVEMENT TEAM ( FIT)

Step 2 Identify defects Step 0 Team Charter Step 1 Mapping the current process

Step 2 5 Why Analysis

Step 3 Mapping the desired Process

Step 4 Action completion

Step 5 Identify training needs

Step 2 Agreeing the action plan

Step 5 Mapping the finished process

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STEPS TO IMPROVE

The FI system is a series of steps, methodically placed to form a logical path to Process Improvement success. Each step will define a critical part of the FI system, and is completed in order. Each step has tools to guide you in the facilitation of the system. A weekly meeting is set up to discuss and review the progress of the FI.

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STEP ( 0) TEAM CHARTER

Allows to build the structure of the FI team , set the expectations, guidelines, agree on success criteria and which external resources you need to complete the task. Key points to creating an effective team charter are shown below .

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STEP (1) MAPPING THE CURRENT

PROCESS

The aim of this step is to get a detailed flow map of how the current process works. This must be an exact replication of what is happening now, warts and all. Include any timed functions, detail how long they take. Detail any costs incurred in the process. Detail the manpower required to fulfil certain aspects of the process. Detail any points within the process where information needs to be obtained to proceed. Detail any time lag in obtaining the information.
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AN EXAMPLE OF A SIMPLE PROCESS FLOW MAP FOR BAKING A CAKE

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STEP (2 ) - IDENTIFY DEFECTS

- IDENTIFY ROOT CAUSE IDENTIFY ACTIONS

2.1. Identifying Defects :

One of the tools is a defect list, this will help you categorise the type of defect present in the system. There are five categories.
Process Information Enviromental Behavioral SBUX Mandate A part of the process that is simply not efficient . Caused by the lack of, incorrect, insufficient, delay in receiving/giving of information , either into the process or as a result from the process. Caused by constraints in the process that are not linked to the inefficiencies in the process , i.e. ( tootal pallet holding in the warehouse ) The defect idenifies a manpower issue. Caused by a mandatory requirement from starbucks which affects the operation .

The FI team will debate and agree on which designations to assign the defects to, this will form the basis of the next stage of Step 2, Why Why analysis.
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TYPICAL DEFECT LIST ( EX. )

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2.2. Identifying the root cause ( 5-Why analysis ):

The theory behind why why analysis is that asking why 5 times should lead you to the base root cause of any issue .

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2.3. Identifying the actions: Your FI actions will have been assigned from stage 2. These will be the base level root cause for each of the defects. The FI team will agree on : owner for each action, this would usually be the person(s) whose area of duty within the process is affected by this action. If any resources are needed to complete the actions. A time frame for completion of the action.

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WHY-WHY ANALYSIS

How does it work in conjunction with the defect list?

Each defect is numbered so that its progress through the FI can be tracked, also so when the FI is completed people looking back at it can see how any specific defect was solved. The FI team agree the top level root cause for each defect. Each level is reviewed and questioned, this will assign the next level, so on and so forth until you cannot question any further. This is the base level root cause. The base level root cause forms the Action for the next stage of step 2.

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STEP (3) MAPPING THE DESIRED PROCESS

The desired process is the process that will come about, once all present actions have been completed in full. Whilst performing this action you may identify defects within this process that were not thought of during the initial process appraisal.
STEP (4) TAKING ACTIONS
There will be some actions that will not be able to be completed for what ever reason. Upon discovery of these an alternative action will be agreed and assigned by the FI team. This new action will then be completed by the relevant owner. During the weekly meetings action completion will be reviewed.
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STEP(5)
- MAPPING FINNISHED PROCESS - IDENTIFYING TRAINING NEEDS - SETTING REVIEW MEASURES AND TARGET

5.1. Mapping finnished process 5.2. Identifying training needs:

The new improved process will invariably need some people to be trained in some of the improved areas. The FI team should agree on the training needed, and set up a training matrix to ensure the completion of the training. The training should wherever possible be on the job. The training matrix should be reviewed at every FI audit to ensure that all users of the process are trained in the process. All new employees moved into the process should be included in the training matrix and the appropriate training given.

5.3. setting review measures and target:

The FI team will set the output measure goals as agreed in the Team Charter.
The FI team will set the In-Process measures goals as agreed in the Team Charter. The FI team will agree a success time line and review the results after this period. Any failures in the process after this review period can be tweaked.
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WHEN IMPLEMENTING FI PROPERLY

The system would help to :

Achieve goals
beat the competition; reflect customer requirements; Reflect critical success factors (measure what is desired).

Communicate
communicate goals; Ensure that strategies are kept up to date and that tactical decisions meet objectives.

Improve
Stimulate improvement & innovation (identify opportunities and motivate employees) Locate problem areas.
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 Report and feedback

allow comparison with world best practices; record achievements and enable goal setting; supply feedback after decisions are implemented and actions made allowing direct cause and effect feedback; Allow control to be pushed down the organization (empower employees Maximize the overall effectiveness of equipment, processes and organizations through uncompromising elimination of losses and improvement of critical measures.

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WHEN TO IMPLEMENT FI. ?!

Current machinery and process has slowed down in output The business states there is a future production increase Current high labor costs are crippling profits and the need to further automate Safety and GMP audits have exposed problem areas Maintenance issues on existing equipment are affecting output Set up time of various products are affecting machine availability Excessive rejects and waste are affecting profits New products, packaging or processes are to be implemented into future operations
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THANK YOU ..

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