Training Outline

C&L_Pic_20120924_Kona_Pan 93-94B

 

 Training offered by the Cruise-and-Learn™ Program

LEAN Management: Management Toolbox
The roots of LEAN principles came from Toyota Production System (TPS). TPS was defined as the set of management techniques aiming at identification and elimination of various types of Muda (waste). Both Lean and TPS share, in principal, the same objective.Today “toolbox” of LEAN techniques expanded to include other management techniques, explore opportunities for improvement of individual processes and complete management systems at all levels of organization. LEAN techniques promoted today on the North American markets may not survive in the long term without necessary organizational and cultural changes.

LEAN Management: Workplace Organization (5S)
The term “5S” is derived from five Japanese words that refer to cleanliness, order, and discipline. These concepts are the foundation of industrial housekeeping and workplace organization.5S was one of the most impressive “secrets” of Japanese leading companies which were organized in a way that abnormal situations were easily identified and effectively communicated. Equipment was clean and well maintained, goods were stored in handy, designated places, any symptoms of potential or actual problemscould be easily identified. Although 5S was widely accepted as a cornerstone of lean thinking and a clean, well-organized factory is definitely a sign of good management, it is not necessarily an indicator of lean manufacturing. Good housekeeping and workplace organization characterize any well-managed business environment and may embrace 5S without any other aspects of LEAN thinking. Nevertheless, a clean and well-organized workplace offers safer, pleasant work environment which results in tangible financial rewards.

LEAN Management: Root Cause Analysis
According to Wikipedia “…in plain English a “root cause” is a “cause” (harmful factor) that is “root” (deep, basic, fundamental, underlying or the like). Precise identification of the real ROOT CAUSE is at the very foundation of any effective improvement initiative. Although the words “root cause” became one of the household terms often they refer to the superficial symptoms not to the true causes. Incorrect definition of the problems, lack of focus during their investigation and hasty corrective actions are the worst enemies of effective CAPA (Corrective Action – Preventive Action)systems. Focused, organized approach to the analysis of experienced quality problems is essential for proper problem identification and definition. Subsequently it will be followed by successful Corrections, and effective Corrective and Preventive Actions. Properly conducted Root Cause identification and analysiscombine disciplined approach with the elements of logistics and professional experience and expertise. Complex background of experienced problems does not always guarantee the success of implemented corrective actions, while prevention of recurrence by one corrective action may not be possible or not sensible from business point of view.

LEAN Management: Effective Reporting (A3)
“A3 Problem-solving Report” also known as “A3” is a well-proven communication tool most effectively used for presentation of new ideas and attributes of their “pros” and “againsts”, reporting of complex investigations, summaries of performed analysis, discussion of business trends and/or performance, new directions and strategies, etc. in a manner that is informative and sends an invitation to the collaboration by all involved parties to the formulation of desired final outcomes. It is designed to provide advanced information and the recommendations/conclusions to all affected or involved parties. It is often proceeded by extensive research, investigation and one-to-one lobbying between interested parties, giving the recipients an opportunity to familiarize, criticize and contribute in a meaningful and constructive way before the idea is presented for final approval and action.

LEAN Management: Basic Statistical Tools
Properly selected and implemented statistical tools and techniques allow for a better understanding of the processes: identification and elimination of the causes of variation. Modern Quality Management effectively applies selected statistical methods to monitoring and controlling a process to ensure that it operates at its highest potential to produce conforming product. An optimized, controlled process behaves predictably and produces conforming products with minimum possible waste. While statistical tools have been applied most frequently to the manufacturing lines, they may be applied to any other process with a measurable output. Statistical tools offer the ability to examine and control variation through an objective analysis of contributing factors and their outcomes, and allows for the optimization of each identified source of variation. Variations that may affect the quality of the product or service can be detected and corrected, thus reducing waste and the likelihood of potential problems. Early detection and prevention of problems offers a distinct advantage over inspection that only can identify and correct problems after they have occurred.

LEAN Management: Supply Chain Integration
LEAN supply chain management seamlessly combines strategic business objectives and key operations with vital activities and corporate tactics across key business functions within a particular company with those attributable to its supply chain. Integration of these elements maximizes efficiency and minimizes all kinds of waste by streamlining processes, eliminating unnecessary costs and adding value. Efficient supply chain combines selected elements of logistics and management systems which belong to the suppliers into competitive business structure in which they work together towards shared business goals. Suppliers are comprehensively evaluated, carefully selected and integrated with their customer. At the “supplier engineering and development” stage business obstacles and integration process bottlenecks are identified and removed. The overall competitiveness of participating business partners is enhanced through incremental improvements of individual suppliers and the integration of supply chain as a whole. Rewards from increased efficiency are distributed between contributing parties and re-invested to serve improvements of the supply chain adding more value and increasing further customer satisfaction.

LEAN Management: Advanced Quality Planning
Advanced Quality Planning (or “HoshinKanri” or Hoshin Planning for Quality) revolutionized Japanese industry. The structural changes were associated with the introduction of “western equivalents” of SPC, Quality Function Deployment and TQM in an attempt to improve organizational performance. The PDCA (Plan – Do – Check – Act) cycle which is at the heart of these changes focuses on quality and planning first (not on profits first) explore and analyze the discrepancy between plans and their actual achievements.  The policy is the assembly of targets and of means to reach the targets, and must be understood by all employees of the company.  In particular, clear understanding is necessary of the (reasonable) targets to be achieved, and the steps needed to achieve the targets.An example of company-wide target improvements and the means to reach the targets by each department or major activity are presented.

The long-term plan (5-year vision) is built cooperatively, based on an initial proposal endorsed by the top executive group which defined corporate goals with contribution from all intermediate levels. The shorter-duration action plans are derived from the long-term vision, based on the likelihood of success with a consideration given to identifiedpresent and anticipated constrains.  The plan’s execution starts with its deployment to the departments and detailed implementation by the departments.  The detailed steps to accomplish each task are identified and arranged.  Countermeasures are proposed and listed for each potential problem with plan implementation.  Auditing of the results involves a monthly diagnosis of the processes and focuses on the root causes of problems, not symptoms.  The monitoring is focused on defined numerical targets, and includes verification of the capability of middle management. Examples of numerous management tools which may be used for Quality Planning are discussed, including an iterative planning, execution and audit (shortened PDCA) cycle, an example of policy deployment using Pareto Diagram, Cause-and-Effect “fishbone” diagrams, and more.

LEAN Management: Quality Function Deployment
Quality Function Deployment (QFD) is “a product development tool that systematically deploys customer requirements into production requirements.” QFD was used as a team-based technique to identify and translate customer requirements into technical specification used for product planning, design development, process planning and control and for production scheduling and monitoring purposes.QFD provides logical process of listening to what are true customer needs and expectations and, subsequently, determining how best to fulfill those needs. QFD’s overcomes successfully very typical problems: disregard of the voice of the customer, loss of information, and frequent differences between identified requirements. Quality Function Deployment takes broad product specifications or specific problems, and through a series of matrices, breaks them into specific action assignments. In short, QFD translates customer requirements into appropriate technical requirements.

The phases of QFD applicable to the product development cycle from product concept to actual production help to communicate (deploy) customer requirements to the design team and, ultimately, to the production operators. QFD is often associated with a paradigm shift from traditional manufacturing quality control to designed-in quality. This approach may be somewhat revolutionary for some companies but it can be easily justified as app.80% of overall project costs occur at the design development stage and only 20% are attributable to the other stages of product life cycle.In the today competitive business environment QFD can play a key role in helping organizations to be stronger, more secure and, ultimately, more likely to win.

Risk Management
All organizations depend on the internal and external factors that make it uncertain whether and to what degree they will accomplish their objectives. All business activities involve some kind and some degree of risk. Risk is defined as “effect of uncertainty on objectives” where “effect = deviation from the expected”, and “uncertainty = the state of deficiency of information”. Organizations manage risk by anticipating and addressing identified risks. The generic requirements related to the risk management were defined in ISO 31000: 2009 “Risk management – principles and guidelines”. The word “risk” is repeated in 43 places throughout the ISO9001: 2015 where it became one of the key requirements. The auditors are expected to interpret the risk management-related requirements, while the consultants tend to exaggerate their complexity, and recommend off-shelf sub-optimal solutions. Larger organizations are usually better equipped and structured to deal with risk. Smaller organizations, although more exposed to the negative aspects of risks usually are more flexible and often can address risk-related concerns more effectively.

Quality Management Systems: Transition to ISO 9001: 2015
The ISO 9001 International Standard for Quality Management Systems defines fundamental requirements for properly developed, documented, implemented and maintained Quality Management System. The adage “failure to plan is planning to fail” fits perfectly any organization’s response to the compliance with modified and new requirements of ISO 9001 Standard due to be released in the second half of 2015. The heavily modified requirements of the new standard will govern regulatory compliance of Quality Management Systems for the next decade. The revised edition of ISO 9001introduces numerous changes leading quality management towards more active involvement in company business and becoming an organizational asset. Changes which will be introduced by ISO 9001:2015 should be seen as an opportunity to improve these areas that have not performed well in the past. The ISO 9001will remainrelevant to organizations of all sizes and types within any sector increasingly focused on effective and efficient processes able to deliver business-drivenoutcomes.An awareness of the upcoming changes in ISO 9001:2015 will enable business leaders to use the new standard as a strategic tool to spur their organizations forward.QuexxCruise-and-Learn™ Training Program will review the requirements brought by the upcoming ISO 9001:2015 revision such as “documented information”, “risk-based approach”, “high-level structure”, “context of the organization”, “integration with business practices”, “knowledge management”, “applicability of requirements”, and more.We will discuss interpretation of these changes, define critical path for the transition process, and help you todesign and navigate the introduction of necessary changes in a cost effective manner, while maintaining continuous compliance with the regulatory requirements at the same time.

Presenter:
201205_Arc_DonCherry (3)Arc Rajtar has a Master’s degree in Mechanical Engineering. He is also trained ISO 9001 Quality Systems Auditor with extensive management experience in Quality Control, Quality Assurance, Supplier Development, and Operations. Arc’s professional engagements include construction, power generation, manufacturing/fabrication, hi-tech electronics, leading-edge medical devices and world-class automotive .He held positions of Quality Assurance Manager and Supplier Engineering Manager of Toyota Australia (automotive), Corporate Quality Assurance Manager with Spectrum Signal Processing Inc. (computer hardware and software), VP Operations and R&D of MIV Therapeutics Inc. (implantable medical devices).His 30+ years of professional experience in the field of Quality Assurance include18 years of consulting in LEAN management techniques, advanced supplier performance monitoring systems and ISO 9001-compliant integrated and embedded Quality Management Systems. Ex member of the QR-8 Technical Sub-committee responsible for the review of ISO 9001 requirements Arc co-authored Toyota Supplier Assessment (TSA) procedure and ISO 9001-driven QS9000 Quality System Assessment, 6 patents and 12 scientific publications.Arc guided over 30 client organizations to error-free ISO 9001 certification of their Quality Management Systems (see our Web site for more details). Recently engaged by Levelton Consultants Ltd., Arc provides Quality Assurance and Quality Management support services to the company’s professional engineering and scientific activities in the areas of materials engineering, environment, energy, geotechnical, and building sciences. Themost recent projects include QA during $500M renovation BC Place Stadium Roof Replacement Project, the $200M Deh Cho Bridge over the Mackenzie River in the Northwest Territories and construction of $1,4B Evergreen Rapid Transit Line. Arc’s consulting company, Quexx International Ltd. specialize in LEAN management techniques focused on the areas of Quality Control and Quality Assurance, and provides Quality Managementsupport services for thediversified range of companies and major projects.

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Contact
If you have any questions please click any blue hypertext links for more details or contact Quexx International Ltd.Call: 604-728-3373 or 604-469-6002, Fax: 604-469-6070 or E-mail : cruise-and-learn@quexx.com or arajtar@cruiseshipcenters.com

Notes:
We are continuously researching market trends and expanding our Cruise-and Learn Program. Agreements with the leading industry professionals, academics, consultants and presenters give us the unique privilege to explore secrets of their experience and expertise and to access their newest initiatives. Although we always strive to deliver our programs “as offered or better”, last-minute changes may occur unexpectedly. Quexx reserves the right to proceed at our discretion with these changes to the best of our ability and in the best interest of Cruise-and-Learn™ Program participants.

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