Always Making Progress: The Fundamentals of Continuous Improvement for the Process Industry

by Ian Madden

Overview

This book guides process-industry professionals from the implementation of the basic foundations of Continuous Improvement (CI) through to an organization where CI is a “way of life” and a defining feature of the culture of the organization.

The readers of this book are seeking solutions to such pressing issues as:

• Eliminating accidents and near misses.

• Reducing customer complaints.

• Improving customer delivery performance.

• Elimination of accidents and near misses.

• Reducing customer complaints.

• Improving customer delivery performance.

• Introducing new products.

• Improving staff productivity.

• Removing costs to meet the budget.

• Dealing with absence and poor morale.

• Improving staff retention.

This book provides them with guidance on how to address issues in these areas in a way that enables improvements to be realized quickly but not at the expense of a long-term goal of a sustainable Continuous Improvement culture.

In addition, this book presents the implementation of CI as a cyclical journey with no endpoint. The stages are ordered in a sequence that enables the reader to get started in their area of the company and build up the elements without the need for an overall organizational strategy at the beginning.

Continuous Improvement is a vast subject with many takes on principles, approaches, and tools. This book is about how all the fundamentals of these areas fit together and, as such, covers only some of them. However, within the bibliography, I have signposted the books that have guided me during my career and which go into the principles, approaches, and tools further.

Product Details

ISBN-13:	9781032155593
Publisher:	Taylor & Francis
Publication date:	04/18/2022
Pages:	260
Product dimensions:	7.00(w) x 10.00(h) x (d)

About the Author

Ian Madden has a passion for all things to do with Continuous Improvement driven by the significant benefits it can bring to people and the organizations they work for. His interest in helping teams achieve sustainable behavioral changes to improve operational effectiveness.

Graduating in 1985 with a degree in Chemical Engineering, he has spent over 35 years in process engineering, project engineering, operations management up to Operations Director level and Continuous Improvement. The last 20 years have been spent as a Continuous Improvement Practitioner both as a consultant and in-house Continuous Improvement Manager. In 2015, Ian set up Torrs Consulting Ltd (www.torrsconsulting.com), a Continuous Improvement consulting company providing services to industrial and service organizations.

During his career, he has worked for or provided services to over 130 organizations in both the UK and overseas in FMCG, Pharmaceuticals, Automotive, Health Care, Farming, Retail and General Manufacturing including Mondelez (Cadbury), Nestlé, Akzo Nobel, Hain Daniels, Greene King, Rolls Royce, Produce World, New Covent Garden Soup Company, NHS, Riverford Organic Farmers, Greencore, and Irish Distillers.

He has a deep knowledge of Continuous Improvement tools and techniques developed from achieving Master Black Belt level and his extensive experience. His projects have covered many functional areas including manufacturing, maintenance, project engineering, warehousing and distribution, planning, procurement, new product introduction, laboratory processes, farming, health and safety, and hospital and GP operations.

Table of Contents

List of Figures xiii

List of Tables xix

Foreword xxiii

Acknowledgements xxvii

Author Biography: Who Is Ian Madden? xxix

1 Introduction 1

2 How This Manual Is Structured 5

2.1 Always Making Progress 5

2.2 How Do All the Pieces Fit Together? 6

2.2.1 Inputs: Organisational Objectives and Priorities 8

2.2.2 Outcomes: Results, Workplace Transformation and Capability and Culture Development 8

2.2.3 Continuous Improvement Coaching 9

2.3 Leadership 11

2.4 Respect for People 12

2.5 The Continuous Improvement Journey 13

3 Business Analysis 15

3.1 Why Are Business Analyses Undertaken? 15

3.2 What Is a Business Analysis? 16

3.3 When Is a Business Analysis Undertaken? 17

3.3.1 Safety 17

3.3.2 Quality 17

3.3.3 Delivery 17

3.3.4 Cost 17

3.3.5 Morale 18

3.3.6 Organisation/Site 18

3.4 Where Is a Business Analysis Undertaken? 18

3.5 Who Undertakes a Business Analysis? 20

3.5.1 Roles 20

3.6 How Are Business Analyses Undertaken? 21

3.6.1 Scoping Review 21

3.6.2 Prepare Proposal 23

3.6.3 Final Pre-analysis Activities 24

3.6.4 Developing the Analysis Plan 27

3.6.5 Historical Performance Data Review 30

3.6.6 Activity Studies 32

3.7 Organisation Review 42

3.7.1 Strengths, Weakness, Opportunities, and Threats (SWOT) 42

3.7.2 Suppliers, Inputs, Process, Outputs, Customers (SIPOC) 42

3.7.3 People 44

3.7.4 Facilities 45

3.7.5 Lean Benchmark 47

3.8 Final Proposal Report 49

3.8.1 Recommendations and Conclusions 49

3.8.2 Cost-Benefit Model 50

3.9 Project Handover 51

4 Operational Management Facilitation 53

4.1 Why Is Operational Management Facilitation Undertaken? 53

4.2 What Is Operational Management Facilitation? 54

4.3 When Is Operational Management Facilitation Undertaken? 55

4.4 Who Undertakes Operational Management Facilitation? 56

4.5 How to Undertake Operational Management Facilitation? 56

4.5.1 Determine the KPI Structure 56

4.5.2 Identify the Review Structure 57

4.6 Common Review Meetings and Rituals 60

4.6.1 Create Terms of Reference 61

4.6.2 Build Visual Management 62

4.6.3 Train and Coach Teams 64

4.6.4 Ensure Sustainability 69

4.7 'Go See Walks Rota' 69

4.8 Sustainability Audit 70

5 Fundamental Continuous Improvement Tools 77

5.1 Data Capture Systems 77

5.1.1 Data Collection Plan 79

5.2 The Continuous Improvement Plan 82

5.3 Brainstorming 85

5.4 Data and Facts: Identifying Top Losses and Opportunities 86

5.4.1 Operational Gap 86

5.4.2 Strategic Gap 87

5.5 Detailed Process Mapping 89

5.6 Line of Sight and 3C Thinking 92

5.7 5 Whys and Fishbone Diagram 93

5.8 7+1 Wastes Review 94

5.9 Voice of the Customer 96

5.10 Prioritisation Using Impact and Effort Analysis 97

5.11 Problem-Solving Levels 99

5.12 Basic Problem Solving 101

5.12.1 Basic Problem-Solving Tracker Structure 102

5.13 Standard Routines 109

5.13.1 Standards Creation 110

5.13.2 Train the New Standard 112

5.13.3 Coach and Assess the Standard 112

5.14 5S 115

5.14.1 The Objective 115

6 Strategy Deployment 119

6.1 Why Is Strategy Deployment Undertaken? 119

6.2 What Is Strategy Deployment? 121

6.3 When Is Strategy Deployment Undertaken? 122

6.4 Who Undertakes Strategy Deployment? 122

6.5 How to Undertake Strategy Deployment 123

6.5.1 Gather the Information 123

6.5.2 Identify Business Priorities 134

6.5.3 Identify Objectives 134

6.5.4 Consult and Enhance 135

6.5.5 Identify Prioritise and Assign 136

6.5.6 Review and Manage 143

7 Improvement Activities and Projects 147

7.1 Value Stream Mapping 147

7.1.1 Introduction 147

7.1.2 Lead Time Reduction 148

7.1.3 Waste Identification 149

7.1.4 Value Stream Mapping Team 149

7.1.5 Which Value Stream Should Be Worked upon? 150

7.1.6 Value Stream Data 151

7.1.7 Calculating WIP Time 151

7.1.8 Current State Map 151

7.2 CI Project Management 155

7.2.1 Project Management Steps 155

7.3 DMAIC 157

7.3.1 Project Governance 159

7.3.2 Toll Gate Review Checklist 159

7.3.3 Toll Gate Stages 164

7.3.4 A 'Sledgehammer to Crack a Nut?' 164

7.4 Kaizen Event 171

7.5 A3 Thinking 173

7.6 Set-Up Time Reduction 174

7.6.1 Phase 1 176

7.6.2 Phase 2 177

7.6.3 Phase 3 177

7.6.4 Phase 4 177

7.7 Levelling the Schedule 178

7.8 Failure Mode and Effects Analysis 180

7.8.1 Steps 181

7.8.2 Example 181

7.9 Line Balancing 182

7.9.1 Automated Processes 183

7.9.2 Labour-intensive Processes 184

7.10 Total Productive Maintenance 187

7.10.1 Autonomous Maintenance 188

7.10.2 Planned Maintenance 189

7.10.3 Example of Criticality Analysis 190

8 Skills and Culture Development 193

8.1 Managing Behaviour 194

8.1.1 Tips for Success 196

8.1.2 Skills 196

8.1.3 Attitudes 197

8.1.4 Roles 199

8.1.5 Technology 202

8.1.6 Systems 202

8.1.7 Structure 205

8.1.8 Objectives and Values 206

8.1.9 Leaders! 207

8.2 How to Check If the Organisation Is Ready? 209

8.3 What If Continuous Improvement Has Failed a Few Times? 210

8.4 How Do I Know I'm Keeping to the Right Direction? 211

8.5 How Do I Hook in All the Departments? 211

8.6 Creating the Right Environment 212

8.7 Barriers 212

8.8 The Application of Psychology 213

8.9 Use of Consultants 214

8.10 How to Sell Lean to the Food Industry 215

8.10.1 Where Do You Start? 216

8.10.2 Lean - Isn't, that Just for Car Manufacture? 217

8.10.3 Go and See 219

Bibliography 221

Index 223