Work Flow And Work Design
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Work Flow and Work Design Workshop by Professor John Sharp COrE Research Group, University of Salford, UK www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Introducing Lean • • • •
Workflow comes from Lean Therefore we need an overview of: Lean principles Lean maintenance tools (covered in yesterday’s workshop) • Processes (process mapping) • Then we can apply them for work flow and work design www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
What is lean ? Lean manufacturing is the reduction in the time from customer order to manufacturing and delivery of products by elimination of non-value added waste in the production stream. Key points: – One-piece flow – Continuous improvement Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org
Lean Principles 5. Perfection
1. Specify Value
4. Pull
3. Creating Flow
2. Identify value stream
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Lean maintenance tools • 5S process • Elimination of 7 deadly wastes (7Mudas) • Kaizen (continuous improvement) & Poka Yoke • Jokoda (quality at the source) • JIT (Just In Time) & TPM (Total Productive Maintenance) www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
5S is a systematic common sense approach to good house keeping to have a neat, clean, tidy and safe work place
STRUCTURE DISTINGUISH NEEDED ITEMS FROM NOT THE NEED AND ELIMINATE THE LATER
SYSTEMISE
SELFDISCIPLINE
KEEP NEEDED ITEMS IN THE CORRECT PLACE TO ALLOW FOR EASY & QUICK RETRIEVAL
MAKING A HABIT OF MAINTAINING THE SET CONDITIONS THE CONDITION PEOPLE SUPPORT WHEN MAINTAIN THE FIRST THREE S’s
KEEP THE WORKSHOP SWEPT AND CLEAN
STANDARDISE
SWEEPING
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org
7 Mudas – “Waste” Any activity which consumes resources but does not create value. • • • • • • •
Searching Delays Unnecessary movement of resources and material Defects Over processing Over producing Storing inventory/work in progress
Lean = creation of more value with fewer resources. www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Value and non-value activities Activities add value which addTHAT costGETS TODAY’Swhich CUSTOMERS WILL ONLY Activities PAY FOR THE VALUE Processing it Printing it Assembling it Cutting it Drilling it Packing it Painting it Despatching it Polishing it Welding it Plating it
ADDED INTO A PRODUCT.
Sorting it Inspecting it Finding it Reworking it Handling it Snagging it Moving it Scrapping it Counting it Recalling it Repairing it www.ipamc.org
Professor John Sharp, University of Salford, UK What adds value in your organisation? “Work Flow and Work Design”
Lean maintenance tools
• Kaizen (continuous improvement, Plan do check act) • Poka Yoke (mistake proofing) • Jokoda (quality at the source) • JIT (Just In Time) • TPM (Total Productive Maintenance) www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Total Productive Maintenance • Achieving overall effectiveness of the production system by involving all workers in the process of actively maintaining equipment. • This process involves cleaning, inspection, restoration, redesign to improve deterioration characteristics, preventative maintenance, condition based maintenance, maintenance prevention. www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
What is a Process ? Any activity or group of activities that takes An ‘input’, adds value to it, and provides an output to an internal or external customer Processes are at the heart of maintenance management. INPUT List - Resources -
That are turned into
OUTPUT
Transformation PROCESS
List - Results
- Activity www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
What is process management?
Inputs
Organisation as a series of activities
Output
Measure against targets, learn & improve www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Functional v. Process Based organisation CEO Funtional Dept. 1
Dept. 2
Hierarchy Dept. 3
Dept. 4
Dept. 5
Input
1 2 3 4
5
Output
6
Who owns the process?
Work processes flow across departments
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
•USA had top male sprinters in 2004 Olympics yet
did not win the gold medal!
•Great Britain won the gold medal. How? www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
We should manage our business (including) maintenance) through processes not departments !! www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Process Mapping • Allows a team to identify the actual flow or sequence of events in a process that any product or service follows • Flowcharts can be applied to anything from the travels of an invoice to the steps in making a purchase or maintaining a piece of equipment (plant). www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Process Mapping Symbols Task
Indicates a task (activity)
Decision No
Meeting
Indicates a meeting may span across several departments
Document
Indicates the preparation of a document or report
Task
Yes
Indicates a "yes/no" decision, where "yes" leads to one subsequent activity, "no" to another Used to indicate where others give support for an activity
End
Indicates the end of the process
A drop shadow on any symbols indicates that the item can be broken down into additional process steps
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Can map a process of many activities No
Create project team & allocate project manager
Create Terms Of Reference
Identify causes and agree, collect additional info if required
Management Team
Project Manager
Project Team
No
Yes Yes Agree?
Identify short & long term solutions
Agree?
Project Team
Test solutions & agree for full implementation
Project Team
Management Team
Management Team
No
No
Yes Closedown project
Has problem been resolved?
Monitor & report on progress
Project Manager
Project Manager Project Manager
No
Do processes / procedures need changing? Yes
Implement
OK? Yes
Project Team
Project Manager
Management Team
Update processes & procedures
System Manager
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org
What would the Flowchart for “Making a cup of tea” look like?
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
• Making a cup of tea Start
Fill kettle with water
Boil Kettle
Put teabag in cup
Sugar? Yes
Yes
Add Milk
Fill cup with boiled water
Milk?
No
Add sugar
No
Tea ready to drink www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
• Making a cup of tea Start
Sugar?
Fill kettle with water
Boil Kettle
Put tea in teapot Yes
Pour tea into cup
Add Milk
Pour water into teapot Yes
Milk?
Is Tea Ready?
No
Add Sugar
Tea ready to drink
No
Each person does it differently therefore we need the “Preferred practice”. www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
A Simple Plant Production Flow Diagram Bin No 4
Bin No 2
Bin No 4
Tank One
Tank Two
V5
V6
To packaging Units
Bin No 1
Fin Fan Cooler
V2
V1
V3
V4
Heat Processing Unit
HPP1 HPP2 Mill No One
MP1 MP= Mill Pump
Mill No Two
MP2 V = Valve
HPP= Heat Processing Pump
Blender Mixer Unit
BMP
BMP= Blender Mixer Pump www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Process flow chart for Scenario Mechanical Fitter Identifies both mechanical and Electrical faults
Start Operator hears noise from the plant
Investigate
Send mechanical Fitter to identify and repair the fault
No
Ops manager arranges safety lock off of area
Yes Observes smoke coming from The equipment
Report the problem
Reported to Maintenance Engineer No Breakdown of Plant
Yes
Reported to Ops Manager
Reports electrical faults to engineer
Mechanical Fitter repairs mechanical faults
Electrical Fitter identifies faults Electrical Fitter repairs faults Lock off safety documents are signed to release Area to ops
Reported to Ops Foreman Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Finish
Outage completed plant back on line
www.ipamc.org
Process map: example Fa cilita te R e vie w a nd s o lve is s u e s
P ro d uce de p artm e ntal plan cove rin g ob je ctives , tim e s ca les , m an p ow e r I.T. re qu irem e n ts , e qu ip m e nt, bu d ge t e tc to d e liver s a le s ta rg et
yes R es e arch In d ep en d en ts a n d ide n tify the ir ne e ds a nd e xp e cta tion s fo r the future.
D e fin e go a ls an d o bjectives to S e nior Man a ge rs .
P ro du ce p la n ning as s um p tion s an d te m plate Fina n ce P la n in clu d in g a n y s a le s nu m b ers .
D efine s a le s s trateg y an d re s ou rces req u ire d to d elive r s a le s ta rg ets .
C o ns o lid ate in to Sa le s p lan an d d is trib u te .
Im plem e n ta tio n Gro up
Fin a ncia l C o ntro lle r
Sa le s D ire ctor
Fin a ncia l C o ntro lle r
H ea d Office D e pa rtm en t Man ag e rs
D o ind ivid ua l Sa le s Plan s fit?
P ro du ce B ra n ch p la n cove rin g ob je ctives , tim es cales , m a n po w er, e qu ip m e nt, b ud g et etc to d e liver th e s a le s ta rg e t.
Ma rketin g no
R e s ea rch In de p en d en ts , Mu ltiples & D is tribu tion o utle ts an d id e ntify th eir n e ed s an d e xp ecta tio n s for th e future.
Fin a ncia l C o ntro lle r
R e vie w / s ig n o ff w ith re le va n t D irecto rs
C o ns o lid a te all p la ns into P &H b u s ine s s pla n .
Ge n eral Man a ge rs
Im ple m e ntation Grou p
D o d ifferen t d ep a rtm e n tall bu s in es s p la n s fit tog ethe r?
Ge ne ra l Ma n ag e rs Fa cilita te a revie w proce s s w ith S ale s D irecto r
Sa le s D ire ctors Fin an cia l C o ntro lle r R e s e a rch m arke t p la ce for p o te ntial o pp o rtu nitie s a nd ide n tify p oten tial im p act o n P& H .
D is cu s s / a gree s ha re d s tra te g y a n d ob je ctive s .
App ro ve p la n
s tra teg ic
D ire ctors
B o ard
R e view req u ire m e nts o f :B a nk , le ga l a n d re gu la to ry in s titution s a nd im p lica tio ns for P &H
R e vie w / eva lua te s trate g y, n ee ds o f th e m a rke t a nd re view dire ction
Fin a ncia l D irecto r
B o ard
Im ple m e ntatio n Gro up
Is d irectio n ta ctica l or s tra te gic ?
ta ctica l
Id e ntify H oldin g s Bo a rd R e qu irem e n ts
Ma na g in g D ire cto r
R e s ea rch an d Id en tify S up p lie r / Man a ufactu re r n ee d s an d exp ecta tio ns fo r the fu tu re .
C o m m e rcia l D irecto r
R e s e a rch an d id en tify s ta ff tra in ing n e ed s an d e xpe ctatio ns fo r th e future.
R evie w an d eva lu ate cu rren t pe rfo rm a n ce .
Ma n ag em en t E xecutive Me e tin g M.E .M. (Gro up )
Im plem e n t ta ctical d ire ctio n fro m the B o ard.
Gen e ra l Ma na g ers S a le s
Im plem e n t ta ctical d ire ctio n a n d id en tify p riority lis t of w ha t n e ed s to b e achieved , w h o,h o w .
Tactica l Actio n Plan
Gen e ra l Ma na g ers Fo ru m
Im plem e n t ta ctical d ire ctio n from the B o ard
N a tio n al S ale s Man a ge r D is tribu tion S e rvice s plus Acco u nt C on trollers
All S en io r Man ag e rs C o m m u nica tio n of b u s ine s s pla n im plem e ntatio n a n d ad vis e ta ctica l ch an g es .
Ope ration s D ire ctor N ote:- The D irecto rs in vo lve m e nt is to ind icate the flow o f the p ro ces s on ly a n d do e s no t e xp la in th e ir fu ll job fun ctio ns .
‘Comments?’ Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org
An example change process T im e o r S eq u en ce
R e sp on sib ility
M an ag e m e n t T eam
C reate project team & allocate p roject m an ager
Agree?
Y es
Y es
No
No
P r oje ct M a n ag er
Agree?
OK?
Y es
No Do processes / N o prodedures needchanging?
C reate T erm s of R eferen ce
M on itor
Y es
P r ojec t T e a m
Id en tify cau ses & agree, collect ad d ition al info if req uired
S y ste m M a n ag er
Id en tify short & lon g term solu tion s
T est solu tion s & agree for fu ll im p lem en tation
Hasproblem Y es beenresolved?
C losed ow n p roject
No
Im p lem ent
U pd ate p rocesses
F ig ur e 1 0 : 'S w im lin e s' d ia g ra m
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
The business focused management information system Business objectives + KPI’s
Process objectives + KPI’s
People objectives + KPI’s KPI = Key Performance Indicators Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org
Work Flow • Flow is a method of organisation such that the task is worked on continuously, or alternatively as a system whereby the processing of material is continuous and progressive. • Aims to improve (i) work/material flow (ii) standardise skills (iii) added value/complete work faster • When a particular task is completed it must be passed directly to the next stage for processing. For flow to be smooth the times of the tasks should be of equal length. www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
For Flow to Work • • • • • • • • •
Constant demand Task should be standardised Materials must be to specification and delivered on time All operations comprising the task should be defined Work must conform to quality standards Correct equipment must be used Reliable plant Inspection “in line” Balance all stages www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Apply Lean to create Flow • Identify and map the value stream. • Focus on the equipment as the product moves along the value stream. • Breakdown organisational boundaries that hinder flow. • Rethink all activities along the value stream so as to eliminate waste. • kaikaku - radical improvement • Kaizen (PDCA) - continuous incremental improvement www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Work design Work design involves deciding what tasks to allocate to each person, what sequence to perform them, where to locate the job, who else should be involved in it, how people should interact with their workplace and their immediate work environment, what autonomy to give the staff and what skills to develop in the staff. Management Control
Staff Autonomy
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Work design Work design should meet the following objectives: • • • • • • •
Quality Speed Dependability Flexibility Cost Health and Safety (environment) Quality of working life. www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Work design The following elements need to be considered : • • • • • • • •
What Tasks to be allocated (trade split v multiskill)? What sequence (process)? Where is job location? Who else involved? What equipment used in the job? What environmental conditions? How much autonomy? What staff skills?
• Best results when involved all employees involved in the work (tasks and activities within the process)
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Implementation phases
Education & Change
•Design management system •Identify processes •Develop processes & KPIs •Set up management information system •Review / develop procedures (FOG) •Implement changes •Carry out process audits •Compare with standard (preferred practices) •Improvement (KPI data & audits). www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Implementation phase • Brief managers & staff on process thinking • Set up MI system & collect KPI information • Report KPI information to Sen Mgt, complete projects to demonstrate continual improvement • Assess process management • Base management reviews on high-level KPIs • Revise maintenance manuals/procedures www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Draw a process map for a maintenance process Process map maintenance processes
Who should produce the process map?
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
A Maintenance Process Welder needs rod Finds supervisor Completes request Supr goes to office Requests rod
Discuss diff rods
Supr finds Welder
Alison orders rod
Yes
Use other rod?
No
Supplier processes order
Contact Supr Supplier delivers rod
Contact Alison No
Alison contact rod supplier
Finds Alison
Rod in stock?
Unload van
Welder starts to weld!! Welder collects rod Supr tells welder Contact Supr Tell Alison Locate rod
Yes
Rod in Eng Stores www.ipamc.org Professor John Sharp, University of Salford, UK How can we create flow for this process? “Work Flow and Work Design”
Workflow in action! 23staff (mechanics etc) to change 4 tyres and refuel Mr Schumacher!
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Modelling Roll Changes
Creating flow when changing rolls
Modelling roll changes of a 7 stand rolling mill in a steel rolling mill in UK to get the optimum time and number of rolls to change.
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Thomas Bolton Mill
1700 ton extrusion press. 70% of company’s copper products
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Layout
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Implementation • • • •
Customer focus Maintenance strategies PM, CBM, Lean, flow, work redesign, etc Process redesign, reorganisation/relocation – cell teams, skills mix, training, FOG, data analysis (OR techniques) • CMMS (on line real time) • Spectacular results!! • 1700 ton extruder = downtime 7.5% to 4.6% • 50% increase in output with a 50% Profit Increase (Maintenance budget increased by 9%)
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Modelling of Extrusion Press Delay time model of Loewy Downtime 1700 Ton extrusion press withmin/day subjective data to determine 40 optimum PM duration and 30 cycle time.
dp=120 dp=30
20 10 0 0 5
10
15
20 25 30
PM Cycle Length (days)
Downtime reduced by 50% Output increased by 50% (15% Maint increase) www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Case study Colleagues investigated the maintenance processes carried out in power stations (power plants) in the USA. They got a breakdown of a mechanic’s day and then compared it a high performing power station. www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Breakdown of a mechanic’s day in a US power station Activity carried out by mechanic Clearance Transportation Getting parts Scaffolding Insulation Special tools Equipment Test procedures Troubleshooting Time on the job
Plant A
High Performing
10% 15% 15% 5% 5% 5% 5% 5% 10% 25% Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
5% 5% 5% 5% 5% 5% 5% 5% 5% 55% www.ipamc.org
Technology v Logistics Frequently Asked Questions • Should we Concentrate on Improving the Process? • Should we Concentrate on Logistics and Enterprise Integration? • Is the Japanese model, “Create Visual Factory follow Lean Manufacturing Thinking” Sufficient? • Do we need Information Technology based Logistics/Decision Support? www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
CONCLUSIONS Maintenance can be improved using lean principles thereby using work flow and work design to eliminate/reduce wasteful activities from all the maintenance processes. This leads to an improvement of service to customers (both internal and external) and demonstrates that maintenance adds value to the organisation. www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Thank you for your attention.
Questions ? Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org
“Work Flow and Work Design”
Introducing Lean • • • •
Workflow comes from Lean Therefore we need an overview of: Lean principles Lean maintenance tools (covered in yesterday’s workshop) • Processes (process mapping) • Then we can apply them for work flow and work design www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
What is lean ? Lean manufacturing is the reduction in the time from customer order to manufacturing and delivery of products by elimination of non-value added waste in the production stream. Key points: – One-piece flow – Continuous improvement Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org
Lean Principles 5. Perfection
1. Specify Value
4. Pull
3. Creating Flow
2. Identify value stream
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Lean maintenance tools • 5S process • Elimination of 7 deadly wastes (7Mudas) • Kaizen (continuous improvement) & Poka Yoke • Jokoda (quality at the source) • JIT (Just In Time) & TPM (Total Productive Maintenance) www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
5S is a systematic common sense approach to good house keeping to have a neat, clean, tidy and safe work place
STRUCTURE DISTINGUISH NEEDED ITEMS FROM NOT THE NEED AND ELIMINATE THE LATER
SYSTEMISE
SELFDISCIPLINE
KEEP NEEDED ITEMS IN THE CORRECT PLACE TO ALLOW FOR EASY & QUICK RETRIEVAL
MAKING A HABIT OF MAINTAINING THE SET CONDITIONS THE CONDITION PEOPLE SUPPORT WHEN MAINTAIN THE FIRST THREE S’s
KEEP THE WORKSHOP SWEPT AND CLEAN
STANDARDISE
SWEEPING
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org
7 Mudas – “Waste” Any activity which consumes resources but does not create value. • • • • • • •
Searching Delays Unnecessary movement of resources and material Defects Over processing Over producing Storing inventory/work in progress
Lean = creation of more value with fewer resources. www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Value and non-value activities Activities add value which addTHAT costGETS TODAY’Swhich CUSTOMERS WILL ONLY Activities PAY FOR THE VALUE Processing it Printing it Assembling it Cutting it Drilling it Packing it Painting it Despatching it Polishing it Welding it Plating it
ADDED INTO A PRODUCT.
Sorting it Inspecting it Finding it Reworking it Handling it Snagging it Moving it Scrapping it Counting it Recalling it Repairing it www.ipamc.org
Professor John Sharp, University of Salford, UK What adds value in your organisation? “Work Flow and Work Design”
Lean maintenance tools
• Kaizen (continuous improvement, Plan do check act) • Poka Yoke (mistake proofing) • Jokoda (quality at the source) • JIT (Just In Time) • TPM (Total Productive Maintenance) www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Total Productive Maintenance • Achieving overall effectiveness of the production system by involving all workers in the process of actively maintaining equipment. • This process involves cleaning, inspection, restoration, redesign to improve deterioration characteristics, preventative maintenance, condition based maintenance, maintenance prevention. www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
What is a Process ? Any activity or group of activities that takes An ‘input’, adds value to it, and provides an output to an internal or external customer Processes are at the heart of maintenance management. INPUT List - Resources -
That are turned into
OUTPUT
Transformation PROCESS
List - Results
- Activity www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
What is process management?
Inputs
Organisation as a series of activities
Output
Measure against targets, learn & improve www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Functional v. Process Based organisation CEO Funtional Dept. 1
Dept. 2
Hierarchy Dept. 3
Dept. 4
Dept. 5
Input
1 2 3 4
5
Output
6
Who owns the process?
Work processes flow across departments
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
•USA had top male sprinters in 2004 Olympics yet
did not win the gold medal!
•Great Britain won the gold medal. How? www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
We should manage our business (including) maintenance) through processes not departments !! www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Process Mapping • Allows a team to identify the actual flow or sequence of events in a process that any product or service follows • Flowcharts can be applied to anything from the travels of an invoice to the steps in making a purchase or maintaining a piece of equipment (plant). www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Process Mapping Symbols Task
Indicates a task (activity)
Decision No
Meeting
Indicates a meeting may span across several departments
Document
Indicates the preparation of a document or report
Task
Yes
Indicates a "yes/no" decision, where "yes" leads to one subsequent activity, "no" to another Used to indicate where others give support for an activity
End
Indicates the end of the process
A drop shadow on any symbols indicates that the item can be broken down into additional process steps
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Can map a process of many activities No
Create project team & allocate project manager
Create Terms Of Reference
Identify causes and agree, collect additional info if required
Management Team
Project Manager
Project Team
No
Yes Yes Agree?
Identify short & long term solutions
Agree?
Project Team
Test solutions & agree for full implementation
Project Team
Management Team
Management Team
No
No
Yes Closedown project
Has problem been resolved?
Monitor & report on progress
Project Manager
Project Manager Project Manager
No
Do processes / procedures need changing? Yes
Implement
OK? Yes
Project Team
Project Manager
Management Team
Update processes & procedures
System Manager
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org
What would the Flowchart for “Making a cup of tea” look like?
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
• Making a cup of tea Start
Fill kettle with water
Boil Kettle
Put teabag in cup
Sugar? Yes
Yes
Add Milk
Fill cup with boiled water
Milk?
No
Add sugar
No
Tea ready to drink www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
• Making a cup of tea Start
Sugar?
Fill kettle with water
Boil Kettle
Put tea in teapot Yes
Pour tea into cup
Add Milk
Pour water into teapot Yes
Milk?
Is Tea Ready?
No
Add Sugar
Tea ready to drink
No
Each person does it differently therefore we need the “Preferred practice”. www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
A Simple Plant Production Flow Diagram Bin No 4
Bin No 2
Bin No 4
Tank One
Tank Two
V5
V6
To packaging Units
Bin No 1
Fin Fan Cooler
V2
V1
V3
V4
Heat Processing Unit
HPP1 HPP2 Mill No One
MP1 MP= Mill Pump
Mill No Two
MP2 V = Valve
HPP= Heat Processing Pump
Blender Mixer Unit
BMP
BMP= Blender Mixer Pump www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Process flow chart for Scenario Mechanical Fitter Identifies both mechanical and Electrical faults
Start Operator hears noise from the plant
Investigate
Send mechanical Fitter to identify and repair the fault
No
Ops manager arranges safety lock off of area
Yes Observes smoke coming from The equipment
Report the problem
Reported to Maintenance Engineer No Breakdown of Plant
Yes
Reported to Ops Manager
Reports electrical faults to engineer
Mechanical Fitter repairs mechanical faults
Electrical Fitter identifies faults Electrical Fitter repairs faults Lock off safety documents are signed to release Area to ops
Reported to Ops Foreman Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Finish
Outage completed plant back on line
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Process map: example Fa cilita te R e vie w a nd s o lve is s u e s
P ro d uce de p artm e ntal plan cove rin g ob je ctives , tim e s ca les , m an p ow e r I.T. re qu irem e n ts , e qu ip m e nt, bu d ge t e tc to d e liver s a le s ta rg et
yes R es e arch In d ep en d en ts a n d ide n tify the ir ne e ds a nd e xp e cta tion s fo r the future.
D e fin e go a ls an d o bjectives to S e nior Man a ge rs .
P ro du ce p la n ning as s um p tion s an d te m plate Fina n ce P la n in clu d in g a n y s a le s nu m b ers .
D efine s a le s s trateg y an d re s ou rces req u ire d to d elive r s a le s ta rg ets .
C o ns o lid ate in to Sa le s p lan an d d is trib u te .
Im plem e n ta tio n Gro up
Fin a ncia l C o ntro lle r
Sa le s D ire ctor
Fin a ncia l C o ntro lle r
H ea d Office D e pa rtm en t Man ag e rs
D o ind ivid ua l Sa le s Plan s fit?
P ro du ce B ra n ch p la n cove rin g ob je ctives , tim es cales , m a n po w er, e qu ip m e nt, b ud g et etc to d e liver th e s a le s ta rg e t.
Ma rketin g no
R e s ea rch In de p en d en ts , Mu ltiples & D is tribu tion o utle ts an d id e ntify th eir n e ed s an d e xp ecta tio n s for th e future.
Fin a ncia l C o ntro lle r
R e vie w / s ig n o ff w ith re le va n t D irecto rs
C o ns o lid a te all p la ns into P &H b u s ine s s pla n .
Ge n eral Man a ge rs
Im ple m e ntation Grou p
D o d ifferen t d ep a rtm e n tall bu s in es s p la n s fit tog ethe r?
Ge ne ra l Ma n ag e rs Fa cilita te a revie w proce s s w ith S ale s D irecto r
Sa le s D ire ctors Fin an cia l C o ntro lle r R e s e a rch m arke t p la ce for p o te ntial o pp o rtu nitie s a nd ide n tify p oten tial im p act o n P& H .
D is cu s s / a gree s ha re d s tra te g y a n d ob je ctive s .
App ro ve p la n
s tra teg ic
D ire ctors
B o ard
R e view req u ire m e nts o f :B a nk , le ga l a n d re gu la to ry in s titution s a nd im p lica tio ns for P &H
R e vie w / eva lua te s trate g y, n ee ds o f th e m a rke t a nd re view dire ction
Fin a ncia l D irecto r
B o ard
Im ple m e ntatio n Gro up
Is d irectio n ta ctica l or s tra te gic ?
ta ctica l
Id e ntify H oldin g s Bo a rd R e qu irem e n ts
Ma na g in g D ire cto r
R e s ea rch an d Id en tify S up p lie r / Man a ufactu re r n ee d s an d exp ecta tio ns fo r the fu tu re .
C o m m e rcia l D irecto r
R e s e a rch an d id en tify s ta ff tra in ing n e ed s an d e xpe ctatio ns fo r th e future.
R evie w an d eva lu ate cu rren t pe rfo rm a n ce .
Ma n ag em en t E xecutive Me e tin g M.E .M. (Gro up )
Im plem e n t ta ctical d ire ctio n fro m the B o ard.
Gen e ra l Ma na g ers S a le s
Im plem e n t ta ctical d ire ctio n a n d id en tify p riority lis t of w ha t n e ed s to b e achieved , w h o,h o w .
Tactica l Actio n Plan
Gen e ra l Ma na g ers Fo ru m
Im plem e n t ta ctical d ire ctio n from the B o ard
N a tio n al S ale s Man a ge r D is tribu tion S e rvice s plus Acco u nt C on trollers
All S en io r Man ag e rs C o m m u nica tio n of b u s ine s s pla n im plem e ntatio n a n d ad vis e ta ctica l ch an g es .
Ope ration s D ire ctor N ote:- The D irecto rs in vo lve m e nt is to ind icate the flow o f the p ro ces s on ly a n d do e s no t e xp la in th e ir fu ll job fun ctio ns .
‘Comments?’ Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org
An example change process T im e o r S eq u en ce
R e sp on sib ility
M an ag e m e n t T eam
C reate project team & allocate p roject m an ager
Agree?
Y es
Y es
No
No
P r oje ct M a n ag er
Agree?
OK?
Y es
No Do processes / N o prodedures needchanging?
C reate T erm s of R eferen ce
M on itor
Y es
P r ojec t T e a m
Id en tify cau ses & agree, collect ad d ition al info if req uired
S y ste m M a n ag er
Id en tify short & lon g term solu tion s
T est solu tion s & agree for fu ll im p lem en tation
Hasproblem Y es beenresolved?
C losed ow n p roject
No
Im p lem ent
U pd ate p rocesses
F ig ur e 1 0 : 'S w im lin e s' d ia g ra m
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
The business focused management information system Business objectives + KPI’s
Process objectives + KPI’s
People objectives + KPI’s KPI = Key Performance Indicators Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org
Work Flow • Flow is a method of organisation such that the task is worked on continuously, or alternatively as a system whereby the processing of material is continuous and progressive. • Aims to improve (i) work/material flow (ii) standardise skills (iii) added value/complete work faster • When a particular task is completed it must be passed directly to the next stage for processing. For flow to be smooth the times of the tasks should be of equal length. www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
For Flow to Work • • • • • • • • •
Constant demand Task should be standardised Materials must be to specification and delivered on time All operations comprising the task should be defined Work must conform to quality standards Correct equipment must be used Reliable plant Inspection “in line” Balance all stages www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Apply Lean to create Flow • Identify and map the value stream. • Focus on the equipment as the product moves along the value stream. • Breakdown organisational boundaries that hinder flow. • Rethink all activities along the value stream so as to eliminate waste. • kaikaku - radical improvement • Kaizen (PDCA) - continuous incremental improvement www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Work design Work design involves deciding what tasks to allocate to each person, what sequence to perform them, where to locate the job, who else should be involved in it, how people should interact with their workplace and their immediate work environment, what autonomy to give the staff and what skills to develop in the staff. Management Control
Staff Autonomy
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Work design Work design should meet the following objectives: • • • • • • •
Quality Speed Dependability Flexibility Cost Health and Safety (environment) Quality of working life. www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Work design The following elements need to be considered : • • • • • • • •
What Tasks to be allocated (trade split v multiskill)? What sequence (process)? Where is job location? Who else involved? What equipment used in the job? What environmental conditions? How much autonomy? What staff skills?
• Best results when involved all employees involved in the work (tasks and activities within the process)
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Implementation phases
Education & Change
•Design management system •Identify processes •Develop processes & KPIs •Set up management information system •Review / develop procedures (FOG) •Implement changes •Carry out process audits •Compare with standard (preferred practices) •Improvement (KPI data & audits). www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Implementation phase • Brief managers & staff on process thinking • Set up MI system & collect KPI information • Report KPI information to Sen Mgt, complete projects to demonstrate continual improvement • Assess process management • Base management reviews on high-level KPIs • Revise maintenance manuals/procedures www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Draw a process map for a maintenance process Process map maintenance processes
Who should produce the process map?
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
A Maintenance Process Welder needs rod Finds supervisor Completes request Supr goes to office Requests rod
Discuss diff rods
Supr finds Welder
Alison orders rod
Yes
Use other rod?
No
Supplier processes order
Contact Supr Supplier delivers rod
Contact Alison No
Alison contact rod supplier
Finds Alison
Rod in stock?
Unload van
Welder starts to weld!! Welder collects rod Supr tells welder Contact Supr Tell Alison Locate rod
Yes
Rod in Eng Stores www.ipamc.org Professor John Sharp, University of Salford, UK How can we create flow for this process? “Work Flow and Work Design”
Workflow in action! 23staff (mechanics etc) to change 4 tyres and refuel Mr Schumacher!
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Modelling Roll Changes
Creating flow when changing rolls
Modelling roll changes of a 7 stand rolling mill in a steel rolling mill in UK to get the optimum time and number of rolls to change.
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Thomas Bolton Mill
1700 ton extrusion press. 70% of company’s copper products
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Layout
www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Implementation • • • •
Customer focus Maintenance strategies PM, CBM, Lean, flow, work redesign, etc Process redesign, reorganisation/relocation – cell teams, skills mix, training, FOG, data analysis (OR techniques) • CMMS (on line real time) • Spectacular results!! • 1700 ton extruder = downtime 7.5% to 4.6% • 50% increase in output with a 50% Profit Increase (Maintenance budget increased by 9%)
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Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Modelling of Extrusion Press Delay time model of Loewy Downtime 1700 Ton extrusion press withmin/day subjective data to determine 40 optimum PM duration and 30 cycle time.
dp=120 dp=30
20 10 0 0 5
10
15
20 25 30
PM Cycle Length (days)
Downtime reduced by 50% Output increased by 50% (15% Maint increase) www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Case study Colleagues investigated the maintenance processes carried out in power stations (power plants) in the USA. They got a breakdown of a mechanic’s day and then compared it a high performing power station. www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Breakdown of a mechanic’s day in a US power station Activity carried out by mechanic Clearance Transportation Getting parts Scaffolding Insulation Special tools Equipment Test procedures Troubleshooting Time on the job
Plant A
High Performing
10% 15% 15% 5% 5% 5% 5% 5% 10% 25% Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
5% 5% 5% 5% 5% 5% 5% 5% 5% 55% www.ipamc.org
Technology v Logistics Frequently Asked Questions • Should we Concentrate on Improving the Process? • Should we Concentrate on Logistics and Enterprise Integration? • Is the Japanese model, “Create Visual Factory follow Lean Manufacturing Thinking” Sufficient? • Do we need Information Technology based Logistics/Decision Support? www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
CONCLUSIONS Maintenance can be improved using lean principles thereby using work flow and work design to eliminate/reduce wasteful activities from all the maintenance processes. This leads to an improvement of service to customers (both internal and external) and demonstrates that maintenance adds value to the organisation. www.ipamc.org Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
Thank you for your attention.
Questions ? Professor John Sharp, University of Salford, UK
“Work Flow and Work Design”
www.ipamc.org
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