1、y continuous improvements From a few days up to twelve weeks Solving of moderately and highly complex problems Implementation of new lean tools through workshops Selected line employees and manager Extensive support from maintenance, engineering, and productivity specialists Project-based step impro
2、vements 24 ALCOA DEVOTED SUBSTANTIAL ORGANIZATIONAL RESOURCES TO ITS PRODUCTION SYSTEM Organizational structure of Alcoa Production System (APS) DescriptionResponsibilities APS CorporateSeven experts in lean operations in process industries Deep experience with APS Provide internal consulting servic
3、es across Alcoa network Teach at APS training Provide technical support to local APS efforts APS plant leadersLeader of APS effort at Alcoa production facility Strong manufacturing background with solid analytic skills Organize APS training for local line managers Organize regular kaizen workshops F
4、acilitate APS best-practice sharing across plants Plant managersAdvocate of APS at Alcoa plants Meet APS performance improvement targets Encourage APS efforts at facility Negotiate with unions if needed Source:Alcoas annual reports; press clippings; interviews 25 A LEAN OPERATIONS SYSTEM ADDS FOUR E
5、LEMENTS TO A TYPICAL COMPANYS SET OF CAPABILITIES PERFORMANCE MANAGEMENT Source:McKinsey PERFORMANCE MANAGEMENT Performance management to break down customer-driven goals to front line and to secure improvement actions and daily follow-up Set and annually update customer-driven targets for whole cha
6、in from raw materials to end user Break down targets and make concrete for every workstation and continuous improvement group, visually follow up results daily Establish and maintain standards to secure best practice procedures in all operations 26 PERFORMANCE MANAGEMENT TRANSLATES STRATEGIC INTENT
7、INTO DAY-TO-DAY ACTIVITIES Source:Interviews; McKinsey Cascade and communicate goals down to shop floor Break down targets into quarterly department goals ABC Rework USD/unit Check overall perfor- mance vs. targets Track and aggregate performance Create action plans to improve current standard proce
8、dures Operators track performance daily Inventor y Rework On-time delivery Productivity Avg. lead time Changeover times Breakdowns Set plant targets based on customer needs and financial requirements PLANT TARGETS 27 A LEAN OPERATIONS SYSTEM ADDS FOUR ELEMENTS TO A TYPICAL COMPANYS SET OF CAPABILITI
9、ES LEAN TOOLS AND BEST PRACTICES Source:McKinsey Systematic use of lean tools and best practices across the whole organization to secure stable, efficient, and flexible operations LEAN TOOLS/BEST PRACTICES Train everyone to use basic problem-solving and implementation tools Implement lean tools and
10、best practices to secure stable (with low variability), efficient, and flexible operations 28 LEAN TOOLS AND BEST PRACTICES ELIMINATE ALL FORMS OF WASTE, VARIABILITY, AND INFLEXIBILITY *Overall Equipment Effectiveness *Single Minute Exchange of Die Source:McKinsey Waste Variability Inflexibility Ide
11、al supply chain design Fast changeover (SMED*) Pull Poka-yoke (never send defect products to next process step) Etc. Standard operating procedures Visual management 5S (workplace order) World class maintenance OEE* Statistical tools Etc. Stability and efficiency Flow and flexibility Tools Best practices 29 NIPPON STEEL USES ADVANCED STATISTICAL TOOLS TO CONTROL PRODUCTION AND MINIMIZE
