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Special
Tech Group STG: The Human Side of Lean
Invitation to
interactive Workshop & Draw:
Maximizing Human Potential with the
Theory of Constraints (TOC)
- THE GOAL (Eliyahu M. Goldratt)
triggered TOC and the Human Side -
By Kobus van der Zel P. Eng.
(Int.), B. Eng. (Mech), MBA, CTP
Date: Monday, March 26, 2007
Venue: Mississauga Valley Community Center
Program Room 4 Library (click
for overview map)
1275 Mississauga Valley Blvd. / Mississauga, ON, (905)
615-4670
Time: 5:45 pm – 8:45 pm
Type: Workshop, Reservation required - Please
RSVP with
Juergen Boenisch at HumanLean@jbemc.com,
$10 for members
(CMTDMF -Canadian Machine Tool, Die & Mold Federation- included), $15
for non-members, student members $5. Includes Cookies, Soft Drink, Talk
& Discussion. SME membership cards are to be shown.
Directions
Located one block south/east SE
of “Square One”, from QEW take Hurontario Street north (N), from 401 or 403
take Hurontario Street south (S), turn east (E) on Burnhamthorpe Road E,
for 1km than turn right (S) into Central Pkwy E, for 200m than turn right
(W) into Mississauga Valley Blvd., turn left onto car park, take main
entrance in corner of building. (Click here: For Map
Details or for Satellite
View)
Please Note: The first time in the
history of an STG, we will have a draw at this event. The prices will be
three (3) Books: The Forces of Progress, just published by Kobus van
der Zel.
Abstract This workshop will be interactive
– playing a push/pull game and TOC concepts and measurements. We will be reviewing
a real Discus profile and asking for input on how profit sharing and
Employee Share Ownership Plans are being done today. This workshop will
take you on a journey in search of the primary forces that either fuel or
destroy progress in companies today – with a special emphasis on human
potential. Scientists like Newton and Einstein changed our world by
proving that the complex world of physics is ruled by only a few forces
which obey simple Laws. This allowed a quantum leap in our progress.
Dr. Eli Goldratt, author of The Goal and founder of TOC has asked his international
practitioner network for many years why this methodology has not been
adopted by more businesses, and why so many companies report a relapse
after strong initial results.
In the
speaker’s business novel, The Forces of Progress (www.lulu.com/Globalturnarounds)
an Eastern woman teams up with a Western turnaround guy to master the
forces that are limiting their progress in business. They set their aim as
high as the imagination will allow:
·
For their
traditional products company to achieve a Viable Vision – to turn its sales
into its net profits in 4 years, and
·
To encourage
their people to escape from the rat race by becoming millionaires – free to
pursue their real purpose in life.
They use
ancient Laws and wisdoms to defeat the forces that stand in their way. Is
it possible that a traditional business is also ruled by a few distinct
forces – which could be mastered to allow for a quantum leap in the
performance of the business and its people?
The
workshop will challenge the audience to discover four distinct forces that
should be realigned in a set sequence to release the full potential of a
company and its people.
About the Speaker Kobus van der Zel has over 15 years manufacturing
management experience including business improvement and turnaround
engagements where 100% of the fees were tied to achieving bottom line
results. He graduated from the University of Stellenbosch, South Africa in 1989 with a mechanical engineering degree and in 1995 with an MBA. He
was certified by the Turnaround Management Association as a Certified
Turnaround Professional (CTP) in 2005.
ReservationIf you want to know which forces
are preventing your manufacturing operation and its people from achieving
their full potential, then you better do not miss this great workshop!
Register today: Juergen Boenisch
at HumanLean@jbemc.com with your name, SME membership
number (if applicable), company, contact information (phone number and
email).
Friends
& colleagues are very welcome!
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Canada Post Plant Tour Report
Written:
Verner Chen, Cesar Cartagena (Husky Global Lean Enterprise Team), Scott
MacKinnon (Canada Post / GTA Regional Supply Chain Integration)
Background
of Canada Post
Canada
Post is the country's 7th largest employer and it is a unionized
organization. Each day, 37 million pieces of mail are processed through its
22 major plants. The Toronto (South Central LPP) plant we toured is the
largest letter processing plant of Canada Post, each day processing 6 to 9
million pieces of letter mail. The on-time delivery rate exceeds the target
of 96%. Canada Post has been profitable for 10 consecutive years and paid a
$59 million dividend back to the government in 2005. (Courtesy of SME-26
Plant Tour posting.)
Letter
Mail Processing
The GTA
letter mail processing is a special kind of manufacturing process. The
following diagram depicts the process flow for the daily (GTA) local area
collection. This is a model of the CPC GTA Lettermail Supply Chain:
§
Induct: Each local mail collection
office (Induct Hub) gathers letter mail from the local street mail boxes,
retail + customer drop-off at the sites. Then they group the mails into
different categories ( supporting Sort process – “PureStream(s)”) according
to the envelop size + level of prep (faced etc.). These categories have been
defined by the Sort plant “customer” (around “Pacemaker” processes/specs
within the Toronto plant we toured). Based on these categories, the Sort
plant will measure the Induct (PureStream %) product line input quality.
§
Induct
Transport: The
Induct Hub office “supplies” the Induct Transport (Customer) team with the
mail destined for the Sort (Customer) plant arriving within the specified
time window each day. The time windows are sequenced for all the upstream
Induct offices. The Sort plant will evaluate the on time arrival performance
of all the Induct Transport services from the Induct Hub Network into the
Sort operation (Variance2Schedule – in minutes).
§
Sort: The Sort plant sorts all the
arriving mails according to the addresses / postal codes. The Sort process
includes mail facing and address sorting and grouping. The mail facing sets
the mail in order facing the same direction / orientation for mechanized
address sorting. Address sorting and grouping separates the mails into
different target address groups ready for delivery.
§
Deliver
Transport: This
second Transport is to deliver the sorted mails from the Sort (now supplier)
plant to the local Delivery (Customer) offices.
§
Deliver: The local Deliver offices deliver
the mails to mail receivers or to further downstream Deliver offices.
Lean/Six
Sigma Initiatives in the Toronto Plant
§
Tremendous
improvement on streamlining and integrating the process as a whole from
Induct to Deliver by using pull / flow concept has been witnessed. Before the
Lean Journey started in the mid 1990s in Canada Post, everything was crowded.
Over time they VSM’ed the mail flow process, rearranged machines, and freed
up space. The current mail processing plant in Toronto we toured was actually
a merge of the lettermail process, once distributed amongst five former mail
processing facilities in the GTA. Now this total process occupies a footprint
that nobody would have thought was possible many years ago.
§
The quality and
just in time are controlled at the source, leading to low rework on the
downstream process and enhancing the overall lean process flow. All the
inducted mails are designed to be properly “PureStream / Consolidated” and
arrive within a very strict time window defined by the Sort plant. Daily
results are effectively communicated to the Induct + Induct Transport offices
(Suppliers) for improved / sustained performance.
§
A level loading
strategy called 50/30/20 has been successfully implemented. The " 50 /
30 / 20 " refers to the GTA Delivery Model / Depot Arrival Pattern
( Internal Supply Chain / Ultimate End Customer ) Specification. Among the
daily arriving mails, 50% will be sorted in the plant ( Sort now as
“Supplier”) and will flow out to the depots by midnight, 30% out by around
3:00 am, and the remaining 20% out by around 7:00 am. This strategy keeps the
mail flow effective + efficient – in, through, and out of the plant.
§
It was
impressive to see people engagement and “teammate” relationship between
management and employees in a unionized environment. People are very
dedicated to their own roles. Since unionized environments are difficult to
implement changes until breakthrough events show the light at the end of the
tunnel, it has been clearly indicated that revolution events have been successfully
gone through in Canada Post without causing major union issues.
§
It has been
observed that “open book” and straightforward communications between supplier
and customer and among employees become powerful enablers in lean
transformation of a plant.
§
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New Strategy for SME
Chapter-26
Adjustment to
changing environment & Invitation to Strategy Workshop
Saturday, March 31, 2007 from
~9am to 1-2pm. See Website for details
In our
November Bulletin we invited past SME Executives & Senior Members to
join us on Nov. 30, 2006 for a Round Table Discussion about SME-26
and its future. The idea was very well received and we had a number of past
SME-26 chairs as well as current members at the table and many new insights
were generated. It became clear that the today’s environment has changed
over time and that it is necessary for SME-26 to adjust its strategy and
focus in order to clearly address the needs of our Customers - to use the
terminology of Lean Manufacturing.
Clear Customer Focus is one of the primary objectives of Lean and the
Toyota Production System TPS and should be a primarily focus of SME-26.
Who are our customers?
This was
one of the first questions raised at the Round Table, and two (2) main
customer groups have been identified:
1. Our SME-26 Members 2. Businesses, especially in
the GTA
There
might be other customer groups, e.g. in the educational and governmental
sector. The Round table was facilitated by Juergen Boenisch and we covered
the following four (4) SME-26 areas:
1.
Past Activities 2. Strengths Today 3. Possible Future 4. Immediate
Actions
Point 1: In the past SME-26 did many talks, tours, social events,
and Technical educational Networking events on modern technologies. Similar
to our launched Special Tech Group STG, Special Interest Groups SIG on
robotics, management, and other interesting topics were held, some of them
under involvement of Universities and other educational institutions.
Point 2: The Round Table participants saw today’s SME-26
strengths in areas as education, the SME magazine, good people, networking
platform, plant tours, and the unique GTA location with a high density of
members and companies.
Point 3: The most active discussion developed around the Possible
Future of SME-26 with over 20 highlighted areas to focus on. Here are some
possible focus points: Foster more active member participation, Growing
& expanding of SME-26, Technique exposure to the young generation: High
school and pre-high school, Lean Manufacturing, Six Sigma, TPS training, Focus
on future manufacturing techniques, Education for professionals, 2-3
plant tours per Month, More networking events, Active on-site support of
companies, Presentation & management training, Introduce Corporate
Social Responsibility CSR (Triple Bottom Line), Joint meetings with other
associations, e.g. AME, PMI, APICS, CTMA),
Point 4: What should be the immediate actions for our chapter to
move forward? Here are the top three (3) areas to focus on: 1. Phone
survey of our members to better understand their interests 2. Improve
communication between our members and plan ahead, e.g. improved website and
monthly bulletin. 3. Encourage growth of student chapters and involvement
of the younger generation
In the
meantime, we addressed quite a few points already. We had workshops and
discussions addressing industry needs with leading GTA businesses, such as
Husky Injection Molding and Canada Post. Our monthly executive meetings
experience and increasing number of participants. We met with the new SME
Toronto office representatives to discuss possible ways of mutually
leveraging expertise and contacts. The chapter can have an active role in
the October machine show & exhibition. A special focus will be on
actively involving our younger generation.
Next
Steps: It is
essential and crucial for SME-26 to address the important points and to
review and define our future strategy. This will be Guideline for
all future activities and to develop a solid future vision with clear
values, mission statement, and objectives that will guide us towards a
better SME chapter. This will also bring consistency into the chapter work.
Strategy Development: We scheduled a ½ day workshop to
start developing our new strategy on Saturday, March 31, 2007 from ~9am
to 1-2pm. The workshop will be facilitated by an experienced business
leader and the location will be determined within the next weeks. We invite
all people interested in the direction of the SME chapter 26 to mark their calendars
and to actively participate in this important event. Your contribution will
influence the direction and the future of our SME Toronto chapter. We would
like to especially invite
Past SME Executives and Senior Members, Our SME-26
Members & Student Members, GTA Business Leaders and Representatives
and Representatives from the Education and Public Sector
We don’t expect to find the perfect strategy solution in
just one workshop, but we believe this is the right start. This event will
influence and determine the direction and we will verify the key focus
areas for SME-26 to work on. It will provide us and external parties with a
clear understanding of what our SME Toronto Chapter 26 stand for.
For questions and registration,
please contact Juergen Boenisch at SME-Strategy@jbemc.com
or at (416) 839-7759
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News
SME
Launches New Initiative and Toronto Office
to Support Canadian Manufacturing
– SME Canada
DEARBORN, Mich., February 5, 2007 – The Society of
Manufacturing Engineers (SME) recently purchased seven Reed Exhibition Canada
(RX Canada) trade shows. This is just the first step in SME’s major
initiative to support Canadian manufacturing companies and their employees,
including the launch of a new SME office in Toronto.
The trade
shows that were purchased include:
- Montreal Plant Maintenance and Design
Engineering Show
- Western
Manufacturing Technology Show
- Canadian
Manufacturing Technology Show
- Advanced
Manufacturing Expo
- Montreal Manufacturing Technology Show
- Southwestern
Ontario
Industrial Show
- Canadian
Manufacturing Week
The
Society of Manufacturing Engineers—which celebrates its 75th
Anniversary this year—is dedicated to bringing people and information
together to advance manufacturing knowledge. SME is internationally
recognized by manufacturing practitioners, companies and other organizations
as their source for information, education, and networking. With the growth
in Canadian manufacturing, it is important that these manufacturing companies
and their more than 2.2 million employees have access to the technical and
professional development resources that SME offers, close to home.
SME
executive director and general manager Mark Tomlinson notes that, “SME is
excited and ready to take on a more active and supportive role within the
Canadian manufacturing community. As part of this investment, SME has assumed
control of Reed’s Canadian office in Toronto. In addition to having show
sales and management expertise, the Canadian staff is bi-lingual and
thoroughly understands the market.”
Through this
initiative, SME plans to work closely with Canadian industry and other
associations to strengthen manufacturing workforce development, education,
training and certification efforts throughout the country, and provide a
venue for worldwide networking. SME will be working with these organizations
to extend awareness about the resources available through SME, and the value
of membership. Through the Society’s technical and local communities,
Canadian manufacturers will be able to connect with each other in new ways,
across industries and technologies, and across large geographic distances. As
SME expands its reach throughout Canada, the influence of SME’s 20 Canadian
senior and student chapters will play a key role, and will put these members
at the forefront of exciting advances in manufacturing.
Canadian
chapters and members are encouraged to call on SME’s staff at the new Toronto office anytime. As they develop details about the SME Canadian events and launch
membership initiatives, they will need the experience and involvement of
local members. It will be a most valuable way to invest volunteer time.
Reach the SME Canada Office: John Stergianis
Society of Manufacturing Engineers
- 3761 Victoria Park Avenue, Unit 1 Toronto, ON M1W 3S2
Tel: 888.322.7333 Tel: 416.491.7565
Fax: 416.491.7096 www.sme.org
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