Download Report

A Day in the Life of Mr X (DILO Study)
Introduction
In the operational environment busy people (team leaders in this instance), can have trouble identifying and be drawn into tasks that are not adding direct
value to the business; there is a simple and direct contact approach that can help segregate and highlight the tasks we require and those that someone else
should take responsibility for.
This is a ‘Day in the Life’ analysis of the team leader function. For the purposes of this exercise Mr X has been shadowed for a 12 hour shift, which was the 3
from a set of 4. The philosophy for this exercise is to assist the identification of Non-Value-Added (NVA) and Value Added (VA) activities that are performed
within the team leader role on a daily basis.
rd
Theory
In general context the differentiation between Value Add and Non-Value Add is identified as ‘that which the customer would pay for’ or ‘a physical change to
the product that adds value’ e.g. an operator adding a screw or a label to the product whilst in normal production conditions.
For the purposes of this exercise it is more difficult to establish this activity, so therefore I have used the approach of Value Add being the team leader adding
value to the team, therefore the product in turn etc.
Notes from the Day
The input from the team was excellent and they should be congratulated on their professional and open approach all through this invasive exercise. The day
established some very good issues and some that were negotiable. The measurement of value added activity and how this is identified within a support role is
general of the investigator and the management team.
I was concerned that the recently trained filler operators had no supportive documentation or appropriate sign off to confirm their ability to perform the tasks
asked of them. I understand that this is being followed up but I would have liked to see this in place prior to the plant running.
The asset care documentation for the coming few days was handed out during the production meeting without real explanation or guidance, I am not aware
that any preparation meeting will occur prior to these task being completed; my concern therefore is how the input from the current operational issues and
manufacturing teams can be taken into consideration.
In general I thought the structure of job roles and functions was very good. The way these functions were applied in the operational environment was also of a
high standard and employees understood what they were expected to do.
Page 1 of 7
On the darker side I did feel and see an environment which could be describe as being ‘run with an iron fist’ This is causing issues across the workforce and is
having a detrimental effect on morale and motivation. I can’t argue that the figures are there to be seen but these results can be more effectively obtained by
empowering the workforce and earning their trust and respect. Not only will this achieve you the results you desire but properly motivated teams will help
you exceed these targets and willingly want to stay, perform for you and be a part of a successful team.
Please see from the next pages the team leader activities broken down into a 12 hour shift and NVA versus VA;
Time
Activity (main)
Shift handover
0545 -0601
reMr Xs
0602 – 0611
reMr Xs
0612 – 0618
reMr Xs
0619 – 0633
reMr Xs
0633 – 0634
reMr Xs
0635
Activity Detail
Time
mins
Value Added
Yes
No
Discussed last 12 hours problems with off going team leader;
•
Is the plant currently operational
02
Yes
•
What did the engineers complete last night and read the appropriate input logs
•
Confirm upcoming production requirements
This is critical to effective commencement of shift and the key issues expected from a handover have been identified here. I may consider a review of the handover sheet to
include more critical running information and less NVA in relation to guard checks and kronos
‘Walk the talk’
with the team
Visit the team members on line to see if all is ok in relation to running, cleanliness
and updating of forthcoming schedule
10
Yes
The team leader should show their face asap when the shift commences. This provides the psychological support and general information the staff need to show the relevant
morale and motivation
Alarm
sounding on
water
treatment
Mr X attended to investigate sounding alarm which was not specialist attended. He
phoned process co-ord to ask if any action was being taken
07
No
The team leader should not have to attend this breakdown at this time – the process co-ord should have attended and passed any relevant production related e.g. stoppage
apparent as required
Process co-ord
arrived on
scene
He explained the there had been issues throughout the night and process manager
was informed
15
No
The team leader should have had the advance information in relation to last nights problems; I would look at communication at shift handover in addition to process dept
communications
Walking back
to line
Returning from a non-value added activity
02
No
01
No
Without the NVA tasks earlier this movement would have been avoided
Collect Andy
from reception
Collect The Consultant from reception after induction
Page 2 of 7
reMr Xs
0636 – 0638
Abnormal situation but completely NVA in relation to the team leader role
reMr Xs
0639 – 0645
Abnormal situation but completely NVA in relation to the team leader role
0646 - 0657
Walking to the
office
Line
prioritisation
The The
Consultant
brief
During walking Mr X phoned Trevor to ascertain line prioritisation due to water
treatment issues.
Mr X explained the current situation to Steve Brown and they developed a method
to minimise impact on production downtime
The Consultant briefed Mr X on the ‘Day in the Life’
reMr Xs
0658 – 0700
This is deemed an appropriate task for the day but still NVA
reMr Xs
0701 - 0709
This conversation is a second hand transfer of information that could have taken place outside of the team leader responsibility
Mr X phoned
Cliff
This call was related to explain the call he had just had with Trevor
Free Time /
Catch-up
03
07
No
Yes
12
No
03
No
09
No
General questions fro STOs as to direction for shift during this time
0710 – 0712
Telephone Call
reMr Xs
0713 – 0715
reMr Xs
Although the call was appropriate in the context of asking - should the question of needed to be asked to the team leader in the first place
0716 – 0725
0725 – 0728
0729 – 0730
0731 – 0751
reMr Xs
0752 – 0756
reMr Xs
0757 – 0819
Telephone Call
Stewart phoned Mr X to ascertain whether he could take parts from his stopped line
for another
Cliff called Mr X to ask for an electrician
03
Yes
03
No
10
No
04
No
02
No
This request should potentially been placed through Mr X, the originator could have taken the responsibility
Free Time /
Catch-up
Telephone call
Free Time /
Catch-up
Meeting
preparation
Temp labour agency phoned to assess filler operator requirements
Preparation for morning production meeting
21
Yes (80%)
No
I have checked and split the time for this meeting as it is possible that although some of this data is required for production need there seems to be duplication of some
information e.g. production figures therefore giving me belief that this activity could be described as 80% effective
Telephone call
Process calling to explain they had disconnected the turbidity meter and both lines
could run
05
Yes
24
Yes (80%)
This is a production critical call which if not performed may result in lost product on either of two lines
Meeting
Continuation of the morning production meeting
Page 3 of 7
No
preparation
reMr Xs
0820 – 0848
As described earlier
Morning
Meeting
•
•
•
•
reMr Xs
•
•
Morning production meeting
29
Yes (80%)
No
Format and use of LineView data live on screen to drive the meeting focus and agenda was good
The staff members in attendance – were they all required?
Good questioning asked in relation to staff utilisation over the weekend period
Team leaders providing accurate and VA data but CCE could have utilised their time more effectively outside their slot e.g. a 3 minutes slot was used where a 29
minute absence from the operational environment was apparent
Good interaction from other departments – giving VA attendance (although Asset Care team could review their participation to provide more effective direction
from their input)
Some data passed from team leaders from the previous night shift was not acted upon (was this missed or already under review) – some filler and slow running
condition information required was missing from the STO log (recommendations for improvement are another activity)
This meeting is a good format wit good use of data from LineView and the team leaders directly. I have measured this as 80% effective for the above reasons.
0849 – 0915
0916 – 0936
0937 – 1005
1005 – 1020
reMr Xs
1021 – 1025
reMr Xs
1026 – 1054
reMr Xs
1055 – 1111
reMr Xs
1112 – 1121
reMr Xs
1122 – 1128
reMr Xs
Breakfast
Line overview
Free time /
catch-up
Meeting
2 eggs on toast (poached)
Mr X provided The Consultant with an overview of the line running practices,
staffing and cleaning etc.
Called to investigation meeting
27
No
21
No
34
No
16
No
Private meeting so unable to accurately ascertain value but meetings of this type are normally NVA
Production
report
A draft production report was created ready for the coming shift (CCE production
system)
5
Yes
This is a required output to understand production statistics for this period (drafting the end of shift information in advance)
Management
meeting
Both day shift team leaders were requested to attend a management meeting at
short notice
29
No
This was a short notice meeting which due to the availability to check all e-mails was not really understood until the 0820 meeting
e-mail check
32 received – prioritise and review throughout the day to date 3 from 8 were VA
7
Yes (20%)
No
This is a primary indicator that the e-mails received as mainly NVA – an exercise on understanding appropriate e-mail received at the ‘coal face’ may help this issue – I have
therefore measured this as approximately 20% effective
Coaching
review
Coaching conversation reviewed (personnel files)
10
Yes
The understanding of training need that can help rectify issues within teams is critical to morale and motivation (although I’m not too sure as to the reasons and approach for
this activity)
Quality checks
Reviewed Gold Plan quality check audits
This is primary controller for team leaders and its nice to see that regular audits are carried out and confirmed
Page 4 of 7
7
Yes
1129 – 1154
1155 – 1202
reMr Xs
1203 – 1206
reMr Xs
1207 – 1240
reMr Xs
1241 – 1310
1311 – 1315
reMr Xs
1316 – 1325
1326 – 1327
reMr Xs
1328 – 1329
1330 – 1338
reMr Xs
1339 – 1344
reMr Xs
1344 – 1400
1401 – 1408
reMr Xs
1409 – 1416
1417 – 1436
reMr Xs
1436 – 1501
reMr Xs
1502 – 1505
reMr Xs
e-mail check
Asset care
As previous e-mail description
Asset care team came to discuss the plans over the weekend for Steve (in his
absence)
26
Yes (20%)
No
8
No
4
No
The asset care team were trying to pass non-relevant Line 2 and 4 information to Mr X as team leader of Line 1 and 6
Telephone call
Call SIG for request of filler ops sign off
This task should not fall under the jurisdiction of the team leader but of either the training dept or the commissioning manager
Free time /
catch-up
33
Yes (20%)
30
5
Yes
No
During this phase Mr X continued to check e-mail
Lunch
Team
Confirming team training issues e.g. forklift truck licences
No
In this instance the team member concerned had issues with the validity to drive a certain type of truck
Free time
/catch-up
Telephone call
10
Operational call to ascertain certain operational specifications
2
No
Yes
This is a production critical call which if not performed may result in lost product on either of two lines
Free time /
catch-up
e-mail
2
9
No
Yes (20%)
No
as per above comments relating to e-mail
Staff contact
Explanation to operator of counselling requirements on return to work
6
No
Morale and motivation are keys to operational success. This identification and understanding of staff issues are key contributors to achieving this
Free time /
catch-up
Telephone call
From Cliff to ask whether to prepare syrup for night shift
16
No
8
No
8
No
This call didn’t seem appropriate for the team leader, although this task would need to be further understood
Free time /
catch-up
Walk the Talk
Mr X toured the line to ascertain the status of the oncoming shift (39 hour group)
20
Yes
This activity identifies 2 differing styles of the manager and leader. This is a key approach ascertaining the manning issues and also the mental condition of the employees
HR
Trip to the HR dept to deliver some documentation and obtain signatures
25
No
Although I support the managing aspects of the team leader role this is a large chunk of NVA which could be better spent with VA tasks
Telephone call
Necessary call with planning to determine production requirements
This is a production critical call which if not performed may result in lost product
Page 5 of 7
4
Yes
1506 - 1537
1537 – 1552
1553 – 1616
reMr Xs
1617 - 1624
1625 - 1632
reMr Xs
1633 – 1655
reMr Xs
1656 – 1709
1710 - 1722
reMr Xs
1723 - 1739
1740 – 1800
reMr Xs
Free time /
catch-up
PM break
Production
meeting
Preparation for PM production review meeting
31
No
16
No
24
Yes (50%)
No
I am not too sure as to the value of this meeting, but I could not find any direct output that the day shift team leader could call VA, so I have therefore called this 50% effective
Free time /
catch-up
Production
meeting
PM production review meeting with Trevor
8
No
8
No
Comments as pre the above – this sessions seems to primarily be target setting for the night shift
Staff contact
Counselling session with employee on return to work
23
Yes
Comments are as per the above relating to staffing and leadership issues with employees
Free time /
catch-up
Report
14
Preparation of shift handover document
13
No
Yes (50%)
No
My belief is that this activity is critical to an oncoming shift, especially nights. However the format of the document lacks operational direction concentrating on ‘other’ issues
as a main priority. I would do the following;
•
Revert the key areas of reporting to concentrate on operational issues
o
E.g. machine performance / efficiency
o
Next 12 hours production requirements
o
Ongoing issues that will effect oncoming team
o
Other issues must still be included e.g. manning issues but become a lesser priority at this time
Free time /
catch-up
Handover
17
Evening handover to the oncoming night shift
21
No
Yes (75%)
No
Good to see the team leader arriving with more than adequate time to complete an effective handover. The activity was effective but maybe could be more directed if the
above comments are used during the preparation phase
720
Total Times
209.5
VA
N.B.
Items subscribed as free time relate to time when operationally Mr X was not required to discuss or make decisions. This is the
opportunity that is used to catch up on paperwork related activity – if deemed appropriate it will be added into this activity.
Page 6 of 7
510.5
NVA
Results of our investigation
The data diary above is a guideline to considerations of how the team leader’s day is split into VA and NVA the data shows that;
•
70.8% of the 12 hour shift has a Non-Value Added breakdown and;
•
29.2% of the time is considered Value Added
N.B.
All times are as accurate as can be measured through this approach and are therefore approximated to the minute.
In general terms and comparisons to world class manufacturing this split is a good balance whereas world class can be defined as 21 – 40% VA
within the role. Although within each of these measures improvements can me made and there are many which have been identified with the
team leaders at Edmonton.
This report provide a guideline only and requires further breakdown of the individual issues concerned, to specify a more accurate requirement
for completion within the job description and team leader role.
Page 7 of 7