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    Stress Free TM Solutions Collection
    Stress Free TM Solutions Collection
    Stress Free TM Solutions Collection
    Ebook384 pages2 hours

    Stress Free TM Solutions Collection

    By Ron Mueller and Gordon Miller

    ()

    Read preview

    About this ebook

    A series of guides, many solution paths, great results, and people experiencing success creates an environment where anything seems possible.

    Utilizing Stress Free

    LanguageEnglish
    PublisherAround the World Publishing LLC
    Release dateNov 17, 2021
    ISBN9781682232514
    Stress Free TM Solutions Collection
    Author

    Ron Mueller

    About the Author Ronald E. Mueller remwriter95@gmail.com Ron grew up in what is now Flint River State Park in Southeast Iowa. The 170-year-old house Ron lived in is built into a hillside. It faces a 125-foot-high cliff towering over the little Flint River. The house and the land talked to him about; the passing of time, the struggle to conquer the land, the struggles people faced and the wonder of nature. He climbed the cliffs, crawled into the caves, dove from the swimming rock, collected clams from the bottom of the pond, gigged and skinned frogs for their legs. He trapped muskrats for fur, hunted raccoon in the dead of night, and with only a stick hunted rabbits in the dead of winter. His young life was outdoors, and nature tested him. He walked to a one room stone schoolhouse uphill both ways. A stern but warm-hearted teacher, Mrs. Henry was instrumental in shaping his character as she shepherded him from the fourth to the eighth grade. A Montessori before its time. It was a great way to grow up. His experiences inter-twined with snippets of fantasy lend themselves to the adventures he leads the reader through.

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      Book preview

      Stress Free TM Solutions Collection - Ron Mueller

      Introduction

      Stress Free TM Solutions Collection

      Stress Free ™ Solutions Collection Purpose

      To present in one book the processes and tools to improve everyone’s performance and ability to lead and guide any improvement improvement effort.

      Leaders are,

      change agents guides the to improvement efforts of those they lead.

      exist at every organizational level.

      Key to leading is to understand, to be able to do and to show success

      This collection will enable leaders at all levels to successfully solve the problems they face.

      A Leader’s Role is to:

      1. Ensure Success and growth of those being coached.

      2. To set challenging, measurable goals objectives and strategies.

      3. To be the change agent guide and provide the tools necessary to facilitate change.

      4. Ensure problem solutions are sustained and improved.

      5. Be accountable for the outcome of the organization’s efforts and the growth of its people.

      1.     Ensure Success and growth

      Leaders ensure the success of improvement efforts by developing the capabilities of each person that is involved.

      Leaders provide skill development by training everyone on,

      Root cause problem-solving

      Work process improvement

      On leadership practices

      Teamwork

      2.     Challenging, measurable goals.

      Measurable Goals such as,

      80% improvement in changeover time.

      40 % reduction in product inventory.

      50 % effort reduction

      Challenge the improvement teams.

      Be the change agent guide

      Apply the Five D’s,

      Do it first.

      Demonstrate Success.

      Do what you will ask others to do.

      Develop your understanding of the problem.

      Develop your capability

      3.     Solution sustaining actions

      Solutions become part of,

      Daily Management

      Standardized Work for an area.

      Maintenance Management.

      Material handling

      Finished Product handling

      4.     Accountable for the success

      Gain support of upper management

      Ensure the resource availability

      Supportive hands-on approach

      The leader is,

      the guide,

      the coach,

      the quarterback,

      the goalie,

      the top scorer in the game.

      The leader learns from small defeats and wins the critical game.

      Stress Free ™ Supply Chain Solutions

      1

      Stress Free TM Supply Chain Solutions

      Stress Free ™ Supply Chain Solutions

      Flowing production and high productivity

      By: Ron Mueller

      Around the World Publishing LLC

      4914 Cooper Road Suite 144

      Cincinnati, Ohio 45242-9998

       Copyright © 2021 Ron Mueller

       All rights reserved.

      ISBN 13:

      ISBN 10:

       Distributed by Ingram

      Cover Picture By: Tassel78|Dreamstime.com

      Cover Design By: Ron Mueller and Gordon Miller

      Supply Chain Solutions Content

      Supply Chain Introduction

      Chapter 1: Supply Chain

      Chapter 2: Supply Chain Leadership

      Chapter 3: Supply Chain Statistical Product Replenishment

      Chapter 4: Supply Chain Synchronization

      Chapter 5: Flowing Supply Chain Organization

      Chapter 6: Supply Chain Daily Management

      Chapter 7: Supply Chain Putting it all together

      DEDICATION

      To all those who are willing to try some

      breakthrough thinking and apply

       supply chain flow.

      ACKNOWLEDGMENTS

      To all the people contributing to

       keeping materials and finished products flowing

      out to the customer

      TECHNICAL EDITOR:

      Gordon Miller P. E.

      Supply Chain Introduction

      The concepts in Stress FreeTM Supply Chain Solutions are a combination of breakthrough, proven concept extrapolation and proven concept efficient and coordinated application.

      The role of the leader must change to be that of supply chain orchestration. The Supply Chain leader must envision a supply chain organization that rewards the seamless flow of materials, information, and money to the beat of the purchasing customer.

      They must envision the participants to a loss and waste free way to deliver the work required to get the desired product into the hands of the consumer.

      These supply chain leaders must develop their capability to be hands on root cause problem-solving coaches. They must be willing to learn each and every required type of work along the supply chain and then they must hold the organization to the standards required to maintain and improve the supply chain.

      They must do something different with the supply chain if they expect a breakthrough. They must recognize that a breakthrough in performance is possible, and it is an attractive and desirable business goal.

      Stress FreeTM Supply Chain Solutions is the guide to a supply chain organization that achieves a 3-5% margin point improvement, a 40% reduction in inventory and greater than 20% improvement in productivity, an OEE equal to or greater than 85%, increased throughput, a high-performance supply chain organization and customer service satisfaction of 99.97%.

      A halo effect is the significant reduction in both quality defects, and serious safety incidents.

      Statistical Product Replenishment, Material Flow and Production Stability and

      Supply Chain High-Performance Organizational Design are among the key new and different concepts presented in this book that will yield dramatic supply chain performance improvement.

      Statistical Product Replenishment

      It is the key concept in freeing up trapped cash.

      The Toyota PULL system is not feasible for most supply chains. Statistical Product Replenishment however provides a unique and immediately applicable way for product production to closely meet the customer demand.

      The supply chain is the backbone of a business. It must remain fully functional during the transformation. The proposed transformation must yield substantial breakthrough gains. The change benefits must overwhelm the significant effort that change implies.

      The concept of Statistical Product Replenishment is a breakthrough concept that has been proven to yield thirty to sixty percent inventory reduction in specific products being managed by leading production planning programs. A production control advisor tool provides guidance that is then utilized to manage production.

      The application approach provided in this book provides a risk-free way to test the concept and once the approach is validated the transition to flow can be rapidly achieved.

      Flow: The rate that the raw material flows from the supplier to the final customer. All systems have flow. Most flows are stop and go. The approach presented in this book guides the reader to a continuous flow system.

      The constant flow quantity, flow pitch, the standard daily production schedule and statistically determined response bands reduce the constant change in the production scheduling process.

      Flow Pitch: Think of this as the size of the wave that is moving along the supply chain. The limiter to the size of the wave and period of the wave is what is defined as flow pitch.

      An increase in operational stability is experienced within weeks of the application of statistically controlled production. The entire supply chain experiences a lessening of variability. Within three months an entirely different stable flowing supply chain begins to emerge.

      Trapped cash is reduced enough to pay for all the improvement work along the supply chain. The financials allow for new mutually beneficial organizational relationships to be established among all the supply chain organizations and put into rapid practice.

      Material Flow and Production Stability

      Material Flow

      Material flow will follow the behavior of the statistically controlled product replenishment. The timing and quantity of material movement will match the statistically controlled production process.

      This coordination will require new relationships with key raw material suppliers. These suppliers will experience a significant reduction in their trapped cash. Renegotiating the contracts with suppliers is normally a very positive experience.

      Production Stability

      Production stability provides the basis for growing the skills of all the people along the supply chain, creating stable, reliable equipment.

      Daily Management, a high-performance teamwork organization and root cause problem-solving capability form the basis for the development of people that bring the production equipment to an OEE (Overall Equipment Effectiveness) that is greater than 85%.

      A daily management process focused on fixing problems to root cause provides a bedrock foundation. This is a requirement for longer term continuous improvement. The breakthrough here is the ability to increase the problem-solving skill and capability of the operating team members.

      Stress Free ™ Manufacturing Solutions and its accompanying excel workbook enables line teams to solve problems at a graduate engineer’s level.

      Supply Chain High Performance Organization

      The Supply Chain High-Performance Organization design builds on the fundamental concepts of the High-Performance Organization Model authored by David Hannah. The natural, organic, extension to supply chain organization design and optimization is key to achieving a breakthrough in supply chain productivity.

      Toyota’s standardized work concept has been built on and is presented in

      Stress Free ™ Work Process Solutions. This is also applied in improving the work processes along the supply chain.

      In summary

      The supply chain is as complicated as the Boston Symphony Orchestra.  The conductor follows the score, the plan, sets the tempo and ensures the right participation of each section of the orchestra.

      The conductor has the vision of how the work being performed is to transpire and works with each section of the orchestra to ensure their participation adds to the total score.

      It takes much practice to become great and once greatness has been achieved, the great still must practice.  The fundamentals still apply.

      This book will focus on showing a few key high leverage changes that provide the breakthroughs that will forever envision and empower the way the supply chain leaders and everyone in the supply chain thinks, acts, and performs.  It is the score that will lead the organization to greatness.

      Chapter 1: Supply Chain

      In most cases the supply chain is closer to a pile of wriggling fishing worms than a chain.  Designed on paper to be very organized and logical, it is implemented based on the conditions and situations of the moment and the contracts and the money available at the time of execution.

      The concepts of PULL extrapolated from the Toyota Production System are a far off and almost impossible dream for most businesses.  It requires close coordination of all the organizations involved in transforming the raw material into the final product. Most organizations face contract and sometime legal issues that present very significant and expensive PULL barriers.

      Few organizations are able to make the conversion to PULL a profitable choice.

      Business leaders face the daunting challenge of improving their business performance.  They need to not only out-perform their competitors but must outperform their own previous year’s performances.

      It would seem they are between a rock and a hard place.  They must envision outside the box, and it must be a winning solution.  They must do this while they continue to make their current system deliver the results committed for the coming year.

      The adaptive, vibrant, dynamic leader looks at his business in a new way.  This leader sees a new way to improve it in its entirety with a few short-term changes and a critical longer-term change.

      Short-term: Application of Statistically controlled product replenishment.

      Longer-Term: Stabilize and Synchronize the production floor and Standardized Work in order to maintain the short-term gains.

      The product customer and the consumer at the end of the supply chain define the goals of the supply chain.

      This leader looks out to the suppliers of raw materials, the conversion of the raw materials to finished product and the delivery of the finished product to the customer.

      This leader can taste the sweet Moscato wine, he can smell apple blossom, and he sees the sparkling mountain stream. A few key changes will dramatically improve the current supply chain performance.

      This leader is going to envision his business compatriots to the flowing supply chain.

      The supply chain is a complicated network of organizations interacting to move raw materials through to create a finished product.  Horizontal organization units interact with vertical support organizations.  The flow is horizontal, and the support organizations are vertical.

      The flow synchronized supply chain system integrates and co-ordinates the transformation work of everyone along the supply chain.  The statistical production flow control provides the cadence for the movement of all materials and finished product.  The inventory to support flow is thirty to sixty percent lower and productivity twenty percent higher.

      Five key flow improvement factors

      Addressing the five flow improvement opportunities is key in taking the supply chain organization along the journey to a flowing supply chain.

      These five key flow improvement opportunities are,

      1.  Production at the rate of product shipment, Statistically Controlled Product replacement.

      2.   Raw Material flow at the rate of production.

      3.  Mean Time between production runs and sequence order that match customer shipment.

      4.   Synchronization of the work.

      5.  Synchronization of the material transformation.

      These five opportunities will be addressed in subsequent chapters.

      Supply Chain Vision

      The Supply Chain Vision is a vision that is out three to five years ahead.  An example is, The consumer is always able to buy the product she desires at a price she is willing to pay and every business in the supply chain makes the desired profit margin.

      Realizing this vision requires a commitment to a flowing supply chain transformation that starts with a company’s top leadership envisioning the benefits of a waste free transformative supply chain, product flow stability improvement, productivity increase.

      The leader must declare flow as the supply chain strategy of choice.

      This declaration translates into to an organization where everyone will commit themselves to creating statistically controlled flow that will deliver 100% of the winning business results while creating a high-performance workforce that is enabled by an inclusive, team oriented, human focused, learning supply chain culture.

      The organization has a long-term vision, and all their people support the vision.  What actions must be taken to create and operate the supply chain to make progress toward the vision?

      Supply Chain Strategy

      The change to something better should not create a business loss.  The benefits achieved by making the transition must pay for making the needed changes.  It is a business investment decision.

      The five key improvement factors provide the basis for deciding on a strategy that generates the money to pay for the improvement.

      Strong, hands on, on the floor active leadership is the number one ingredient.  Give me a strong adaptable leader and I will make a brick productive REM.

      A requirement is, A single Supply Chain Leader utilizing statistical replenishment flow control to orchestrate the supply chain across the existing organizational barriers.

      Later the supply chain organization will organize as a flow versus a functional organization.

      Strategy:

      1.     Free up cash to pay for the improvement.

      2.     Understand the main barriers to flow.

      3.     Enable and empower the people along the supply chain.

      4.     Create a virtual supply chain organization.

      Supply Chain Tactics

           1.     Apply Statistical Inventory replenishment control to create a steady material and product flow.

           2.     Utilize Output tracking to synchronize the work along the supply chain.

           3.     Sequence the production process

           4.     Implement Daily Management and root cause problem-solving to guide daily execution and grow the organization capability and improve long term system stability.

      The change is holistic.  The transition challenge is felt most directly by the leaders.  They must,

      §  Become aware of the opportunity.

      §  Learn by doing.

      §  Do the work to show it is important.

      §  Envision their organization to the value of operating in flow.

      Then they must lead their organization by becoming the coach, becoming supportive, becoming adaptive.

      Every leader who has embraced this approach has succeeded.  The business experienced almost immediate results and five years later the business results were still skyrocketing.

      Supply Chain Measures linkage to Continuous improvement

      The ability to measure is critical to developing a leader’s supply chain understanding.  Each measure must be linked to the production area and to the capability needed to ensure the

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