Lean for the Machine

Front-End Analysis & Action Plan

Table of Contents

ƒ Context 1

ƒ Findings 3
Target Audiences & Compass™ Snapshot
Learning Objectives
GPF Training Materials
Core Competencies
DTLME Content & Models

ƒ Phase 2: Plan of Action 11

Lean for the Machine Development
Lean for the Machine Training Map

ƒ Conclusions & Recommendations 15

Developed by:
Crossbridge Communications, LLC
All contents protected by copyright
LEAN FOR THE MACHINE | PART COST REDUCTION STRATEGIES

Context

TechSolve’s new Part Cost Reduction (PCR) business unit will focus on providing improved
machining information to customers to help them reduce costs and retain or expand their
business base. To accomplish this, the new unit will use the Vykor Global Part Format (GPF)
software, which is designed to use tool, feature and action data to calculate part production
costs and cost reduction data. The GPF software has the potential to be used in at least five
ways:
1. Design: Understand the manufacturing implications of part designs
2. Purchase: Determine what a part should cost before it’s put out for bid
3. Bid Preparation: Develop accurate bids for parts manufacturers intend to
produce and sell
4. Production: Create a recipe for machining new parts
5. Legacy Parts: Find ways to reduce machining costs for existing (legacy) parts by
adopting new technologies or techniques

To staff the unit, technical and engineering personnel will be hired from outside or transferred
from other units within TechSolve. The current-state software and user documentation cannot
support self-guided training. Early trainees described the existing materials as woefully
inadequate and fraught with problems and surprises.

The immediate goal, therefore, is to develop a training program targeted to new hires to help
them build the competencies necessary to use the software as a part cost reduction problem-
solving tool for customers. The training must strive to resolve the existing problems and improve
the clarity, precision and effectiveness of the content and strategy.

Since this project was in an evolving state, it was divided into two phases. Phase 1 involved
conducting a front-end analysis to peg the parameters and build core tools. Phase 2 involves
developing the defined training content on an accelerated timeline. This report captures the
findings and outcomes of Phase 1.

Eventually, the Lean for the Machine training will be offered to the manufacturing community
as part of TechSolve’s family of training programs. The training also has a strong relationship to
aspects of the existing Decision Tools for Lean Machining Environments (DTLME) program. As a

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LEAN FOR THE MACHINE | PART COST REDUCTION STRATEGIES

result, part of the front-end analysis focused on identifying areas of connectivity, so that in the
future, the two programs may be offered as complementary training efforts. Finally, the long-
range goal is to refine the GPF software and documentation, and sell the software,
documentation and training to the industry at large.

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LEAN FOR THE MACHINE | PART COST REDUCTION STRATEGIES

Findings

The purpose of the front-end analysis was to profile target audiences, specify learning
objectives, identify core competencies, analyze DTLME content, extract DTLME models,
analyze the PCR/GPF training materials and detail Phase 2 of the development process.

Audience profiles and key strategic benchmarks were captured using the Crossbridge Compass™
Analysis, illustrated on the following pages. The findings, tools and outcomes associated with
these activities are summarized below.

Target Audiences & Compass™ Snapshot

We’ve created profiles of the primary audiences and used the profiles to define the training
strategy, parameters and map, and to guide content and activity development.

The TechSolve leadership team represents a pivotal internal audience. As a group, the team has
high expectations, little tolerance for delays and a commitment to quality. Because the team is
removed from the practical realities of machining and manufacturing, it will focus on bottom
line results, such as whether or not the program is effective, profitable and producing the
desired outcomes.

There are two immediate audiences for the Lean for the Machine training: 1. TechSolve
engineering and shopfloor personnel; and 2. the new hires brought into the PCR business unit.
These individuals will participate in the Alpha Test. All are experienced engineers or machinists
with a Lean background. Several have completed Vykor training which they labeled
“insufficient.” They are capable but have different skill, experience and interest levels.

External clients are another distinct audience target. The ideal participant will at minimum have
mid-range machining and shop skills, a practical background in manufacturing and engineering,
Practical, hands-on machining experience is desirable, along with a basic knowledge of
machining fundamentals, machine centers and tools. Solid shopfloor match skills are needed to
evaluate the software findings. Participants should understand their shop capabilities, including
what it can and can’t do well, and be willing and able to learn the GPF software. An associate
degree in a related area is helpful but not required.

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LEAN FOR THE
T MACHINE | PART COST REDUCTION
R STR
RATEGIES

Learniing Objective
es

Particippants in the Leean for the Maachine trainingg must be able to attain sufficcient proficiency to
meet basic
b Class II – Mid Level stanndards in four of five functioonal areas or applications. Thhe
ideal trraining target area
a consists of solid, Class III – Mid Level capabilities,
c buut trainees whoo
successsfully demonsttrate full masteery of Class III – Entry Level capabilities
c will meet the
minimuum criteria forr success.

Learn
ning Objectiives & Basic Proficiency Targets

These learning objecctives and the basic b proficienncy targets are shown in the illustration. Thhe
learninng objectives are defined by function and skills level. The triangle definees the three taarget
learninng objectives foor initial traininng.

Particip
pants must be capable of usiing the GPF sooftware to:
ƒ Develop simple
s and com
mplex designs for manufactuure (DFM)
ƒ Assist purcchasing in deteermining wherre to buy the most
m cost-effecctive part

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A & Plan
n of Action | Page 6
LEAN FOR THE MACHINE | PART COST REDUCTION STRATEGIES

ƒ Support bid preparations to determine whether or not to bid/produce a specific part

ƒ Analyze how a specific part is produced to identify ways to cut costs

The target performance parameters meet TechSolve’s immediate needs and allow the business
unit to quickly begin using the GPF software in four of five functional areas: design, purchase,
bid preparation and production. These four areas represent the greatest demand and need.
The remaining function, legacy parts, is at present a comparatively low-demand area.

GPF Training Materials

An important goal for the front-end analysis was to conduct a detailed analysis of the existing
GPF training and software documentation. This analysis has been completed, and comments
from early users, the new business unit director, and a Vykor representative have been
considered.

All parties agree that the existing documentation is insufficient to support new user self-directed
development. In its current state, it’s also insufficient to strongly support the Lean Machine
training effort. This means the training content must be exceptionally clear, very focused and
more detailed to bridge gaps in the software and current documentation.

Vykor is presently in the process of modifying the software and revising the user guide. The
software changes use a rule-based strategy, but the real impact of this shift in strategy is
unknown at this time. The scope and nature of specific documentation improvements are also
unknown.

The preliminary Lean Machine training is specifically designed to build fundamental (Class II –
Mid Level) competencies. Everyone’s experience with the GPF software to date indicates
additional in-depth training and hands-on experience will be required to build expert
capabilities.

Core Competencies

We’ve identified and defined ten core competencies new hires must develop in order to
effectively and accurately use the GPF software. These competencies will guide training content
development and anchor discovery-based learning activities, and they are detailed in the
illustration.

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LEAN FOR THE MACHINE | PART COST REDUCTION STRATEGIES

Lean for the Machine: Target Competencies

Core C# Competencies: Participants must be able to …

Concepts
General
Strategy 1 Demonstrate sufficient understanding of and familiarity with the entire
manufacturing process to develop an effective part strategy.

2 Recognize manufacturing enhancements, new technologies and advancements

in respect to tools (coatings, geometries), features and actions (sequence and
strategies) that affect the machining process and offer opportunity for
efficiencies and cost savings.

3 Demonstrate sufficient knowledge to understand how a change in data input

related to features, tools and actions affects the GPF outputs for costs, time,
etc.

Design
4 Define a part within the GPF software using both simple and complex features
at a standard sufficient to meet common design for manufacture (DFM) criteria.

Bid
5 Define the part, features, tools and actions with the GPF software in sufficient
depth and accuracy to produce an accurate, realistic bid proposal document.

Production
6 Define the elements of the part and manufacturing process with sufficient
detail and accuracy to identify ways to reduce manufacturing costs for an
existing part.

7 Create a series of what-if scenarios to test outcomes and identify the optimum
strategy for reducing manufacturing costs for an existing part.

GPF
Software 8 Demonstrate sufficient competence and confidence to successfully complete a
GPF process with moderate coaching.

9 Understand where and how initial software outputs can (and can’t) be used to
make assumptions and leverage information slices to create reasoned shortcuts
to expedite the process and still produce quality results.

10 Determine the specific criteria that must be entered into the software to
produce an accurate, meaningful GPF output.

Briefly, they relate to five functions:

ƒ General Strategy
Includes a basic understanding of manufacturing processes, the ability to recognize
cost-saving enhancements, and knowledge about features, tools and actions

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LEAN FOR THE MACHINE | PART COST REDUCTION STRATEGIES

ƒ Design
Focuses on using the GPF software to define a part for manufacture
ƒ Bid
Emphasizes the ability to enter and adjust features, tools and actions to create an
accurate, cost-effective bid
ƒ Production
Focuses on using the data and running what-if scenarios to take costs out of and
identify the optimum manufacturing process
ƒ GPF Software
Includes developing sufficient skill to complete a GPF with coaching, learning
shortcuts, and mastering the data points essential for an accurate, meaningful GPF
output

It is important to remember that the software represents a steep learning curve. The goal,
therefore, is to build foundational skills and abilities, rather than expert proficiency. TechSolve’s
experience with the software indicates that expert proficiency is built over time and may
require additional intensive training beyond what is planned for Lean for the Machine.

The bottom line is that participants (both internal and external) will be capable of performing at
a Class II – Mid Level to create a useful GPF with moderate coaching provided by someone
who is expert in the GPF software.

DTLME Content & Models

From the beginning of this project, we’ve shared the conviction that portions of the Lean
Machine training will in a variety of ways connect to the existing training, Decision Tools for
Lean Manufacturing Environments (DTLME). As a result, we conducted a thorough review of
the existing version of DTLME, seeking opportunities to integrate the two training challenges.

As a result, we have and will continue to adopt and adapt the models, strategies, styles and
tone established in the DTLME training package. Maintaining a physical resemblance and
adopting a similar tone and feel will facilitate blending the two programs in the future, should
that course of action be desired.

Because the GPF software focuses on reducing part costs, it can definitely be used as a
problem-solving tool in the DTLME workshop. The software relates to four of the eight DTLME

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LEAN FOR THE MACHINE | PART COST REDUCTION STRATEGIES

lessons, as the following table indicates. This relationship offers an opportunity for Lean
Machine training to be offered in conjunction with or as an add-on to the DTLME training
program with some adaptations. In the Conclusions & Recommendations section, one possible
sequence is offered.

DTLME Topics/Scope Lean Machine Connections

1 – Defining the Lean Machining Environment

2 – Creating a Lean Machining Process

3 – Calculating Costs to Justify Change Q

4 – Controlling Chatter to Maximize Production

5 – Choosing Lean Machining Process (Hex) Q

6 – Choosing Lean Machining Process (Ti Sleeve) Q

7 – Refining the Lean Machining Environment Vision

8 – TA: Creating a Complete Production Strategy Q

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Phase 2: Plan of Action

Together, we’ve defined a compact plan of action for Phase 2: Lean Machine Training
Program Development and created a high level map of program content, flow and timing.

Lean for the Machine Content Development

The content development plan consists of 12 simple, direct steps, which are highlighted below.
The plan reflects the need to adopt an accelerated timeline and to juggle the PCR team’s
competing priorities.

Phase 2: Lean for the Machine Training Content Development

1. Expand the development team to include a subject-matter expert (SME) to represent the target
training group and participate in content development and activity testing.

2. Confirm the accuracy and viability of the training outline.

3. Confirm the accuracy and viability of the Lean Machine training competencies.

4. Review the fundamentals of Active Learning and the corollary structure that will drive training
development.

5. Create one-page ALT Snapshots to capture more detail about the ALT focus, content, activity
strategy, inputs, outputs and software requirements.

6. Build five ALTs and one TA using the Active Learning structure and integrating Snapshot
foundation information.

7. Identify and build supplemental tools (blueprints, wire frames, solid models) that will be used
in the discovery-based activities.

8. Create custom GPFs to support the defined ALTs and Transfer Activity.

9. Use the training content to build a functional Facilitator Guide (PowerPoint supplemented with
high level facilitator notes).

10. Develop a corollary Participant Guide without facilitator notes.

11. Conduct the Lean Machine Training Program Alpha Test.

12. Refine content based on facilitator, observer and participant feedback.

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Lean for the Machine Training Map

As TechSolve continues to gain experience with the GPF software, it’s become evident that
learning to use this package proficiently to develop useful outputs is a time-intensive process.

After both Vykor training and substantial collaboration and hands-on experimentation, the
more adept TechSolve users now require roughly 20-30 hours to create a functional, basic GPF
report. The more adept Vykor users often require 60 hours or more to create a fully developed
GPF report (with all the bells and whistles). The demanding nature of the learning curve,
therefore, translates into the need for an in-depth, step-by-step training strategy and
concomitant time requirements. As a result, the Lean Machine training program is expected to
require three days of class time.

Day one and day two are designed to build strategic foundations and familiarity with the
software. To remove one possible barrier, a GPF file will be created and used in the initial ALTs.
This allows participants to focus on strategy and context rather than wrestle with the vagaries of
the software. Work started on day two segues into day three, which focuses on integration and
higher level competencies.

The training program outline defines a baseline context, five Authentic Learning Tasks (ALTs)
and one Transfer Activity (TA). Each ALT/TA has been anchored to a functional focus that
relates to the training competencies. The outline includes a quick summary of purpose, goal(s)
and strategy for each ALT and the TA.

As the project transitions from analysis to development, the immediate focus is to build solid
content for the training program. The defined map will be used to guide the creation of one-
page ALT Snapshots. Each snapshot represents a detailed overview for one ALT, and it is used
to capture specifics about focus, content, activities, inputs, outputs and software requirements.
The ALT snapshots are fleshed out, expanded, revised, and supplemented to create full-fledged
ALTs and the Transfer Activity. This work will begin immediately, since the Alpha test of the
Lean Machine training is targeted for mid-July.

The fact that the GPF software is still in flux and the newest version is not expected to be
available until sometime in July presents a genuine challenge as we move forward with training
content development. The Alpha test training materials will be developed using the existing
version of the software.

It’s unclear whether Vykor will be able at that time to provide updated user documentation to
support the newest software version. At some point, the Lean Machine training will need to be

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Lean for the Machine Training Map

ALT No. Description
DAY

Introduce 1 PURPOSE Update a specified feature in GPF

GPF
1: BUILD COMPETENCIES

GOAL Gain familiarity with the GPF system

(Class III)
STRATEGY Work with an existing GPF
Modify GPF with new data
Gain familiarity and comfort with the software basics

Build 2 PURPOSE Add a feature (or features) to a part

Comfort
GOAL Build comfort with GPF system

STRATEGY Emulate actuality of product changes and refinements

Design 3 PURPOSE Work with GPF at the feature level

(Class III) GOALS Use GPF to define the feature

Use GPF to define a new way to create feature

STRATEGY Work with a solid model to illustrate part feature(s)

Compare and evaluate the GPF output
Make a recommendation for action
DAY

Production 4 PURPOSE Work with an existing GPF for a part in production

2: REINFORCE COMPETENCIES

(Class III) GOAL Create a new, fully developed GPF analysis

STRATEGY Force participants to take a leap to the next competency level
Add or change features in the GPF software in response to a technology change
that creates a new advantage or opportunity for savings (Changes might include
new tool coatings, acquiring HSM, or altering tool geometry)
Conduct an ROI analysis and compare the pre-existing GPF to the newly developed
GPF output, then make a recommendation

Bid 5 PURPOSE Begin to apply GPF tools at a strategic level

(Move from GOAL Increase knowledge/competencies by building a GPF from scratch

Class III to
Class II)
STRATEGY Produce a straightforward, front-to-back GPF (without defining every feature: the
multiplication factor)
Leverage information slices by identifying short cuts and logical assumptions that
will expedite process
Create a part bid with >85% confidence/accuracy level
Build competencies in decision making, skill with GPF
DAY

Bid TA PURPOSE Transfer Activity: Synthesize knowledge and competencies by tackling a real-world
activity
3: TRANSLATE INTO ACTION

(Class II)
GOAL Identify how this ability connects to customer (key connection)
(5-6 hrs)

STRATEGY Customer has a part: bid this part; use GPF and analytical skills to create a part bid
with >85% confidence/accuracy level
Conduct initial overview and preliminary work in group setting
Have participants execute their GPF independently to assess individual capabilities
Share results, make recommendations, compare strategies

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revised, therefore, to accommodate changes in the software and integrate the updated user
documentation as a support tool.

The current training strategy or map is illustrated on the preceding page. This plan is built on
the premise that the GPF already exists, and the initial activities focus on working with the
existing GPF to build familiarity and comfort.

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Conclusions & Recommendations

The Lean for the Machine training development team is poised to move forward with Phase 2:
Training Content Development. This phase is on an accelerated timeline, with a best-case
target date of mid-July and a more realistic goal of launching no later than the fall.

The PCR business unit employees will go through the Alpha version of the Lean Machine
training in addition to other orientation training and activities. Participation in the Lean
Machine training is only one part of TechSolve’s cohesive new-hire development strategy.
Because of the nature of the content involved, we recommend that skills/knowledge training for
new employee development occur in this sequence:
ƒ Practical Machining Principles (PMP) — To gain alignment and develop a common
framework grounded in TechSolve’s preferred machining practices
ƒ Decision Tools for Lean Machining Environments (DTLME) — To introduce new
hires to the big picture, lean principles and sound decision-making strategies
ƒ Lean for the Machine — To develop targeted skills in the GPF software, apply
strategic concepts acquired through DTLME, and gain new strategic perspectives
specific to part cost reduction

While the immediate goal of this training agenda is to build the PCR team competency level,
both PMP and DTLME can be offered as mixed programs open to employees and customers.
This offers TechSolve the opportunity to recoup some of the cost of conducting these time-
intensive training programs, and it provides the added benefit of encouraging constructive,
goal-oriented contact between the PCR team and potential customers.

The Lean for the Machine training should be limited to the PCR team until the software is in a
more defined, consumer-friendly state and the training program has been tested, refined and
finalized.

For the time being, the designated trainer is Mike Gugger, the director of the new PCR business
unit. This approach, however, may need to change as business unit demands increase over
time. One long-term objective, therefore, must be to identify another potential trainer capable
of sustaining the Lean Machine training program over time.

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