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  • The Lean EnterpriseWhy Change ?Lean FoundationsContinuous Improvement Training

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  • The purpose of the Key Concepts module is to recognize a need to change.

    Purpose

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  • The purpose of the Key Concepts module is to recognize a need to change.

    Also, to allow you to become familiar with some of the basic principles of Lean and basic improvement methods behind Process Analysis.Purpose

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  • The purpose of the Key Concepts module is to recognize a need to change.

    Process Analysis is the foundation toward achieving Process Excellence.

    Also, to allow you to become familiar with some of the basic principles of Lean and basic improvement methods behind Process Analysis.

    Purpose

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  • History of ManufacturingMade to customer specSingle piece mfg each product uniqueVariable qualityLittle inventoryHigh cost made for the richCraftInterchangeable parts WhitneyDivision of labor TaylorAssembly lines FordLabor strifeMass ProductionHigh varietySmall batch sizesPPM qualityEngaged workforce

    The Lean Enterprise

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  • Why Change ?A need for change is usually characterized by:Quality is a Q.A. department responsibilityLarge production lotsLarge centralized storesCustomer dissatisfactionEnormous part and process variationSet-up measured in hours instead of minutesOrder entry times measured other than in minutesProduct margins eroded by increasing operating costsEver-increasing competitive pressures

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  • Why Change ?Need for change is a STRATEGIC ISSUE which any and every Manufacturer must address:Quality - How to improve it Cost - How to control itOn-time Delivery - How to ensure it

    Failure to improve in all three areas means a loss of competitiveness in todays global marketplace.

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  • Why Change ? Lean Linking is Forward Thinking !

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  • Why Change ? Lean Linking is Forward Thinking ! x

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  • Evolutionary vs. Revolutionary Change Having a forward looking perspective on continuous improvement is a requirement of the competitive marketplace and is the first step in becoming world-class.DO NOT set incremental improvement goals over previous performance, rather - Think of where we need to be: Continually declining costs Zero defects Minimal inventories Fully satisfied customers

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  • What can we expect with Lean Thinking? (over 5 years)Defects reduced by 20% per yearDelivery Lead Times reduced by more than 75%On Time Delivery improved to 99+%Productivity (sales per employee) increases of 15-25% per yearInventory (working capital) reductions of more than 75%Return on Assets improvement of 100%+

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  • Analyzing and Improving ProcessesAn integrated approach to utilizing Capital, Materials, and Human resources to produce just what is needed, when it is needed. In the amount needed with minimum Materials, Equipment, Labor and Space.A Lean DefinitionIdentify and eliminate waste (MUDA).Overriding PrincipleWhats in a Name . . .Toyota Production System, J.I.T., Lean Manufacturing, Demand Flow Technology, Kaizen, is really Process Analysis !

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  • Building Blocks of The Lean Enterprise Continuous Improvement TeamworkRewards / RecognitionTraining

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  • Continuous Improvement ValueStreamMappingTeamworkRewards / RecognitionTrainingBuilding Blocks of The Lean Enterprise

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  • Quick ChangeoverStandard WorkBatch ReductionLayoutMistake Proofing5S SystemProjectsVisual ManagementPOUCellular / FlowPull / KanbanTPM Continuous Improvement ValueStreamMappingTeamworkRewards / RecognitionTrainingBuilding Blocks of The Lean Enterprise

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  • An Operational Excellence Mission StatementDevelop the ability:To recognize and identify wasteTo have to courage to call it wasteTo have the desire to eliminate itEliminate the waste

    Truly understand that wasteRaises costsProduces no corresponding benefitThreatens all of our jobs

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  • The Lean Enterprise is a Strategy

    for turning manufacturing and business processes into competitive weapons.

    Producing what is needed, when it is needed, with a minimum amount of materials, equipment, labor and space.

    Prime Directive - to continually seek out and eliminate waste and wasteful practices.

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  • The Lean Enterprise is a Strategy

    with these 4 Main Goals:

    #1) IMPROVE QUALITY

    #2) ELIMINATE WASTE

    #3) REDUCE LEAD TIME

    #4) REDUCE TOTAL COSTS

    With an overriding principle: Safety 1st !to continually seek out and eliminate unsafe operating conditions and practices in every aspect of our Business.

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  • The Lean Enterprise is a Strategy

    with these 4 Main Goals:

    #1) IMPROVE QUALITY

    #2) ELIMINATE WASTE

    #3) REDUCE LEAD TIME

    #4) REDUCE TOTAL COSTS

    With an overriding principle: to continually seek out and eliminate unsafe operating conditions and practices in every aspect of our Business and every process within our Operations and to constantly, and consistently, enhance Health/Welfare, Safety and Environmental concerns and issues.

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  • With a well-planned implementation,

    overall expected RESULTS may include a (within 12 months)

    35% to 50% reduction in lost time/ safety-related incidents and accidents15% to 30% decrease in scrap and rework25% to 40% reduction in total cycle time

    The Promise of Lean

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  • Defining Project Criteria - Breakout (Optional)This breakout will give you the opportunity to think about change Each team is asked to brainstorm a list of criteria for a good KAIZEN (Process Analysis) project. Something you need to change.

    These criteria could include Customer complaints, company culture issues, length of time to complete, an area of Lean focus or anything else that the team feels is an important criteria to consider in Process Analysis type project selection.

    The team will have 20 minutes to brainstorm criteria and then we will discuss the results.

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  • The Lean EnterpriseWhy Change ?Lean AccelerationContinuous Improvement Training

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    Welcome and thank all for their attendance.(Please retain the free lean site reference with the materials.)

    freeleansite.comNote: This module should require about 30 minutes to conduct w/ exercise. (Recognize need and pick something to improve !)Reveal technique to emphasize objectivesASK participants to read first 5 chapters of book: LEAN THINKING to further enhance knowledge of Lean Enterprise concepts.Consider holding a weekly book (chapter) review with team.

    freeleansite.comPurpose: Go over some basic Lean principles and tools.freeleansite.comEvery process (production or transactional) can be improved. Using rigor and discipline, systemic process analysis is key to improvement.freeleansite.comThe term Lean/ Lean Manufacturing/ Lean Enterprise evolved from the Toyota Production System (TPS) circa 1955. First published (most widely translated) in several books by Shingo Shigeo Brought to America late 70s and early 80s through Richard J. Schonberger, in book Japanese Manufacturing Techniques and later in book World Class Manufacturing and Imai Masaaki in the book, Kaizen and later Gemba Kaizen; then - popularized in the 90s by Book: Lean Thinking, by Womack and Jones.Today, hundreds of Colleges/Universities and consultants offer training and process knowledge in this Management philosophy.

    freeleansite.comThese bullets are symptoms representing the need for change from doing business in a global, competitive market.If the business was yours, would you make changes or leave the system the way it is? Product quality is everyones responsibility, we need to eliminate process variations, and methods done different ways. The plan is to determine the single, best method.. Then keep improving it.Design Engineering must understand lean production cells, new products must match the existing flow and be robust to the uncontrolled aspects of the product processes.

    freeleansite.comWe are the crossroad. Acceleration of Lean, with our existing improvement initiatives, will propel us to the next levels of process excellence.Nothing will change, until we change something.

    freeleansite.comRight from the book (page 27): Benefits of adopting The Lean EnterpriseSafety:- Job-related injuries reduced by halfQuality:- Errors to Customers and Scrap rates cut in halfSpeed:- Labor productivity doubled - 90% reduction in throughput times freeleansite.comRight from the book (page 27): Benefits of adopting The Lean EnterpriseSafety:- Job-related injuries reduced by halfQuality:- Errors to Customers and Scrap rates cut in halfSpeed:- Labor productivity doubled- 90% reduction in throughput times freeleansite.comWhere we need to be includes having a product delivery system that is equivalent with what is considered to be world-class.Envision how things should be within your area of operations; where parts, tools, forms, and other supplies are kept, the arrangement of equipment; the FLOW of work and information.What might happen if quality-dependent operations are co-located?freeleansite.comWOW !Localized measurable results are realized on a cell by cell (or within a Focused Factory) basis immediately. How

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