lean 101 2 hour 2011
TRANSCRIPT
John Veatch
Lean Concepts Inc.
17710 Willowcreek Way
Westfield, IN 46074
All Material Herein © 1998 Lean Concepts Inc. Revised 2010 1
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Lean 101
John Veatch
Lean Concepts Inc.
17710 Willow Creek Way
Westfield, In 46074
2
Agenda
Introductions
History
Need for Change
Lean Overview
Review
A Chronology of Lean Eli Whitney 1799
Part Standardization
Frederick W. Taylor 1890 Time Study
Henry Ford 1910 Mass Production
W. Edwards Deming 1950 SPC/14 Pts & 7 Sins
Joseph Juran 1952 TQM
Taiichi Ohno 1950 - 1972 JIT/TPS
Change
6
The Workplace Must Adapt
Traditional Manufacturing
Schedule to Forecast
Push Process
Excessive Idle Inventory
Remote Subassemblies
Quality Problems are Hidden
Driven by Operating Efficiency
Lean Manufacturing
Customer Order Driven
Pull Process
Near -zero Idle Inventory
Synchronized Feeder
Processes
Prevent Quality Problems
Problems are Made Obvious
Driven by Operating Efficiency
+Throughput + Inventory
Just-In-Time (JIT)
Jidoka
Production Leveling
Quality Assurance
What are Lean Concepts?
Producing just what is needed, when it is needed, in the amount needed, with the minimum material, equipment, labor, and
space.
Create flow production
Establish “TAKT” time
Incorporate pull production
JIT Principles
Machines in order of process
Small and inexpensive equipment
One piece flow production
Multi-process handling workers
Easy moving/standing operations
U Cell Layout, counter clockwise
Production paced to “Takt” time
Standard operations defined
JIT Production Characteristics
The amount of time it takes to
convert raw material into finished
goods and ship them to the
customer.
Lead Time Definition
3 Elements
“Stop the Line” authority for workers; find the root
cause of problems
Machines can detect abnormalities; only one defect
can be made
Separate human from machine work; multi-process
handling
Jidoka
The process of adapting production to variable demand so as to utilize minimum material, labor,
equipment, and space
Results in Cost Reduction!!
Kanban is a “Pull System” which was developed by Toyota to encourage rapid response to the next process (customer) in terms of requirements and changes in market demand
Reduction of inventory and cost are the “Result” of Kanban, not the Purpose
Kanban highlights opportunities to Kaizen the process
Kanban Philosophy
Prevents waste created by overproduction
Promotes small lot size production (less storage
space)
Promotes reduced lead times
Visualizes problems for further Kaizen
Communicates production information (visual
control)
Benefits of Kanban
An activity that transforms or shapes raw material or information to meet customer requirements.
Value Added Test:
The customer must recognize the value.
(Be willing to pay for it)
The product must physically change during the process.
The activity must be done right the first time.
Value Added Activity
Any activity that consumes time, resources, (manpower, material, machinery), and /or space, but does not add value to the product or service itself.
Activities that do not meet all of the three test rules.
Some non-value added work may be necessary.
Non Value Added Activity
Learning to See
A Value Stream is all the actions (both value added and non-value added), currently required to bring a product
through the main flows essential to every product.
The production flow from raw material into the arms of the customer.
The design flow from concept to launch.
What is Value Stream Mapping?
Objectives
To establish and clarify the guidelines for manufacturing
QUALITY, QUANTITY, COST, MANNING, INVENTORY, AND SAFETY
Provides a tool for Kaizen
YOU CANNOT MANAGE WHAT YOU DO NOT MEASURE
WHERE THERE IS NO STANDARD, THERE CAN BE NO KAIZEN
Standardized Work
Three elements “Takt” time / Cycle time
Work Sequence
Standard WIP
Four Tools Time Observation
Process Capacity
Standard Work Combination Sheet
Standard Work Layout
Standardized Work
Workplace organization empowers employees to
take ownership of their processes!
Introduction to
Workplace Organization
Trash on the floor
People doing
troublesome work
Too much Inventory
Parts on the Floor
Dirty bathrooms
Information not shared
Symptoms of Traditional Companies
Measurement Scoreboards
Use of Charts, Graphs, Pictures
Mechanism to Expose Problems
Use of Standard Procedures
Absenteeism Declining
Number of Suggestions
Housekeeping and Organization
Top Management on Shop Floor
Top Management’s Participation
Information Shared
Meetings on the Floor
Symptoms of World-Class Companies
A work area where anyone can enter and in 5 minutes
or less know the Who, What, When, Where, How,
and Why of the Work area
WITHOUT TALKING TO ANYONE OR OPENING A
BOOK OR TURNING ON A COMPUTER
Workplace Organization
Visual Management Types
Production Analysis Boards
Quality Measurables
DPPM
RPPM
Set-up Times
Standardized Work Tables
Kaizen Work Sheets / 30 Day Goals
Delivery Performance
Safety / Attendance
Visual Management
5s
Sort
Set
Shine
Standardize cleanup
Sustain
Visual Management
Tools to Organize the Workplace
Sort-The separation of the necessary items from
the unnecessary items and removing the
unnecessary items from the work area.
Sort S1
Organize shop floor
items and information
with the physical flow
of work in order to
accelerate the flow.
Better Organization
Better Work Habits
Improved Productivity
Reduce Lead Time
Set S2
Clean both the Internal and External surfaces
Use Cleaning as an Inspection
Establish a Regular Cleaning Routine
Cleaning for Throughput
A clean work area enhances equipment utilization,
quality, safety, pride
Integrate it into the PM process.
Shine S3
Locate All Items Based on the “Can-Be” Map
Put Borders in Place for:
Traffic
Moveable and Non-Moveable Floor Items
Walkways/Work Areas
Work Surface Items
Give Each Item a Home Address
Give Each Item an Identification Label
Standardize S4
5s Check List
5s Audit Teams
The 5s Cabinet
Management Reviews
Visual Management
Sustain S5
The 7 Forms of Waste (Muda)
T ransportation
O verproduction
M otion
D efects
W aiting
I nventory
P rocessing
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Extra Inventory
Extra Space
Extra Handling
Extra Machinery
Extra Overhead
Extra Paperwork
Extra Defects
Waste of Overproduction
Poor
Scheduling
Machine
Breakdown
Quality
Problems Supplier
Delivery
Absenteeism
Line
Balance
Long Setup
Time
Long
TransportationCommunication
Problems
Sea of Inventory
Lack of Housekeeping
Excess Inventory Hides Problems
38
Lean Concepts, Inc
THANKS YOU
for your attendance, attention, and
participation
John A Veatch
888-314-3684
www.lean-concepts.com