lean tools implementation

Lean Process Improvement

Memory Jogger

2 /Performance Solutions/

26/02/2009

Copyright GE All Rights Reserved. GE Healthcare Performance Solutions Northern Europe Rev2008.01KE

GE Healthcare Confidential and Proprietary Information

The information contained in this document is disclosed in confidence and is subject to a confidentiality

agreement between GE Healthcare and the customer. It is the property of GE Healthcare. This notice shall appear on any reproduction, in whole or in part. The information

contained herein should not be used by others, or disclosed to others, without the express written consent

of GE Healthcare.


26/02/2009


Operations in over 100+ countries

300,000+employees worldwide

Manufacturing facilities in 40+ countries

GE is a family of businesses aligned with our customers needs and acting as one company

to drive growth.

Commercial Finance

Healthcare

NBC Universal

Industrial

Consumer FinanceInfrastructure

GE a Global Company


26/02/2009


GE Healthcare

GE Healthcare brings the world medical science and technologies that are helping to transform healthcare. We are working with our partners in healthcare to help them predict, diagnose, inform, and treat disease

earlier than ever.

Diagnostic Imaging Interventional Cardiology & Surgery Clinical Systems

Healthcare Information Technologies Services Life Sciences Medical Diagnostics

90+ years in Healthcare

By inventing the high vacuum x-ray tube in 1913, we enabled the first modern x-ray tube.

Throughout the past century we've led medical breakthroughs, such as the recent creation of the first all-digital hospital, with real-time electronic patient records and medical images accessible to doctors

worldwide

Continuing Innovation

MOLECULAR MEDICINE Combining today's sophisticated

diagnostic imaging with an increasing understanding of both the human

genome and the body's chemistry, GE is helping to transform after-the-fact treatment to before-onset care


26/02/2009


Sustainable ImpactPerformance Culture

Formula for Success

Quality

Lean Six Sigma

Acceptance

Change Acceptance Process &Work-Out

Accountability

Performance

Management &

Effective Leadership

& &

GE Healthcare are not like other consultants, they use these tools internally as well, in one of the

worlds largest and most successful companies.

James Barbour, CEO NHS Lothian

Success Factors

Based on our extensive experience of delivering programmes of transformational change in the NHS, we know there are three things critical for success:

Solid and deep methodology, tailored to the NHS and needs of particular trusts

Clinical engagement and acceptance of change

Accountability supported by strong leadership

1

3

2

Performance Solutions -Formula for Success

Our Team

Clinically Trained

Healthcare Experts

Healthcare Management

GE Lean Six Sigma & Change

Acceleration

Consulting

Experts


26/02/2009


Capabilities and Application areas

Market Leader in Healthcare

Market Leader in Healthcare

Performance ImprovementPerformance Improvement

Clinical engagementClinical engagement

LeadershipLeadership

Training & EducationTraining & Education

Project TeamProject Team

GE CapabilitiesGE Capabilities Hospital areasHospital areas

We bring experience and understanding of delivering process transformation in healthcare

We bring experience and understanding of delivering process transformation in healthcare

A&E

Outpatients

Diagnostics

Treatment

Theatres

Recovery

Disch

arge

Discharge points

Value Stream Management

Scheduling BookingDischarge Planning

Bed Management

Key areas for improvement

Value Chain


26/02/2009


Our Delivery

Examples of Projects Examples of clients

Cancer Pathways

Pharmacy

Trauma

Mental Health

Cardiac

Theatres

A&E

Business Planning

Skills Transfer

Key Offerings

Performance & Process ImprovementChange Acceleration & ManagementProductivity Improvement InitiativesCultural ChangeLeadership DevelopmentSix Sigma Black Belt & Lean Leader DevelopmentManagement & Leadership SystemResource Development Coaching & Mentoring


26/02/2009


Components for Effective Change

Quality x Acceptance x Accountability = Effect Results

Change AccelerationProcess

SixSigma

Work-Out

Lean

EffectiveResults

Project Framework

=

Quality

X

Acceptance

Accountability


26/02/2009


Lean Principles

3Establish Flow

4Implement

Pull

5Work to Perfection

1Specify Value

2 Map the

Value StreamLean

Thinking

Lean is based on 5 Principles which form the foundation for all of the tools and structures within the Methodology


26/02/2009


Benefits of Lean

Lean eliminates or minimises waste / non value add activity within a process which either shortens the overall cycle time or allows for more quality value

add activities to take place or both.

After

Before

Wait / Waste . . .Non Value Add Time

Lean attacks waste here

Work . . . Value Add Time

Lead Time / Cycle Time

After

Before

Wait / Waste . . .Non Value Add Time

Lean attacks waste here

Work . . . Value Add Time

Lead Time / Cycle Time

This leads to: Improved customer satisfaction Better quality of service delivered Reduced cycle times More efficient delivery More capacity Increased Productivity


26/02/2009


VA vs. VE vs. NVA

1 VA = Value-Added Lean defines a value from the patients point of view.

2 VE = Value-Enabling No Value in the patients eyes but

necessary for the process

Start to look at processes from the patients point of view! VALUE

Examples: Consultant talking to a patient a nurse taking blood radiologist looking at X-ray scans surgery

Value-Added work are all processes ..which add direct value to the patient. ..All contact with a clinician is considered.. value

Examples: Check in at reception booking and scheduling anaesthetic Reporting regulations Data collection

Pt recovery at natural rate

Value-Enabling steps are steps which the patient would not be willing to pay for but cannot be deleted from the process Steps regard to work which have to be done because of laws and regulations.

Most important vocabulary in Lean issues. NVA work is waste. All processes and steps without

direct Value to the patient are Waste.

3 NVA = Non-Value-Added = Waste


26/02/2009


8. DefectsA mistake in the process => very dangerous in healthcare

=> Examples: giving patient wrong injection

7. Under utilizationStaff working on processes under their specific skill

=> Examples: Doctors transporting patients to treatment rooms

5. OverproductionProducing more to the patient than required or needed

=> Examples: MRI scan that could have been done with X-ray

6. Excessive processingNot necessary or duplicated processes

=> Examples: patient repeatedly asked for their details

2.TransportationUnnecessary transportation while providing a

service direct to the patient

=> Examples: Bring wheel chair patient to wrong treatment room, multiple be moves

1.WaitingTime that passes while a step or activity ends

until the next step can start

=> Examples: Waiting for an exam, waiting in a queue

4.MotionNot optimized and standardized processes

creating unnecessary motion

=> Examples: Transportation of patient files

3.InventoryEverything that ties up resources

=> Examples: Batching blood samples

Any wasteful activity or any obstruction to the smooth flow of an

activity

Types of Waste (Muda)

* NVA = Non-Value Add


26/02/2009


VA*

NVA*

17 Minutes

39 Minutes

66 Minutes

15 Minutes

4 Minutes

13 Minutes

149 Minutes

89 Minutes

149 Minutes

89 Minutes

149 Minutes

89 Minutes

Reception Ward

Assessment

Admitted

Holding

Bay Recovery

Home/

2 6OR

Anaesthetic

Room

OperaiPAS

I I I

KAIZEN!

KAIZEN!KAIZEN!

Value Stream

Visualize your processes and find the waste

A Value Stream Map is a pictorial view of Value-Added and Non-Value-Added activities that are required to bring the patient

through the whole processA Value Stream is the set of activities that convert patients needs

into delivered services

*VA = Value Add

*NVA = Non Value Add

Phone

Call

Movement of

PatientPatient

Electronic

Information

Flow

Data

System

1Number of

operators

Care

Provider

Pull of

PatientTransportPatient

inventoryI

Manual

Information

Flow


26/02/2009


Flow

Why

Have a Lean look on movement (flow)of products, services and information down the value stream

TargetCreate a continuous flow as product, service and information is transformed by continuously adding value

HowFlow is created by eliminating queues and stops, and improving process flexibility and reliability

In Healthcare:An example of flow is the patient journey

Patient arrives in Hospital

Patient is booked in

at Reception

Patient is brought to Ward

Patient has

Surgery

Patient recovers on ward

Patient leaves hospital

One continuous flow of a patient or material. One at a time

Let processes flow like water=> find the easy way!


26/02/2009


Pull

TargetNo action is taken until the downstream process initiates it

WhyTo create processes where only the required amount is taken

When the Flow is determined by pull from further down the Process. As opposed to being pushed through the process

To produce only requested amounts

In Healthcare:an Example of Pull

When a patient is called by theatres to an operation. It is theatre who determines the rate of flow and that only the required amount of patients are pulled into the next step

HowLet the end customer

pull the product/service through the value stream.=> Each step pulls the product/transaction when needed from the preceding step


26/02/2009


The Perfect Process

Current State

Future State

Next Future State

Original State

The perfect process is a continuous flow of customer value add, without interruption

Current State

23 Days

Future State

14 Days

HEALTHCARE EXAMPLE

Valuable - Would the customer be equally happy if the step was left out? Capable - Can it be conducted with the exact same result every time? Available - Can it be performed whenever it is needed? Adequate -Can it be done exactly when required Flexible - Can it shift quickly between different requirements? Flow - Does the product Flow from one step to the next with no delay?


26/02/2009


5SSAFETY IN EVERYTHING

to separate the needed items from the un-needed items which are then removed to a "red-tagged" location1. Sort

to arrange in a way for how the remaining items will be used2. Set in Order

to maintain the work area for the already sorted and set-in-order items3. Shine

to ensure sort, set-in-order, and shine are consistently followed across all users4. Standardise

to maintain and improve sort, set-in-order, shine, and standardise 5. Sustain

May need to Define or Scope the area before initiating 5S


26/02/2009


Spaghetti Map

A diagram that shows the motion

and transportation of the patient /

family / caregiver / supply

throughout the care experience or

process

How Draw a layout from the

birds eyes perspective of the focus area

Observe a patient/family/caregiverwhile doing their job and draw it on the layout by not lifting the pencil from the paper

Why Creates a better

understanding an overview of the whole process

Visualizes waste in transportation and motion like no other lean tool

Quantifies travel time/ distance elimination

Visualize transportation and motion

Paper Referral Trail in Booking Centre

KEY= paper referral= Cancer urgent

TL = Team LeaderCI = Cancer Intray

KEY= paper referral= Cancer urgent

TL = Team LeaderCI = Cancer Intray


26/02/2009


Implementing Lean Improvements


26/02/2009


Lean Event Key Phases

Pre Work incl. Training

VSM KAIZEN Sustainability

Project Timeline

3 4 Weeks 3days 1 Week 30 Days

Key Reporting Points

Success Metrics. Further improvements implemented. Feedback from team & staff. Further opportunities identified

Implemented improvements. Success Metrics. Ongoing tracking mechanism. Sustainability Plan. Further Action Plan

Current & Future State Value Stream Map. Quick Win actions. Prioritised options for focus of RIE

Deliverable(s)

SustainabilityRIEVSMReporting Point

Q x A = E2


26/02/2009


KAIZEN: Its not a spectator sport

Rapid Improvement Event or KAIZEN

Try-Storming

Very Hands On try new ways, stop at any issues, solve them and continue

Continuous evaluation & tracking

Communicate & Celebrate successes

Organise Event

Mobilise Team

Trystorm Improvements

Track Success

Communicate & Celebrate

Task

No

.

Category Task OwnerDate

AssignedTarget

Completion Status1

Transition to In-Pt WardImplementation of Discharge Coordinator / Bed Manager as pilot

Debs Horrocks /Angela Murpy 11-Apr 9-May Complete

2Transition to In-Pt Ward

Implementation of Discharge Coordinator / Bed Manager as Acting up opprtunity Angela Murphy 11-Apr 9-May Complete


Re affirmed shift coordinator allocated through the duty rota Angela Murphy 11-Apr 9-May Complete


Re affirmed A&Eliason Nurse allocated through the duty rota Angela Murphy 11-Apr 9-May Complete


Sectorisation of Crisis Teams Qualified Practioner Teams Angela Murphy 11-Apr 9-May Complete

6Transition to In-Pt Ward Launch Role of the bleep holder Sharon.Morrison 11-Apr 9-May Complete


Review Operational policy Adult inpatients from feedback Sharon.Morrison 11-Apr 9-May In progress


Review operational policy Maple House From feedback Sharon.Morrison 11-Apr 9-May In progress

9Transition to In-Pt Ward Review operational policy CRHT team

Angela Murphy Paula Solomon 11-Apr 9-May In progress

10Transition to In-Pt Ward Ratify Role of shift co ordinator Angela Murphy 11-Apr 9-May Complete

11Admission Support

Ensuring information packs (basic black and white format) are on K2 S Johnson 11-Apr 18-Apr Complete

12

Admission Support

Examining feasibility of double-sided colour printing on K1 for future stocks of information packs and alternatives if required S Johnson 11-Apr 18-Apr In progress

13Admission Support

Undertaking weekly evaluation of new admissions on K2 S Johnson 11-Apr 9-May Complete

14Admission Support

Amending patient information based on evaluation and informal feedback from patients/staff S Johnson/K Cooper 11-Apr 9-May Complete

15Admission Support Monitoring staff take-up and use of new obs forms A Denham/B Earp 11-Apr 9-May Complete

16

Admission Support

Examining feasibility of staff scanning forms (worker allocation, exit and entry, level 3 obs, handover) and saving electronically - discussion with Anne Warburton/ward managers S Johnson/B Earp 11-Apr 18-Apr In progress

17Admission Support

Observing handovers and obtaining feedback from staff. B Earp 11-Apr 9-May Complete

18Admission Support

Responding to staff feedback and amending handover sheet as indicated B Earp 11-Apr 9-May Complete

19

ACTION PLAN

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

100.00

7-2007 8-2007 9-2007 10-2007 11-2007 12-2007 1-2008 2-2008 3-2008 4-2008 5-2008 6-2008

BoltonSalfordTrafford

Average of LoS

Discharge period

Directorate

Council Tax Benefits - 01204 331599 PALS 0800 587 4793 Citizens Advice Bureau - 0844826907 Council Housing - 01204 335811 MIND - 0161 953 4006 Benefits (DWP) - 08456088510 Samaritans - 08457 90 90 90

Useful Telephone Numbers

Creative Support - 01204 366347 Patients Council - 01204 546088 BAND - 01204 546070 BEST - 01204337523 MHIST - 01204527200 Age Concern - 01204 382411 Housing Benefits - 01204 331590

Useful Telephone Numbers

Dont Forget!!!

KAI-ZEN


26/02/2009


The House of Lean

Lean Transaction Production System

JIDOKA

JUST-IN-TIME

HEIJUNKA

Single Piece Flow

Pull Production

TAKT Time Production

Autonomation

Stopping at Abnormalities

Level Loading

Sequencing

Jidoka

Just-in-Time

Heijunka

Lean Transaction

Production System Single Piece Flow

Pull Production

TAKT Time Production

Autonomation

Stopping at Abnormalities

Level Loading

Sequencing

Jidoka

Just-in-Time

Heijunka

Lean Transaction

Production SystemHouse of lean


26/02/2009


Jidoka

Healthcare Example:

Impact:

Visual Timeline

Highlights delays

Prompts action

Instant Progress Snapshot for all

Clear plan to meet Estimated ..Discharge Date

Building human intelligence into machines or software

giving automation the ability to make a decision to shut down automatically in the case of an abnormality

in order to stop defective products from flowing into the next process. Example: Automatic loom can detect a broken thread

One of the 3 main principles of Lean

2) Autonomation:1) Stop at an Abnormality:

Stopping the process when an abnormality has been detected

Countermeasure implemented to prevent repeat occurrences

Jidoka

Just-in-Time

Heijunka

Lean Transaction

Production System

Jidoka

Just-in-Time

Heijunka

Lean Transaction


Jidoka

Just-in-Time

Heijunka

Lean Transaction

Production System

Jidoka

Just-in-Time

Heijunka

Lean Transaction



26/02/2009


Poka Yoke Mistake Proofing

POKA - inadvertent errors YOKERU - to avoid

Why People and equipment will always be prone to making mistakes. Processes should help them do it right, not help them make mistakes. Poka Yoke will help people and equipment "do it right the first time Not only is the product right the first time, the rate of the process is increased

BenefitsPoka-Yoke supports efforts to eliminate MUDA/ waste: Waiting Inventory Quality Transportation Motion Excess Processing Over Production People's Skills

ApplicationsPoka Yoke can be used wherever something can go wrong. It is a technique, a tool that can be applied to any type of processes

Cat scan placed wrong way around on an X-ray viewing box = doctor performs surgery on the wrong side of the brain

POKA YOKE:

Mark patient side of brain to be operated on in advance

Design a X-ray box where the scan can only be placed on correctly

Healthcare Example:


26/02/2009


JIT Just In Time


Just-in-Time provides the Customer

what is needed

when needed,

without excess, the amount needed

Single Piece Flow

Process 1 task at a time and check at the end of process. Ensures defects are detected and not passed on. The basis for Jidoka

Pull

A system where each process step takes product or knowledge it needs from the proceeding process when needed, in the proper amount

Takt Time

Derived from Heijunka plan. Establishes the pace the system will operate at

Takt Time = Available Time/ Customer Demand

3 Main Elements must work together to achieve JIT

Jidoka

Just-in-Time

Heijunka

Lean Transaction

Production System

Jidoka

Just-in-Time

Heijunka

Lean Transaction


Jidoka

Just-in-Time

Heijunka

Lean Transaction

Production System

Jidoka

Just-in-Time

Heijunka

Lean Transaction



26/02/2009


Heijunka

2 key elements:1. Leveling: Leveling or Level

Loading of a process to reduce variation in output

2. Sequencing: Defining the Sequence which work is processed

A Methodology to establish stability in a System where Customer Demand is erratic


Jidoka

Just-in-Time

Heijunka

Lean Transaction

Production System

Jidoka

Just-in-Time

Heijunka

Lean Transaction


Jidoka

Just-in-Time

Heijunka

Lean Transaction

Production System

Jidoka

Just-in-Time

Heijunka

Lean Transaction



26/02/2009


Healthcare Example:

Takt-Time

Specific production time showing the needed

completion time of a process to hit customers

satisfaction.

Takt Time = Available working time*

Actual Demand

* excluding breaks, meetings, etc.

8 hrs. (480min, 28800sec) work per day

60 patients per day= 8 min (480 secs)Takt Time =

Takt time here shows that every 8 min an exam needsto be completed to hit patients demand

How to calculate Takt-Time calculate your demand for a specific time period (day, week, month) Look at your available working time during that period*

60 Patients arrive at a X-Ray on a given day and X-Ray dept. is working 8 hours per day => Takt-Time here would

be calculated as follows:

The heartbeat of the organization


26/02/2009


Appendix


26/02/2009


The process of level loading and sequencing the timing of production.Heijunka

A method of conducting single-piece flow in which the operator proceeds from machine to machine (in a counter-clockwise fashion), taking a part from the previous operation and loading it in the next machine. Then taking the part just removed from that machine, checking it and loading it into the following machineetc,

Chaku-Chaku

Building Blocks for process discipline and control; Sort, Shine , Set in Order, Standardize, Sustain.

5S

(Kaizen) 3-5 day team based activity focused on quickly solving problems through physical simulation and evaluation.

Action Workout

A visual device (light) or pin-pan-pon that operators use to call attention to an abnormality. The use of this is to request immediate attention and action to the problem.

Andon

Increasing the delivery frequency of parts, such as parts from outside vendors, in order to keep inventory to a minimum.

Frequent Conveyance

Work done simultaneous to or in conjunction with transportation or conveyance. e.g. (1) an assembly is moving down a line while a person is performing work, (2) a person acts as a conveyor carrying a part to the next machine in a Chaku-chaku fashion. The main purpose of flow is to quickly and continuously identify and eliminate waste.

Flow

Defects per unit.DPU

The total time required for a task to be complete. Elements include manual and travel times, automated or machine run time.

Cycle Time

Carrying out one-piece-at-a-time production in order to eliminate stagnation of work (queue) in and between processing steps (see Flow)

Continuous Flow Processing

The optimal physical layout or machines and manpower for a product or family of products that identifies and eliminates waste.

Cell

Any machine or process that limits flow or capacity.Bottleneck

The process of separating the work of man and machine characterized by: work not movement; quality built into the process; and visual management. (see Jidoka)

Autonomation

The use of machines working independently of manpower.Automation


26/02/2009


Internally led Kaizen event.Lean AWO

Machines that have human intelligence built into them, giving them the ability to shut down automatically in the case of an abnormality to stop defective products from flowing into the next process. Jidoka measures are incorporated in the assembly process by use of Andons and Pin-Pan-Pon; stopping when abnormality is detected.

Jidoka

(Just in time) theory of production characterized by (1) single piece flow, (2)

producing according to TAKT time, (3) pulling of material from upstream process, keeping inventory at minimum, established levels.

JIT

Change for the better; a process quality tool for improvement involving a series of activities whereby instances of waste are eliminated one by one at minimal cost, by workers pooling their ideas and increasing efficiency in a timely manner. It emphasizes manual work operations rather than equipment. (see action workout)

Kaizen

A method/device of pulling from previous processes in order to control material flow, cap inventory levels, and to take pulse of the customer. It serves as: an instruction for when to produce; a tool for visual control against over production and a detection of irregular processing speeds. Kanban can be broadly categorized into 2 categories: Production Kanban and Pick-up Kanban. These can be further stratified into Ordinary, Signal, Transport, and Purchase.

Kanban

Grouping component parts used in a process or build for ease of assembly. ( see material presentation )

Kitting

Introducing material to the line or cell in a manner that is easy and effective for the operator. Usually broken into 3 categories (1) items that are too large to kit (2) items that are too small to kit (3) items that lend themselves to be kitted.

Material Presentation

The hands-on time it takes for the worker to perform a task.Manual Time

The time from machine switch on, processing, to machine returning to original position, during which there is no hands-on work by the operator.

Machine Time

Overall leveling in the production schedule of the variety and volume of items produced in a given time period. ( see Heijunka)

Level Production

The total time it takes the product to go from raw inventory to the finished product. Order to remittance lead time refers to the total time from when an order is placed until the finished product is shipped.

Lead Time


26/02/2009


Mixing of products for central services (i.e. heat treat), OV, kits for components and assemblies.

Mincing

Any type of waste elements that add no value to the product: i.e. Waiting, Transporting, Over production, Excess Motion, InventoryDefects, Human Touches.

Muda

One shop worker operating two or more similar machines that are grouped together.

Multi-Machine Handling

An operator being able to perform more than one process (which may or may not include machines).

Multi-process Handling

Broadening a workers skills so that the worker can operate multiple types of equipment and processes in order to facilitate cell development and one piece flow.

Multi-skill Development

A product that deviates from drawing or an internal quality system. A product with a defect.

Non-conforming Material

Production system in which only one part at a time is processed or assembled and the work is verified before being sent along the production line to follow processes.

One Piece Flow

Mistake proof: usually refers to the use of fail-safe devices in the process in order to prevent defects from occurring and insure quality. When this ingredient is added to automation will yield autonomation. ( see Jidoka )

Pokeyoke

A form of Andon that is auditoryspecial sounds are designated to certain points on the line. e.g. A pin-pin-pin repeating sound may be associated with power supply installation, calling attention to it when an abnormality has been detected.

Pin-Pan-Pon

A study of the process and machine sequence for a group of similar parts. It can be used to standardize product flow for ease of cell implementations.

Process Route Analysis

A series of steps to achieve a desired result.Process

A technique used to follow the detailed flow of a product through a manufacturing cycle.

Process Mapping

Indicates the maximum capacity for parts processing at any one process. Recorded on it are: the amount of time spent in manual work, machine time, setup time, etc.

Process Capacity Table

Maximum amount of product that can be produced through a processfor a given period of time.

Process Capacity


26/02/2009


A study of the quantities demanded of different products produced at a work location. This picture of the volume and variety of products can be used to identify high impact areas to concentrate efforts or identify the need to use process razing to make products more similar.

Process Quantity Analysis

System of manufacturing in which each process withdraws the parts it needs from the preceding process when they need them, in the exact standardized amount needed.

Pull System

Shows the outline of work for each worker in a cell. Recorded on it are: Takt time, work sequence, standard WIP, quality checks, safety precautions, etc.

Standard Work Sheet

Total customer satisfaction-involves having all employees Customer focused.

Quality

The time a part sits waiting to be worked on.Queue Time

The order in which the part is processed.Sequence of Processing

The order in which an operator performs a series of repetitive tasks.Sequence of Work

Machine changeover steps that are performed while the machine isprocessing parts or off-line from production time.

Set-up, External

Machine changeover steps that are performed while the machine isstopped during production.

Set-up, Internal

A quality standard of 3.4 defects per million opportunities - used to insure customer satisfaction.

Six Sigma

Single Minute Exchange Die (i.e., under 10 min) has become a title for the category of improvement devices used in manufacturing to allow for quick change over of machine/fixture set-ups.

SMED

Sequence of repeatable tasks that an operator performs.Standard Work

Minimum (and standardized) amount of work in process required toperform repetitive operations economically.

Standard WIP

Combining people and machines to accomplish production in such a way as to minimize waste.

Standard Operations

Statistical Process Control: analysis of variation in a process.SPC


26/02/2009


A table that clarifies how much time is spent doing manual work and traveling at each production process. It is used to examine the range of processes that one worker can take care of within Takt time and the amount of time during which machines are operated automatically.These are recorded to help determine what combination of operations are possible.

Standard Work Combination Sheet

The specific activities required to design, order, and provide a product from concept to launch order to delivery raw materials to finished goods.

Value Stream

A visual system that has a predetermined amount of inventory and all facets of 5s in order to detect abnormalities. With this system, the shopper from the downstream process can buy from the supermarket. Once the purchase has been made, and material consumed, a signal can be sent to the upstream process to supply more. (see pull)

Super Market

Available production time / required production (fcst & act demand)..must be like units; e.g., 1 shift = 1980 min/wk

Takt Time

Total Productive Maintenance involves of all employees in a cell to improve the process.

TPM

The time is takes a worker to move to the next station to pick up or put down parts, tools, etc. May occur during operations as well.

Travel Time

The process of detailing the process of converting raw material to finished goods. This is typically mapped with the 7 flows (info, people, equipment, raw material, sub-assembly, assembly,engineering) one at a time, or in a combination.

Value Stream Mapping

Refers to the means by which anyone can tell at a glance if production activities are proceeding normally or not. A communication, discipline and pacing tool.

Visual Management

Work In Process; inventory of materials that has been already started processing.

WIP

Rework, set-ups, inspection, repair processing, transportation, unnecessary work to complete of a product. Anything that isnt directly changing the form fit or function of the part.

Work, Non-value added

Only necessary direct work to manufacture a product. Anything that the customer is willing to pay for or an operation that changes the form, fit, or function of the part.

Work, Value Added


26/02/2009


Title Topic/Focus

Lean Thinking Lean Background /

Case Studies

Becoming Lean: An inside Lean Background /

story of US Manufacturers Case Studies

The Toyota Production System: Lean Background

Beyond Large Scale Production

The Machine That Changed The World: Origination of Lean

The Story of Lean Production outside of Japan

Learning to See Value Stream Mapping

Creating Continuous Flow Creating flow within a cell

Additional Lean resources


26/02/2009


Title Topic/Focus

The Goal: A Process of Operational Excellence

Ongoing improvement

Poke Yoke: Improving Product Implementation of

Quality by Preventing Defects Poke Yoke techniques

The Toyota Production System Detailed Implementation

of TPS

The Toyota Way Management principles

from Toyota

Lean Solutions Lean thinking beyond the

factory floor

Additional Lean resources

lean tools implementation

Documents

property of ge healthcare

ke ge healthcarege healthcare

ke ge healthcare confidential

rights reser

ke operations

medical breakthroughs

medical images accessible

world medical science