five steps to lean n.
Skip this Video
Download Presentation
Five Steps to Lean

Loading in 2 Seconds...

play fullscreen
1 / 15

Five Steps to Lean - PowerPoint PPT Presentation

  • Uploaded on

Five Steps to Lean. Define end-customer value for a specific product specific capabilities specific price specific time Identify entire value stream for each product and eliminate waste product realization order fulfillment production Make the remaining value steps flow

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Five Steps to Lean' - adamdaniel

Download Now An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
five steps to lean
Five Steps to Lean
  • Define end-customer value for a specific product
    • specific capabilities
    • specific price
    • specific time
  • Identify entire value stream for each product and eliminate waste
    • product realization
    • order fulfillment
    • production
  • Make the remaining value steps flow
    • no waiting, downtime, scrap within or between steps
    • continuous flow instead of batch-and-queue
five steps to lean continued
Five Steps to Lean (continued)
  • Design and provide what the customer wants only when the customer wants it –let the customer pull the product from the value stream
  • Pursue perfection
    • by refining definition of value
    • getting value to flow faster
old system for making stretch wrappers
Old System for MakingStretch Wrappers

Storage of raw materials





Storage of finished goods

Storage of incoming components

Storage of parts in process

Storage of Painted Frames



Final Assembly

Frame Painting

evils of batch and queue
Evils of Batch-and-Queue
  • Increases work-in-process inventory
  • Hides inefficiencies, lost opportunities
  • Lengthens replenishment cycle
  • Creates finished good inventory
  • Slows customer response time
  • Risks obsolete products
new continuous flow system
New Continuous Flow System

Incoming materials

Frame painting




one cell s continuous flow
One Cell’s Continuous Flow

Frame Painting




Final assembly work

Subassembly of roll carriage

Subassembly of control module

Testing and shipping

old system for processing orders
Old System for Processing Orders

Sales staff


Regional Sales Coordinator


Order entry/scheduling

MRP master





Engineering. Applications

Design and BOM

Production expediters

Credit checking

new continuous flow system for processing orders
New Continuous Flow Systemfor Processing Orders

Order entry/Credit checking

Scheduling by product


Eng. app. by product

Purchasing by product

Quick response team for price quotations


old and new systems for developing new products
Old and New Systems for Developing New Products

Product definition


Ind. Eng.


Engineering Specs



Design in concurrent Development

Mech. Eng.


Elec. Eng

Mech. Eng.

Elec. Eng.

Mfg. Eng.

Mfg. Eng.

Ind. Eng.

  • Number of shipped machines doubled
  • Produce a machine in half the space
  • Number of defects fell from 8 per machine to .8
  • Better understanding of costs
  • Assigned freed-up workers to Kaikaku team
  • MRP used only to provide suppliers with long-term production forecasts
  • Kanban system used to order parts
  • S-Series was developed in ¼ time of predecessor, ½ of engineering hours
lean production principles henderson and larco
Lean Production Principles -Henderson and Larco

Lean Production

Workplace safety, order, cleanliness



Six Sigma


Pursuit of Perfection



Visual Management

the toyota 5s system
The Toyota 5S System
  • Sort - Separate out all items that are unnecessary and eliminate them complete from the workplace.
  • Straighten - Arrange all essential items so that that the are clearly marked and easily accessed, e.g., kanban squares.
  • Scrub – Scrub all machines and the work environment to maintain immaculate cleanliness
  • Systematize – Make cleaning and organizing a routine practice as part of the work day
  • Sustain – Sustain commitment to the previous four steps and provide a constantly improving process
jit production
JIT Production
  • JIT production means “build to customer demand”
  • Single piece flow means there is a maximum of one piece between each operation
  • Value-added activities should move along without interruption, and non-value-added activities eliminated (aided by process-mapping)
  • Takt time is the “drum beat of consumption”
  • All tasks should take about the same time. Rebalance them if demand fluctuates or workers are absent. Multi-skilled workers facilitate this.
  • Kanban links customer demand to final assembly, and then to internal and external suppliers (synchronization)
  • Changeover time should equal one takt time for final assembly operations
takt time
Takt Time

If customers order 100 products per day, what is the takt time?

If customers order 80 products per day, what is takt time?

If customers order 120 products per 8 hour shift, what is takt time?

What if some workers are idle part of the time?

What if some workers build inventory in front of their work stations?

visual management
Visual Management
  • Scoreboards, e.g., output compared to goals, sales and profits to date, quality, inventory turns, training schedules
  • Kanban cards, kanban squares, shadow boards
  • Flow through racks
  • Limited number of rework bays
  • Color-coded lines, parts
  • Andon lights