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Lean Basics

Lean Basics. Dewey Warden. Lean Basics. Value stream mapping The seven wastes 5S’s Processes and operations Process flow and cell design Process standardization Overview of quick changeovers. Value Stream Mapping. How many are familiar with value stream mapping?

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Lean Basics

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  1. Lean Basics Dewey Warden

  2. Lean Basics • Value stream mapping • The seven wastes • 5S’s • Processes and operations • Process flow and cell design • Process standardization • Overview of quick changeovers

  3. Value Stream Mapping • How many are familiar with value stream mapping? • What value do you think mapping can provide your organization?

  4. Value Stream Mapping • What is a value stream? • 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

  5. Value Stream Mapping Two main flows • (1) The production flow from raw material to the customer • (2) The design flow from concept to launch • We are concentrating on the production flow

  6. Value Stream Mapping • Production flow - all the relevant actions consist of two flows • Orders traveling upstream from the customer • Products coming downstream from raw materials to the customer • Together these constitute a closed circuit of demand and response in the information flow and the material flow

  7. Value Stream Mapping • It is the simple process of directly observing the flows of information and materials as they occur, summarizing them visually, and then envisioning a future state with a much better performance.

  8. Value Stream Mapping Levels of mapping • Process • Single plant • Multiple plant • Across companies

  9. Value Stream Mapping • Looking at the whole value stream • Cost cutting • Most managers look at one place or one point • Their machine • Their department • Their plant • Their firm

  10. Value Stream Mapping Traditional measures • High labor utilization • High machine utilization • Focusing on their assets • Focusing on their organization

  11. Value Stream Mapping What about? • Performance of the entire value stream • 9 out of 10 steps are a waste • 99% of elapsed time is a waste

  12. Value Stream Mapping • Extended value stream maps • Can be used to raise the consciousness in every firm and function of the effect of its actions on every other firm and function touching the value stream • Guide groups of managers across many departments and firms toward similar results

  13. Value Stream Mapping Creating the value stream maps • Walk along the value stream • Look for • Which steps create value? • Which steps are waste? • Why is order flow so erratic? • Why is quality so erratic? • How can value be enhanced for the end-customer?

  14. Value Stream Mapping Creating the value stream maps • Identify all the physical actions required • Identify information actions currently required to manage the value stream

  15. Value Stream Mapping • You want a manufacturing approach that enables companies to make • What customers want • When they want it • In the variety they want • In the amount they want • Keeps cost low, quality high and lead time minimal by eliminating waste

  16. The Seven Wastes • How do you identify opportunities? • By recognizing waste and eliminating it • What is waste? • Waste is any element that adds cost without adding value to the product

  17. The Seven Wastes • Overproduction • Excessive inventory • Unnecessary conveyance • Over processing • Excessive motion • Waiting • Corrections

  18. The Seven Wastes • Overproduction and excessive inventory are waste • Overproduction creates excess inventory • Inventory hides production problems • Inventory leads to transport, storage, damage and delay • What are some other ways you can think of that overproduction causes waste?

  19. The Seven Wastes • Extra inventory hides • Production imbalances • Late deliveries from suppliers • Defects • Equipment downtime • Long setup times

  20. The Seven Wastes • Unnecessary conveyance • What do you do with items not used immediately?

  21. The Seven Wastes • Unnecessary conveyance • Move them • Store them • Pick it up, put it down • Pick it up, put it down • Pick it up, put it down • Damage • Delay

  22. The Seven Wastes • Over processing • Doing more work than is required by the customer • Give us some examples of where you might be over processing

  23. The Seven Wastes • Excessive motion • Reaching • Bending • Lifting • Turning • Carrying

  24. The Seven Wastes • Waiting • What types of things might you be waiting for at your operations that causes delays?

  25. The Seven Wastes • Corrections • Rework • Redo • Retype • Do-overs

  26. The Seven Wastes • Defects • Overproduction • Waiting • Non-utilized talent • Transportation • Inventory • Motion • Extra processing Source: Villanova University

  27. The Five Ss

  28. The Five Ss • Sort: Remove everything from the workplace that is not needed for current production

  29. The Five Ss • Set in Order: Arrange items so they are easy to find and return and locate items to minimize motion waste

  30. The Five Ss • Shine: Keep everything clean and in top condition, so that it is ready to be used

  31. The Five Ss • Standardize: Ongoing maintenance of Sort, Set in Order and Shine

  32. The Five Ss • Sustain: Create the conditions or structures that will help sustain commitment

  33. Processes and Operations • Quality process • Focuses on meeting requirements and on minimizing warranty costs • Cost process • Seeks to remove excess cost or waste in an organization • Delivery process • Manages the elements of time and quantity in sourcing materials, producing and getting product and service to the customer as required • Innovation • Maximizes an organization’s success rate

  34. Processes A continuous flow in which raw materials are converted to finished products Operations Any action performed by workers or machines on materials, WIP, or finished products Processes and Operations

  35. Processes and Operations • Processes • Storage of raw materials or components • Transport • Transformation • Storage waiting for a process • Inspection

  36. Processes and Operations • Essential operations • The actual value-adding • Other operations • Set-up, transport, inspection

  37. Processes and Operations • In a lean enterprise • Value stream maps help to focus an organization on their processes to promote optimization of the whole company’s performance by aligning interests across the company

  38. Processes and Operations • In a lean enterprise • Process-focused strategies unleash new levels of productivity

  39. Process Flow and Cell Design • There are a lot of wastes in an operation based layout • Conveyance - using equipment and people • Badly used space • Lot delays Source: Productivity Press

  40. Process Flow and Cell Design • Wastes in an operation based layout Source: Productivity Press

  41. Process Flow and Cell Design • Benefits of a process flow layout • Positioning equipment in the process sequence for a smooth flow • Minimal inventory and delays Source: Productivity Press

  42. Process Flow and Cell Design • Multi-machine operation • One person runs several machines in process sequence Source: Productivity Press

  43. Process Flow and Cell Design • U-shaped cells • A process flow layout with the end point near the beginning point. • Minimizes walking Source: Productivity Press

  44. Small flexible machines Process small amounts Save space Reduce walking Easy set-up Can be moved easily Less expensive Don’t need high speed Process Flow and Cell Design

  45. Process Standardization • Establishes predictability • Three elements • Standard cycle time • Standard work sequence • Standard in-process inventory Source: Productivity Press

  46. Process Standardization • Standard cycle time • The actual time required to process one part • Determines whether a process is capable of producing the required quantity at the required time.

  47. Process Standardization • Standard work sequence and in-process inventory • A consistent set of operations and actions • A consistent quantity of materials and WIP in the process

  48. Process Standardization • The foundation for continuous improvement • Not “carved in stone” – it is a living standard • Standardization is the first step in improvement

  49. Quick Changeovers • Why would quick changeovers be important? • Where could you use quicker changeovers? • Discuss pit stops and review video

  50. Quick Changeovers • Separate internal setup from external setup • Convert internal setup to external setup • Streamline all aspects of setup Source: Productivity Press

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