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Principles of Lean Manufacturing with Live Simulation. Course Agenda. Welcome Introduction to Simulation Round One of Simulation Introduction to Lean Manufacturing Implementing Lean – Standardized Work, 5S System , Visual Controls , and Plant Layout Round Two of Simulation

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course agenda
Course Agenda

Welcome

Introduction to Simulation

Round One of Simulation

Introduction to Lean Manufacturing

Implementing Lean – Standardized Work, 5S System, Visual Controls, and Plant Layout

Round Two of Simulation

Implementing Lean – Teams, Quick Changeover, Batch Reduction, POUS, Quality @ Source

Round Three of Simulation

Implementing Lean – Pull/Kanban, Cellular Flow, TPM

Round Four of Simulation

Implementation

Course Evaluation

mep lean websites
MEP Lean Websites

http://www.mep.nist.gov

For firms

http://www.mepcenters.nist.gov

For MEP centers only

recommended readings
Recommended Readings
  • Lean Thinking, by Jim Womack
  • Becoming Lean, by Jeffrey Liker
  • The Machine That Changed the World, by Jim Womack and Daniel T. Jones
  • The Goal, by Eli Goldratt
  • World Class Manufacturing: The Next Decade, by Richard Schonberger
  • Others can be found on the Lean website
course agenda1
Course Agenda

Welcome

Introduction to Simulation

Round One of Simulation

Introduction to Lean Manufacturing

Implementing Lean – Standardized Work, 5S System, Visual Controls, and Plant Layout

Round Two of Simulation

Implementing Lean – Teams, Quick Changeover, Batch Reduction, POUS, Quality @ Source

Round Three of Simulation

Implementing Lean – Pull/Kanban, Cellular Flow, TPM

Round Four of Simulation

Implementation

Course Evaluation

orientation
Orientation

Orientation

to

Buzz Electronics Enterprises

(BEE)

product catalog
Product Catalog

Buzz Electronics Enterprises

blue avenger
Blue Avenger

Basic model

for

everyday use

Buzz Electronics Enterprises

The Blue Avenger

red devil
Red Devil

Industrial model

for

commercial use

Buzz Electronics Enterprises

The Red Devil

the bottom line
The Bottom Line

$7.50/person/shift

Labor cost:

Facilities cost:

$10.00/table/shift

BEE

The Blue Avenger

Sells for $20

Materials cost $5.00

The Red Devil

Sells for $30

Materials cost $7.50

production process orientation
Production Process Orientation

BEE

  • Sales Representative Processes “Customer Order”
  • Production Scheduler Generates “Factory Order” from forecast
  • Kitter(s) Organizes raw materials for “Factory Orders”
  • Material Handler Moves product between ALL workstations
  • Spring Assembler Inserts Springs
  • Resistor Assembler Inserts Resistors
  • LED Assembler Inserts LEDs
  • Diode Assembler Inserts Diodes

Assembly

  • Inspector Conducts functional tests
  • Reworker Repairs failed boards
  • Warehouse/Ship Clerk Matches boards to “Customer Orders”
  • Instruction Crib Attendant Controls work instructions
  • Production Supervisor Supervises production
  • Industrial Engineer Monitors production process
  • Trucker Ships products to the customer
production facility orientation
Production Facility Orientation

BEE

Sales

Office

Production

Control

Kitting

Area

Shipping

Dock

Finished

Goods Whse.

Rework

Area

WIP

Storage

Diode

Assembly

Inspection

Area

LED

Assembly

Resistor

Assembly

Spring

Assembly

circuit board orientation
Circuit Board Orientation

BEE

Blue and Red Boards

A

B

C

D

E

1

2

3

4

5

EXAMPLE:

1)Insert spring into‘C3’

product components orientation
Product Components Orientation

+

+

-

-

BEE

Springs

Resistors

Diodes

LEDs

product routing
Product Routing

6v

6v

TEST

TEST

LED

x1

Resistors

BEE

Blue

Springs

Resistor

Diodes

LED

x5

x1

x2

x1

Red

Springs

x5

x3

circuit board assembly

6v

6v

Circuit Board Assembly

BEE

The Red Devil

test

A

B

C

D

E

1

2

3

4

5

production batching
Production Batching

BEE

The Blue Avenger

6 per batch

4 per batch

The Red Devil

slide18

BEE

Production Scheduling Process

Shipments

to

customers

Customer

orders

(demand)

Customer

order

forms

Production

forecast

Factory

order

forms

Finished

Goods

Warehouse

customer service targets
Customer Service Targets

BEE

Promisedshipments to customers

Promised

shipments

to

customers

4 minutes after order

5 minutes after order

All orders are filled “first-in, first-out” (FIFO)

company policies
Company Policies

Buzz Electronics Enterprises

  • All shifts are 20 minutes
  • Keep busy at all times
  • Yell if you need parts
  • Handle all parts first-in, first-out (FIFO)
  • Only the Material Handler can move parts
  • Stay at your workstation
  • The boss is always right!
course agenda2
Course Agenda

Welcome

Introduction to Simulation

Round One of Simulation

Introduction To Lean Manufacturing

Implementing Lean -- Standardized Work, 5S System, Visual Controls, and Plant Layout

Round Two of Simulation

Implementing Lean – Teams, Quick Changeover, Batch Reduction, POUS, Quality @ Source

Round Three of Simulation

Implementing Lean -- Pull/Kanban, Cellular Flow, TPM

Round Four of Simulation

Implementation

Course Evaluation

round one buzz electronics
Round One: Buzz Electronics

Buzz Electronics is a traditional manufacturing company.

round one debrief
Round One: Debrief
  • Discuss results
  • Discuss the process
  • Lessons learned
  • Relationship to real world
  • “What if” scenarios
  • Continuous improvement
course agenda3
Course Agenda

Welcome

Introduction to Simulation

Round One of Simulation

Introduction To Lean Manufacturing

Implementing Lean -- Standardized Work, 5S System, Visual Controls, and Plant Layout

Round Two of Simulation

Implementing Lean – Teams, Quick Changeover, Batch Reduction, POUS, Quality @ Source

Round Three of Simulation

Implementing Lean -- Pull/Kanban, Cellular Flow, TPM

Round Four of Simulation

Implementation

Course Evaluation

mass production
Mass Production

Material

LEDs

Diodes

Springs

Shipping

Receiving

Warehouse

Warehouse

Storage

Repair

Kitting

Testing

Ship

Value-Added Time

:

Minutes

Time in Plant

:

Weeks

ORDER

CASH

history of manufacturing
History of Manufacturing

People

Product

Work Environment

cycle time
Cycle Time

“One of the most noteworthy accomplishments in keeping the price of Ford products low is the gradual shortening of the production cycle. The longer an article is in the process of manufacture and the more it is moved about, the greater is its ultimate cost.”

Henry Ford, 1926

lean is market driven
Lean Is Market Driven

Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death.

It doesn’t matter whether you are a lion or a gazelle—when the sun comes up, you had better be running.

defining lean
Defining Lean

Lean has been defined in many different ways.

“A systematic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.”

The MEP Lean Network

definition of value added
Definition of Value Added
  • Value Added
  • Any activity that increases the market form or function of the product or service. (These are things the customer is willing to pay for.)
  • Non-Value Added
  • Any activity that does not add market form or function or is not necessary. (These activities should be eliminated, simplified, reduced, or integrated.)
lean eliminating the wastes
Lean = Eliminating the Wastes

Non-Value Added

Value Added

  • Overproduction
  • Waiting
  • Transportation
  • Non-Value Added Processing
  • Excess Inventory
  • Defects
  • Excess Motion
  • Underutilized People

Typically 95% of all lead time is non-value added

brainstorm wastes
Brainstorm Wastes

What wastes were apparent in Buzz Electronics?

eight wastes
Eight Wastes

Overproduction

motion

Inventory

Waiting

Transportation

defects

Underutilized People

Non-Value Added Processing

overproduction
Overproduction
  • Making more than is required by the next process
  • Making it earlier than is required by the next process
  • Making it faster than is required by the next process
  • Causes of overproduction
    • Just-in-case logic
    • Misuse of automation
    • Long process setup
    • Unlevel scheduling
    • Unbalanced workload
    • Over engineering
    • Redundant inspections
inventory waste
Inventory Waste
  • Any supply in excess of a one-piece flow through your manufacturing process
  • Causes of excess inventory
    • Misconception that this protects the company from inefficiencies and unexpected problems
    • Product complexity
    • Unleveled scheduling
    • Poor market forecast
    • Unbalanced workload
    • Misunderstood communications
    • Reward system
    • Unreliable shipments by suppliers
defects
Defects
  • Inspection and repair of material in inventory
  • Causes of defects
    • Weak process control
    • Poor quality
    • Unbalanced inventory level
    • Deficient planned maintenance
    • Inadequate education/training/work instructions
    • Product design
    • Customer needs not understood
processing waste
Processing Waste
  • Effort that adds no value to the product or service from the customers’ viewpoint
  • Causes of processing waste
    • Product changes without process changes
    • Just-in-case logic
    • True customer requirements not clearly defined
    • Over-processing to accommodate downtime
    • Lack of communication
    • Redundant approvals
    • Extra copies/excessive information
waiting waste
Waiting Waste
  • Idle time created when waiting for…?
  • Causes of waiting waste
    • Unbalanced work load
    • Unplanned maintenance
    • Long process setup times
    • Misuses of automation
    • Upstream quality problems
    • Unlevel scheduling
people waste
People Waste
  • The waste of not using people’s mental, creative, and physical abilities
  • Causes of people waste
    • Old guard thinking, politics, the business culture
    • Poor hiring practices
    • Low or no investment in training
    • Low pay, high turn-over strategy
motion waste
Motion Waste
  • Any movement of people or machines that does not add value to the product or service
  • Causes of motion waste
    • Poor people/machine effectiveness
    • Inconsistent work methods
    • Unfavorable facility or cell layout
    • Poor workplace organization and housekeeping
    • Extra “busy” movements while waiting
waste of transportation
Waste of Transportation
  • Transporting parts and materials around the plant
  • Causes of transportation waste
    • Poor plant layout
    • Poor understanding of the process flow for production
    • Large batch sizes, long lead times, and large storage areas
lean building blocks
Lean Building Blocks

Pull/Kanban

Cellular/Flow

TPM

Quality at Source

POUS

Quick Changeover

Standardized Work

Batch Reduction

Teams

5S System

Visual

Plant Layout

Value

Stream

Mapping

Continuous Improvement

course agenda4
Course Agenda

Welcome

Introduction to Simulation

Round One of Simulation

Introduction To Lean Manufacturing

Implementing Lean -- Standardized Work, 5S System, Visual Controls, and Plant Layout

Round Two of Simulation

Implementing Lean – Teams, Quick Changeover, Batch Reduction, POUS, Quality @ Source

Round Three of Simulation

Implementing Lean -- Pull/Kanban, Cellular Flow, TPM

Round Four of Simulation

Implementation

Course Evaluation

round two company instruction
Round Two: Company Instruction

Learn how to implement new Lean techniques

  • Standardized Work
  • 5S System
  • Visual Controls
  • Plant Layout
standardized work
Standardized Work
  • Operations safely carried out with all tasks organized in the best known sequence and using the most effective combination of these resources:
    • People
    • Materials
    • Methods
    • Machines
workplace organization
Workplace Organization

A safe, clean, neat, arrangement of the workplace provides a specific location for everything, and eliminates anything not required.

elements of a 5s program
Elements of a 5S Program
  • Sort—Perform “Sort Through and Sort Out,” by placing a red tag on all unneeded items and moving them to a temporary holding area. Within a predetermined time the red tag items are disposed, sold, moved or given away. “When in doubt, throw it out!”
  • Set in Order—Identify the best location for remaining items, relocate out of place items, set inventory limits, and install temporary location indicators.
  • Shine—Clean everything, inside and out. Continue to inspect items by cleaning them and to prevent dirt, grime, and contamination from occurring.
  • Standardize—Create the rules for maintaining and controlling the first 3 S’s and use visual controls.
  • Sustain—Ensure adherence to the 5 S standards through communication, training, and self-discipline.
visual controls
Visual Controls
  • Simple signals that provide an immediate understanding of a situation or condition. They are efficient, self-regulating, and worker-managed.
  • Examples:
    • Kanban cards
    • Color-coded dies, tools, pallets
    • Lines on the floor to delineate storage areas, walkways, work areas, etc.
    • Andon lights
plant layout
Plant Layout

Ship

QC

Rec

Raw Stock

QC

Screw Machine

Shear

Stamp

Drill

Lathe

Assembly

Brake

Mill

Weld

Grind

Finish

Parts Stock

course agenda5
Course Agenda

Welcome

Introduction to Simulation

Round One of Simulation

Introduction To Lean Manufacturing

Implementing Lean -- Standardized Work, 5S System, Visual Controls, and Plant Layout

Round Two of Simulation

Implementing Lean – Teams, Quick Changeover, Batch Reduction, POUS, Quality @ Source

Round Three of Simulation

Implementing Lean -- Pull/Kanban, Cellular Flow, TPM

Round Four of Simulation

Implementation

Course Evaluation

round two buzz electronics
Round Two: Buzz Electronics

Buzz Electronics begins its Lean transformation.

  • Changes in the organization:
    • Standardized Work
    • 5S System
    • Visual Controls
    • Plant Layout
round two debrief
Round Two: Debrief
  • Discuss results
  • Discuss the process
  • Lessons learned
  • Relationship to real world
  • “What if” scenarios
  • Continuous improvement
lean building blocks1
Lean Building Blocks

Standardized Work

5S System

Visual

Plant Layout

course agenda6
Course Agenda

Welcome

Introduction to Simulation

Round One of Simulation

Introduction To Lean Manufacturing

Implementing Lean -- Standardized Work, 5S System, Visual Controls, and Plant Layout

Round Two of Simulation

Implementing Lean – Teams, Quick Changeover, Batch Reduction, POUS, Quality @ Source

Round Three of Simulation

Implementing Lean -- Pull/Kanban, Cellular Flow, TPM

Round Four of Simulation

Implementation

Course Evaluation

round three company instruction
Round Three: Company Instruction

Learn to implement more new Lean techniques

  • Teams
  • Quick Changeover
  • Batch Reduction
  • (POUS) Point of Use Storage
  • Quality at the Source
lean workforce practices
Lean Workforce Practices
  • Teams
    • With rotation of highly specified jobs
  • Cross-trained and multi-skilled employees
    • Who can work many operations within a cell and operations in different cells
  • Continuous improvement philosophy
  • Process quality, not inspection
  • Use of participatory decision-making
    • Quality Control Circles, team-based problem solving, suggestion systems, etc.
quick changeover
Quick Changeover

Preparation, after-process adjustment, checking, return to storage of parts, tools, fixtures, move materials

Removing parts, blades, jigs, etc.; mounting same for next lot, move materials

Machine settings, measurements

Making trial pieces and adjusting

  • Definition: Changing over a process to produce a different product in the most efficient manner.
  • STEPS IN A CHANGEOVER (taken from Shigeo Shingo’s Single Minute Exchange of Dies)

Percent of time of changeover

30%

50%

5%

15%

impact of batch size reduction
Impact of Batch Size Reduction

Process

Process

A

B

• Batch & Queue Processing

Process

C

10 minutes

10 minutes

10 minutes

30+ minutes for total order

Lead

Time:

21+ minutes for first piece

• Continuous Flow Processing

Process

Process

Process

A

B

C

12 min. for total order

3 min. for first part

batch size reduction
Batch Size Reduction
  • The best batch size is one piece flow, or make one and move one!
point of use storage pous
Point of Use Storage (POUS)
  • Raw material is stored at workstation where used
  • Works best if vendor relationship permits frequent, on-time, small shipments
  • Simplifies physical inventory tracking, storage, and handling
quality at the source
Quality at the Source
  • Source Inspection: Operators must be certain that the product they are passing to the next workstation is of acceptable quality.
  • Operators must be given the means to perform inspection at the source, before they pass it along.
  • Samples or established standards are visible tools that can be used in the cell for such purposes.
  • Process documentation defining quality inspection requirements for each workstation may need to be developed.
course agenda7
Course Agenda

Welcome

Introduction to Simulation

Round One of Simulation

Introduction To Lean Manufacturing

Implementing Lean -- Standardized Work, 5S System, Visual Controls, and Plant Layout

Round Two of Simulation

Implementing Lean – Teams, Quick Changeover, Batch Reduction, POUS, Quality @ Source

Round Three of Simulation

Implementing Lean -- Pull/Kanban, Cellular Flow, TPM

Round Four of Simulation

Implementation

Course Evaluation

round three buzz electronics
Round Three: Buzz Electronics

Buzz Electronics continues its Lean transformation.

  • More changes in the organization
    • Teams
    • Quick Changeover
    • Batch Size Reduction
    • Point of Use Storage
    • Quality at the Source
round three debrief
Round Three: Debrief
  • Discuss results
  • Discuss the process
  • Lessons learned
  • Relationship to real world
  • “What if” scenarios
  • Continuous improvement
lean building blocks2
Lean Building Blocks

Quality at Source

POUS

Quick Changeover

Standardized Work

Batch Reduction

Teams

5S System

Visual

Plant Layout

course agenda8
Course Agenda

Welcome

Introduction to Simulation

Round One of Simulation

Introduction To Lean Manufacturing

Implementing Lean -- Standardized Work, 5S System, Visual Controls, and Plant Layout

Round Two of Simulation

Implementing Lean – Teams, Quick Changeover, Batch Reduction, POUS, Quality @ Source

Round Three of Simulation

Implementing Lean -- Pull/Kanban, Cellular Flow, TPM

Round Four of Simulation

Implementation

Evaluation

round four company instruction
Round Four: Company Instruction

Learn to implement more new Lean techniques

  • Pull/Kanban
  • Cellular/Flow
  • Total Productive Maintenance (TPM)
push vs pull systems
Push vs. Pull Systems
  • Push System
    • Resources are provided to the consumer based on forecasts or schedules.
  • Pull System
    • A method of controlling the flow of resources by replacing only what has been consumed.
pull system
Pull System
  • Pull System is a flexible and simple method of controlling/balancing the flow of resources.
    • Eliminates waste of handling, storage, expediting, obsolescence, repair, rework, facilities, equipment, excess inventory (work-in-process and finished)
  • Pull System consists of:
    • Production based on actual consumption
    • Small lots
    • Low inventories
    • Management by sight
    • Better communication
pull system flow diagram
Pull System Flow Diagram

Information Flow

Raw

Matl

Fin.

Goods

Process

C

Process

A

Process

B

Customer

Supplier

Parts Flow

Kanban

Locations

cellular manufacturing
Cellular Manufacturing

Linking of manual and machine operations into the most efficient combination to maximize value-added content while minimizing waste.

Punch

De-burr

Cut to size

Package

Form

Sand

refining the cell five step process
Refining the Cell: Five Step Process

Step 1: Group products

Step 2: Measure demands – establish Takt time

Step 3: Review work sequence

Step 4: Combine work in balance process

Step 5: Design cell layout

step 1 group products
Step 1: Group Products

Processing Steps

Insert Insert Insert 1k Insert Insert 100k Test

Springs Diodes Resistors Light Resistors

Product

Red X X X X X

Blue X X X X X

Products with similar processing requirements are grouped into product families

step 2 establish takt time
Step 2: Establish Takt Time

1200 Seconds

115 Boards

=10.4 Sec/Board

Takt Time =

Takt Time = Demand Rate

Work Time Available

Takt Time=

Number of Units Sold

Cycle Time

Takt Time

= Minimum # of People

GOAL: Produce to Demand

step 3 review work sequence
Step 3: Review Work Sequence
  • Observe sequence of tasks each worker performs
  • Break operations into observable elements
  • Identify value added versus non-value added (NVA) elements and minimize NVA
  • Study machine capacity, cycle times and change over times
step 4 combine work to balance process
Step 4: Combine Work to Balance Process

Seconds

Seconds

Takt Time = 10 seconds

step 5 design and construct cell
Step 5: Design and Construct Cell
  • Design Goals
    • Flexible layout, lot size = 1, point of use storage, visual management
    • Mixed models
  • Simplify Flows
    • Integrate process operations, materials flow one way
  • Minimize Materials Handling
    • Concentrate on value-added motions
    • Establish material replenishment procedure
  • Make Use of People 100 Percent
    • Promote visibility and flexibility
    • Operators stand for flexibility
transition to flexibility
Transition to Flexibility

Traditional

Assembly Line

Optimal

total productive maintenance tpm
Total Productive Maintenance (TPM)
  • Systematic approach to the elimination of equipment downtime as a waste factor
  • Enlisting the intelligence and skills of the people who are MOST familiar with the factory machines: the equipment operators
  • Charting/analyzing equipment performance to identify root cause of problems, and implementing permanent corrective actions
course agenda9
Course Agenda

Welcome

Introduction to Simulation

Round One of Simulation

Introduction To Lean Manufacturing

Implementing Lean -- Standardized Work, 5S System, Visual Controls, and Plant Layout

Round Two of Simulation

Implementing Lean – Teams, Quick Changeover, Batch Reduction, POUS, Quality @ Source

Round Three of Simulation

Implementing Lean -- Pull/Kanban, Cellular Flow, TPM

Round Four of Simulation

Implementation

Course Evaluation

round four buzz electronics
Round Four: Buzz Electronics

Buzz Electronics continues its Lean transformation.

  • Changes in the organization:
    • Pull/Kanban
    • Cellular/Flow
    • Total Productive Maintenance (TPM)
round four debrief
Round Four: Debrief
  • Discuss results
  • Discuss the process
  • Lessons learned
  • Relationship to real world
  • “What if” scenario
  • Continuous improvement
lean building blocks3
Lean Building Blocks

Pull/Kanban

Cellular/Flow

TPM

Quality at Source

POUS

Quick Changeover

Standardized Work

Batch Reduction

Teams

5S System

Visual

Plant Layout

course agenda10
Course Agenda

Welcome

Introduction to Simulation

Round One of Simulation

Introduction To Lean Manufacturing

Implementing Lean -- Standardized Work, 5S System, Visual Controls, and Plant Layout

Round Two of Simulation

Implementing Lean – Teams, Quick Changeover, Batch Reduction, POUS, Quality @ Source

Round Three of Simulation

Implementing Lean -- Pull/Kanban, Cellular Flow, TPM

Round Four of Simulation

Implementation

Course Evaluation

continuous improvement ci
Continuous Improvement (CI)

Old Adage:

“If you always do what you always did, you’ll always get what you always got.”

Competitive Corollary:

“If the other guy gets BETTER, you’re gonna get LESS.”

lean building blocks4
Lean Building Blocks

Pull/Kanban

Cellular/Flow

TPM

Quality at Source

POUS

Quick Changeover

Standardized Work

Batch Reduction

Teams

5S System

Visual

Plant Layout

Continuous Improvement

barriers to improvement
Barriers to Improvement

If we all know we need to improve, the question becomes: why don’t we?

keys to success
Keys to Success
  • Prepare and motivate people
    • Widespread orientation to CI, quality, training and recruiting workers with appropriate skills
    • Create common understanding of need to change to Lean
  • Employee involvement
    • Push decision-making and system development down to the “lowest levels”
    • Trained and truly empowered people
  • Share information and manage expectations
  • Identify and empower champions, particularly operations managers
    • Remove roadblocks (i.e., people, layout, systems)
    • Make system both directive yet empowering
keys to success continued
Keys to Success (Continued)
  • Atmosphere of experimentation
    • Tolerating mistakes, patience, etc.
    • Willingness to take risks (safety nets)
  • Installing “enlightened” and realistic performance measures, evaluation, and reward systems
    • Do away with rigid performance goals during implementation
    • Measure results and not number activities/events
    • Tie improvements (long-term) to key macro level performance targets (i.e., inventory turns, quality, delivery, overall cost reductions)
  • The need to execute pilot projects prior to rolling culture out across organization is also essential (e.g., model lines, kaizen blitzes)
    • After early wins in operations, extend across ENTIRE organization
implementation success factors
Implementation Success Factors
  • Unyielding leadership
  • Strategic vision based on Lean enterprise as part of company strategy
  • Observe outside successes and failures
  • Ability to question EVERYTHING
  • Deep commitment to EXCELLENCE
benefits of lean
Benefits of Lean

Percentage of Benefits Achieved

0 25 50 75 100

Lead Time Reduction

Productivity Increase

WIP Reduction

Quality Improvement

Space Utilization

typical objections
Typical Objections
  • How should you deal with these objections to Lean?
    • “It takes too much discipline.”
    • “It takes too long to implement.”
    • “My process is too complex; I have to deal with too many uncontrollable variables, like late supplier shipments, sick people, etc.”
    • “My process requires a large batch size.”
    • “It doesn’t make sense in my industry.”
    • “It’s unclear to me how Lean will work with my MRP system.”
getting started
Getting Started

Value Stream Mapping

  • A simple, visual approach to:
    • Focusing on a “product family”
    • Creating a clear picture of current material and information flow associated with that product family
    • Identifying Lean tools and techniques that can improve flow and eliminate waste
    • Incorporating those ideas in a new picture of how material and information “should” flow for that product group
    • Creating an action plan that makes the new picture a reality for that product family
lean building blocks5
Lean Building Blocks

Pull/Kanban

Cellular/Flow

TPM

Quality at Source

POUS

Quick Changeover

Standardized Work

Batch Reduction

Teams

5S System

Visual

Plant Layout

Value

Stream

Mapping

Continuous Improvement

conclusion
Conclusion

Lean

Traditional

  • Simple and Visual
  • Demand Driven
  • Inventory as Needed
  • Reduce Non-Value Added
  • Small Lot Size
  • Minimal Lead Time
  • Quality Built
  • Value Stream Managers
  • Complex
  • Forecast Driven
  • Excessive Inventory
  • Speed Up Value Added Work
  • Batch Production
  • Long Lead Time
  • Quality Inspected-in
  • Functional Departments