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Lean in process_industries dbc
 
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Lean In Process Industries, for engineers in process industries

Lean In Process Industries, for engineers in process industries

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    Lean in process_industries dbc Lean in process_industries dbc Presentation Transcript

    • Lean in Process Industries
    • What You’ll Learn about Lean
        • What is Lean?
        • Key Lean Principles
          • Seven Wastes
          • Five Ss
        • Examples of Lean
          • Tool room
          • Maintenance shop floor
          • Lean process
          • Lean supply chain
        • Additional Resources
    • What is Lean?
      • Umbrella term from the book "The Machine that Changed the World"
      •  Refers to practices and insights obtained from observers of the Toyota Production System during 1990s and early 2000s
      •  Lean and Six Sigma are related due to their emphasis on a formal evidence based approach to process improvement
    • The Real Truth about Lean
      • Using and implementing Lean alone can not overcome poor management or business model or strategy 
      • Lean can improve execution by:
        • Reducing waste
        • Improving quality
        • Increasing profits
      • Lean can make you and your customer happier
      • Lean does require a long term commitment to sustain results 
      • Lean is a culture
      • Lean is not the end itself – it should be complicated!
    • The 3Ms of Lean
      • Muri
        • Poor planning / unrealistic expectations
      • Mura
        • Poor process design
      •   Muda
        • After the fact performance gap due to muri and mura
    • The 7 Wastes of Lean
      • Over production
        • Producing more material than is needed before it is needed is the fundamental waste in lean manufacturing--Material stops flowing.
      • Producing defective products
        • Defective products impede flow and lead to wasteful handling, time, and effort.
      • Inventories
        • Material sits taking up space, costing money, and potentially being damaged. Problems are not visible.
      • Motion
        • Any motion that does not add value to the product is waste.
      • Processing
        • Extra processing not essential to value-added from the customer point of view is waste.
      • Transportation
        • Moving material does not enhance the value of the product to the customer.
      • Waiting
        • Material waiting is not material flowing through value-added operations.
    • The Five Ss of Lean
      • Sort
        • Sort needed and unneeded items.
      • Set in order
        • Put things in proper place and arrange.
      • Shine
        • Clean up the workplace.
      • Standardize
        • Standardize the first three S’s.
      • Sustain
        • Make 5S a part of the job.