Lean in process_industries dbc

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Lean In Process Industries, for engineers in process industries

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Lean in process_industries dbc

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

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