Introduction to Lean part 2

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  • BL This slide is extremely important. It is the theme for our conference; it sets out how our organization works – what are our values? How will we work together in our operating environment? How will we treat one another when we’re in the work place? The overlap of these three circles is where leadership need to demonstrate through their behavior that they have competence in all areas. It will not be sufficient for future Goodrich leaders to be competent in only one of the circles, they will need to show through their behavior that they are equally competent operating across the boundaries of each. It is leadership who will ensure that we make this credible and real for our employees. They are responsible for shaping the culture with their actions being consistent with this philosophy.
  • Introduction to Lean part 2

    1. 1. Intro to Lean Part 2 Presenter: Christopher Koroly EFC – Skyline Church 05/21/2011 EFC – Skyline Church 5/22/2011
    2. 2. Presentation Flow <ul><li>Introduction </li></ul><ul><li>What is Lean? </li></ul><ul><li>Applying Lean </li></ul><ul><li>VA vs. NVA, Waste and a Process Map Example </li></ul><ul><li>Q&A </li></ul>EFC – Skyline Church 5/22/2011
    3. 3. Introduction <ul><li>Christopher Koroly </li></ul><ul><ul><li>M.E. Cal Poly SLO 2006 </li></ul></ul><ul><ul><li>Asymtek – Production Engineer </li></ul></ul><ul><ul><ul><li>2006-2009 </li></ul></ul></ul><ul><ul><li>Goodrich Aerostructures – Project Engineer </li></ul></ul><ul><ul><ul><li>2009-Present </li></ul></ul></ul>EFC – Skyline Church 5/22/2011
    4. 4. What has GR Accomplished? <ul><li>Goodrich has been on it’s lean journey since the late 1990s </li></ul><ul><li>With Lean, Goodrich has been able to: </li></ul><ul><ul><ul><li>Do twice as much, with half the space, a third of the resources, in a quarter of the time </li></ul></ul></ul>EFC – Skyline Church 5/22/2011
    5. 5. What is Lean? <ul><li>Lean better serves customer needs by using </li></ul><ul><ul><li>Less effort </li></ul></ul><ul><ul><li>Less time </li></ul></ul><ul><ul><li>Less space </li></ul></ul><ul><ul><li>Less investment </li></ul></ul><ul><ul><li>Less hassle </li></ul></ul><ul><ul><li>Less injuries </li></ul></ul><ul><ul><li>Less everything </li></ul></ul><ul><ul><li>And It can do more </li></ul></ul>EFC – Skyline Church 5/22/2011
    6. 6. What do we mean by “Lean” <ul><li>Determine the value sought by the customer </li></ul><ul><ul><li>Not “value” determined by working backwards from existing assets including design philosophies. </li></ul></ul><ul><ul><li>Marxist definition of value is something is worth the amount of effort put into it. This is not true! </li></ul></ul><ul><ul><li>Something is only worth what the customer is willing to pay. </li></ul></ul>EFC – Skyline Church 5/22/2011
    7. 7. What do we mean by “Lean” <ul><li>Create end-to-end processes (Value streams) to provide the desired value </li></ul><ul><ul><li>Concept to launch (product & process development) </li></ul></ul><ul><ul><li>Order to Delivery (fulfillment). </li></ul></ul><ul><ul><li>Customer use through the life cycle (support). </li></ul></ul>EFC – Skyline Church 5/22/2011
    8. 8. Purpose, Process, People <ul><li>Purpose – provide value for the customer </li></ul><ul><ul><li>What’s the purpose of this business? </li></ul></ul><ul><ul><li>What’s the purpose of this process? </li></ul></ul><ul><ul><li>What customer problems are you solving to achieve your purpose of prospering? </li></ul></ul>EFC – Skyline Church 5/22/2011
    9. 9. Purpose, Process, People <ul><li>Process – How will you asses each step you do as being: </li></ul><ul><ul><li>Valuable </li></ul></ul><ul><ul><li>Capable </li></ul></ul><ul><ul><li>Available </li></ul></ul><ul><ul><li>Adequate </li></ul></ul><ul><ul><li>Flexible </li></ul></ul><ul><ul><li>Everything is linked by flow, pull and leveling? </li></ul></ul>EFC – Skyline Church 5/22/2011
    10. 10. Purpose, Process, People <ul><li>People </li></ul><ul><ul><li>How can you make sure that every important process has someone responsible for continually evaluating the value stream in terms of business purpose and lean process? </li></ul></ul><ul><ul><li>How can everyone touching the value stream be actively engaged in operating it correctly and continually improving it? </li></ul></ul>EFC – Skyline Church 5/22/2011
    11. 11. Goodrich Culture
    12. 12. Applying Lean <ul><li>Where to Start? - 14 Principles of the Toyota way* </li></ul><ul><li>Principle 1: Base your management Decision on a Long-Term Philosophy, even at the expense of Short Term Finical Goals </li></ul><ul><li>Principle 2: Create Continuous Process Flow to Bring Problems to the Surface Principle 3: Use “Pull” Systems to Avoid Over Production </li></ul><ul><li>Principle 4: Level Out the Workload (Heijunka) </li></ul><ul><li>Principle 5: Build a Culture of Stopping to Fix Problems, to Get Quality Right the First Time </li></ul><ul><li>Principle 6: Standardized Tasks are the Foundation for Continuous Improvement and Employee Empowerment </li></ul><ul><li>Principle 7: Use Visual Control So No Problems Are Hidden </li></ul><ul><li>Principle 8: Use Only Reliable, Thoroughly Tested Technology That Serves Your People and Processes </li></ul>5/22/2011 EFC – Skyline Church *From The Toyota Way by Jeffrey K. Liker
    13. 13. Applying Lean <ul><li>Where to Start? - 14 Principles of the Toyota way* </li></ul><ul><li>Principle 9: Grow Leaders Who Thoroughly Understand the Work, Live the Philosophy, and Teach It to Others </li></ul><ul><li>Principle 10: Develop Exception People and Teams who follow Your Company’s Philosophy </li></ul><ul><li>Principle 11: Respect Your Extended Network of Partners and Suppliers by Challenging Them and Helping Them Improve </li></ul><ul><li>Principle 12: Go and See for Yourself to Thoroughly Understand the Situation (Genchi Genbutsu) </li></ul><ul><li>Principle 13: Make Decisions Slowly by Consensus, Thoroughly Considering All Options; Implement Decisions Rapidly </li></ul><ul><li>Principle 14: Become a Learning Organization Through Relentless Reflection (Hansei) and Continuous Improvement (Kaizen) </li></ul>5/22/2011 EFC – Skyline Church *From The Toyota Way by Jeffrey K. Liker
    14. 14. Applying Lean <ul><li>Tools and definitions to whet your appetite </li></ul><ul><ul><li>Value Added vs. Non Value Add Activities </li></ul></ul><ul><ul><li>7 Types of Waste </li></ul></ul><ul><ul><li>5S </li></ul></ul><ul><ul><li>Process Mapping </li></ul></ul>EFC – Skyline Church 5/22/2011
    15. 15. Value Added Activity <ul><li>What is Value Add? </li></ul><ul><ul><li>Customer acknowledges the value and </li></ul></ul><ul><ul><li>Part/raw material/information is transformed or shaped to meet customer requirements and </li></ul></ul><ul><ul><li>Done right the first time </li></ul></ul>EFC – Skyline Church 5/22/2011
    16. 16. Non-value Added Activity <ul><li>What is Non-Value Added Activity? (waste) </li></ul><ul><ul><li>Customer is not willing to pay for it or </li></ul></ul><ul><ul><li>Takes time/resources/space but does not add value or </li></ul></ul><ul><ul><li>Not done right the first time </li></ul></ul>EFC – Skyline Church 5/22/2011
    17. 17. 7 Types of Waste <ul><li>Inventory </li></ul><ul><li>Overproduction </li></ul><ul><li>Transportation </li></ul><ul><li>Over-processing </li></ul><ul><li>Defects </li></ul><ul><li>Waiting </li></ul><ul><li>Motion </li></ul>EFC – Skyline Church 5/22/2011
    18. 18. Process Mapping <ul><li>Visually mapping the actual steps required to deliver a product or perform a service. </li></ul><ul><ul><li>Document reality (how it actually is, not how it’s supposed to be) </li></ul></ul><ul><ul><li>Each step is shown and clearly identified </li></ul></ul>EFC – Skyline Church 5/22/2011
    19. 19. Process Map Elements <ul><li>Tasks and activities </li></ul><ul><li>Decision points </li></ul><ul><li>Work in process </li></ul><ul><li>Sequence </li></ul><ul><li>Loops </li></ul><ul><li>Travel/distance </li></ul><ul><li>Yield/Scrap </li></ul><ul><li>Process Map Demo to follow 5S </li></ul>EFC – Skyline Church 5/22/2011
    20. 20. 5S <ul><li>A workplace methodology in which the 5S stands for: </li></ul><ul><ul><li>Sort </li></ul></ul><ul><ul><li>Straighten </li></ul></ul><ul><ul><li>Shine </li></ul></ul><ul><ul><li>Standardize </li></ul></ul><ul><ul><li>Sustain </li></ul></ul><ul><ul><li>(Safety) </li></ul></ul>EFC – Skyline Church 5/22/2011 All following definitions for 5S from Wikipedia
    21. 21. 5S <ul><li>Sort </li></ul><ul><ul><li>Eliminate all unnecessary tools, parts, and instructions. Go through all tools, materials, and so forth in the plant and work area. Keep only essential items and eliminate what is not required, prioritizing things as per requirements and keeping them in easily-accessible places. Everything else is stored or discarded. </li></ul></ul>EFC – Skyline Church 5/22/2011
    22. 22. 5S <ul><li>Straighten </li></ul><ul><ul><li>There should be a place for everything and everything should be in its place. The place for each item should be clearly labeled or demarcated. Items should be arranged in a manner that promotes efficient work flow, with equipment used most often being the most easily accessible. Workers should not have to bend repetitively to access materials. Each tool, part, supply, or piece of equipment should be kept close to where it will be used – in other words, straightening the flow path. Seiton is one of the features that distinguishes 5S from &quot;standardized cleanup&quot;. This phase can also be referred to as Simplifying . </li></ul></ul>EFC – Skyline Church 5/22/2011
    23. 23. 5S <ul><li>Shine </li></ul><ul><ul><li>Keep the workplace tidy and organized. At the end of each shift, clean the work area and be sure everything is restored to its place. This makes it easy to know what goes where and ensures that everything is where it belongs. A key point is that maintaining cleanliness should be part of the daily work – not an occasional activity initiated when things get too messy. </li></ul></ul>EFC – Skyline Church 5/22/2011
    24. 24. 5S <ul><li>Standardize </li></ul><ul><ul><li>Work practices should be consistent and standardized. All work stations for a particular job should be identical. All employees doing the same job should be able to work in any station with the same tools that are in the same location in every station. Everyone should know exactly what his or her responsibilities are for adhering to the first 3 S's. </li></ul></ul>EFC – Skyline Church 5/22/2011
    25. 25. 5S <ul><li>Sustain </li></ul><ul><ul><li>Maintain and review standards. Once the previous 4 S's have been established, they become the new way to operate. Maintain focus on this new way and do not allow a gradual decline back to the old ways. While thinking about the new way, also be thinking about yet better ways. When an issue arises such as a suggested improvement, a new way of working, a new tool or a new output requirement, review the first 4 S's and make changes as appropriate. </li></ul></ul>EFC – Skyline Church 5/22/2011
    26. 26. 5S <ul><li>(Safety) </li></ul><ul><ul><li>A sixth phase, &quot;Safety&quot;, is sometimes added. There is debate over whether including this sixth &quot;S&quot; promotes safety by stating this value explicitly, or if a comprehensive safety program is undermined when it is relegated to a single item in an efficiency-focused business methodology. </li></ul></ul>EFC – Skyline Church 5/22/2011
    27. 27. Process Map Example (class participation required) <ul><li>Process Map Elements </li></ul><ul><li>Tasks and activities </li></ul><ul><li>Decision points </li></ul><ul><li>Work in process </li></ul><ul><li>Sequence </li></ul><ul><li>Loops </li></ul><ul><li>Travel/distance </li></ul><ul><li>Yield/Scrap </li></ul><ul><li>7 Types of Waste </li></ul><ul><li>Inventory </li></ul><ul><li>Overproduction </li></ul><ul><li>Transportation </li></ul><ul><li>Over-processing </li></ul><ul><li>Defects </li></ul><ul><li>Waiting </li></ul><ul><li>Motion </li></ul>5/22/2011 EFC – Skyline Church
    28. 28. Sticky Note Example 5/22/2011 EFC – Skyline Church Task Name/Description Name of Person/Resource who works the task Touch Labor Time Total Duration Machine/Bake/Other Time
    29. 29. Cycle of Continuous Improvement EFC – Skyline Church 5/22/2011 *From http://www.lean.org/WhatsLean/Principles.cfm
    30. 30. Principles of Lean <ul><li>The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve: </li></ul><ul><li>Specify value from the standpoint of the end customer by product family. </li></ul><ul><li>Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value. </li></ul><ul><li>Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer. </li></ul><ul><li>As flow is introduced, let customers pull value from the next upstream activity. </li></ul><ul><li>As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste. </li></ul>EFC – Skyline Church 5/22/2011 *From http://www.lean.org/WhatsLean/Principles.cfm
    31. 31. Further Reading <ul><li>What is Lean? Article </li></ul><ul><li>Around Aerostructures Article on Training for City of Chula Vista </li></ul><ul><li>Lean Thinking by James P. Womack and Taniel T. Jones </li></ul>EFC – Skyline Church 5/22/2011
    32. 32. Additional Further Reading <ul><li>The Toyota Way by Jeffrey K. Liker </li></ul>EFC – Skyline Church 5/22/2011
    33. 33. Q&A <ul><li>James P. Womack: “The Boss Never has the answer, the boss only has the questions” </li></ul><ul><li>&quot;Just as a carpenter needs a vision of what to build in order to get the full benefit of a hammer, Lean Thinkers need a vision before picking up our lean tools,&quot; said Womack. &quot;Thinking deeply about purpose, process, people is the key to doing this.&quot; </li></ul>EFC – Skyline Church 5/22/2011

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