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Select the right “Lean” tool to manage outcomes and expectations

Select the right “Lean” tool to manage outcomes and expectations

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  • Full Name Full Name Comment goes here.
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  • it is very informative to go through your slide sir, i would like to seek help about how to implement these tools in building construction.
    i would be great to hear from sir.
    c50w8@yahoo.com
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  • Very nice summary of lean tools but lean is a philosophy with a lot of tools that make or help it work and this should not be forgotten. Applying the tools alone will not make it become lean and will not be sustained.
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Lean Tools Presentation Transcript

  • 1. Lean Tools
    Select the right “Lean” tool to manage outcomes and expectations
    Anand Subramaniam
  • 2. 2
    “The significant problems we face cannot be solved at the same level of thinking we were at when we created them.”
    - Albert Einstein
  • 3. 3
    Highlights
    Lean Tools
    Lean Tools - Others
  • 4. Lean Tools
  • 5. What is Lean?
    Elimination of waste
    Toyota Production System (TPS)
    Philosophy
    Produce only what is needed, when it is needed, with no waste
    Methodology
    Determination of value added in the process
    Tools
    Five Ss, Kaizen event, standardised work, etc
    5
  • 6. Problem Solving
    6
    • Benchmarking
    • 7. Process walks
    • 8. Pareto Charts
    • 9. Cause & Effect
    • 10. PDCA
    • 11. Brainstorming
    • 12. Process Mapping
    • 13. Spaghetti Diagrams
    • 14. Histograms
    • 15. Check sheets
    • 16. Flowcharts
    • 17. 5 W -5S-7W-VSM
    • 18. Takt time
    • 19. Poka-Yoka
    % of Problems
    6 Sigma
    DOE
    Taguchi
    Plan – Do - Check – Act 7 QC Tools
    Check Sheet
    Cause & Effect Diagram
    Graphs & Charts
    Pareto
    Control Chart
    Histogram
    Scatter Diagram
    Easy Medium Difficult
    20%
    20%
    60%
    Degree of Difficulty
  • 20. 7
    Lean - Tools
    5S
    8 W (Waste)
    Jidoka / Andon / PokaYoke / Mistake Proofing
    Single minute exchange of die (SMED)
    Standard Operating Proced-ures
    Kaizen Tools
    Kanban
    Total Preventa-tiveMainten-ance
    Takt time
    Through-put time
    Spaghetti diagram
    Value Stream Mapping
    Kaizen blitz or event
  • 21. 5 S
    Seiri (Sort)—Separate necessary from unnecessary items, including tools, parts, materials, and paperwork, and remove the unnecessary items
    Seiton (Straighten)—Arrange the necessary items neatly, providing visual cues to where items should be placed
    Seiso (Sweep)—Clean the work area
    Seiketsu (Standardise)—Standardise the first three Ss so that cleanliness is maintained
    Shitsuke (Sustain)—Ensure that the first four Ss continue to be performed on a regular basis
    8
  • 22. 8W - Waste (Muda) Types
    Transportation
    Inventory
    Motion
    Waiting
    Over-production
    Over-processing
    Defects
    Standards lacking
    9
    Tim Woods
  • 23. Common Causes of Waste
    Long setup time
    Lack of training
    Layout (distance)
    Poor maintenance
    Poor work methods
    Incapable processes
    Inconsistent performance measures
    Ineffective production planning
    Lack of workplace organisation
    Poor supply quality / reliability
    10
  • 24. Jidoka and Andon
    Jidoka is the ability for machines to be self-dependent and error proof without any human interaction
    Prevents defects from passing from one step in the system to the next
    Enables swift detection and correction of errors
    Andon is a visual or audible signaling device used to indicate there is a problem in the process
    11
  • 25. Poka-Yoke (Mistake-Proofing
    An approach for mistake-proofing processes using automatic devices or methods to avoid simple human or machine error, such as forgetfulness, misunderstanding, errors in identification, lack of experience, absentmindedness, delays, or malfunctions
    12
  • 26. Single Minute Exchange of Die(SMED)
    Used to reduce changeover or setup time, which is the time needed between the completion of one procedure and the start of the next procedure
    Steps
    Separate internal activities from external activities
    Convert internal setup activities to external activities
    Streamline all setup activities
    13
  • 27. Standardised Work
    Written documentation of the way in which each step in a process should be performed
    Not a rigid system of compliance, but a means of communicating and codifying current best practices
    14
  • 28. Takt Time
    The speed with which customers must be served to satisfy demand for the service
    Cycle time is the time to accomplish a task in the system
    System cycle time is equal to the longest task cycle time in the system—the rate at which customers or products exit the system, or “drip time”
    15
  • 29. Takt Time - Calculation
    TAKT time is how many minutes or seconds are needed to make one part when considering the daily volumes, to be produced in that work-cell and the total time available to perform the job
    TAKT time is NOT the time it takes to manufacture the product. It is based on customer demand
    Who is the customer
    The next operation
    Customer orders
    16
  • 30. TAKT Time
    Net Available Operating Time (NAOT)
    • Time per shift - 480 minutes
    • Breaks (2 @ 10´) - 20 minutes
    • Clean-up - 20 minutes
    • Lunch - 30 minutes
    • NAOT per shift - 410 minutes
    Customer Requirements
    • Monthly - 26,000 units/month
    • No. Working Days - 20 days/month
    • CR/Day - 1,300 units/day
    TAKT Time
    • 410 x 60 x 3 shifts (73,800) divided by 1,300
    • 57.769 seconds per part or 57 seconds
    17
  • 31. Throughput Time
    Time for an item to complete the entire process, which includes:
    Queue time
    Waiting time
    Transport time
    Actual processing time
    18
  • 32. Spaghetti Diagram
    19
  • 33. Value Stream Mapping
    Process map of the value stream
    Includes information & transformational processing
    Value-added steps: “Would the customer be willing to pay for this activity?”
    Non-value-added steps
    Necessary (required for business operation)
    Unnecessary
    20
  • 34. 21
    Kaizen Blitz
    Determine and define the objectives
    Determine the current state of the process
    Determine the requirements of the process
    Create an implementation plan
    Continue the cycle
    Implement the improvements
    Check the effectiveness of the improvements
    Document and standardise the improved process
  • 35. 22
    Kanban
    Withdrawal kanban
    Machine Centre
    Assembly Line
    Bin Part A
    Bin Part A
    Material Flow
    Card (signal) Flow
    Production kanban
  • 36. Total Preventative Maintenance
    Idle workers use their time more effectively and maintain workstations to help in the prevention of various problems that would halt production
    Advantages of flexible workers:
    - Quality inspections
    - Operation of several machines
  • 37. Cellular Manufacturing
    Work cells are central to the idea of one piece flow
    Ideally these work cells focus on a low range of similar products
    Product continually moves around the cell to each operation until complete at the end of the “U” – this optimises flow from one station to the next
  • 38. Heijunka
    Heijunka —“make flat and level”; eliminate variation in volume and variety of “production”
    Level customer demand
    25
  • 39. Lean Tools - Others
  • 40. Voice of Customer (VOC) - Key Factors
    Customer Feedback
    Kaizen Process
    Understand Customer Experience
    Customer Data Analysis
    Customer Data Collection
  • 41. 28
    Brainstorming – Ideas for Improvement
    Too many emergencies (“rush” projects)
    Lack of Communication
    Timeliness (Process takes too long)
    Lack of Streamlined process
    Unrealistic job expectations
    Brainstorm
    Process not followed or forms incomplete / inadequate / incorrect
    Mentoring / coaching / training needed
    Too Many Steps in Process
    One size does not fit all
    Need to educate the customer
    Lack of prioritisation
  • 42. Cause & Effect
    29
  • 43. 30
    Value Stream Map
  • 44. 31
    “Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away.“
    - Antoine de Saint Exupery
  • 45. 32
    Good Luck
    http://www.linkedin.com/in/anandsubramaniam