lean, gemba walk

Slide 1: Chapter 6 Learning Lean Management: The Sensei and Gemba Walks -Page 91- 1

Slide 2:  This chapter describes becoming apprenticed to a sensei (lean teacher) and a principal method by which a sensei teaches : the gemba walk.  What is gemba walk ?  Gemba; translated from Japanese – real place ; where the action is happening.  For manufacturing , gemba is the production floor.  Go to the place ,look at the process, talk with the people. 2

Slide 3: Why do we need Sensei? To help us understand how to translate basic lean concept into actual functioning applications. 3

Slide 4: Learning Lean Management Teach & guide Discipline , learn to see thru initial application what & how to apply lean concept Sensei Student Work together: gemba walk Consultant ; giving advice, Decision making; whether Stimulate new thinking, and how to apply the Identify new directions advice of the sensei 4

Slide 5: Gemba Walking Introduce the concept of lean Effective ; top down Immediate translate into observation & Gemba Walk Application on Teaches how to the Prod floor see in new ways Learning to see Develop own problems , not just expertise correcting them Gemba walk with subordinate Develop own mastery of lean prod & lean management 5

Slide 6: Looking for Lean Management Kindly refer Table 6.1 page 96 & 97 Standard work Leadership for leader discipline Visual Control Daily accountability process 6

Slide 7: Other charts that related to Chapter 6  Production Tracking chart – pg43  Project plans A-3 - pg128  Visual daily task – pg76  Labor & Rotation Plan – pg 141  Qualification matrix - pg142  Attendance chart – pg 139  Standard work chart – pg28  Daily shift meeting agenda -  5S /cleaning/TPM checklist –pg60  Suggestion board – pg148 7

Slide 8: Example : Production Tracking Chart Production Tracking Chart Area : BU2 Date : 26th Feb 2008 Team Leader : Laila Takt :60 sec Pitch Goal Actual Variation Reason for Misses Pitch/Cumulative Pitch/Cumulative Pitch/Cumulative 7-7:30 20/20 18/18 -2/-2 10 min start up mtg. Meeting long 2 mins safety issue 7:30-8 30/50 30/48 0/-2 8-8:30 30/80 30/78 0/-2 8:30-9 30/110 32/80 +2/0 TL helped at station 5 for 6 cycles to catch up before break 9-9:30 20/130 20/130 0/0 10 min break 9:30-10 30/160 30/160 0/0 10:30-11 30/190 27/187 -3/-3 Container short three P/N 46230721 - notified PIC 11-11:30 /190 /187 30 mins lunch 11:30-12 30/220 30/217 0/-3 12-12:30 30/250 30/247 0/-3 12:30-1 30/280 30/277 0/-3 1-1:30 20/300 20/297 0/-3 1:30-2 30/330 30/327 0/-3 10 mins break 2-2:30 30/360 30/357 0/-3 2:30-3 20/380 21/378 +1/-2 10 mins cleanup washup TL helped sta 5, 3 cycle wan on time finish 3-3:30 2/380 +2/0 Overtime : Minutes why? 2 min made up for part shortage@10:30 pitch 3:30-4 380/380 0/0 Pretty good shift failure and recovered - minimal OT On goal Below goal Above goal 8

Slide 9: Table 6.1. Looking for lean management What you should see What people should know Process Focus Tracking charts show current actual vs. How are you doing at hitting your expected status for all processes, production goals? in-cycle and out-of-cycle. How can you tell if out-of-cycle and Production-tracking charts initialed by daily or weekly tasks are getting supervisors at least twice daily. done as they should? Reasons for misses noted on tracking (Leaders) Is there a regular schedule charts. for gemba walks in this area? What is it? What happens on a typical gemba walk? Process Improvement Top 3 to 5 reasons for misses What are the three biggest problems documented and visible at cecll/line, in this area? department, and value stream How do you know these are the information boards. biggest problems? Summary project plans (A-3s) for Is any work being done on these improvement posted and current at problems? How can you tell? department, and value stream Is there a regular method for boards. operators to make suggestions for Employee suggestion system shows process improvements? What is it? recent suggestion, current action on How can you tell your suggestions suggestion, current action on are listened to? suggestions, current action on (For leaders) What improvement suggestions and implemented activity is going on this department. suggestions with trend chart of numbers (Leaders) How do daily task of numbers submitted and implemented. assignments work here? Is there A visual daily task assignment and regular follow-up on assignments? accountability process is in use and current. 9

Slide 10: What you should see What people should know Leader Availability Team leaders on the floor in their ( Leader) How many hours/day on process area virtually all the time and average do you spend on the floor? available to operators. How do you contact your team Supervisors on the floor in their process leader when you need him or her area. right away? Respons system to summon How quickly is help available when supervisors, team leader, others the process is interrupted by a when needed. problem the team leader cannot fix? Labor Planning (at team boards) Rotation path and staarting How can you rell who's supposed assignments displayed. to be here on any given day? How Expected attendance chart up to date, can you tell when you have call-ins? displayed. (Leaders) What do you do when Qualification matrix up to date, there are call-ins? displayed (including qualified out-of- How do you know how many people zone operators). you need for a given rate of production? Do you rotate jobs here? How do you know where you'll be working at the start of any given day? How can you tell who's qualified to do which jobs in the area? Standard Work Operators and leaders have and are Can you show me the standardized following their respective standardized work for this station? Do people in work. this area follow standardized work? Standard work charts complete with Does anyone ever monitor to see cycletimes for in-and out-cycle work, it's being followed? are posted and clearly visible from (Leaders) What's your process for operator workstaions. monitoring standardized work? Leaders' standard work is displayed How often do you monitor it? day by day for up to a week. (Leaders) do you use standard work? Let's look at it for today. 10

Slide 11: What you should see What people should know Communication Daily shift meeting agenda visible on How often does your team meet as the team info center. a group? Is it a regurlarly scheduled Where applicable, info from other shifts meeting or just once in a while? is displayed in cell/line or department (Leaders) How do you know what info board. topics you'll cover in any given Team leaders', supervisors', value day's start-up meeting? stream daily meetings occur. (Leaders) Do you lead or attend any daily meeting? What aare they? Workplace Organization Weekly 5S audit form and action items How do you keep track of for the week are current, displayed at housekeeping in this area? Are there team info boards. standards for housekeeping? Cleaning routines and checklist (Of any object) What's this? How visibles, current. can you tell where it's supposed to TPM checklists current at each asset. be? How many of them should Clearly visible indicators of location be here? and quantity for each object in the How much material are you area. supposed to have in this location? Signage or identified addressses for How can you tell? tools, WIP and raw materials, reorder What are the reorder points for (any points and max quantities, kanban and all) material? What's the cards. process for reordering? No clutter dirt or debris on floors, shelves, tops of cabinets, under racks and conveyors, etc. All horizontal surfaces clean. Cabinets, drawers labeled, contents match labels. Working Buzzer to Buzzer Work start and stops on time. What times are breaks in this area? Are people usually back on time or are there usually stragglers? 11

Slide 12: Summary Learning Lean Management by being Sensei’s Apprentice  1st.  Student -Learn the principle of lean  Engaging a lean sensei ; teach principle & guide initial application.  2nd.  Student become the teacher thru gemba walks with the subordinate. 12