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00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
00 Why Change 22  Pgs
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Why adopt continuous improvement methodologies?

Why adopt continuous improvement methodologies?

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  • Welcome and thank all for their attendance. (Please retain the free lean site reference with the materials.)
  • Transcript

    • 1. The Lean Enterprise Why Change ? Lean Foundations Continuous Improvement Training
    • 2. The purpose of the Key Concepts module is to recognize a need to change. Purpose
    • 3. The purpose of the Key Concepts module is to recognize a need to change. Also, to allow you to become familiar with some of the basic principles of Lean and basic improvement methods behind Process Analysis. Purpose
    • 4. The purpose of the Key Concepts module is to recognize a need to change. Process Analysis is the foundation toward achieving Process Excellence. Also, to allow you to become familiar with some of the basic principles of Lean and basic improvement methods behind Process Analysis. Purpose
    • 5. History of Manufacturing
      • Made to customer spec
      • Single piece mfg… each product unique
      • Variable quality
      • Little inventory
      • High cost … made for the rich
      Craft
      • Interchangeable parts – Whitney
      • Division of labor – Taylor
      • Assembly lines – Ford
      • Labor strife
      Mass Production
      • High variety
      • Small batch sizes
      • PPM quality
      • Engaged workforce
      The “Lean” Enterprise
    • 6. Why Change ?
      • A need for change is usually characterized by:
        • Quality is a “Q.A.” department responsibility
        • Large production lots
        • Large centralized stores
        • Customer dissatisfaction
        • Enormous part and process variation
        • Set-up measured in hours instead of minutes
        • Order entry times measured other than in minutes
        • Product margins eroded by increasing operating costs
        • Ever-increasing competitive pressures
    • 7. Why Change ?
      • Need for change is a STRATEGIC ISSUE which any
      • and every Manufacturer must address:
        • Quality - How to improve it
        • Cost - How to control it
        • On-time Delivery - How to ensure it
      Failure to improve in all three areas means a loss of competitiveness in today’s global marketplace.
    • 8. Why Change ?
      • “ Lean Linking ”
      • is …
      • Forward Thinking !
    • 9. Why Change ?
      • “ Lean Linking ”
      • is …
      • Forward Thinking !
      x
    • 10. Evolutionary vs. Revolutionary Change
      • Having a forward looking perspective on continuous improvement is a requirement of the competitive marketplace and is the first step in becoming world-class.
      • DO NOT set incremental improvement
      • goals over previous performance, rather -
      • Think of where we need to be :
        • Continually declining costs
        • Zero defects
        • Minimal inventories
        • Fully satisfied customers
    • 11. What can we expect with Lean Thinking? (over 5 years)
      • Defects reduced by 20% per year
      • Delivery Lead Times reduced by more than 75%
      • On Time Delivery improved to 99+%
      • Productivity (sales per employee) increases of
      • 15-25% per year
      • Inventory (working capital) reductions of more than 75%
      • Return on Assets improvement of 100%+
    • 12. Analyzing and Improving Processes
      • An integrated approach to utilizing Capital, Materials, and Human resources to produce just what is needed, when it is needed. In the amount needed with minimum Materials, Equipment, Labor and Space.
      A Lean Definition
      • Identify and eliminate waste ( MUDA ).
      Overriding Principle What’s in a Name . . .
      • Toyota Production System, J.I.T., Lean Manufacturing,
      • Demand Flow Technology, Kaizen, is really Process Analysis !
    • 13. Building Blocks of The Lean Enterprise “ Continuous Improvement” Teamwork Rewards / Recognition Training
    • 14. “ Continuous Improvement” Value Stream Mapping Teamwork Rewards / Recognition Training Building Blocks of The Lean Enterprise
    • 15. Quick Changeover Standard Work Batch Reduction Layout Mistake Proofing 5S System Projects Visual Management POU Cellular / Flow Pull / Kanban TPM “ Continuous Improvement” Value Stream Mapping Teamwork Rewards / Recognition Training Building Blocks of The Lean Enterprise
    • 16. An Operational Excellence Mission Statement
      • Develop the ability:
        • To recognize and identify waste
        • To have to courage to call it waste
        • To have the desire to eliminate it
        • Eliminate the waste
        • Truly understand that waste
              • Raises costs
              • Produces no corresponding benefit
              • Threatens all of our jobs
    • 17. The Lean Enterprise is a Strategy …
        • … for turning manufacturing and business processes into competitive weapons.
        • Producing what is needed, when it is
        • needed, with a minimum amount of
        • materials, equipment, labor and space.
        • “ Prime Directive ” - to continually seek out and eliminate waste and wasteful practices.
    • 18. The Lean Enterprise is a Strategy …
        • … with these 4 Main Goals:
        • #1) IMPROVE QUALITY
        • #2) ELIMINATE WASTE
        • #3) REDUCE LEAD TIME
        • #4) REDUCE TOTAL COSTS
        • With an overriding principle : Safety 1 st !
        • to continually seek out and eliminate unsafe operating conditions and practices in every aspect of our Business.
    • 19. The Lean Enterprise is a Strategy …
        • … with these 4 Main Goals:
        • #1) IMPROVE QUALITY
        • #2) ELIMINATE WASTE
        • #3) REDUCE LEAD TIME
        • #4) REDUCE TOTAL COSTS
        • With an overriding principle:
        • to continually seek out and eliminate unsafe operating conditions and practices in every aspect of our Business and every process within our Operations and to constantly, and consistently, enhance Health/Welfare, Safety and Environmental concerns and issues.
    • 20.
      • With a well-planned implementation,
      • overall expected RESULTS may include a …
      • (within 12 months)
        • 35% to 50% reduction in lost time/
        • safety-related incidents and accidents
        • 15% to 30% decrease in scrap and rework
        • 25% to 40% reduction in total cycle time
      The Promise of Lean
    • 21. Defining Project Criteria - Breakout (Optional) This breakout will give you the opportunity to think about change… Each team is asked to brainstorm a list of criteria for a good KAIZEN (Process Analysis) project. Something you need to change. These criteria could include Customer complaints, company culture issues, length of time to complete, an area of Lean focus or anything else that the team feels is an important criteria to consider in Process Analysis type project selection. The team will have 20 minutes to brainstorm criteria and then we will discuss the results.
    • 22. The Lean Enterprise Why Change ? Lean Acceleration Continuous Improvement Training

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