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Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
Example Lean Assessment Presentation 4-26-09
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Example Lean Assessment Presentation 4-26-09

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This is a sample Lean Assessment of Company XYZ that would be given to all employees.

This is a sample Lean Assessment of Company XYZ that would be given to all employees.

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  • Transcript

    • 1. Lean Company XYZ Mark Haworth Rev. 1 Page 1 4-23-09 XYZ Manufacturing
    • 2. Lean Company XYZ Company XYZ Lean Mark Haworth Rev. 1 Page 1 4-23-09 XYZ Manufacturing
    • 3. Lean Company XYZ Company XYZ Lean Assessment Mark Haworth Rev. 1 Page 1 4-23-09 XYZ Manufacturing
    • 4. Lean Company XYZ Company XYZ Lean Assessment 2009 Mark Haworth Rev. 1 Page 1 4-23-09 XYZ Manufacturing
    • 5. Lean Company XYZ Company XYZ Respect Teamwork Training Company XYZ Trust Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    • 6. Lean Company XYZ Company XYZ Respect Teamwork Training Company XYZ Trust Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    • 7. Lean Company XYZ Company XYZ Respect Teamwork Training Company XYZ Trust Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    • 8. Lean Company XYZ Company XYZ Respect Teamwork Training Company XYZ Trust Standardized Work Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    • 9. Lean Company XYZ Company XYZ Respect Teamwork Training Company XYZ Trust Standardized Heijunka Work Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    • 10. Lean Company XYZ Company XYZ Respect Teamwork Training Company XYZ Trust Standardized Heijunka Problem Solving Work Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    • 11. Lean Company XYZ Company XYZ Respect Teamwork Training Just-In-Time Company XYZ Trust Standardized Heijunka Problem Solving Work Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    • 12. Lean Company XYZ Company XYZ Respect Teamwork Training Jidoka Just-In-Time Company XYZ Trust Standardized Heijunka Problem Solving Work Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    • 13. Lean Company XYZ Company XYZ Lowest Cost – Highest Value – Shortest Lead Time Respect Teamwork Training Jidoka Just-In-Time Company XYZ Trust Standardized Heijunka Problem Solving Work Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    • 14. Lean Company XYZ Company XYZ Lowest Cost – Highest Value – Shortest Lead Time 1X1 Respect production (continuous Teamwork Flow) Training Jidoka Just-In-Time Company XYZ Pull Systems Trust Postponement Standardized Heijunka of Problem Solving Work differentiating Stability processes Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    • 15. Lean Company XYZ Company XYZ Lowest Cost – Highest Value – Shortest Lead Time 1X1 Separate Man from Respect production Machine (continuous Teamwork Flow) Training Jidoka Just-In-Time Poka-yoke Company XYZ Pull Systems Quality at the source Trust Postponement Standardized Heijunka of Problem Solving Work differentiating Stability processes Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    • 16. Lean Company XYZ Mark Haworth Rev. 1 Page 3 4-23-09 XYZ Manufacturing
    • 17. Lean Company XYZ • Continuous Improvement Statement Mark Haworth Rev. 1 Page 3 4-23-09 XYZ Manufacturing
    • 18. Lean Company XYZ • Continuous Improvement Statement Quoted text from Company Handbook Pages 1 & 2. Mark Haworth Rev. 1 Page 3 4-23-09 XYZ Manufacturing
    • 19. Lean Company XYZ • Continuous Improvement Statement Quoted text from Company Handbook Pages 1 & 2. “… customer-oriented, market-focused company.” Mark Haworth Rev. 1 Page 3 4-23-09 XYZ Manufacturing
    • 20. Lean Company XYZ Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    • 21. Lean Company XYZ Vision Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    • 22. Lean Company XYZ Customer Vision Oriented Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    • 23. Lean Company XYZ Market Customer Vision Focused Oriented Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    • 24. Lean Company XYZ Market Customer Vision Focused Oriented Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    • 25. Lean Company XYZ Market Customer Vision Focused Oriented Business Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    • 26. Lean Company XYZ Market Customer Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    • 27. Lean Company XYZ Lean Market Customer Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    • 28. Lean Company XYZ Company Lean Market Customer Teams Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    • 29. Lean Company XYZ Company Lean Continuous Market Customer Teams Improvement Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    • 30. Lean Company XYZ Company Lean Continuous Market Customer Teams Improvement Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    • 31. Lean Company XYZ Company Lean Continuous Market Customer Teams Improvement Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    • 32. Lean Company XYZ Company Lean Continuous Market Customer Teams Improvement Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    • 33. Lean Company XYZ • Why Mark Haworth Rev. 1 Page 5 4-23-09 XYZ Manufacturing
    • 34. Lean Company XYZ • Why • Global Competition. • Survival • Company XYZ Current Status • Proven Systems Mark Haworth Rev. 1 Page 5 4-23-09 XYZ Manufacturing
    • 35. Lean Company XYZ • Principles Of Lean Three Steps Mark Haworth Rev. 1 Page 6 4-23-09 XYZ Manufacturing
    • 36. Lean Company XYZ • Principles Of Lean Three Steps 1. Stabilize 2. Flow 3. Sustain Mark Haworth Rev. 1 Page 6 4-23-09 XYZ Manufacturing
    • 37. Lean Company XYZ • Baseline Audit Mark Haworth Rev. 1 Page 7 4-23-09 XYZ Manufacturing
    • 38. Lean Company XYZ • Baseline Audit Mark Haworth Rev. 1 Page 7 4-23-09 XYZ Manufacturing
    • 39. Lean Company XYZ • Baseline Audit Mark Haworth Rev. 1 Page 7 4-23-09 XYZ Manufacturing
    • 40. Lean Company XYZ • Waste Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 41. Lean Company XYZ • Waste Eliminate Waste Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 42. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 43. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 44. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting 3. Transport Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 45. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting 3. Transport 4. Inventory Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 46. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 47. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects 6. Motion Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 48. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 49. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 50. Lean Company XYZ • Waste Eliminate Waste Eng. 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 51. Lean Company XYZ • Waste Eliminate Waste Purch. Eng. 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 52. Lean Company XYZ • Waste Eliminate Waste Purch. Eng. 1. Overproducing 2. Waiting HR 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 53. Lean Company XYZ • Waste Eliminate Waste Purch. Eng. 1. Overproducing 2. Waiting Sales HR 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 54. Lean Company XYZ • Waste Eliminate Waste Purch. Eng. 1. Overproducing 2. Waiting Sales HR 3. Transport 4. Inventory 5. Defects Cust. 6. Motion Serv. 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 55. Lean Company XYZ • Waste Eliminate Waste Purch. Eng. 1. Overproducing 2. Waiting Sales HR 3. Transport 4. Inventory 5. Defects Cust. Mfg. 6. Motion Serv. 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    • 56. Lean Company XYZ • Visual Management Basic 5S 1. Sort 2. Scrub 3. Straighten 4. Standardize 5. Sustain Mark Haworth Rev. 1 Page 9 4-23-09 XYZ Manufacturing
    • 57. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 10 4-23-09 XYZ Manufacturing
    • 58. Lean Company XYZ • Visual Management 1. Sort •Is It Needed Daily, Weekly, Monthly? •Is It Production Or Maintenance? •Is It The Correct Tool/Item? •Place Items In Question In “Red Square”. •What Is It? Mark Haworth Rev. 1 Page 10 4-23-09 XYZ Manufacturing
    • 59. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 11 4-23-09 XYZ Manufacturing
    • 60. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 11 4-23-09 XYZ Manufacturing
    • 61. Lean Company XYZ • Visual Management “Red Square” Area 1. Establish the boundaries 2. Identify unneeded, misplaced items 3. Move to holding area 4. Tag Safety problems 5. Dispose of truly unneeded items 6. All Shifts Must Agree Mark Haworth Rev. 1 Page 11 4-23-09 XYZ Manufacturing
    • 62. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 12 4-23-09 XYZ Manufacturing
    • 63. Lean Company XYZ • Visual Management 2. Scrub & Shine •Clean Area. •Clean Machines. •Tag Safety Issues. •Identify What Is Needed To Keep Clean. •Identify Items That Need Repair. Mark Haworth Rev. 1 Page 12 4-23-09 XYZ Manufacturing
    • 64. Lean Company XYZ • Visual Management 2. Scrub & Shine •Clean Area. •Clean Machines. •Tag Safety Issues. •Identify What Is Needed To Keep Clean. •Identify Items That Need Repair. Mark Haworth Rev. 1 Page 12 4-23-09 XYZ Manufacturing
    • 65. Lean Company XYZ • Visual Management 2. Scrub & Shine •Clean Area. •Clean Machines. •Tag Safety Issues. •Identify What Is Needed To Keep Clean. •Identify Items That Need Repair. Mark Haworth Rev. 1 Page 12 4-23-09 XYZ Manufacturing
    • 66. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 13 4-23-09 XYZ Manufacturing
    • 67. Lean Company XYZ • Visual Management 3. Straighten •Give Necessary Items A Home. •Label Items. •Paint Where Needed. •Determine Any Layout Changes. •Examine Material Flow •Make Carts, Racks, etc. Mark Haworth Rev. 1 Page 13 4-23-09 XYZ Manufacturing
    • 68. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 14 4-23-09 XYZ Manufacturing
    • 69. Lean Company XYZ • Visual Management 4. Standardize •Reduce Waste Through Standardization. •Update Visuals As Necessary. •Follow Color Codes. Cleaning Schedules.  Mark Haworth Rev. 1 Page 14 4-23-09 XYZ Manufacturing
    • 70. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 15 4-23-09 XYZ Manufacturing
    • 71. Lean Company XYZ • Visual Management 5. Sustain •Determine How Best Sustain. •What Tools Needed To Sustain. •Develop Feedback Method. Mark Haworth Rev. 1 Page 15 4-23-09 XYZ Manufacturing
    • 72. Lean Company XYZ • Value Stream Mapping Foundry XYZ Current State 7-21-05 Mark Haworth Rev. 1 Page 16 4-23-09 XYZ Manufacturing
    • 73. Lean Company XYZ • Value Stream Mapping Foundry XYZ Future State Mark Haworth Rev. 1 Page 17 4-23-09 XYZ Manufacturing
    • 74. Lean Company XYZ Mark Haworth Rev. 1 Page 18 4-23-09 XYZ Manufacturing
    • 75. Lean Company XYZ • Takt Customer Demand (Units) Available Work Time (seconds) Mark Haworth Rev. 1 Page 18 4-23-09 XYZ Manufacturing
    • 76. Lean Company XYZ • Takt Customer Demand (Units) Available Work Time (seconds) Eg. 5,000 Sets/day = 549 Sets/hr 9.1 Hrs. Mark Haworth Rev. 1 Page 18 4-23-09 XYZ Manufacturing
    • 77. Lean Company XYZ • Takt Customer Demand (Units) Available Work Time (seconds) Eg. 5,000 Sets/day = 549 Sets/hr 9.1 Hrs. 3600 Sec.s = 6.6 Sec.s/Set 549 Sets Mark Haworth Rev. 1 Page 18 4-23-09 XYZ Manufacturing
    • 78. Lean Company XYZ Mark Haworth Rev. 1 Page 19 4-23-09 XYZ Manufacturing
    • 79. Lean Company XYZ • Balance Establish Balance Of Machine and Operator Times To Takt Time Or Target. Mark Haworth Rev. 1 Page 19 4-23-09 XYZ Manufacturing
    • 80. Lean Company XYZ • Pitch Mark Haworth Rev. 1 Page 20 4-23-09 XYZ Manufacturing
    • 81. Lean Company XYZ • Pitch •The time it takes to make one pack out unit. (skid, box etc. ) Mark Haworth Rev. 1 Page 20 4-23-09 XYZ Manufacturing
    • 82. Lean Company XYZ • Pitch •The time it takes to make one pack out unit. (skid, box etc. ) Example Takt of 6.6 Sec. times 824 sets per skid is 5,438 seconds or 90 minutes. Mark Haworth Rev. 1 Page 20 4-23-09 XYZ Manufacturing
    • 83. Lean Company XYZ Mark Haworth Rev. 1 Page 21 4-23-09 XYZ Manufacturing
    • 84. Lean Company XYZ • Heijunka Mark Haworth Rev. 1 Page 21 4-23-09 XYZ Manufacturing
    • 85. Lean Company XYZ • Heijunka •Sequential planning. •Run multiple combinations in a short time. •Small lot sizes in short runs. •Creates level schedule. Mark Haworth Rev. 1 Page 21 4-23-09 XYZ Manufacturing
    • 86. Lean Company XYZ • Kanban Mark Haworth Rev. 1 Page 22 4-23-09 XYZ Manufacturing
    • 87. Lean Company XYZ • Kanban •A visual signal. •Involves people because systems do not think. •Decreases space needed for inventory •Increased available money by reducing inventory. Mark Haworth Rev. 1 Page 22 4-23-09 XYZ Manufacturing
    • 88. Lean Company XYZ Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    • 89. Lean Company XYZ How You Do It Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    • 90. Lean Company XYZ How You Do It Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    • 91. Lean Company XYZ How You Do It Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    • 92. Lean Company XYZ How You Do It How You Do It Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    • 93. Lean Company XYZ How You Do It How You Do It Wrong Things Wrong •Held an unnecessary meeting poorly. •Built product wrong and did not ship. Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    • 94. Lean Company XYZ How You Do It How You Do It Wrong Things Wrong Wrong Things Right •Held an unnecessary meeting poorly. •Spent many hours preparing for an •Built product wrong and did not ship. unnecessary meeting. •Wrong product shipped on time. Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    • 95. Lean Company XYZ How You Do It Right Things Wrong •Developed a quality plan without customer Input. •Built product correct but missed How You Do It shipment. Wrong Things Wrong Wrong Things Right •Held an unnecessary meeting poorly. •Spent many hours preparing for an •Built product wrong and did not ship. unnecessary meeting. •Wrong product shipped on time. Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    • 96. Lean Company XYZ How You Do It Right Things Right Right Things Wrong •Held a well organized meeting that made •Developed a quality plan without a decision in an accurate, timely manner. customer Input. •Product built correct and shipped on time. •Built product correct but missed How You Do It shipment. Wrong Things Wrong Wrong Things Right •Held an unnecessary meeting poorly. •Spent many hours preparing for an •Built product wrong and did not ship. unnecessary meeting. •Wrong product shipped on time. Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    • 97. Lean Company XYZ Deming Cycle: Mark Haworth Rev. 1 Page 24 4-23-09 XYZ Manufacturing
    • 98. Lean Company XYZ Deming Cycle: • Accredited his teacher W.A. Shewhart with the Plan Do Check Act (PDCA) cycle. (1931) • Deming tried to change it to plan do study act (PDSA) Mark Haworth Rev. 1 Page 24 4-23-09 XYZ Manufacturing
    • 99. Lean Company XYZ Mark Haworth Rev. 1 Page 25 4-23-09 XYZ Manufacturing
    • 100. Lean Company XYZ • Standardize • Do • Check • Act Mark Haworth Rev. 1 Page 25 4-23-09 XYZ Manufacturing
    • 101. Lean Company XYZ • Standardize • Do • Check • Act A S C D Mark Haworth Rev. 1 Page 25 4-23-09 XYZ Manufacturing
    • 102. Lean Company XYZ • Plan • Standardize • Do • Do • Check • Check • Act • Act A S C D Mark Haworth Rev. 1 Page 25 4-23-09 XYZ Manufacturing
    • 103. Lean Company XYZ • Plan • Standardize • Do • Do • Check • Check • Act • Act A S A P C D C D Mark Haworth Rev. 1 Page 25 4-23-09 XYZ Manufacturing
    • 104. Lean Company XYZ Mark Haworth Rev. 1 Page 26 4-23-09 XYZ Manufacturing
    • 105. Lean Company XYZ • Jidoka Or Autonomation Mark Haworth Rev. 1 Page 26 4-23-09 XYZ Manufacturing
    • 106. Lean Company XYZ • Jidoka Or Autonomation •Separate human work from machine work. •Develop defect-prevention devices. •Mistake Proofing or Poka Yoke. •Apply to assembly operations. Mark Haworth Rev. 1 Page 26 4-23-09 XYZ Manufacturing
    • 107. Lean Company XYZ Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    • 108. Lean Company XYZ THE 1-10-100-1000 RULE Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    • 109. Lean Company XYZ THE 1-10-100-1000 RULE Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    • 110. Lean Company XYZ THE 1-10-100-1000 RULE Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    • 111. Lean Company XYZ THE 1-10-100-1000 RULE $1 $10 $100 $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    • 112. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 $10 $100 $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    • 113. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 $10 $100 $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    • 114. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 DEFECT FIXED IN PLANT. $10 $100 $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    • 115. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 DEFECT FIXED IN PLANT. $10 $100 $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    • 116. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 DEFECT FIXED IN PLANT. $10 DEFECT FIXED $100 AT CUSTOMER $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    • 117. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 DEFECT FIXED IN PLANT. $10 DEFECT FIXED $100 AT CUSTOMER $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    • 118. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 DEFECT FIXED IN PLANT. $10 DEFECT FIXED $100 AT CUSTOMER CUSTOMER EXPRESSES THEIR DISAPPOINTMENT WITH OTHERS $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    • 119. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 DEFECT FIXED IN PLANT. $10 DEFECT FIXED $100 AT CUSTOMER CUSTOMER EXPRESSES THEIR DISAPPOINTMENT WITH OTHERS $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    • 120. Lean Company XYZ VA Move 7% 1% Quick Changeover Install 6% Typical Process Before Quick Remove Changeover Performed. 13% Adjustment Is 42 % Of External Changeover. Only 7% Is Value 1% Adjustment Look 42% Added. How much waste can 4% Wait we eliminate with simple 4% changes? Work 5% Gage 17% Mark Haworth Rev. 1 Page 28 4-23-09 XYZ Manufacturing
    • 121. Lean Company XYZ • Total Productive Maintenance Mark Haworth Rev. 1 Page 29 4-23-09 XYZ Manufacturing
    • 122. Lean Company XYZ • Total Productive Maintenance Track down time.  Use data to predict or prevent  failures. Strengthen communications between  Maintenance and Production. Utilize problem solving.  Mark Haworth Rev. 1 Page 29 4-23-09 XYZ Manufacturing
    • 123. Lean Company XYZ NON-judgmental / NON-blaming • Mark Haworth Rev. 1 Page 30 4-23-09 XYZ Manufacturing
    • 124. Lean Company XYZ NON-judgmental / NON-blaming • ‘What’ and ‘How’ overrides ‘Who’ is wrong Allows “real” issues to emerge Decreases negative blaming activity Increases trust Increases quality of communication Increases capability Mark Haworth Rev. 1 Page 30 4-23-09 XYZ Manufacturing
    • 125. Lean Company XYZ Mark Haworth Rev. 1 Page 31 4-23-09 XYZ Manufacturing
    • 126. Lean Company XYZ Mark Haworth Rev. 1 Page 31 4-23-09 XYZ Manufacturing
    • 127. Lean Company XYZ “I hear and I forget, I see and I remember, I do and I Learn” Confucius Circa 500 BC Mark Haworth Rev. 1 Page 31 4-23-09 XYZ Manufacturing

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