<ul><li>Company XYZ  Lean </li></ul><ul><li>Assessment </li></ul><ul><li>2009 </li></ul>Mark Haworth XYZ Manufacturing Rev...
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Shop  Floor  Focus  Bias for Action Kaizen as a Way of Life Cust...
<ul><li>Continuous Improvement Statement </li></ul><ul><li>Quoted text from Company Handbook  Pages 1 & 2. </li></ul>Mark ...
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Business Plan Metrics Vision Lean Company Teams Executive Team C...
<ul><li>Why </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  <ul><li>Global Competition. </li></ul><ul>...
<ul><li>Principles Of Lean  </li></ul><ul><li>Three Steps </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Pa...
<ul><li>Baseline Audit </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  7 Company XYZ
<ul><li>Waste </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Eliminate Waste Eng. Purch. Mfg. Sales C...
<ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Basic 5S  1 .  Sort 2. Scrub...
<ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  <ul><li>1. Sort </li></ul><u...
<ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  “ Red Square” Area 1. Establ...
<ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  <ul><li>2. Scrub & Shine </l...
<ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  <ul><li>3. Straighten </li><...
<ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  <ul><li>4. Standardize </li>...
<ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  <ul><li>5. Sustain </li></ul...
<ul><li>Value Stream </li></ul><ul><li>Mapping </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Current...
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Foundry XYZ Future State <ul><li>Value Stream </li></ul><ul><li>...
<ul><li>Takt </li></ul><ul><li>Customer Demand (Units) </li></ul><ul><li>Available Work Time (seconds) </li></ul>Mark Hawo...
<ul><li>Balance </li></ul><ul><li>Establish Balance Of Machine and Operator Times To Takt Time Or Target. </li></ul>Mark H...
<ul><li>Pitch </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Example  Takt of 6.6 Sec. times 824 sets...
<ul><li>Heijunka </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  <ul><li>Sequential planning. </li></u...
<ul><li>Kanban </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  <ul><li>A visual signal. </li></ul><ul>...
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  How You Do It <ul><li>Right Things Right </li></ul><ul><li>Held ...
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Deming Cycle: <ul><li>Accredited his teacher W.A. Shewhart with ...
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  <ul><li>Standardize </li></ul><ul><li>Do </li></ul><ul><li>Check...
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  <ul><li>Jidoka Or Autonomation </li></ul><ul><li>Separate human ...
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  DEFECT  FREE $1 $10 $100 $1000 THE 1-10-100-1000 RULE DEFECT FIX...
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Quick Changeover Typical Process Before Quick Changeover Perform...
<ul><li>Total Productive Maintenance </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  <ul><li>Track dow...
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  <ul><li>NON-judgmental / NON-blaming </li></ul>‘ What’ and ‘How’...
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  “ I hear and I forget, I see and I remember, I do and I Learn” C...
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Example Lean Presentation 5 3 09

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Example Lean Presentation 5 3 09

  1. 1. <ul><li>Company XYZ Lean </li></ul><ul><li>Assessment </li></ul><ul><li>2009 </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page 1 Company XYZ
  2. 2. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Lowest Cost – Highest Value – Shortest Lead Time 1 X 1 production (continuous Flow) Pull Systems Postponement of differentiating processes Separate Man from Machine Poka-yoke Quality at the source Company XYZ 2 Company XYZ Standardized Work Heijunka Problem Solving Just-In-Time Jidoka Stability Respect Trust Teamwork Training Company XYZ
  3. 3. <ul><li>Continuous Improvement Statement </li></ul><ul><li>Quoted text from Company Handbook Pages 1 & 2. </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page “… customer-oriented, market-focused company.” 3 Company XYZ
  4. 4. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Business Plan Metrics Vision Lean Company Teams Executive Team Continuous Improvement 4 Company XYZ Customer Oriented Market Focused
  5. 5. <ul><li>Why </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page <ul><li>Global Competition. </li></ul><ul><li>Survival </li></ul><ul><li>Company XYZ Current Status </li></ul><ul><li>Proven Systems </li></ul>5 Company XYZ
  6. 6. <ul><li>Principles Of Lean </li></ul><ul><li>Three Steps </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page <ul><li>Stabilize </li></ul><ul><li>Flow </li></ul><ul><li>Sustain </li></ul>6 Company XYZ
  7. 7. <ul><li>Baseline Audit </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page 7 Company XYZ
  8. 8. <ul><li>Waste </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Eliminate Waste Eng. Purch. Mfg. Sales Cust. Serv. HR 8. M ess 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing 8 Company XYZ
  9. 9. <ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Basic 5S 1 . Sort 2. Scrub 3. Straighten 4. Standardize 5. Sustain 9 Company XYZ
  10. 10. <ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page <ul><li>1. Sort </li></ul><ul><li>Is It Needed Daily, Weekly, Monthly? </li></ul><ul><li>Is It Production Or Maintenance? </li></ul><ul><li>Is It The Correct Tool/Item? </li></ul><ul><li>Place Items In Question In “Red Square”. </li></ul><ul><li>What Is It? </li></ul>10 Company XYZ
  11. 11. <ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page “ 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 11 Company XYZ
  12. 12. <ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page <ul><li>2. Scrub & Shine </li></ul><ul><li>Clean Area. </li></ul><ul><li>Clean Machines. </li></ul><ul><li>Tag Safety Issues. </li></ul><ul><li>Identify What Is Needed To Keep Clean. </li></ul><ul><li>Identify Items That Need Repair. </li></ul>12 Company XYZ
  13. 13. <ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page <ul><li>3. Straighten </li></ul><ul><li>Give Necessary Items A Home. </li></ul><ul><li>Label Items. </li></ul><ul><li>Paint Where Needed. </li></ul><ul><li>Determine Any Layout Changes. </li></ul><ul><li>Examine Material Flow </li></ul><ul><li>Make Carts, Racks, etc. </li></ul>13 Company XYZ
  14. 14. <ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page <ul><li>4. Standardize </li></ul><ul><li>Reduce Waste Through Standardization. </li></ul><ul><li>Update Visuals As Necessary. </li></ul><ul><li>Follow Color Codes. </li></ul><ul><li>Cleaning Schedules. </li></ul>14 Company XYZ
  15. 15. <ul><li>Visual Management </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page <ul><li>5. Sustain </li></ul><ul><li>Determine How Best Sustain. </li></ul><ul><li>What Tools Needed To Sustain. </li></ul><ul><li>Develop Feedback Method. </li></ul>15 Company XYZ
  16. 16. <ul><li>Value Stream </li></ul><ul><li>Mapping </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Current State 7-21-05 Foundry XYZ 16 Company XYZ
  17. 17. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Foundry XYZ Future State <ul><li>Value Stream </li></ul><ul><li>Mapping </li></ul>17 Company XYZ
  18. 18. <ul><li>Takt </li></ul><ul><li>Customer Demand (Units) </li></ul><ul><li>Available Work Time (seconds) </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Eg. 5,000 Sets/day = 549 Sets/hr 9.1 Hrs. 3600 Sec.s = 6.6 Sec.s/Set 549 Sets 18 Company XYZ
  19. 19. <ul><li>Balance </li></ul><ul><li>Establish Balance Of Machine and Operator Times To Takt Time Or Target. </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page 19 Company XYZ
  20. 20. <ul><li>Pitch </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Example Takt of 6.6 Sec. times 824 sets per skid is 5,438 seconds or 90 minutes. <ul><li>The time it takes to make one pack out unit. (skid, box etc. ) </li></ul>20 Company XYZ
  21. 21. <ul><li>Heijunka </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page <ul><li>Sequential planning. </li></ul><ul><li>Run multiple combinations in a short time. </li></ul><ul><li>Small lot sizes in short runs. </li></ul><ul><li>Creates level schedule. </li></ul>21 Company XYZ
  22. 22. <ul><li>Kanban </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page <ul><li>A visual signal. </li></ul><ul><li>Involves people because systems do not think. </li></ul><ul><li>Decreases space needed for inventory </li></ul><ul><li>Increased available money by reducing inventory. </li></ul>22 Company XYZ
  23. 23. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page How You Do It <ul><li>Right Things Right </li></ul><ul><li>Held a well organized meeting that made a decision in an accurate, timely manner. </li></ul><ul><li>Product built correct and shipped on time. </li></ul><ul><li>Wrong Things Wrong </li></ul><ul><li>Held an unnecessary meeting poorly. </li></ul><ul><li>Built product wrong and did not ship. </li></ul><ul><li>Wrong Things Right </li></ul><ul><li>Spent many hours preparing for an unnecessary meeting. </li></ul><ul><li>Wrong product shipped on time. </li></ul>How You Do It <ul><li>Right Things Wrong </li></ul><ul><li>Developed a quality plan without customer Input. </li></ul><ul><li>Built product correct but missed shipment. </li></ul>23 Company XYZ
  24. 24. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Deming Cycle: <ul><li>Accredited his teacher W.A. Shewhart with </li></ul><ul><li>the Plan Do Check Act (PDCA) cycle. (1931) </li></ul><ul><li>Deming tried to change it to plan do study </li></ul><ul><li>act (PDSA) </li></ul>24 Company XYZ
  25. 25. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page <ul><li>Standardize </li></ul><ul><li>Do </li></ul><ul><li>Check </li></ul><ul><li>Act </li></ul><ul><li>Plan </li></ul><ul><li>Do </li></ul><ul><li>Check </li></ul><ul><li>Act </li></ul>25 Company XYZ A S C D A P C D
  26. 26. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page <ul><li>Jidoka Or Autonomation </li></ul><ul><li>Separate human work from machine work. </li></ul><ul><li>Develop defect-prevention devices. </li></ul><ul><li>Mistake Proofing or Poka Yoke. </li></ul><ul><li>Apply to assembly operations. </li></ul>26 Company XYZ
  27. 27. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page DEFECT FREE $1 $10 $100 $1000 THE 1-10-100-1000 RULE DEFECT FIXED AT CUSTOMER CUSTOMER EXPRESSES THEIR DISAPPOINTMENT WITH OTHERS DEFECT FIXED IN PLANT. 27 Company XYZ
  28. 28. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Quick Changeover Typical Process Before Quick Changeover Performed. Adjustment Is 42 % Of Changeover. Only 7% Is Value Added. How much waste can we eliminate with simple changes? 28 Company XYZ
  29. 29. <ul><li>Total Productive Maintenance </li></ul>Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page <ul><li>Track down time. </li></ul><ul><li>Use data to predict or prevent failures. </li></ul><ul><li>Strengthen communications between Maintenance and Production. </li></ul><ul><li>Utilize problem solving. </li></ul>29 Company XYZ
  30. 30. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page <ul><li>NON-judgmental / NON-blaming </li></ul>‘ What’ and ‘How’ overrides ‘Who’ is wrong Allows “real” issues to emerge Decreases negative blaming activity Increases trust Increases quality of communication Increases capability 30 Company XYZ
  31. 31. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page “ I hear and I forget, I see and I remember, I do and I Learn” Confucius Circa 500 BC 31 Company XYZ

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