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Lean Manufacturing 2009 - By Jerry Helms
 

Lean Manufacturing 2009 - By Jerry Helms

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A real world case study of the results achieved with the implementation of lean manufacturing. Eliminate waste (muda) using lean manufacturing tools. By Jerry Helms, PMP, Non Stop Portals

A real world case study of the results achieved with the implementation of lean manufacturing. Eliminate waste (muda) using lean manufacturing tools. By Jerry Helms, PMP, Non Stop Portals

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  • Full Name Full Name Comment goes here.
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  • Dear Mr.Jerry, Can you send this Presentation to my e-mail henrysugunaraj@yahoo.com. Many Thanks in Advance.
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  • hi can u send me the presentation to my email huu.phanquoc@yahoo.com.vn Thanks in advance
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  • This is very useful presentation. Thanks.
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  • Hello Mr Helms,



    Excellent presentation, could I have a copy please?

    Thanks in advance

    thecolourconnection@yahoo.se
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  • One of the better slide-sets.
    Could I please have a copy?
    adison.cognian@gmail.com

    Thanks!
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    Lean Manufacturing 2009 - By Jerry Helms Lean Manufacturing 2009 - By Jerry Helms Presentation Transcript

    • Lean Manufacturing A real-world case study
    • Presentation Objectives
      • Review the objectives of Lean Manufacturing.
      • What did we accomplish?
      • Review some additional concepts and tools for Lean Manufacturing.
      • Assess our lessons learned.
      • Develop a set of next steps to focus on adding value for our Customers and eliminate additional waste.
    • Objectives of Lean Manufacturing
      • Improve customer service
        • Fast turnaround
        • Fast delivery
      • Increase sales
      • Improve internal operating efficiencies and reduce expenses
      • Improve profitability
      • Improve product quality
      • Reduce inventories
      • Improve workplace safety
    • Accomplishments
      • Reduced inventory
      • Same day shipping
      • Reduced workload
      • More efficient production scheduling
      • Improved customer satisfaction
      • Inventory accuracy
      • Hot items are non-existent
      • Got rid of clutter
      • Organized warehouse
      • Improved flow on production lines
    • Lean Manufacturing Results
    • Company Trends First Lean Event
    • How To Achieve These Goals?
      • Focus on the needs of the Customer
        • Make sure all business activities are value-added for the Customer
      • Fundamental change in how we do business
        • Operations
        • Sales and Marketing
        • Administration
      • Employee involvement
      • Continuous improvement
      • It’s okay to make mistakes – we want to focus on how to prevent them from happening again
    • Muda = Waste
      • Goal is to eliminate waste in all areas of the business
      • Eliminate activities that the customer does not want to pay for
    • Core Ideas of Lean
      • Determine and create value
        • What does the Customer want?
        • Eliminate non-value added activities
      • Use “pull” instead of “push” systems
        • Avoid overproduction. Inventories hide problems and inefficiencies.
      • One piece flow
        • Make the work “flow”, so that there are no interruptions and no wasted time or materials.
      • Eliminate the seven speed bumps cause by waste
        • The Six S’s – sort, straighten, shine, standardize, sustain, and safety.
      • Use problem solving to eliminate defects
    • Lean vs Mass Production
      • Lean Production
        • Build to order
        • Economies of speed
        • Effective
        • Pull (from Customer)
        • Small lots
        • Quick changeover
        • Production cells
        • Right-sized machines
        • Fast to respond
        • Adaptive
        • General knowledge
      • Mass Production
        • Make and sell
        • Economies of scale
        • Efficient
        • Push (to Customer)
        • Large batches
        • Changeover unimportant
        • Functional silos
        • Big, fast machines
        • Slow to change
        • Rigid, inflexible
        • Specialized knowledge
    • Seven Speed Bumps of Lean
      • Over production (the most common type of waste) which creates inventories that take up space and capital.
      • Excess inventory caused by over production.
      • Waiting – Products waiting in line for the next process to start.
      • Unnecessary movement of work products.
      • Unnecessary movement of employees.
      • Unnecessary or incorrect processing .
      • Defects leading to repair, rework, or scrap.
    • Seven Speed Bumps of Lean for the Office
      • Over production - Copies, files, paperwork.
      • Excess inventory - Excess documentation, procedures, work backlogs.
      • Waiting - Cycle time versus lead time, signature approvals.
      • Unnecessary movement of work products - distribution.
      • Unnecessary movement of employees - walking, reaching, bending.
      • Unnecessary or incorrect processing .
      • Defects - passing on work that contains errors.
    • Another Speed Bump?
      • Underutilized people
    • Lean Manufacturing Tools
      • Six S’s (Five plus safety)
      • Value Stream Mapping
      • Kaizen Events
      • Kanban (Visual Systems)
      • Mistake Proofing
      • Standard Work Instructions
      • Changeover Time Improvement (SMED)
      • Total Productive Maintenance
      • Root Cause Analysis
      • Pareto Charts
      • Quality Improvement
      • Five Why’s
      • Cellular and Pull System Flow
      • Plant Layout Redesign
      • Just In Time
      • Self Inspection
      • Batch Size Reduction
      • Point of Use Storage
      • Change Management
      • Empowered Teams
      • TAKT Time
      • Balanced Scorecard
      • Autonomation
    • The Six S’s Antidote to Waste Report Card Grade B-C Safety – develop and sustain a safe work environment. C-D Sustain – maintain a stable workflow. D Standardize – develop systems and procedures to monitor conformance to the first three rules. B Shine – clean machines and work area to expose problems. C-D Straighten – A place for everything and everything in its place. Establish standardized places for incoming raw materials, tools, etc. B-C Sort – keep only what is needed. Pitch everything else. The workplace often becomes cluttered with products, tools, and waste materials that don’t belong there. Get rid of them.
    • What is Value Stream Mapping?
      • Flowchart of a process
        • A picture speaks a thousand words
      • Follow the production path from beginning to end and draw a visual representation of every process in the material & information flows
    • Current State Map
    • Future State Map
    • Five Why’s
      • The 5 why's typically refers to the practice of asking, five times, why the failure has occurred in order to get to the root cause/causes of the problem.
        • You are on your way home from work and your car stops:
          • Why did your car stop? Because it ran out of gas.
          • Why did it run out of gas? Because I didn't buy any gas on my way to work.
          • Why didn't you buy any gas this morning? Because I didn't have any money.
          • Why didn't you have any money? Because I lost it all last night in a poker game.
    • Visual Workplace
      • A work environment that is self-explaining, self-ordering, and self-improving.
      • Out-of-standard situation is immediately obvious and employees can easily correct.
    • TAKT Time
      • Time required to produce a compenent or set of components to meet customer demand
      • TAKT Time = Total daily working time
      • Total daily quantity of sales
          • TAKT time is subject to change every month
          • TAKT time determines rate of production
    • Lessons Learned What have we done well?
      • Made a good start
      • Changed mindset of team members
      • 50% fewer employees doing same amount of business with less stress
      • Improved profitability
      • Improved teamwork – people don’t take things personally
      • Focus on solving the problem
      • Improved customer shipment time
      • Improved customer satisfaction
      • Pride in the workplace
    • Lessons Learned What could we have done better?
      • High defect rate
      • Focus on what gets us to the next step
      • Streamline processes; standardize processes; cross-training
      • How to help each other and share experiences?
      • Find a way to sustain
      • More employees involved in the process
      • Still doing a lot of things that don’t need to be done
      • Improved our reporting scoreboard
      • Improve documentation
      • Improve usage of existing tools (CRM, ERP)