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Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
Overview of 3 day Lean & Kaizen Course Content
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Overview of 3 day Lean & Kaizen Course Content

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Objectives of the course is to equip participants with tools …

Objectives of the course is to equip participants with tools
and knowledge on Lean Manufacturing in a competitive World Class Business requirements.
Upon completion of the 3 day course,participants will be equip with knowledge allowing them to lead Kaizen workshops.

COURSE
The training is an intensive 3 days course covering all aspects of Lean Manufacturing in a World Class (WCM) environment.
The training course covers understanding of world class
requirements and using tools associated with WCM to perform Kaizen events to eliminate waste so as to be competitive in the fast changing business world. The training includes a mix of workshop exercises, group
and simulations using tools to give participants a real understanding to apply concepts in real work place to eliminate Waste to be Competitive.
For details email timothywooi2@gmail.com.

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  • {"5":"When you see visit lean factories you may notice they have many common traits. All lean manufacturers use a set of common tools to implement their lean production system. The methods of application may vary, but a good lean facility will practice all these techniques and more.\n","13":"Kaizen event is as much as important as other activities because it is the builiding block of all LEAN Prod. Methology.\nLean production is founded on the idea of KAIZEN or Continous Improvement\n","14":"Kaizen event is as much as important as other activities because it is the builiding block of all LEAN Prod. Methology.\nLean production is founded on the idea of KAIZEN or Continous Improvement\n"}
  • Transcript

    • 1. LEAN & KAIZEN Course Content Day1 WORLD CLASS MANUFACTURING The origin of Lean Manufacturing Global Competition Characteristics of WCM Traditional and Lean approaches LEAN MANUFACTURING What is Lean Manufacturing Value Added & Non value added Improvement traditional vs Lean CHARACTERISTICS OF LEAN PRODUCTION Cellular Factory Layout Multi-skilled Operators Andon Lights Kanban and Supermarkets Rapid Changeover Total Quality Approach Right-sized, flexible Equipment Water Striders Moving Production Lines Total Preventive Maintenance Continuous Improvement More…… LEAN PRODUCTION SYSTEM Lean Production House JIT – Continuous Flow Takt Time Pull Production Jidoka
    • 2. LEAN & KAIZEN Content Day 2 Day3 STANDARD WORK & 3Ts Element 1: Takt time Element 2: Standard work sequence Element 3: Line Balancing Element 4: Standard work in Process (SWIP) 3Ts – Takt Time, Cycle Time & Lead time PULL PRODUCTION & KANBAN Overproduction Continuous flow Push vs Pull system Kanban system STANDARD OPERATION REVIEW (Exercises) STANDARD OPERATION TOOLS Kaizen Target and Scope Standard work sheet Time observation sheet Percent loading chart Standard combination sheet Progress Result Report Kaizen Newspaper TOTAL PRODUCTIVE MAINTENANCE (TPM) KAIZEN WORKSHOP
    • 3. Day1 WORLD CLASS MANUFACTURING Class outlines: The origin of Lean Manufacturing Global Competition Characteristics of WCM Traditional and Lean approaches
    • 4. Day1 LEAN MANUFACTURING Class outlines: What is Lean Manufacturing Value Added & Non value added Improvement traditional vs Lean
    • 5. Day1 CHARACTERISTICS OF LEAN PRODUCTION Tools and practices commonly associated Lean Production System Cellular Factory Layout Multi-skilled Operators 5s and Visual Control Andon Lights Kanban and Supermarkets Rapid Changeover Total Quality Approach Right-sized, flexible Equipment Water Striders Moving Production Lines Total Preventive Maintenance Continuous Improvement More……
    • 6. Day1 LEAN PRODUCTION SYSTEM Class Outlines: Lean Production House JIT – Continuous Flow Takt Time Pull Production Jidoka
    • 7. Day2 STANDARD OPERATION Class Outlines: Element 1: Takt time Element 2: Standard work sequence Element 3: Line Balancing Element 4: Standard work in Process (SWIP) 3Ts – Takt Time, Cycle Time & Lead time
    • 8. Day2 PULL SYSTEM & KANBAN Class Outlines: Overproduction Continuous flow Push vs Pull system Kanban system
    • 9. Day2 Standard Operations Exercise Example 1 of Exercise Data 1 shift (8 hours) 2 - 15 minute breaks 1 - 15 minute crew meeting Requirements 290 per month 20 days per month WIP 26 Heads 5
    • 10. Day3 STANDARD OPERATION TOOLS Class outlines: Tools used in Standard Operation Kaizen Target and Scope Standard work sheet Time observation sheet Percent loading chart Standard combination sheet Progress Result Report Kaizen Newspaper
    • 11. Day3 Total Productive Maintenance Class Outlines:
    • 12. Day3 KAIZEN WORKSHOP Class Outlines: What is Kaizen? Roles and benefit of Kaizen events Key roles for Successful Kaizen Events Phase 1: Planning & prepare for Kaizen Event Phase 2: Implementation – the event itself Phase 3: Follow up
    • 13. What is Kaizen? KAIZEN = CONTINOUS IMPROVEMENT IMPROVEMENT WITHOUT ENDING In Japanese KAI ZEN Change Good KAI ZEN = Change for better The small, gradual, incremental changes applied over a long period can be add up for a major impact on business in the future.
    • 14. The spirit of Kaizen Throw all your concrete head 10 people’s ideas is better than 1 Kaizen with LESS COST or NO COST Think how it would work NOT won’t Improvement has NO limits Don’t accept excuses Don’t seek for perfection Correct the mistake the moment you found Ask WHY 5 times Problem gives your brain a chance to work
    • 15. Why Kaizen? To continuously eliminate waste without removing the value added activities in the process Waiting Processing Inventory Transportation Take all FOUR Movement I need ONE! MUDA Defects Over Production
    • 16. Why Kaizen? Benefits to the Company Eliminates hidden cost – 11 wastes Improve value added – Quality, Cost & Delivery Benefits to YOU Improved work place – eliminate unnecessary movement & delay Improve the best methods YOU HELP THE COMPANY TO MEET QCD
    • 17. Key roles for a Successful Kaizen event Upper Management The initiation MUST come from Upper Management Build the culture of continuous improvement Additional training on the concept of cell design, one piece flow, Pull production, TPM, 5s’ Kaizen is not about eliminating people but eliminate waste for better work place
    • 18. Production Manager Work with KPO Choose areas Identify problems Identify leaders To guide and support the Kaizen team Lean principles
    • 19. Phase 1: Planning and preparation STEP 1: Select area STEP 2: Identify problems Eliminate waste Eliminate bottleneck Implement 5s Implement Cell Design, Line Balancing or Kanban STEP 3: Select leader STEP 4: Select Team Train the team STEP 5: Walk and document the process STEP 6: Prepare the area Advanced production Required material, equipment & Support people
    • 20. KICKOFF MEETING Team leader provides welcome and quick introduction Sub-team leaders introduce area “as is” via standard work charts These slides are mandatory: 1. 2. 3. 4. 5. Target & Scope – Problem statement, target to the week, team member & scope Target sheet – Narrow key target for the week Standard work sheet – product flow ie process map & people flow and wip Percent Loading Chart – Takt time against cycle time Standard work combination sheet – the major process
    • 21. Phase 2: Implementation Walk and document the process – gather data prior to the Kaizen event Data that represent a study on: Process flow People Travel Product travel Operator cycle time Cycle time against Takt time Quality issues Identifying CLOSEMIDTTS Fill out Standard Operation Tools
    • 22. GEMBA KAIZEN Start day working on shop floor. Gather together for lunch (no report) and at end of day for daily report out. Go and have fun!!!! Afternoon bring down key management to see progress made in work area.
    • 23. Kaizen REPORT OUT DAILY REPORT OUT Team leader prepare for end of day 10 mins report out in afternoon Review the progress through: Target sheet Used any combination of charts – Standard work sheet, Percent Loading, Std Combination or Kaizen Cartoon , Progress Result Report . Standard Work Sheet Percent Loading Chart (Bar Chart) Process Name: Find Core Remnant Scope Of Operation Process Name: Mohd Noor Model Number: 777 Cutting Core From: Core Store Model Name: 777 To: Core Area Standard Work Combination Sheet To: Core Area Team Leader: Mohd Noor Wait CTT RACK REMNANT RACK 140 TIME (Sec) DOWNDRAFT TABLE B REMNANT RACK A Target 100 sec CTT RACK CUTTING REMNANT RACK 100 DOWNDRAFT TABLE 3 QA TABLE 80 QA TABLE 2 40 CHAMFER SAW 20 163 ft 51 ft 0 BEFORE KAIZEN DAY 1 DAY 2 DAY 3 DAY DAY 4 DAY 5 REMNANT RACK CUTTING SANDING CUTTING TABLE REMNANT RACK REMNANT RACK B REMNANT RACK 60 CHAMFER SAW C C PEOPLE TRAVEL CUTTING PRODUCT TRAVEL 8 CUTTING CTT RACK A)REMNANT BEHIND TORRIT BOOTH B)REMNANT AT CORE AREA C)REMNANT UNDER TABLE # Operation/Process 1 Target and scope Hazli 2 Progress report out Sommat 3 Kanban system Hazli 4 Work instruction for block saw machine Bashri 5 5S practice Osnizal 6 Process improvement cartoon Fauzi 7 Kaizen Newspaper Hazli 9 CHAMFER SAW CHAMFER SAW 10 Quality Check Safety Precaution Standard Work in Process # of pieces of Std. Work-in-Process Takt Time Operator Number 19 Area: CORE AREA Team Leader: MOHD HAZLI Time Step 1 Takt Time: 1200 SEC Process: potting area CYCLE TIME TO FIND CORE REMNANT Requirements: 1 Product: CORE BLOCK SAW LAYUP ROOM 160 Manual Automatic Walking Manager: Ku Mohd Soffi Before kaizen 120 Date: 8 - 12 JUL 2002 From: Core Store Model Name: Boeing Area: Core Area Date: 31/3/2003 - 4/4/2003 Scope of Operations Model Number: 737/747/767/777 Date: 31/3/03 - 4/4/03 Manual 2 2 4 2 2 3 4 Mach 1 Walk 2 3 Ope. Time 6 7 8 9 10
    • 24. Phase 3: Follow up The event should NEVER end. Result MUST be monitored and improvements continually made
    • 25. Monthly Followup REPORT OUT •Team reports completed implementation actions for the week/month • Prepare final report out with key personals. • All team members are involved, use standard work combination sheet to set sub-team agenda and to allocate time to each member.

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