Management Overview of Lean  at Industrial Mold & Machine
Vision Without Action is Just a Dream Action Without Vision is Just Wasting Time
Why Lean? <ul><li>Consistent with IMM culture of respect for people </li></ul><ul><li>Enhance competitive position </li></...
NOT  a Set of Tools: Kanban Standardized Work SMED Kaizen Andon What TPS is:
What TPS is: Human Development Philosophy Managerial Technical …  An Integrated System   c 2000 Toyota
LEAN PHILOSOPHY <ul><li>Focus on Providing Value to the Customer </li></ul><ul><li>Eliminate all Waste </li></ul><ul><li>C...
WASTE <ul><li>Work that Increases Value  </li></ul><ul><li>vs  </li></ul><ul><li>Work that Increases Cost Without  Increas...
WASTE <ul><li>FIND WASTE!  THEN ELIMINATE IT </li></ul><ul><ul><li>Overproduction </li></ul></ul><ul><ul><li>Waiting </li>...
Key Questions to Eliminate Waste <ul><li>What do I need to  know , that I do not know  right now , in order to do my work?...
Visual Devices Make It Easier <ul><li>Indicators  </li></ul><ul><ul><li>shared information </li></ul></ul><ul><li>Signals ...
Common Visual Devices TYPE  HOME  COMMUNITY WORKPLACE Indicator Signal Control Guarantee Street Signs Truck Back- up beep ...
Easy to Understand
Personal Knowledge Centralized Knowledge Public Knowledge The Visual Factory , Greif
 
LIVING LEAN: THE 5 KEY ELEMENTS <ul><li>Identify Value </li></ul><ul><ul><li>As Defined by the Customer for a Specific Pro...
LIVING LEAN: THE 5 KEY ELEMENTS <ul><li>Identify the Value Stream </li></ul><ul><ul><li>Specific Actions Required to Take ...
LIVING LEAN: THE 5 KEY ELEMENTS <ul><li>Flow </li></ul><ul><ul><li>After Eliminate Obvious Waste in Value Stream, Make the...
The 14 Principles of the Toyota Way <ul><li>Section 1 – Long-Term Philosophy </li></ul><ul><ul><li>P-1) Base management de...
The 14 Principles of the Toyota Way (cont’d) <ul><li>Section 2 cont’d </li></ul><ul><ul><li>P-3) Use “pull” systems to avo...
The 14 Principles of the Toyota Way (cont’d) <ul><li>Section 2 cont’d </li></ul><ul><ul><li>P-7) Use visual control so no ...
The 14 Principles of the Toyota Way (cont’d) <ul><li>Section 3 cont’d </li></ul><ul><ul><li>P-10  Develop exceptional peop...
The 14 Principles of the Toyota Way (cont’d) <ul><li>Section 4:  Continuously Solving Root Problems Drives Organizational ...
How Do We Get There? <ul><li>Weave philosophy into the fabric of IM&M </li></ul><ul><ul><li>Respect for people </li></ul><...
The TPS Goal – “Notion of the Ideal” <ul><li>The output of every person, group or machine: </li></ul><ul><ul><li>Is defect...
Willing to start small, learn through trial and error TPS is built on the scientific way of thinking Develop a way of thin...
Summary of Policy Deployment <ul><li>Chain of  cause-and-effect relationships  from “top to bottom” in an organization.  P...
Methodology <ul><li>Plan </li></ul><ul><ul><li>Establish improvement plan, with measures, priorities, points of leverage <...
Lean Tools
Selected lean tools <ul><li>5 S </li></ul><ul><li>SMED </li></ul><ul><li>Standardized work </li></ul><ul><li>Kanban </li><...
5 S --  Foundation for a Visual Workplace <ul><li>Sort:  Segregate and Scrap; Remove What is Not Needed </li></ul><ul><li>...
SMED  (Single Minute Exchange of Die) <ul><li>Separate Internal and External Setup Steps </li></ul><ul><li>Convert Interna...
STANDARDIZED WORK <ul><li>Forms the basis of Continuous Improvement </li></ul><ul><li>Reduces variation </li></ul>
Creating Standardized Work  How can I create work so that it can be repeated? Most efficient work flow - considering safet...
KANBAN  Pull Mechanism <ul><li>Signal </li></ul><ul><li>Communication and Scheduling System To Control Inventories  </li><...
<ul><li>Humans Make Mistakes </li></ul><ul><li>Must Devise Ways to Prevent Mistakes From Becoming Defects </li></ul><ul><l...
Cellular Manufacturing <ul><li>Families of Parts With Similar Routings </li></ul><ul><li>Arrangement of Equipment and Work...
 
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Management Team Training 4-2-07

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  1. 1. Management Overview of Lean at Industrial Mold & Machine
  2. 2. Vision Without Action is Just a Dream Action Without Vision is Just Wasting Time
  3. 3. Why Lean? <ul><li>Consistent with IMM culture of respect for people </li></ul><ul><li>Enhance competitive position </li></ul><ul><ul><ul><li>Lead time 30-50% </li></ul></ul></ul><ul><ul><ul><li>Setup times 75% </li></ul></ul></ul><ul><ul><ul><li>WIP inventory </li></ul></ul></ul><ul><ul><ul><li>Capacity 20% </li></ul></ul></ul><ul><ul><ul><li>Quality 30-95% </li></ul></ul></ul><ul><li>Safety, productivity, costs, cash flow, supplier relationships, customer satisfaction, time-to-market…….improved! </li></ul>
  4. 4. NOT a Set of Tools: Kanban Standardized Work SMED Kaizen Andon What TPS is:
  5. 5. What TPS is: Human Development Philosophy Managerial Technical … An Integrated System c 2000 Toyota
  6. 6. LEAN PHILOSOPHY <ul><li>Focus on Providing Value to the Customer </li></ul><ul><li>Eliminate all Waste </li></ul><ul><li>Continuously Improve </li></ul>
  7. 7. WASTE <ul><li>Work that Increases Value </li></ul><ul><li>vs </li></ul><ul><li>Work that Increases Cost Without Increasing Value </li></ul>Type 1 waste: NVA, but need now Type 2 waste: NVA and can eliminate quickly
  8. 8. WASTE <ul><li>FIND WASTE! THEN ELIMINATE IT </li></ul><ul><ul><li>Overproduction </li></ul></ul><ul><ul><li>Waiting </li></ul></ul><ul><ul><li>Transporting </li></ul></ul><ul><ul><li>Processing (unnecessary or incorrect) </li></ul></ul><ul><ul><li>Inventory </li></ul></ul><ul><ul><li>Motion </li></ul></ul><ul><ul><li>Defects </li></ul></ul>
  9. 9. Key Questions to Eliminate Waste <ul><li>What do I need to know , that I do not know right now , in order to do my work? </li></ul><ul><li>What do I need to share with others right now so that they can do their work? </li></ul><ul><li>What do I need to have right now in order to do my work? </li></ul><ul><li>What do I need to provide to others right now so that they can do their work? </li></ul>
  10. 10. Visual Devices Make It Easier <ul><li>Indicators </li></ul><ul><ul><li>shared information </li></ul></ul><ul><li>Signals </li></ul><ul><ul><li>gets attention, then delivers message </li></ul></ul><ul><li>Controls </li></ul><ul><ul><li>restrict choices thru physical limits </li></ul></ul><ul><li>Guarantees </li></ul><ul><ul><li>fail-safe: only the right thing can happen </li></ul></ul><ul><li>Taste, Touch, Smell, Sound, Sight </li></ul>Potential risk or loss if ignored Likelihood of being ignored
  11. 11. Common Visual Devices TYPE HOME COMMUNITY WORKPLACE Indicator Signal Control Guarantee Street Signs Truck Back- up beep Lines in Parking Lot Unleaded / Diesel Gasoline Filler Tube Sizes Clean/Dirty sign on dishwasher Buzzer on Dryer Kitchen Utensil Holder Large/small Side Appliance Plugs
  12. 12. Easy to Understand
  13. 13. Personal Knowledge Centralized Knowledge Public Knowledge The Visual Factory , Greif
  14. 15. LIVING LEAN: THE 5 KEY ELEMENTS <ul><li>Identify Value </li></ul><ul><ul><li>As Defined by the Customer for a Specific Product or Service </li></ul></ul>
  15. 16. LIVING LEAN: THE 5 KEY ELEMENTS <ul><li>Identify the Value Stream </li></ul><ul><ul><li>Specific Actions Required to Take a Specific Product Through the Following Critical Management Tasks: </li></ul></ul><ul><ul><ul><li>Problem-Solving Task </li></ul></ul></ul><ul><ul><ul><ul><li>Concept thru Production Launch </li></ul></ul></ul></ul><ul><ul><ul><li>Information Management Task </li></ul></ul></ul><ul><ul><ul><ul><li>Order Taking thru Delivery </li></ul></ul></ul></ul><ul><ul><ul><li>Physical Transformation Task </li></ul></ul></ul><ul><ul><ul><ul><li>Raw Materials thru Finished Product in Hands of Customer </li></ul></ul></ul></ul>
  16. 17. LIVING LEAN: THE 5 KEY ELEMENTS <ul><li>Flow </li></ul><ul><ul><li>After Eliminate Obvious Waste in Value Stream, Make the Value-Creating Steps Flow </li></ul></ul><ul><ul><li>Move Away from Batch and Queue Towards One Piece Flow </li></ul></ul><ul><li>Pull </li></ul><ul><ul><li>Let the Customer Pull, Rather than you Push Your Guess of What the Customer Wants </li></ul></ul><ul><li>Perfection </li></ul><ul><ul><li>Continuously Improve and Move Towards Perfection </li></ul></ul>
  17. 18. The 14 Principles of the Toyota Way <ul><li>Section 1 – Long-Term Philosophy </li></ul><ul><ul><li>P-1) Base management decisions on a long-term philosophy, even at the expense of short-term financial goals </li></ul></ul><ul><li>Section 2 – The Right Process Will Produce the Right Results </li></ul><ul><ul><li>P-2) Create continuous process flow to bring problems to the surface </li></ul></ul>
  18. 19. The 14 Principles of the Toyota Way (cont’d) <ul><li>Section 2 cont’d </li></ul><ul><ul><li>P-3) Use “pull” systems to avoid overproduction </li></ul></ul><ul><ul><li>P-4) Level out the workload (work like the tortoise, not the hare) </li></ul></ul><ul><ul><li>P-5) Build a culture of stopping to fix problems, to get quality right the first time </li></ul></ul><ul><ul><li>P-6) Standardized tasks are the foundation for continuous improvement and employee empowerment </li></ul></ul>
  19. 20. The 14 Principles of the Toyota Way (cont’d) <ul><li>Section 2 cont’d </li></ul><ul><ul><li>P-7) Use visual control so no problems are hidden </li></ul></ul><ul><ul><li>P-8) Use only reliable, thoroughly tested technology that serves your people and processes </li></ul></ul><ul><li>Section 3 – Add Value to the Organization by Developing Your People and Partners </li></ul><ul><ul><li>P-9) Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others </li></ul></ul>
  20. 21. The 14 Principles of the Toyota Way (cont’d) <ul><li>Section 3 cont’d </li></ul><ul><ul><li>P-10 Develop exceptional people and teams who follow your company’s philosophy </li></ul></ul><ul><ul><li>P-11 Respect your extended network of partners and suppliers by challenging them and helping them improve </li></ul></ul>
  21. 22. The 14 Principles of the Toyota Way (cont’d) <ul><li>Section 4: Continuously Solving Root Problems Drives Organizational Learning </li></ul><ul><ul><li>P-12) Go and see for yourself to thoroughly understand the situation </li></ul></ul><ul><ul><li>P-13) Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly </li></ul></ul><ul><ul><li>P-14) Become a learning organization through relentless reflection and continuous improvement </li></ul></ul>
  22. 23. How Do We Get There? <ul><li>Weave philosophy into the fabric of IM&M </li></ul><ul><ul><li>Respect for people </li></ul></ul><ul><ul><li>Socratic method </li></ul></ul><ul><ul><li>Scientific method </li></ul></ul><ul><ul><li>Widespread acceptance of “the ideal” </li></ul></ul><ul><li>Careful application of tools </li></ul>
  23. 24. The TPS Goal – “Notion of the Ideal” <ul><li>The output of every person, group or machine: </li></ul><ul><ul><li>Is defect free </li></ul></ul><ul><ul><li>Can be delivered one at a time (batch = 1) </li></ul></ul><ul><ul><li>Can be supplied on demand in version requested </li></ul></ul><ul><ul><li>Can be delivered immediately </li></ul></ul><ul><ul><li>Can be produced without wasting materials, labor, energy or other resources </li></ul></ul><ul><ul><li>Can be produced in a work environment that is safe physically, emotionally and professionally for every employee </li></ul></ul>
  24. 25. Willing to start small, learn through trial and error TPS is built on the scientific way of thinking Develop a way of thinking: “how do I respond to this problem?”
  25. 26. Summary of Policy Deployment <ul><li>Chain of cause-and-effect relationships from “top to bottom” in an organization. People must understand their role in the chain. </li></ul><ul><li>Effective business processes reduce non-value-added activities. This builds a stronger organization with more time and resources devoted to improving performance and growth. </li></ul><ul><li>Drives associate involvement . Associates play a much greater role in daily management and kaizen while management is focused on major kaizen and breakthrough objectives. </li></ul>
  26. 27. Methodology <ul><li>Plan </li></ul><ul><ul><li>Establish improvement plan, with measures, priorities, points of leverage </li></ul></ul><ul><li>Do </li></ul><ul><ul><li>Carry out the plan, using pilots where appropriate </li></ul></ul><ul><li>Check </li></ul><ul><ul><li>Evaluate measures and implementation </li></ul></ul><ul><li>Act </li></ul><ul><ul><li>Revise plan as appropriate </li></ul></ul>
  27. 28. Lean Tools
  28. 29. Selected lean tools <ul><li>5 S </li></ul><ul><li>SMED </li></ul><ul><li>Standardized work </li></ul><ul><li>Kanban </li></ul><ul><li>Mistake proofing </li></ul><ul><li>Cellular manufacturing </li></ul><ul><li>Total Productive Maintenance </li></ul><ul><li>Value Stream Mapping </li></ul><ul><li>Policy Deployment </li></ul><ul><li>Quality Function Deployment </li></ul><ul><li>A3 </li></ul><ul><li>3P </li></ul>All to attain Perfect Value with Zero Waste
  29. 30. 5 S -- Foundation for a Visual Workplace <ul><li>Sort: Segregate and Scrap; Remove What is Not Needed </li></ul><ul><li>Set in Order: Arrange and Identify; Place for Everything; Everything in Place </li></ul><ul><li>Shine: Clean / Inspect Daily; Clean, Orderly Workplace is Necessary </li></ul><ul><li>Standardize: Way of Life to Prevent Dust / Disorder; Less Energy Required if Prevent </li></ul><ul><li>Sustain: Motivate to Maintain; Measure and Reward so 5 S is the Culture </li></ul>
  30. 31. SMED (Single Minute Exchange of Die) <ul><li>Separate Internal and External Setup Steps </li></ul><ul><li>Convert Internal Steps to External Setup </li></ul><ul><li>Streamline Setup Operations </li></ul>Reduce Changeover / Setup time to enable smaller lot sizes, respond more quickly to customers, increase capacity
  31. 32. STANDARDIZED WORK <ul><li>Forms the basis of Continuous Improvement </li></ul><ul><li>Reduces variation </li></ul>
  32. 33. Creating Standardized Work How can I create work so that it can be repeated? Most efficient work flow - considering safety, quality, quantity and cost 2/3 6/7 8/9 1 4 5 10 <ul><li>Takt Time </li></ul><ul><li>Work sequence </li></ul><ul><li>Standard in-process stock </li></ul><ul><li>With the main consideration on human movement </li></ul>
  33. 34. KANBAN Pull Mechanism <ul><li>Signal </li></ul><ul><li>Communication and Scheduling System To Control Inventories </li></ul><ul><li>Requires Standard Container Quantities, SMED, Standardization of Work, Smoothing of Production, Continuous Improvement in Quality </li></ul>
  34. 35. <ul><li>Humans Make Mistakes </li></ul><ul><li>Must Devise Ways to Prevent Mistakes From Becoming Defects </li></ul><ul><li>Detection vs Prevention </li></ul><ul><li>Use Machines / Tools To Aid Human Judgment </li></ul>Mistake Proofing Make it easy to do it right
  35. 36. Cellular Manufacturing <ul><li>Families of Parts With Similar Routings </li></ul><ul><li>Arrangement of Equipment and Workstations in a Sequence to Support Efficient Flow </li></ul><ul><li>Impact on Equipment Purchasing </li></ul><ul><ul><li>More, smaller, sized appropriately </li></ul></ul>Supports Flow

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