Introduction to the Lean HKD.

1. The Way Forward…

2. A systematic approach in
identifying
and
eliminating waste
or
non-value added-activities
through
continuous improvement
By
making products on time
with
best quality & lowest cost
লিন হলিো পলিকলিত উপোয়
যো দ্বোিো
অপচয় অথবো মূিযহীন
কোর্জ কমজ লচলিত ও লনমূজি
কলি
ধোিোবোলহক উন্নলতি
মোধযলম
সবজলনম্ন দোলম শ্রেষ্ঠ মোলনি
পণ্য
যথোসমলয় উত্পোদন কিো
লিন লক ?
Prepared By Md. Arshaful Hoque (Head of Compliance) HKDTent Division

3. অপচয়
Time
Order Placement
ফমজোশ প্রদোন
Delivery
Shorter Time
Business as Usual
Waste
Lean Manufacturing
Delivery
Lean is a philosophy which shortens the time line between the requirement and
the delivery by eliminating waste
Order Placement Waste
লিন হলিো একটি তত্ত্বলবদযো যো অপচয় শ্রিোলধি মোধযলম চোলহদো ও লবতিলণ্ি সময়কোি সংলেপ কলি
যথোিীলত বযবসো
ফমজোশ প্রদোন লবতিণ্অপচয়
সময়
লবতিণ্
সি সময়
অপচয়
লিন উত্পোদন তত্ত্ব অনুসোলি
Prepared By Md. Arshaful Hoque (Head of Compliance) HKDTent Division

4. Value Adding (VA):
Any activity that directly
adds value to the product
Incidental Work (NVA),
but unavoidable with current
technology or methods.
Any work carried out that does
not increase product value
Waste
An activity that does not add
value to the product and hence
something that you don’t want
to be doing, hence ‘Waste’.
শ্রয শ্রকোলনো কোযজক্রম যো
সিোসলি শ্রকোলনো পলনযি
সোলথ মোন যুক্ত কলি
তোলক শ্রেিু এল ং বলি |
প্রোসলিক কোযজক্রম যো
অলনবোযজ লকন্তূ পলনযি
সোলথ শ্রকোলনো প্রকোি মোন
যুক্ত কলি নো তোলক নন
শ্রেিু এল ং বলি
শ্রয শ্রকোলনো কোযজক্রম যো
পলনযি সোলথ শ্রকোলনো প্রকোি
মোন যুক্ত কলি নো এবং যো
পলিতযোগলযোগয তোলক অপচয়
অথবো ওলয়স্ট বলি
অপচয় সনোক্তকিণ্
কোলর্ি ধিন-
Prepared By Md. Arshaful Hoque (Head of Compliance) HKDTent Division

5. The 7 Wastes
Overproduction
Waiting
Inventory
Transportation
Motion
Over Processing
Rework
1
6
7
5 4
3
2
৭ ধিলনি ওলয়স্ট
অলতলিক্ত উত্পোদন
র্মোলনো / স্টক
অলপেো
স্থোনোন্তলিত
কোলর্ি পুনিোবৃলি
অলতলিক্ত প্রলক্রয়ো
চিন
Prepared By Md. Arshaful Hoque (Head of Compliance) HKDTent Division

6. Prepared By Md. Arshaful Hoque (Head of Compliance) HKDTent Division

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8. লিন টু ল্স
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9. The Eight Pillars of TPM
TPM
Prepared By Md. Arshaful Hoque (Head of Compliance) HKDTent Division

10. Pillar What Is It? How Does It Help?
Autonomous
Maintenance
Places responsibility for routine
maintenance, such as cleaning,
lubricating, and inspection, in the
hands of operators.
•Gives operators greater “ownership” of their
equipment.
•Increases operators’ knowledge of their equipment.
•Ensures equipment is well-cleaned and lubricated.
•Identifies emergent issues before they become
failures.
•Frees maintenance personnel for higher-level tasks.
•Planned
Maintenance
•Schedules maintenance tasks
based on predicted and/or
measured failure rates.
•Significantly reduces instances of unplanned stop
time.
•Enables most maintenance to be planned for times
when equipment is not scheduled for production.
•Reduces inventory through better control of wear-
prone and failure-prone parts.
•Quality
Maintenance
•Design error detection and
prevention into production
processes. Apply Root Cause
Analysis to eliminate recurring
sources of quality defects.
•Specifically targets quality issues with improvement
projects focused on removing root sources of defects.
•Reduces number of defects.
•Reduces cost by catching defects early (it is
expensive and unreliable to find defects through
inspection).
•Focused
Improvement
•Have small groups of employees
work together proactively to
achieve regular, incremental
improvements in equipment
operation.
•Recurring problems are identified and resolved by
cross-functional teams.
•Combines the collective talents of a company to
create an engine for continuous improvement.
Prepared By Md. Arshaful Hoque (Head of Compliance) HKDTent Division

11. Early
Equipment
Management
Directs practical knowledge and
understanding of manufacturing
equipment gained throughTPM
towards improving the design of
new equipment.
•New equipment reaches planned performance levels
much faster due to fewer startup issues.
•Maintenance is simpler and more robust due to
practical review and employee involvement prior to
installation.
Training and
Education
Fill in knowledge gaps necessary to
achieve TPM goals. Applies to
operators, maintenance personnel
and managers.
•Operators develop skills to routinely maintain
equipment and identify emerging problems.
•Maintenance personnel learn techniques for
proactive and preventative maintenance.
•Managers are trained onTPM principles as well as on
employee coaching and development.
Safety,
Health,
Environment
Maintain a safe and healthy
working environment.
•Eliminates potential health and safety risks, resulting
in a safer workplace.
•Specifically targets the goal of an accident-free
workplace.
TPM in
Administratio
n
ApplyTPM techniques to
administrative functions.
•Extends TPM benefits beyond the plant floor by
addressing waste in administrative functions.
•Supports production through improved
administrative operations (e.g. order processing,
procurement, and scheduling).
Pillar What Is It? How Does It Help?
Prepared By Md. Arshaful Hoque (Head of Compliance) HKDTent Division

12. 5s andVisual Factory
Prepared By Md. Arshaful Hoque (Head of Compliance) HKDTent Division

13. How Does aVisual Factory Work?
As part of the lean manufacturing process, a visual factory uses signs, labels, charts, info
graphics, and other communication tools to provide data in an efficient manner.
Conveying this information visually reduces the time invested in reading, processing, and
interpreting text-based instructions.
Work processes
The information an employee needs to complete their tasks
General layout of the jobsite and key access areas (including aisles, entrances, and paths)
where information would help an employee
What an employer hopes to accomplish by developing a visual factory
In assessing these areas, employers might consider implementing 5S, which is another
lean manufacturing tool that eliminates waste, promotes standardization, and encourages
facility-wide organization. One of the core principles of 5S is visual order, making it a
natural tool for developing a visual factory.
Benefits of aVisual Factory
Visual factories provide numerous benefits throughout a facility, including:
Improved productivity and output
Clear, simplified instructions in complex environments
Safer workplace (given the clear, intentional visual communication)
Higher profits (due to more efficient processes)
Fewer errors and less guesswork throughout a work process
Prepared By Md. Arshaful Hoque (Head of Compliance) HKDTent Division

14. Standardize Work Process
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15. QCO
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16. Problem Solving
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18. Line balancing
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19. Error Proofing
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20. Kanban
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22. Prepared By Md. Arshaful Hoque (Head of Compliance) HKDTent Division

23. “A Standard Operating System created to
integrate the concepts of Lean
Manufacturing in to the process of
Manufacturing tent”
একটি আদশজ লক্রয়োশীি পদ্ধলত যো লিন উত্পোদন
তলেি ধোিণ্োগুলিোলক শ্রপোশোক লশলি প্রলয়োগ কলি
HOS লক ?
Prepared By Md. Arshaful Hoque (Head of Compliance) HKDTent Division

24. Prepared By Md. Arshaful Hoque (Head of Compliance) HKDTent Division