Training lean journey[1]

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  • Provide the new associate a general overview of LEAN. Lean is derived from the Toyota Production System and is driven by associate involvement, we want your input of how we can work better.
  • Today we are going to be learning about what the principles of lean are. They are designed to identify value-added versus non value-added steps while eliminating waste in a continuous process. A more succinct approach – it is direct and to the point
  • Must focus on the steps of a process versus the people within a process: It is important that when looking at the steps that you don’t forget about the entire process and sub-optimize An efficient Supply Chain is one that optimizes the movement of goods and information from the supplier’s suppliers to the customer’s customer. (internal and external) Before showing next slide , ask, “so what have you heard about lean from other employees, companies or in the press?” Record the responses on a flipchart. Likely responses include: It is all about getting rid of people – remind them of the prior slide that talks about a focus on the process not the people It is the current fad in business, and this too shall pass It only works for Japan It only works for automotive companies
  • There are three basic enemies of Lean - Waste, Inflexibility, and Variability. Waste in general is interpreted as non-value added activities. The acronym is TIMWOOD, which is extra steps in completing a task. Inflexibility in general is interpreted as being set in one’s way and resistant to change Variability in general is interpreted as peaks and valleys, working overtime one week and leaving early the next Lean develops an environment to identify these areas and reduce or eliminate them from our daily lives.
  • This slide explains why we are starting with 5S first.
  • As we commented at the start of today’s session……………..
  • As we commented at the start of today’s session……………..
  • Why are visual controls important? Visual Controls: Provide the ability to determine “status at a glance” No need to refer to computer or handwritten reports No need to ask others for status Make abnormal conditions obvious
  • Cross-functional – why is this important? Helps remove the bias Adds creativity to the group Promotes the 5 Y’s
  • The SPIN process is a collaborative process between management and the associates identifying safer and more efficient ways to operate on a daily basis. Explain each letter of SPIN
  • Let’s have some fun and walk through some issues
  • Does this classify as a SPIN process? YES Problem: Product is profiled in the wrong area driving up my distance to pick orders and affecting my productivity and my pay. Implication:
  • Each site should look to implementing Lean Captains in their site. The team should include people from different areas of the facility across all shifts that would fit the Lean Captain characteristics Floor liaison to LEAN Assists in identifying and documenting SPIN ideas Votes on priorities of SPIN prospects Is a leader in implementing SPIN strategies Assists management staff in relating LEAN to daily duties Audits areas for 5S sustainment
  • It takes all of us working together to achieve our goal. Your input and support are keys to our success!
  • Training lean journey[1]

    1. 1. LEAN JOURNEY
    2. 2. Lean: LEAN provides a different way of looking at our operations. The aim of LEAN is to reduce our cost base and increase our customer service levels by eliminating non-value added activities. LEAN is a set of principles that requires: Standardized work Visual controls Clean work environment Continuous improvement Associate involvement
    3. 3. OVERVIEW <ul><li>Exactly what is LEAN? </li></ul><ul><li>LEAN is a set of principles designed to eliminate waste that requires…. </li></ul><ul><ul><li>Standardized work </li></ul></ul><ul><ul><li>Cross-functional involvement </li></ul></ul><ul><ul><li>Simple visual controls </li></ul></ul><ul><ul><li>Continuous improvement </li></ul></ul>“ Admittance” is the first step
    4. 4. <ul><li>We must fundamentally change the way we operate: </li></ul><ul><ul><li>Focus on steps of a process versus people within a process </li></ul></ul><ul><ul><li>Involve everyone </li></ul></ul><ul><ul><li>Remove barriers to change </li></ul></ul><ul><ul><li>Change the paradigm </li></ul></ul>To Truly Become Lean CHANGE STARTS FROM WITHIN. . . . .
    5. 5. Three lean enemies ' waste ', ' inflexibility ' and ' variability ' address all operational targets
    6. 6. LEAN – 5S <ul><li>A method of creating a self-sustaining culture that promotes an organized, clean and efficient workplace where everyone is proud to work! </li></ul>What is 5S? IT’S A CHANGE IN BEHAVIOR, NOT JUST HOUSEKEEPING!
    7. 7. 5S <ul><li>Often a starting point in the development of improvement activities: </li></ul><ul><ul><li>Gets all employees involved in the transition </li></ul></ul><ul><ul><li>Creates an environment needed to perform at high level </li></ul></ul><ul><ul><li>Makes the most of what is in place today </li></ul></ul><ul><li>Fosters the application of visual controls </li></ul>
    8. 8. 5S <ul><li>Influences the entire organization </li></ul><ul><li>Leaders support it and are involved </li></ul><ul><li>Establishes RESPECT and pride of ownership </li></ul><ul><li>Self sustaining throughout </li></ul><ul><li>Improves productivity, safety, morale and confidences </li></ul><ul><li>Allows for standardization leading to continuous improvement </li></ul><ul><li>Real time image of performance </li></ul>5S simplifies the business
    9. 9. 5s (Workplace Organization) SORT “ Remove” all items that are not needed for the workplace SET-IN-ORDER Make a place for everything and put everything in its' place SHINE Thoroughly clean and inspect everything in the work area and restore everything to good, working order STANDARDIZE Discipline and structure to maintain the first 3 S’s (Sort; Set-in-Order; Shine) SUSTAIN Ensuring the system is followed – How! (Keep motivated through feedback and recognition)
    10. 10. 1. SORT Remove items that are not needed in the workplace
    11. 11. 2. SET-IN-ORDER Make a place for everything and put everything in its' place
    12. 12. 3. SHINE Thoroughly clean and inspect everything in the work area and restore everything to good, working order
    13. 13. The 3 rd S - Shine Steps of Shine Take Pictures Shine Clean Inspect & Adjust Make Ready for Use Prepare to Standardize Establish Baseline of Clean
    14. 14. How to Shine <ul><li>Clean equipment and work surfaces inside and out </li></ul><ul><ul><li>Remove all dirt and debris from every corner </li></ul></ul><ul><li>Inspect for hidden deterioration </li></ul><ul><ul><li>Look for leaks and cracks, loose or missing parts, and take corrective action </li></ul></ul><ul><li>Make everything in the workplace bright, clean and like new </li></ul><ul><li>Keep it like new with prescribed cleaning routines (S4 – Standardize) </li></ul>
    15. 15. 4. STANDARDIZE Discipline and structure to maintain the first 3 S’s (Sort; Set-in-Order; Shine)
    16. 16. The 4 th S - Standardize Steps of Standardize Standardize Train Establish Account-ability Make Habit Prepare to Sustain Document Standard Work
    17. 17. 5. SUSTAIN <ul><li>Ensuring the system is maintained. </li></ul><ul><li>(Keep motivated through feedback and recognition) </li></ul>
    18. 18. Sustain <ul><li>Plan ways to keep 5S going until it becomes the “OfficeMax way” </li></ul><ul><li>To sustain 5-S </li></ul><ul><ul><li>Know why we do it </li></ul></ul><ul><ul><li>Keep the benefits in mind </li></ul></ul><ul><ul><li>Reinforce the concepts and discipline </li></ul></ul><ul><ul><li>Audit 5S progress and provide feedback </li></ul></ul><ul><ul><li>Create accountability </li></ul></ul><ul><ul><li>Recognize and celebrate success </li></ul></ul>
    19. 19. Sustainability Plan <ul><li>Create a plan to keep the benefits in mind and to provide the support and motivation to keep 5S in place: </li></ul><ul><ul><li>Recognize the benefits </li></ul></ul><ul><ul><li>Provide resources and support </li></ul></ul><ul><ul><li>Communicate plans and progress </li></ul></ul><ul><ul><li>Provide training </li></ul></ul><ul><ul><li>Audit and give feedback </li></ul></ul><ul><ul><li>Reward and recognize efforts </li></ul></ul><ul><ul><li>Increase awareness </li></ul></ul><ul><ul><li>Model success </li></ul></ul>
    20. 20. Audits and Feedback <ul><li>Audits are performed during Gemba Walks and daily activities </li></ul><ul><ul><li>Deviations are communicated during Tiered meetings </li></ul></ul><ul><ul><li>All have the responsibility in sustaining the methodology </li></ul></ul><ul><ul><li>We should welcome and encourage a peers feedback </li></ul></ul><ul><li>5-S audit provides: </li></ul><ul><ul><li>Self-evaluation </li></ul></ul><ul><ul><li>Coaching </li></ul></ul><ul><ul><li>Improvement opportunities </li></ul></ul>
    21. 21. Sustain – Guidelines for Success <ul><li>Prevents the backsliding of the first four S’s through </li></ul><ul><ul><li>Awareness </li></ul></ul><ul><ul><li>Reinforcement </li></ul></ul><ul><ul><li>Discipline </li></ul></ul><ul><ul><li>Accountability </li></ul></ul><ul><li>Sustaining 5S will create a change in the culture making 5S the normal way of life </li></ul><ul><li>5S disciplines will become evident in other areas of work </li></ul>
    22. 22. 5S As a System 2. Set in Order 3. Shine 4. Standardize 5. Sustain 1. Sort
    23. 23. Outlining/Shadowing
    24. 24. Borders
    25. 25. Our Desks
    26. 26. Where we want to go. . .
    27. 27. What happens if we don’t stay the course. . .
    28. 28. TIMWOOD (Seven Deadly Wastes) T TRANSPORTATION Moving cartons/items to various locations, from process to process, etc. I INVENTORY Committing money and storage space to items not sold M MOTION Moving cartons/orders more than the minimum needed to complete and ship them W WAITING Waiting for processing – people & orders sitting idle during production O OVERPRODUCTION Creating more cartons than required to complete or ship an order O OVER PROCESSING Doing more &quot;work&quot; to an order than is required by the customer D DEFECTS / REWORK Performing tasks that require rework to complete or ship an order
    29. 29. 1. TRANSPORTATION Moving cartons/items to various locations.
    30. 30. 2. INVENTORY
    31. 31. 3. MOTION Any motion that does not add value to the product or service Unnecessary movement
    32. 32. 4. WAITING Time spent waiting on supplies, information, people, etc. to complete a task
    33. 33. 5. OVER PRODUCTION Producing more information or product than the ultimate customer requires
    34. 34. 6. OVER PROCESSING
    35. 35. 7. DEFECT <ul><li>Performing tasks that require rework to complete or ship an order </li></ul>
    36. 36. Benefits of 5S <ul><li>Eliminates many types of waste (TIMWOOD) </li></ul><ul><li>Looking for things </li></ul><ul><li>Working around things </li></ul><ul><li>Reorganizing </li></ul><ul><li>Replacing lost items </li></ul><ul><li>Waiting </li></ul><ul><li>Breakdowns </li></ul><ul><li>Mis-picks </li></ul><ul><li>Damage to product </li></ul>
    37. 37. Lean - Visual Controls <ul><li>The means, devices, or mechanisms that . . . </li></ul><ul><ul><li>make problems, abnormalities, or deviations from standard visible to everyone </li></ul></ul><ul><ul><li>display the operating or progress status in an “easy to see” format </li></ul></ul><ul><ul><li>convey information </li></ul></ul><ul><ul><li>provide immediate feedback </li></ul></ul>
    38. 38. Lean - Visual Controls <ul><li>Picture </li></ul>
    39. 39. VISUAL CONTROL
    40. 40. What does this tell you?
    41. 41. What does this tell you?
    42. 42. VISUAL CONTROL
    43. 43. Lean – Kaizen <ul><li>Kaizen Process </li></ul><ul><li>A focused, dedicated, cross-functional team </li></ul><ul><li>Assigned exclusively to address one specific area or problem </li></ul><ul><li>Actually makes immediate improvements </li></ul>
    44. 44. What is a Kaizen Event? <ul><li>A highly focused “assault ” on an area or process to achieve improvement </li></ul><ul><li>Small “ incremental ” improvement or continuous improvement </li></ul><ul><li>Associate involvement </li></ul><ul><li>Similar to “Sequestering a Jury” or being on “YTO” </li></ul><ul><li>Goal is to achieve as many improvements as possible during a 1-5 day period </li></ul>
    45. 45. Kaizen Event <ul><li>Extremely effective to quickly improve a process </li></ul><ul><ul><li>Reduced lead times, reduced WIP, reduced scrap with little if any capital improvements </li></ul></ul><ul><li>Provides for rapid improvement in the performance of a specific process without spending additional $$ </li></ul><ul><ul><li>A focused, dedicated, cross-functional team (usually 8-10) </li></ul></ul><ul><ul><li>Limited period of time (3-5 days) </li></ul></ul><ul><ul><li>Trained to use Kaizen methodologies to work on a given process or problem </li></ul></ul><ul><ul><li>Actually makes immediate improvements of the work area </li></ul></ul><ul><li>Useful for demonstrating significant lean improvements in an extremely short period of time </li></ul>
    46. 46. SPIN Process <ul><li>A process to collect and implement process improvement </li></ul>S SIMPLIFIED P PROCESS I IMPROVEMENT N NEEDED
    47. 47. SPIN Process <ul><li>A process to collect, track and implement process improvement opportunities </li></ul><ul><li>Fosters a team approach between management and floor associates </li></ul>
    48. 48. Why SPIN <ul><li>The SPIN process is a means to capture problems identified . . . </li></ul><ul><ul><li>By associates </li></ul></ul><ul><ul><li>As barriers to production on area MDI boards </li></ul></ul><ul><ul><li>From Gemba walks conducted by the management staff prior to Tier 1 meetings (shift start meetings) </li></ul></ul>
    49. 49. PROCESS <ul><li>How to Proceed: </li></ul><ul><ul><li>A problem is identified </li></ul></ul><ul><ul><li>Together the supervisor & associate fill out a SPIN form to make sure the problem is captured correctly </li></ul></ul><ul><ul><ul><li>What? = What is the problem? </li></ul></ul></ul><ul><ul><ul><li>When? = When does the problem occur? </li></ul></ul></ul><ul><ul><ul><li>Where? = Where did the problem occur? </li></ul></ul></ul><ul><ul><ul><li>Significance = How does this problem effect the operation </li></ul></ul></ul><ul><ul><li>Supervisor takes the form and posts it in the SPIN area (SPIN Creation) section </li></ul></ul><ul><ul><li>SPIN administrator will add to Tracking database and schedule a vote date </li></ul></ul>
    50. 50. SPIN Exercise <ul><li>Issues identified </li></ul><ul><li>I have to travel to the back of aisles 251-261 to pick product consistently </li></ul><ul><li>Signs are missing in aisle 256 </li></ul><ul><li>Pallets continue to get loaded onto the wrong truck </li></ul><ul><li>During my shift, I have to go to the back stock area multiple times to locate product </li></ul><ul><li>Product continually gets stuck in between the rollers of the flow rack </li></ul><ul><li>During my shift, I continually have to re-stack pallets as the heavy product is on top of light product </li></ul><ul><li>Shipping lanes are backed up shutting down the conveyor & stopping production </li></ul>
    51. 51. Example
    52. 52. SPIN Voting Board No. SPIN Idea SPIN Description 10 – 4 Vote Captains Voted 1 Travel to back of aisle I have to travel to the back of aisles 251-261 to pick product consistently Captain 1 Captain 2 2 Signs are missing Signs are missing in aisle 256 Captain 3 Captain 4 3 Pallets on wrong trucks Pallets continue to get loaded onto the wrong truck Captain 5 Captain 6 4 Back stock picking During my shift, I have to go to the back stock area multiple times to locate product Captain 7 Captain 8 Captain 9 5 Product stuck on rollers Product continually gets stuck in between the rollers of the flow rack Captain 10 Captain 11 6 Heavy product on top During my shift, I continually have to re-stack pallets as the heavy product is on top of light product Captain 12 Captain 13 7 Truck Loading Shipping lanes are backed up shutting down the conveyor & stopping production Captain 14 Captain 15
    53. 53. SPIN 10-4 Voting <ul><li>10 – 4 Voting is a process allowing each Lean Captain to vote on the priority of the SPIN documents </li></ul><ul><li>Each person receives 10 votes and can vote up to 4 on one item </li></ul><ul><li>All SPIN documents will be addressed, this just helps identify which ones to work on first based on resources </li></ul>
    54. 54. SPIN Voting Board No. SPIN Idea SPIN Description 10 – 4 Vote Captains Voted 1 Travel to back of aisle I have to travel to the back of aisles 251-261 to pick product consistently Captain 1 Captain 2 2 Signs are missing Signs are missing in aisle 256 Captain 3 Captain 4 3 Pallets on wrong trucks Pallets continue to get loaded onto the wrong truck Captain 5 Captain 6 4 Back stock picking During my shift, I have to go to the back stock area multiple times to locate product Captain 7 Captain 8 Captain 9 5 Product stuck on rollers Product continually gets stuck in between the rollers of the flow rack Captain 10 Captain 11 6 Heavy product on top During my shift, I continually have to re-stack pallets as the heavy product is on top of light product Captain 12 Captain 13 7 Truck Loading Shipping lanes are backed up shutting down the conveyor & stopping production Captain 14 Captain 15
    55. 55. Lean Captain Program <ul><li>What is a Lean Captain </li></ul><ul><ul><li>Floor liaison or spokesperson to LEAN </li></ul></ul><ul><ul><li>Assists in identifying and documenting SPIN ideas </li></ul></ul><ul><ul><li>Votes on priorities of SPIN prospects </li></ul></ul><ul><ul><li>Is a leader in implementing SPIN strategies </li></ul></ul><ul><ul><li>Assists management staff in relating LEAN to daily duties </li></ul></ul><ul><ul><li>Audits areas for 5S sustainment </li></ul></ul><ul><li>Choosing Lean Captains </li></ul><ul><ul><li>Associates from all areas </li></ul></ul><ul><ul><li>All shifts should be represented </li></ul></ul><ul><ul><li>Associates who are excited about Lean </li></ul></ul><ul><ul><li>Associates who are vocal with peers </li></ul></ul>
    56. 56. All for one; One for all

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