The document outlines an agenda for a lean enterprise workshop presented by Joseph Johnson for Mar Mac Manufacturing. The agenda covers lean philosophy and tools including process mapping, spaghetti charts, waste identification, cell layouts, standard work, line balancing, and takt time. Key lean terms are defined such as process mapping, spaghetti charts, video process analysis, the seven types of waste, and 5C's.

1. CONTINUOUS IMPROVEMENT
1
LEAN ENTERPRISE
WORKSHOP
PRESENTED BY JOSEPH B JOHNSON
FOR MAR MAC MANUFACTURING

2. CONTINUOUS IMPROVEMENT
2
Introduction
 Right thing at right place, right time, right
quantity
 Effective relationships within the value
stream
 Optimal quality with first unit production
 How to be responsive to Change and
Waste Minimization

3. CONTINUOUS IMPROVEMENT
3
Agenda
 3P’s Philosophy, methodology and tools of
lean, Process analysis and Process
mapping
 Spaghetti charts
 Video process analysis
 Waste identification
 5C
 Cell layout
 Visual workplace
 Capacity analysis

4. CONTINUOUS IMPROVEMENT
4
AGENDA
 Standard work
 Line balancing
 Mixed model
 Takt time
 Cross training
 Push vs. Pull
 Line design

5. 6/23/1998CONTINUOUS IMPROVEMENT
5
VOCABULARY
 Process mapping- This tool develops a
system based understanding of the existing
process including settings, inputs, outputs,
process steps and sequence of events.
 Spaghetti Charts- Evaluation of the
physical flow and travel distance of
product moving through the facility. This
establishes a baseline for eliminating
transport waste from the process.

6. 6/23/1998CONTINUOUS IMPROVEMENT
6
VOCABULARY
 Video process analysis- Using a video
camera to capture process and waste
information and analyze it in a structured
manner. The tool helps participants to see
and eliminate waste that is often not
intuitively considered waste.
 7 types of waste (overproduction, rework
& rejects, inventory, motion, processing,
waiting and transport)

7. CONTINUOUS IMPROVEMENT
7
VOCABULARY
 5C Clear out, configure, clean and check,
conform, customize and practice
 Visual Workplace Solutions-If you can’t
see your data, does it really exist? LED
displays of your performance scoreboards
e.g: Output per labor hour, Setup time,
Reject rate, Cycle time, Material scrap
 Standard work-Organizing the operator
tasks so that the process minimizes motion
and maximizes productivity within takt
time.

8. CONTINUOUS IMPROVEMENT
8
VOCABULARY
 Takt time Establishes the beat of the factory
and the assembly or production lines. Takt
time is the maximum time allowed to produce
a product in order to meet customer demand.
 Takt time = Available daily work time/Daily
product requirement.
 Takt time = 8 hours/5000 parts = 0.0016
hours.
 Takt time = 0.0016 hours x 3600 seconds/hour
= 5.76 seconds. Maximum takt time per part
(5.76 seconds) allowed to meet the 5000 part
daily requirements for an 8 hour workday.

9. CONTINUOUS IMPROVEMENT
9
VOCABULARY
 Line balancing- Dividing the work among
the team so that no one is idle waiting for
work plus the takt time is met.
 Cell layout- Layout of mini work centers
that maximizes workflow.
 Capacity analysis- Assesses the capacity of
the process e.g. what is the maximum that
we can produce and identifying
bottlenecks and constraints.