A revolutionary Thinking to improve Industrial Operations

1. Lean System-A
Revolutionary Thinking to change
Industrial system.
A little push in Right Direction can make a Big Difference
Joshi Mohit
Department of Management
Studies

2. It takes a smart person at least 20 years to complete full training, attitude,
knowledge & comprehension of LM in the work venue.
93% reduction in Lead-time (12 days to 6.5 hours)
83% reduction in WIP inventory ( 2.49 hours from to 1.5 hours)
91% reduction in FG inventory ( from 30000 pcs to 2900 pcs)
50% reduction in Overtime
83% improvement in productivity (from 2.4 to 4.5 pcs /labor hour)

3. Philosophy
(Long Term Thinking)
Process
People and Partners
(Respect, Challenge &Grow them)
Problem
Solving
(Continuous improvement
& Learning)Kaizen
Respect & Teamwork
Genchi Genbutsu
Go see for yourself
4 “P” model

4. The question now is…
…What is Lean?
Lean is a management system
which is designed to
be responsive to the needs of
humans in business
and deliver better outcomes for
key stakeholders
such as associates, suppliers,
customers, investors,
and communities
Lean thinking not only changes
the way of manufacturing, but
also can be the way to improve
any kind of
organizations.

5. Money
People
Space
Large
Equipments
Inventory
Lean Principles
Continuous Improvement
without adding: Cost
Lean Principles is a methodology, modeled from a Lean manufacturing strategy
that eliminates waste.
Lean is NOT people working harder to produce more.
Lean Methodology results in greater profit by reducing costs.

6. Toyota Production System (TPS)
 Underlying this management philosophy is the
concept that "Good Thinking Means Good
Product.“
 Based on two philosophies:
 1. Elimination of waste
 2. Respect for people

7. Toyota Production System (TPS)
 Toyota Production System (TPS) is one of the most admired lean
manufacturing systems in existence.
 They have a process of continuous improvement.
 Work is completely specified as to content, sequence, timing, and
outcome.
 Services and goods do not flow to the next available person or
machine, but to a specific person or machine.
 Employees are stimulated to experiment to find better ways to do
their jobs.
 Improvements to the system must be made in accordance with the
scientific method, under the guidance of a teacher, at the lowest
possible organizational level.

8. Toyota Production System (TPS)
 Just-In-Time
One of the two main pillars of TPS. It refers to the
manufacturing and conveyance of only what is needed,
when it is needed, and in the amount needed.
 Genchi Genbutsu
Go see the problem. This is the belief that practical
experience is valued over theoretical knowledge. You must
see the problem to know the problem.
 Muda
Waste. Operations that do not add value to the customer.
There are seven types of muda: (Overproduction, waiting,
conveyance, processing, inventory, motion, correction).

9. See the problem, know the problem.

10. See the job, value the job.

11.  The FACTS don’t matter!
 I interpret rules in a way that benefits me.
 I have been known to ignore rules that get in
my way.
 I like people better if they like me.

12. Must Not Must
Go to the
Shop Floor
Think of at
least 7 ways
to do better
Kaizen your
Standard Work
Have a vision
Observe the process
Find the Waste
Provide the
right tools
Set goals
Communicate
direction
Hide in the
office
Create smoke
screens Grovel Be clueless
Throw fits
Give up
Blame the
worker
Blame the Measure
Tamper with
the MeasureCover up
Stress out Throw People at Problems
Flex
Muscles
Show Boat
Empower the Team
Celebrate Success
Lead by ExampleIntimidate
Quality of a GOOD Lean System

13. KAIZEN
Masaaki Imai is known as the developer of
KAIZEN.
‘KAI’ means ‘Change or the action to correct’.
‘ZEN’ means ‘Good’.
Kaizen is small incremental changes made for
improving productivity and minimizing wastes.
Introduction

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
Don’t seek
for
perfection
Correct the
mistake the
moment you
found
Improveme
nt has NO
limits
Don’t accept
excuses
Ask WHY 5
times Problem gives
your brain a
chance to
work

15. 3 Main Principles of KAIZEN
15

16.  I like my ideas better just because they’re mine.
 I think it’s fun to say “no” when I have the
power to do so.
 You cannot change how I see the world.
 It is important to me to look good in the eyes of
others.
 I don’t even know 1/10th of 1% about anything,
but I think I know everything.

17. KAIZEN PLEDGE
Alone we are weak, together we are strong
We shall work together, as a family, in mutual trust, and
responsibility
Progress can be achieved, only if, we are ever ready, to change
ourselves
As the world moves forward, we must keep in step
My opinion, is of not importance, not of others, the only thing
of importance, is reality, at the gemba
We shall change it, with team work
Jai Span Diagnostic
Jai Hind

19.  Six sigma is a business statistical Strategy.
 Is to identifying defects and removing them from the
process of products to improve quality.
 A defect is defined as any process output that does
not meet customer specifications.
 Statistical measure to objectively evaluate processes.

20.  The Six sigma was founded by Motorola in the
1970s.
 Out of senior executive Art Sundry's criticism of
Motorola’s bad quality.
 They founded a connection between increases in
quality and decreases in costs of production.
 Bill Smith, “Father of six sigma” introduce this
quality improvement Methodology to Motorola.

21. • Quality management program developed by
Motorola in the 1980s.
• Management philosophy focused on business
process improvements to:
 Eliminate waste, rework, and mistakes
 Increase customer satisfaction
 Increase profitability and
competitiveness

22. • There is nothing new. It only proves defects and defectives
counts often tangible, measurable results.
•It is corrective action system rather than taking a
preventive and proactive approach to problems.
•It is merely about appraisal system and that appraisal
programs aren’t useful. In realty, appraisals are great tools
for identifying and tracking improvements, which is critical
to any project.
•Critics have suggested that Six Sigma did not bring quality
improvement in all the organizations where it was
implemented.
It depends on the tools and authorizations.

23.  I like to be “right.”
 I love to say “I told you so.”
 I hate to admit I’m wrong even in those rare
situations when it looks like I might be.
 Here’s how I make decisions: I decide what I
want the answer to be – and then make up the
logical reasons to support my decision

24. POKA-YOKE
 ‘POKA’ : Mistake ‘YOKE’ : Proofing
 A poka-yoke is any mechanism in a lean
manufacturing process that helps an equipment
operator avoid (yokeru) mistakes (poka).
 Its purpose is to eliminate product defects by
preventing, correcting, or drawing attention to
human errors as they occur.
 The concept was formalized, and the term
adopted, by Shigeo Shingo (Japanese industrial
engineer)as part of the Toyota Production System

25. INTRODUCTION
July 12, 2017
25
What is a Poka- yoke?
 Shigeo shingo defined
 poka-yoke as POKA- ‘Inadvertent mistake that anyone can
make’ and YOKE- ‘To prevent or proof’
 Poka-yoke is a tool to have “zero defects” and even reduce or
eliminate quality control.
 Poka-yoke is a Japanese name for “fool-proofing”.
 Poke-yoke represents the intelligence of the operator by
excluding repetitive actions that require a thinking process.

26. MISTAKE PROOFING
July 12, 2017
26
 Mistake-Proofing a product's design and its manufacturing
process is a key element of design for manufacturability /
assembly (DFM/A)
 Mistake proofing is also a key element of improving product
quality and reliability
FACTORS CONTRIBUTING TO MISTAKE PROOFING:
 Attention
 Perception
 Memory
 Logical reasoning

27. POKA-YOKE (Contd.)
 It was originally described as baka-yoke, but as
this means "fool-proofing" (or "idiot-proofing")
the name was changed to the milder poka-yoke.
 This tool can be applied to any process, be it in
manufacturing or the service industry.

28. Examples of POKA-YOKE
 3.5 inch diskettes cannot
be inserted unless
diskette is oriented
correctly.
 The sink is fitted with
light sensors. These
sensors ensure that the
water is turned off in the
sink.

29.  Use competence and commitment instead of
position and status.
 Team building and leadership are not based on
authority.
 It’s not what you say….it’s how you make
them feel.

30. 5S, the foundation for Lean System
Characteristics of World Class
Customer-Value Focused
Delivery
CostQuality Cost + Profit = Price
Price – Profit = Target Cost
People Based
System
Radical Change –
Kaikaku
Kaizen Workshops
Daily Improvements –
Standard Work
5S , foundation for Lean System
- Visual Management
Lean System
Lean Manufacturing System is the
revolutionary super-efficient production
system pioneered by Toyota Motor Company.
L e v e l P r o d u c t i o n
5S / V i s u a l M a n a g e m e n t
Relentless R e m o v a l o f W a s t e
LEAN PRODUCTION SYSTEM
Man
Material
Machine
Standard
Work Takt
Time
SWIP
Operational
Availability
1 piece
Flow
Pull
system

31. 5S Definition
5S is a method for
organizing a workplace,
especially a shared
workplace (like a common
floor or an office space),
and keeping it organized.
It’s sometimes referred to
as a housekeeping
methodology, however this
characterization can be
misleading, as
workplace organization
goes beyond housekeeping.

32. 5S–SIMPLE HOUSEKEEPING
Outlines:
 5S as a Foundation of Lean
 5S Definition
 Seiri - Sort
 Seiton – Simplify
 Seiso – Sweep
 Seiketsu – Standardise
 Shitsuke – Self discipline
 Benefits of 5S as a Visual tool for
continuous improvement

33. Why do 5S
What are the 5S ? (Activity)
1st S
2nd S
3rd S
4th S
5th S
5S are 5 necessary
disciplines for maintaining
a visual workplace.

34. Benefits of 5’S
5S makes workplace more pleasant
5S helps in work efficiency
5S and safety go hand-in-hand
5S leads to better quality environment and higher
productivity

35. 1st Seiri (Sort)
 To take out unnecessary items either sort , red tag or dispose them
Necessary:
Used for daily work
Used periodically
I am the source
Unnecessary:
Unsafe
Defective
Obsolete or outdated
Unused
Extra or duplicate
2nd Seiton (Simplify)
To arrange necessary items in a proper order so that they can be easily picked up for use
Consider:
• Visual aids are encouraged in order to help understanding and
minimize complexity.
• Labeling locations where necessary items are kept when not
in use, especially moveable items.
• Labeling drawers and notebooks to identify their contents.

36. 3rd Seiso (Sweep)
 To clean your workplace completely so that there is no dust anywhere
4th Seiketsu (Standardise)
 To maintain a high standard of housekeeping and workplace organization at all times
 Visual checks to maintain the process
S5th Shitsuke (Self Discipline)
 To train people to follow good housekeeping discipline independently

37. Criticisms of Lean Management
 The principal criticisms of Lean management are
well known, relatively few in number, and have been
constant over time. Workers may view Lean
management as undesirable if it is incorrectly
implemented, because it could make them work
harder, they might have less time to spend with
customers, and, ultimately, they could lose their jobs.
These criticisms, are predictable and the result of
zero-sum (win-lose) application of Lean
management by senior managers
 Lean starts with Thinking(Philosophy)

38. Thank You

39. Learn to Become More Likeable
It’s not fair– but people judge you by your appearance.
 Well-Dressed People are Perceived As:
– More productive
– Responsible
– Personally acceptable
– More intelligent
– More honest
– Hardworking
– Taking their job seriously
Being raised properly
It’s not always what you do say – it’s
often what you don’t say.
 If They Aren’t Listening…
It Doesn’t Matter What You Say.