The document discusses lean operations excellence. It describes how lean aims to maintain the best way of working through standardization while continuously improving via problem solving and kaizen. Standard work establishes standards to stabilize processes, while kaizen seeks to develop better methods. Problem solving is used to address performance issues and bring processes back in line with standards. The document provides examples of standard work documentation and discusses using visual management like kamishibai cards to facilitate standard work.

1. Lean Operations
Excellence
De Motor van Lean
Philips Industry Consulting Eindhoven
Roel Berkhout, May 2012
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Maintain the best way of working Lean Operations
Excellence
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2. Performance improvement in reality Lean Operations
Excellence
gap!
Performance
Time
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Lean Operations
Problems improve the work place Excellence
and the work itself
“ No one has more trouble that the person
who claims to have no trouble.” - Taiichi Ohno
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3. Standardization versus improvementLean Operations
Excellence
Stabilize
Stabilize
Standardise
Standardize
Continuous
Improvement
Improve
Improve
Challenge
Challenge
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Lean Operations
Standardization perspective Excellence
Actual
(Performance)
Performance
Kaizen
Standard
Problem
Kaizen (Capability)
Problem
Time
Standard: Problem: Kaizen:
Record of best Actual Develop a better
known method performance has method to perform
to perform work fallen below work repeatedly
repeatedly proven capability
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4. Performance improvement on Lean Operations
Excellence
the shop floor ….
Do you have a No Create and Implement
good standard? a good standard
Yes
Make adherence to Are standards No
being followed? Follow the standard
standard visible
Yes
Are there big No
deviations from Kaizen
the standard?
Yes
Yes No
Problem Solve Is data available? Collect /improve Data
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A3 problem solving method Lean Operations
Excellence
1. Clarify the Problem
2. Break Down the Problem
A3, similar 3. Target Setting
To 8D
4. Root Cause Analysis
5. Develop Countermeasures
6. Implement Countermeasures
7. Monitor Both Results and Processes
8. Standardize Successful Processes,
learn from failures
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5. Standardization Lean Operations
Excellence
Standard Work Standard Procedures
focused on focused on solving
NORMAL ABNORMALITIES
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Standard work Lean Operations
Excellence
The written current best method for safe and efficient
work that meets the regular quality and provides the
standards for improvement
Four Elements:
1. Work elements & sequence
the order in which the work elements are done in a process
2. Total standard time & standard time per work element
3. Input materials, tools and information required
4. (Standard Work-in-Process)
minimum number of unfinished jobs necessary for a smooth completion
of a work sequence
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6. Standard work by position Lean Operations
Excellence
Standard work is LESS structured Executive
• % of time standard
• Specific sequence
• Specific time of day
• More time for discretionary tasks
Supervisor and
Supporting Roles
(Engineering, Maintenance,
Sales, Finance, Continuous
Standard work is MORE structured
Improvement, Purchasing)
• % of time standard
• Specific sequence
Team Leader
• Specific time of day
• Less time for discretionary Operator
SHOP FLOOR
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Standard Work Lean Operations
Excellence
Document No.: xxxx
STANDARD OPERATION Washington
F IS - F -P S- 2 41 / EN
P la nt:
ver s io n 0 1 Revision Level: 4
Part Work- Page
Number xxx Part Name
Bolster Line :
EQ Bolster station: Woodstock No: 1/1
Tim e:
No. Operation = SAFETY = QUALITY = TIP
30 Sec
Sketches / Photo's / etc.
Remove cavities 3 & 4 from the mould tool. 4
1 Remove parts from tool Place parts onto left side of bench (Fig1)
S piking
Remove the spiking Remove the waste then place the frame onto the bench
Ca vitie
2 frame from the upper
Ensure frame handle is pointing away from you and spikes are pointing upwards. 1
4 Cavitie s 1
3 2
2
tool
Fig 1.
3
Fold waste and place Fold the waste from the frame and place it onto the granulator cooling stand, using it to
3 onto to stand.
push the existing
waste into the granulator (fig 2).
Gra n u la to r
Remove the spiked Remove the spiked frame from underneath the bench place it into the guides on the
Co o ling s ta nd
upper mould tool (fig 1)
4 frame from the
underneath bench Ensure that the handle is pointing towards you is fully located against the censor
Fig 2.
Wh ite 5
- Take one white & green LH clip from the dispenser.
Place one white & green - Place the green clip into the center clip position and the white into the bottom location
5 clip into cavities 3&4
on cavity 4.
- Take one white & green RH clip from the dispencer.
- Place the green clip into the center cl
Gre e n
Wh ite
Fig 3.
Issued S ig na tur e Checked S ig na ture Approved S ig na t ur e SKILLED S ig na t ur e Non Conforming Product:
Name: Name: Name: OPERAT OR P la c e reje c ts in re je c t c o nta ine r. Re c o rd o n P ro c e s s M o nito r
Function: Function: Function: Name: She e t. If 3 o r m o re re je c ts fo und with s a m e fa ult ca ll Ga p Le a de r.
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7. Lean Operations
Kamishibai Excellence
Manager Standard Work
• Select card
• Follow instructions on card
• Turn green side if OK / turn red
side out if not
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Lean Operations
Excellence
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8. Problem solving, kaizen and Lean Operations
Excellence
standardization
standards …. to describe how
to keep the best
normal operating
conditions
Performance
kaizen
problem solving …. to develop a better
…. to bring the performance back method to perform the
to the level of proven work repeatedly
performance
Time
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Lean Operations
Standardization perspective Excellence
Actual
(Performance)
Performance
Kaizen
Standard
Problem
Kaizen (Capability)
Problem
Time
Standard: Problem: Kaizen:
Record of best Actual Develop a better
known method performance has method to perform
to perform work fallen below work repeatedly
repeatedly proven capability
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9. Lean Operations
Types of kaizen for SME Excellence
Quick and easy kaizen
Team Member = Short Kaizen or OPL
Kaizen Event / Blitz
Line team + support
Structured guided learning event
Full-time ca. 1 week
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Lean Operations
Excellence
Benefits of mobilizing the organization
Circle of
Concern
Circle of
Influence
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10. Lean Operations
Excellence
Roel Berkhout
Roel.Berkhout@Philips.com
+31610924113
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