Example Lean Assessment Presentation 4-26-09

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This is a sample Lean Assessment of Company XYZ that would be given to all employees.

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  • Example Lean Assessment Presentation 4-26-09

    1. 1. Lean Company XYZ Mark Haworth Rev. 1 Page 1 4-23-09 XYZ Manufacturing
    2. 2. Lean Company XYZ Company XYZ Lean Mark Haworth Rev. 1 Page 1 4-23-09 XYZ Manufacturing
    3. 3. Lean Company XYZ Company XYZ Lean Assessment Mark Haworth Rev. 1 Page 1 4-23-09 XYZ Manufacturing
    4. 4. Lean Company XYZ Company XYZ Lean Assessment 2009 Mark Haworth Rev. 1 Page 1 4-23-09 XYZ Manufacturing
    5. 5. Lean Company XYZ Company XYZ Respect Teamwork Training Company XYZ Trust Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    6. 6. Lean Company XYZ Company XYZ Respect Teamwork Training Company XYZ Trust Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    7. 7. Lean Company XYZ Company XYZ Respect Teamwork Training Company XYZ Trust Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    8. 8. Lean Company XYZ Company XYZ Respect Teamwork Training Company XYZ Trust Standardized Work Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    9. 9. Lean Company XYZ Company XYZ Respect Teamwork Training Company XYZ Trust Standardized Heijunka Work Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    10. 10. Lean Company XYZ Company XYZ Respect Teamwork Training Company XYZ Trust Standardized Heijunka Problem Solving Work Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    11. 11. Lean Company XYZ Company XYZ Respect Teamwork Training Just-In-Time Company XYZ Trust Standardized Heijunka Problem Solving Work Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    12. 12. Lean Company XYZ Company XYZ Respect Teamwork Training Jidoka Just-In-Time Company XYZ Trust Standardized Heijunka Problem Solving Work Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    13. 13. Lean Company XYZ Company XYZ Lowest Cost – Highest Value – Shortest Lead Time Respect Teamwork Training Jidoka Just-In-Time Company XYZ Trust Standardized Heijunka Problem Solving Work Stability Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    14. 14. Lean Company XYZ Company XYZ Lowest Cost – Highest Value – Shortest Lead Time 1X1 Respect production (continuous Teamwork Flow) Training Jidoka Just-In-Time Company XYZ Pull Systems Trust Postponement Standardized Heijunka of Problem Solving Work differentiating Stability processes Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    15. 15. Lean Company XYZ Company XYZ Lowest Cost – Highest Value – Shortest Lead Time 1X1 Separate Man from Respect production Machine (continuous Teamwork Flow) Training Jidoka Just-In-Time Poka-yoke Company XYZ Pull Systems Quality at the source Trust Postponement Standardized Heijunka of Problem Solving Work differentiating Stability processes Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Mark Haworth Rev. 1 Page 2 4-23-09 XYZ Manufacturing
    16. 16. Lean Company XYZ Mark Haworth Rev. 1 Page 3 4-23-09 XYZ Manufacturing
    17. 17. Lean Company XYZ • Continuous Improvement Statement Mark Haworth Rev. 1 Page 3 4-23-09 XYZ Manufacturing
    18. 18. Lean Company XYZ • Continuous Improvement Statement Quoted text from Company Handbook Pages 1 & 2. Mark Haworth Rev. 1 Page 3 4-23-09 XYZ Manufacturing
    19. 19. Lean Company XYZ • Continuous Improvement Statement Quoted text from Company Handbook Pages 1 & 2. “… customer-oriented, market-focused company.” Mark Haworth Rev. 1 Page 3 4-23-09 XYZ Manufacturing
    20. 20. Lean Company XYZ Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    21. 21. Lean Company XYZ Vision Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    22. 22. Lean Company XYZ Customer Vision Oriented Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    23. 23. Lean Company XYZ Market Customer Vision Focused Oriented Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    24. 24. Lean Company XYZ Market Customer Vision Focused Oriented Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    25. 25. Lean Company XYZ Market Customer Vision Focused Oriented Business Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    26. 26. Lean Company XYZ Market Customer Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    27. 27. Lean Company XYZ Lean Market Customer Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    28. 28. Lean Company XYZ Company Lean Market Customer Teams Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    29. 29. Lean Company XYZ Company Lean Continuous Market Customer Teams Improvement Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    30. 30. Lean Company XYZ Company Lean Continuous Market Customer Teams Improvement Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    31. 31. Lean Company XYZ Company Lean Continuous Market Customer Teams Improvement Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    32. 32. Lean Company XYZ Company Lean Continuous Market Customer Teams Improvement Vision Focused Oriented Business Metrics Plan Executive Team Mark Haworth Rev. 1 Page 4 4-23-09 XYZ Manufacturing
    33. 33. Lean Company XYZ • Why Mark Haworth Rev. 1 Page 5 4-23-09 XYZ Manufacturing
    34. 34. Lean Company XYZ • Why • Global Competition. • Survival • Company XYZ Current Status • Proven Systems Mark Haworth Rev. 1 Page 5 4-23-09 XYZ Manufacturing
    35. 35. Lean Company XYZ • Principles Of Lean Three Steps Mark Haworth Rev. 1 Page 6 4-23-09 XYZ Manufacturing
    36. 36. Lean Company XYZ • Principles Of Lean Three Steps 1. Stabilize 2. Flow 3. Sustain Mark Haworth Rev. 1 Page 6 4-23-09 XYZ Manufacturing
    37. 37. Lean Company XYZ • Baseline Audit Mark Haworth Rev. 1 Page 7 4-23-09 XYZ Manufacturing
    38. 38. Lean Company XYZ • Baseline Audit Mark Haworth Rev. 1 Page 7 4-23-09 XYZ Manufacturing
    39. 39. Lean Company XYZ • Baseline Audit Mark Haworth Rev. 1 Page 7 4-23-09 XYZ Manufacturing
    40. 40. Lean Company XYZ • Waste Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    41. 41. Lean Company XYZ • Waste Eliminate Waste Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    42. 42. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    43. 43. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    44. 44. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting 3. Transport Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    45. 45. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting 3. Transport 4. Inventory Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    46. 46. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    47. 47. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects 6. Motion Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    48. 48. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    49. 49. Lean Company XYZ • Waste Eliminate Waste 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    50. 50. Lean Company XYZ • Waste Eliminate Waste Eng. 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    51. 51. Lean Company XYZ • Waste Eliminate Waste Purch. Eng. 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    52. 52. Lean Company XYZ • Waste Eliminate Waste Purch. Eng. 1. Overproducing 2. Waiting HR 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    53. 53. Lean Company XYZ • Waste Eliminate Waste Purch. Eng. 1. Overproducing 2. Waiting Sales HR 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    54. 54. Lean Company XYZ • Waste Eliminate Waste Purch. Eng. 1. Overproducing 2. Waiting Sales HR 3. Transport 4. Inventory 5. Defects Cust. 6. Motion Serv. 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    55. 55. Lean Company XYZ • Waste Eliminate Waste Purch. Eng. 1. Overproducing 2. Waiting Sales HR 3. Transport 4. Inventory 5. Defects Cust. Mfg. 6. Motion Serv. 7. Over processing 8. Mess Mark Haworth Rev. 1 Page 8 4-23-09 XYZ Manufacturing
    56. 56. Lean Company XYZ • Visual Management Basic 5S 1. Sort 2. Scrub 3. Straighten 4. Standardize 5. Sustain Mark Haworth Rev. 1 Page 9 4-23-09 XYZ Manufacturing
    57. 57. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 10 4-23-09 XYZ Manufacturing
    58. 58. Lean Company XYZ • Visual Management 1. Sort •Is It Needed Daily, Weekly, Monthly? •Is It Production Or Maintenance? •Is It The Correct Tool/Item? •Place Items In Question In “Red Square”. •What Is It? Mark Haworth Rev. 1 Page 10 4-23-09 XYZ Manufacturing
    59. 59. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 11 4-23-09 XYZ Manufacturing
    60. 60. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 11 4-23-09 XYZ Manufacturing
    61. 61. Lean Company XYZ • Visual Management “Red Square” Area 1. Establish the boundaries 2. Identify unneeded, misplaced items 3. Move to holding area 4. Tag Safety problems 5. Dispose of truly unneeded items 6. All Shifts Must Agree Mark Haworth Rev. 1 Page 11 4-23-09 XYZ Manufacturing
    62. 62. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 12 4-23-09 XYZ Manufacturing
    63. 63. Lean Company XYZ • Visual Management 2. Scrub & Shine •Clean Area. •Clean Machines. •Tag Safety Issues. •Identify What Is Needed To Keep Clean. •Identify Items That Need Repair. Mark Haworth Rev. 1 Page 12 4-23-09 XYZ Manufacturing
    64. 64. Lean Company XYZ • Visual Management 2. Scrub & Shine •Clean Area. •Clean Machines. •Tag Safety Issues. •Identify What Is Needed To Keep Clean. •Identify Items That Need Repair. Mark Haworth Rev. 1 Page 12 4-23-09 XYZ Manufacturing
    65. 65. Lean Company XYZ • Visual Management 2. Scrub & Shine •Clean Area. •Clean Machines. •Tag Safety Issues. •Identify What Is Needed To Keep Clean. •Identify Items That Need Repair. Mark Haworth Rev. 1 Page 12 4-23-09 XYZ Manufacturing
    66. 66. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 13 4-23-09 XYZ Manufacturing
    67. 67. Lean Company XYZ • Visual Management 3. Straighten •Give Necessary Items A Home. •Label Items. •Paint Where Needed. •Determine Any Layout Changes. •Examine Material Flow •Make Carts, Racks, etc. Mark Haworth Rev. 1 Page 13 4-23-09 XYZ Manufacturing
    68. 68. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 14 4-23-09 XYZ Manufacturing
    69. 69. Lean Company XYZ • Visual Management 4. Standardize •Reduce Waste Through Standardization. •Update Visuals As Necessary. •Follow Color Codes. Cleaning Schedules.  Mark Haworth Rev. 1 Page 14 4-23-09 XYZ Manufacturing
    70. 70. Lean Company XYZ • Visual Management Mark Haworth Rev. 1 Page 15 4-23-09 XYZ Manufacturing
    71. 71. Lean Company XYZ • Visual Management 5. Sustain •Determine How Best Sustain. •What Tools Needed To Sustain. •Develop Feedback Method. Mark Haworth Rev. 1 Page 15 4-23-09 XYZ Manufacturing
    72. 72. Lean Company XYZ • Value Stream Mapping Foundry XYZ Current State 7-21-05 Mark Haworth Rev. 1 Page 16 4-23-09 XYZ Manufacturing
    73. 73. Lean Company XYZ • Value Stream Mapping Foundry XYZ Future State Mark Haworth Rev. 1 Page 17 4-23-09 XYZ Manufacturing
    74. 74. Lean Company XYZ Mark Haworth Rev. 1 Page 18 4-23-09 XYZ Manufacturing
    75. 75. Lean Company XYZ • Takt Customer Demand (Units) Available Work Time (seconds) Mark Haworth Rev. 1 Page 18 4-23-09 XYZ Manufacturing
    76. 76. Lean Company XYZ • Takt Customer Demand (Units) Available Work Time (seconds) Eg. 5,000 Sets/day = 549 Sets/hr 9.1 Hrs. Mark Haworth Rev. 1 Page 18 4-23-09 XYZ Manufacturing
    77. 77. Lean Company XYZ • Takt Customer Demand (Units) Available Work Time (seconds) Eg. 5,000 Sets/day = 549 Sets/hr 9.1 Hrs. 3600 Sec.s = 6.6 Sec.s/Set 549 Sets Mark Haworth Rev. 1 Page 18 4-23-09 XYZ Manufacturing
    78. 78. Lean Company XYZ Mark Haworth Rev. 1 Page 19 4-23-09 XYZ Manufacturing
    79. 79. Lean Company XYZ • Balance Establish Balance Of Machine and Operator Times To Takt Time Or Target. Mark Haworth Rev. 1 Page 19 4-23-09 XYZ Manufacturing
    80. 80. Lean Company XYZ • Pitch Mark Haworth Rev. 1 Page 20 4-23-09 XYZ Manufacturing
    81. 81. Lean Company XYZ • Pitch •The time it takes to make one pack out unit. (skid, box etc. ) Mark Haworth Rev. 1 Page 20 4-23-09 XYZ Manufacturing
    82. 82. Lean Company XYZ • Pitch •The time it takes to make one pack out unit. (skid, box etc. ) Example Takt of 6.6 Sec. times 824 sets per skid is 5,438 seconds or 90 minutes. Mark Haworth Rev. 1 Page 20 4-23-09 XYZ Manufacturing
    83. 83. Lean Company XYZ Mark Haworth Rev. 1 Page 21 4-23-09 XYZ Manufacturing
    84. 84. Lean Company XYZ • Heijunka Mark Haworth Rev. 1 Page 21 4-23-09 XYZ Manufacturing
    85. 85. Lean Company XYZ • Heijunka •Sequential planning. •Run multiple combinations in a short time. •Small lot sizes in short runs. •Creates level schedule. Mark Haworth Rev. 1 Page 21 4-23-09 XYZ Manufacturing
    86. 86. Lean Company XYZ • Kanban Mark Haworth Rev. 1 Page 22 4-23-09 XYZ Manufacturing
    87. 87. Lean Company XYZ • Kanban •A visual signal. •Involves people because systems do not think. •Decreases space needed for inventory •Increased available money by reducing inventory. Mark Haworth Rev. 1 Page 22 4-23-09 XYZ Manufacturing
    88. 88. Lean Company XYZ Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    89. 89. Lean Company XYZ How You Do It Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    90. 90. Lean Company XYZ How You Do It Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    91. 91. Lean Company XYZ How You Do It Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    92. 92. Lean Company XYZ How You Do It How You Do It Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    93. 93. Lean Company XYZ How You Do It How You Do It Wrong Things Wrong •Held an unnecessary meeting poorly. •Built product wrong and did not ship. Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    94. 94. Lean Company XYZ How You Do It How You Do It Wrong Things Wrong Wrong Things Right •Held an unnecessary meeting poorly. •Spent many hours preparing for an •Built product wrong and did not ship. unnecessary meeting. •Wrong product shipped on time. Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    95. 95. Lean Company XYZ How You Do It Right Things Wrong •Developed a quality plan without customer Input. •Built product correct but missed How You Do It shipment. Wrong Things Wrong Wrong Things Right •Held an unnecessary meeting poorly. •Spent many hours preparing for an •Built product wrong and did not ship. unnecessary meeting. •Wrong product shipped on time. Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    96. 96. Lean Company XYZ How You Do It Right Things Right Right Things Wrong •Held a well organized meeting that made •Developed a quality plan without a decision in an accurate, timely manner. customer Input. •Product built correct and shipped on time. •Built product correct but missed How You Do It shipment. Wrong Things Wrong Wrong Things Right •Held an unnecessary meeting poorly. •Spent many hours preparing for an •Built product wrong and did not ship. unnecessary meeting. •Wrong product shipped on time. Mark Haworth Rev. 1 Page 23 4-23-09 XYZ Manufacturing
    97. 97. Lean Company XYZ Deming Cycle: Mark Haworth Rev. 1 Page 24 4-23-09 XYZ Manufacturing
    98. 98. Lean Company XYZ Deming Cycle: • Accredited his teacher W.A. Shewhart with the Plan Do Check Act (PDCA) cycle. (1931) • Deming tried to change it to plan do study act (PDSA) Mark Haworth Rev. 1 Page 24 4-23-09 XYZ Manufacturing
    99. 99. Lean Company XYZ Mark Haworth Rev. 1 Page 25 4-23-09 XYZ Manufacturing
    100. 100. Lean Company XYZ • Standardize • Do • Check • Act Mark Haworth Rev. 1 Page 25 4-23-09 XYZ Manufacturing
    101. 101. Lean Company XYZ • Standardize • Do • Check • Act A S C D Mark Haworth Rev. 1 Page 25 4-23-09 XYZ Manufacturing
    102. 102. Lean Company XYZ • Plan • Standardize • Do • Do • Check • Check • Act • Act A S C D Mark Haworth Rev. 1 Page 25 4-23-09 XYZ Manufacturing
    103. 103. Lean Company XYZ • Plan • Standardize • Do • Do • Check • Check • Act • Act A S A P C D C D Mark Haworth Rev. 1 Page 25 4-23-09 XYZ Manufacturing
    104. 104. Lean Company XYZ Mark Haworth Rev. 1 Page 26 4-23-09 XYZ Manufacturing
    105. 105. Lean Company XYZ • Jidoka Or Autonomation Mark Haworth Rev. 1 Page 26 4-23-09 XYZ Manufacturing
    106. 106. Lean Company XYZ • Jidoka Or Autonomation •Separate human work from machine work. •Develop defect-prevention devices. •Mistake Proofing or Poka Yoke. •Apply to assembly operations. Mark Haworth Rev. 1 Page 26 4-23-09 XYZ Manufacturing
    107. 107. Lean Company XYZ Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    108. 108. Lean Company XYZ THE 1-10-100-1000 RULE Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    109. 109. Lean Company XYZ THE 1-10-100-1000 RULE Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    110. 110. Lean Company XYZ THE 1-10-100-1000 RULE Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    111. 111. Lean Company XYZ THE 1-10-100-1000 RULE $1 $10 $100 $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    112. 112. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 $10 $100 $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    113. 113. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 $10 $100 $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    114. 114. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 DEFECT FIXED IN PLANT. $10 $100 $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    115. 115. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 DEFECT FIXED IN PLANT. $10 $100 $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    116. 116. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 DEFECT FIXED IN PLANT. $10 DEFECT FIXED $100 AT CUSTOMER $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    117. 117. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 DEFECT FIXED IN PLANT. $10 DEFECT FIXED $100 AT CUSTOMER $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    118. 118. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 DEFECT FIXED IN PLANT. $10 DEFECT FIXED $100 AT CUSTOMER CUSTOMER EXPRESSES THEIR DISAPPOINTMENT WITH OTHERS $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    119. 119. Lean Company XYZ THE 1-10-100-1000 RULE DEFECT FREE $1 DEFECT FIXED IN PLANT. $10 DEFECT FIXED $100 AT CUSTOMER CUSTOMER EXPRESSES THEIR DISAPPOINTMENT WITH OTHERS $1000 Mark Haworth Rev. 1 Page 27 4-23-09 XYZ Manufacturing
    120. 120. Lean Company XYZ VA Move 7% 1% Quick Changeover Install 6% Typical Process Before Quick Remove Changeover Performed. 13% Adjustment Is 42 % Of External Changeover. Only 7% Is Value 1% Adjustment Look 42% Added. How much waste can 4% Wait we eliminate with simple 4% changes? Work 5% Gage 17% Mark Haworth Rev. 1 Page 28 4-23-09 XYZ Manufacturing
    121. 121. Lean Company XYZ • Total Productive Maintenance Mark Haworth Rev. 1 Page 29 4-23-09 XYZ Manufacturing
    122. 122. Lean Company XYZ • Total Productive Maintenance Track down time.  Use data to predict or prevent  failures. Strengthen communications between  Maintenance and Production. Utilize problem solving.  Mark Haworth Rev. 1 Page 29 4-23-09 XYZ Manufacturing
    123. 123. Lean Company XYZ NON-judgmental / NON-blaming • Mark Haworth Rev. 1 Page 30 4-23-09 XYZ Manufacturing
    124. 124. Lean Company XYZ NON-judgmental / NON-blaming • ‘What’ and ‘How’ overrides ‘Who’ is wrong Allows “real” issues to emerge Decreases negative blaming activity Increases trust Increases quality of communication Increases capability Mark Haworth Rev. 1 Page 30 4-23-09 XYZ Manufacturing
    125. 125. Lean Company XYZ Mark Haworth Rev. 1 Page 31 4-23-09 XYZ Manufacturing
    126. 126. Lean Company XYZ Mark Haworth Rev. 1 Page 31 4-23-09 XYZ Manufacturing
    127. 127. Lean Company XYZ “I hear and I forget, I see and I remember, I do and I Learn” Confucius Circa 500 BC Mark Haworth Rev. 1 Page 31 4-23-09 XYZ Manufacturing

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