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Cmtc Lean Introduction


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Brief introduction to lean

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Cmtc Lean Introduction

  1. 1. Lean IntroductionKim Victorine, Senior Consultant California Manufacturing Technology Consulting
  2. 2. CMTC • Private non-profit corporation affiliated with the National Institute of Standards & Technology – Manufacturing Extension Partnership (NIST- MEP) • We are in the top 5% in NIST-MEP Client Satisfaction • Our Mission is to ―Make a Difference in California‖ by enhancing manufacturing • Our ―Hands On‖ approach is different from other consulting organizations(file path)
  3. 3. Kim Victorine• Has worked with over 200 client organizations since 1998.• Has conducted over 100 QMS & Lean project implementations• Broad & deep experience: – Quality Circle Facilitator – JIT, TQM, SPC – Zenger Miller certified facilitator/trainer – Achieve Global certified facilitator/trainer – NIST/MEPU certified Lean facilitator/trainer – Lean Competency in Value Stream Mapping, 5S, Kaizen, TPM, SMED, TWI, Problem Solving, and Standard Work
  4. 4. What is Lean? • Lean is the identification of waste in our systems and processes • Lean is a organizational pursuit of the removal and prevention of waste (9 types of NVA waste) • Lean methodologies were developed at Toyota and are known as the Toyota Production System (TPS)(file path)
  5. 5. Defining LeanLean is:“A systematic approach to identifying and eliminatingwaste (non-value-added activities) through continuousimprovement by flowing the product at the pull of thecustomer in pursuit of perfection.” The MEP Lean Network
  6. 6. Why Do We Follow the Lean Path? • SURVIVAL! • Our global economy and growing competition requires all organizations to improve performance ―rapidly‖(file path)
  7. 7. What Has Changed to Require Us to Follow a Lean Path? • The financial model that all companies have to apply in todays environment has changed • The Old Equation for Profit – Cost + Defined Profit = Sales Price • The New Equation for Profit – Price (Fixed by Consumer) – Cost = Profit(file path)
  8. 8. Typical Benefits from Lean Percentage of Benefits Achieved 0 25 50 75 100Lead Time ReductionProductivity Increase WIP Reduction Quality Improvement Space Utilization
  9. 9. Definition Of Value-AddedValue-AddedAny activity that increases the market form or function ofthe product or service. (These are things the customer iswilling to pay for.)Non-Value-AddedAny activity that does not add market form or function oris not necessary. (These activities should be eliminated,simplified, reduced, or integrated.)
  10. 10. The 9 WastesValue-Added Non Value-Added 1. Overproduction 2. Waiting 3. Transportation 4. Non Value-Added Processing 5. Excess Inventory 6. Defects 7. Excess Motion 8. Underutilized People (NIST-MEP) 9. Resistance to Change (CMTC) Typically 95 % of all process time is non value-added
  11. 11. Traditional Approach to Improvement 90% of the lead time 10% V NVA time A 25% improvement in Value added time 90% 7.5% V NVA time A Very little effect (2.5%) on the total lead time
  12. 12. Current Approach for Kaizen Improvement 90% of the lead time 10% V NVA time A 25% improvement in Non Value added time, 67.5% 33.5% V V V NVA time A A A Significant reduction (22.5 %) in total lead time
  13. 13. Continual ImprovementOld Adage: “If you always do what you always did, you’ll always get what you always got.”Competitive Corollary: “If the other guy gets BETTER, you’re gonna get LESS.”
  14. 14. Why Introduction to Value Stream• See the sources of waste in the Value Stream... basis for an implementation plan• Linkage between information and material flow• Qualitative tool: What you are going to do to affect the numbers• Helps to see and focus on flow with a vision of an ideal
  15. 15. Value S The Value Stream VALUE-STREAM PROCESS PROCESS PROCESS Create art Molding Assembly Cell Raw Finished Material Product
  16. 16. ―Rocks in a Stream‖ or Process Flow Optimized How it is today How it can be How it should be(file path)
  17. 17. Walking the Flow (Muda Walk) • The first step in in identifying where things stand (your current state) is to ―walk the process or flow‖ • Waste (Muda) walk; Walk the flow looking for the 9 types of waste • Document what waste is found and where it is located(file path)
  18. 18. What Do We Do Next? • Identify areas with the most potential for improvement • Develop a workplace diagram • Go back to the action and collect more data(file path)
  19. 19. Workplace Diagram • Draw a layout of the work area showing points of entry/exit, key equipment, storage areas, materials • Diagram the flow of personnel performing work • Measure distance traveled(file path)
  20. 20. Gather Information: Start with a Map Pallet Worker Mobile Equipment 20 360vLE203 Workplace Organization and Standardization — SM u02/02 v1 2002
  21. 21. Example: Spaghetti Diagram
  22. 22. Example: Office Area Map File Cabinet Files Bookcase Bookcase File Boxes Chair Table Desk Computer Door Bookcase 22 360vLE203 Workplace Organization and Standardization — SM u02/02 v1 2002
  23. 23. Example: Workplace Scan Display 23 360vLE203 Workplace Organization and Standardization — SM u02/02 v1 2002
  24. 24. Gather Information: Take ―Before‖ Photos • Photograph major problem areas – Photos provide a visual measurement of current and improved conditions • Choose strategic locations • Remember to mark the locations • Record locations and subjects 24 360vLE203 Workplace Organization and Standardization — SM u02/02 v1 2002
  25. 25. Example: Workplace Scan Display, with Photo’s 25 360vLE203 Workplace Organization and Standardization — SM u02/02 v1 2002
  26. 26. Kaizen Improvement • Kaizen = Continual Improvement • Kaizen = Rapid Improvement • Kaizen = Improvement Driven by Workers(file path)
  27. 27. Kaizen - A new way of thinking What do you see when you look at this picture? Cup Half Empty ? Or cup Half Full?
  28. 28. Kaizen - A new way of thinking Lean View: There is twice as much measuring cup as is needed to hold the water
  29. 29. Traditional Improvement ProcessAnalyze Recommend Decide Implement Modify Typically Takes Weeks or Months
  30. 30. Kaizen Improvement ProcessAnalyze Try Modify Implement Kaizen Team Maximum of 5 Days
  31. 31. Kaizen Methodology• A focused team approach towards eliminating waste in the operation• Lightning fast…….Just do it!• Minimize brainstorming….‖Try-storm‖ instead!• Fast and crude is better than slow and elegant• Breaking the status quo by making immediate change• Quantify the results of the change• Involve everyone in the process• Do it with minimal cost or no cost
  32. 32. Contact Info Kim Victorine, Senior Consultant CMTC BB: 310-984-0938 Cell: 951-203-3672 Email: Email: path)