Core Lean Tools


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The purpose of this session is to provide you with a high level overview and sense of importance of what Lean is and how it can be applied to your organization. We will also help you identify waste in your processes and give you a flavor of some tools that will help to eliminate that waste, making your processes more efficient and effective.

Published in: Business, Technology

Core Lean Tools

  1. 1. Your Agenda is our Agenda….
  2. 2. Agenda <ul><ul><li>Session Purpose: </li></ul></ul><ul><ul><ul><li>Develop an overall awareness and sense of importance of the application of Lean tools and techniques to business processes </li></ul></ul></ul><ul><li>Agenda: </li></ul><ul><ul><ul><li>What is Lean? </li></ul></ul></ul><ul><ul><ul><li>Examples of Lean Tools </li></ul></ul></ul><ul><ul><ul><li>Benefits of Applying Lean </li></ul></ul></ul><ul><li>Limit: </li></ul><ul><ul><ul><li>15 minutes </li></ul></ul></ul>
  3. 3. What is Lean? <ul><li>Lean has many definitions: </li></ul><ul><li>“ A systematic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection ” </li></ul><ul><li>Definition by the NIST MEP Lean Network </li></ul><ul><li>Give the customer what they want, when they want it and don’t waste anything. </li></ul>
  4. 4. Definition of Value Added <ul><li>Waste is any activity that does not add value to the final </li></ul><ul><li>service or product from the customers’ viewpoint </li></ul><ul><li>Value-added: An activity that transforms or shapes raw material or information to meet customer requirements </li></ul><ul><li>Non-value-added: An activity that takes time, resources, or space, but does not added to the value of the product or service itself </li></ul><ul><li>Business-value-added: An activity that does not add value to the product or service but is required (e.g., accounting, governmental regulations, etc.) </li></ul>Focus on elimination of those things that the customer doesn’t value.
  5. 5. 8 Wastes of Lean <ul><li>O verproduction </li></ul><ul><li>M otion </li></ul><ul><li>I nventory </li></ul><ul><li>T ransportation </li></ul><ul><li>W aiting </li></ul><ul><li>U nderutilized People </li></ul><ul><li>D efects </li></ul><ul><li>O ver-processing </li></ul>OMIT What U DO!
  6. 6. Change Management 5S Visual Layout Standard Work Batch Size Reduction POUS Just-in-time Pull System & Kanban Cellular & Flow Value Stream Mapping Self Inspection Mistake-Proofing Teams Project & Time Management Accurate & Complete Continuous Improvement & Rapid Improvement Events
  7. 7. Lean Technique: Rapid Improvement Event (RIE) <ul><li>RIE: A structured approach for making radical changes in current processes and activities within a very short time frame. </li></ul><ul><li>Goals: </li></ul><ul><ul><li>Making improvements happen during the Event, not making a list of recommendations </li></ul></ul><ul><ul><li>Removing the waste or extras from processes and making them more efficient </li></ul></ul>
  8. 8. RIE Structure <ul><li>There are three major activities involved in running a rapid improvement event – typically about an 8-week cycle: </li></ul><ul><ul><li>The preparation </li></ul></ul><ul><ul><li>The event </li></ul></ul><ul><ul><li>The follow-up </li></ul></ul>
  9. 9. Lean Tool: Value Stream Mapping <ul><li>Visualization tool used to analyze flow of materials and information required to bring a product or service to a consumer. </li></ul><ul><ul><li>Used to identify, demonstrate and decrease waste in a process </li></ul></ul><ul><ul><li>First, develop a current state value stream map: </li></ul></ul><ul><ul><li>Map the process and information flow as it currently exists </li></ul></ul><ul><ul><li>Identify value added, business-value-added, and non-value-added activities </li></ul></ul><ul><ul><li>Include cycle-times for each process-step </li></ul></ul>84.7 days
  10. 10. Value Stream Map - Future State <ul><li>Map the process and information flow after proposed improvements </li></ul><ul><li>Eliminate many wait times, reviews, and non-value-added (NVA) steps </li></ul><ul><li>Simplified process, reducing the cycle time from 84.7 days to 19.5 days </li></ul>77%
  11. 11. Sort “ When in doubt, throw it out!” Set in Order “ A place for everything & everything in Its place!” Shine “ Inspection Through Cleaning” Standardize “ Everything in a State of Readiness” Sustain “ Keep it up!” 5S
  12. 12. Lean Technique – Visual Controls <ul><li>Visual Controls are communication devices used in the work environment that tell us at a glance how work should be done </li></ul><ul><ul><li>Communicate information quickly and clearly </li></ul></ul><ul><ul><li>Locate things and places </li></ul></ul><ul><ul><li>Provide instruction </li></ul></ul><ul><ul><li>Spotlight abnormal conditions </li></ul></ul>
  13. 13. Make It Visual!
  14. 14. Lean Technique: Poka-Yoke <ul><li>What is Poka-Yoke ( pronounced POH-kah YOH-kay) ? </li></ul><ul><ul><li>Mistake Proofing </li></ul></ul><ul><li>3 Basics: </li></ul><ul><ul><li>Make it harder to make a mistake than to do it right </li></ul></ul><ul><ul><li>If you make a mistake, make it very visible </li></ul></ul><ul><ul><li>Make it easy to fix </li></ul></ul>
  15. 15. Common Mistake Proofing Examples <ul><li>Self-inspection </li></ul><ul><li>Software security </li></ul><ul><li>Look-up tables in database entry applications </li></ul><ul><li>Spell check </li></ul><ul><li>ATM beepers (alerting users to remove card) </li></ul><ul><li>Error alarms </li></ul><ul><li>Counters </li></ul><ul><li>Instruction/process checklists </li></ul><ul><li>Building error checking into control logic </li></ul>
  16. 16. Lean Technique: Standard Work <ul><li>The principles, tools, and techniques used to ensure </li></ul><ul><li>process standardization in a just-in-time environment. </li></ul><ul><ul><li>Provides a sequence of steps – assigned to each person </li></ul></ul><ul><ul><li>Establishes and documents best practice for minimizing waste </li></ul></ul><ul><ul><li>Involves redesigning work to avoid current bottlenecks, wait time, motion, transportation, underutilization, and other waste </li></ul></ul><ul><ul><li>Focuses on efficient use of resources through waste elimination </li></ul></ul><ul><ul><li>Develops procedures that control tasks so they are always executed consistently with no variation </li></ul></ul>
  17. 17. Continuously Pursue Perfection <ul><li>Otherwise, without sustained vigilance to maintain lean processes…. </li></ul><ul><ul><li>Waste constantly invades every work process </li></ul></ul><ul><ul><li>Disorder increases and processes “devolve” </li></ul></ul>It doesn’t take long to go from THIS to THAT! <ul><li>Standard Work locks in improvements and establishes a new baseline </li></ul>
  18. 18. Photo courtesy of US Army
  19. 19. <ul><ul><li>Increases Process Speed and Efficiencies </li></ul></ul><ul><ul><li>Reduces Costs </li></ul></ul><ul><ul><li>Improves On-Time Delivery </li></ul></ul><ul><ul><li>Simplifies Processes </li></ul></ul>Lean Benefits
  20. 20. Summary - Lean <ul><li>What is Lean </li></ul><ul><li>8 Wastes </li></ul><ul><li>Lean Tools </li></ul><ul><ul><li>Rapid Improvement Events (RIEs) </li></ul></ul><ul><ul><li>Value Stream Mapping </li></ul></ul><ul><ul><li>5s </li></ul></ul><ul><ul><li>Visual Controls </li></ul></ul><ul><ul><li>Mistake-Proofing </li></ul></ul><ul><ul><li>Standard Work </li></ul></ul>Lean is a never-ending philosophy!
  21. 21. Metaspire Consulting Offerings <ul><li>Metaspire offers webinars: </li></ul><ul><ul><li>Webinar offers an overview of Lean </li></ul></ul><ul><ul><li>Must have at least 6 people join </li></ul></ul><ul><ul><li>Cost: </li></ul></ul><ul><li>Classes: </li></ul><ul><ul><li>Train facilitators </li></ul></ul><ul><ul><li>Conduct team training </li></ul></ul><ul><li>Coaching </li></ul><ul><ul><li>Facilitate RIEs </li></ul></ul><ul><li>Consulting </li></ul><ul><ul><li>Implementing the management process of Lean in your organization </li></ul></ul><ul><li>Speaking </li></ul><ul><li> </li></ul>