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Joe Moleski, Master Black Belt Lean Sigma Philosophy


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This is just a brief discription of my lean sigma philosophy.

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Joe Moleski, Master Black Belt Lean Sigma Philosophy

  1. 1. Joe Moleski<br />Certified Master Black Belt LSS<br />Lean Manufacturing / Kaizen Expert<br />
  2. 2. Manufacturing Years<br />Lear / CLA<br />2nd Shift Supervisor<br />Continuous Improvement Leader<br />Materials Planner / Lead Auditor<br />Magna Electronics<br />Materials Planner<br />Continuous Improvement Leader<br />Business Unit Manager / Focus Factory <br />
  3. 3. What is Lean Manufacturing?<br />"Lean," is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Working from the perspective of the customer who consumes a product or service, "value" is defined as any action or process that a customer would be willing to pay for. Basically, lean is centered on preserving value with less work. Lean manufacturing is a generic process management philosophy derived mostly from the Toyota Production System (TPS).<br />
  4. 4. What are the Main goals of Lean?<br />Improve quality<br />Reduce time<br />Reduce total costs<br />Eliminate waste<br />
  5. 5. Who is TIM WOOD?<br />Transport (unnecessary movement of materials) <br />Inventory (excess inventory not directly required for current orders) <br />Motion (extra steps taken by employees because of inefficient layout) <br />Waiting (periods of inactivity) <br />Over-Production (occurs when production should have stopped) <br />Over Processing (rework and reprocessing) <br />Defects (do not conform to specifications or expectations) <br />T<br />I<br />M<br />W<br />O<br />O<br />D<br />
  6. 6. Steps to achieve a lean system<br />Recognize that there is always room for improvement <br />Continuously improve the lean manufacturing system design <br />Design a simple manufacturing system <br />
  7. 7. A Simple Manufacturing system<br />decreased cycle time <br />less inventory<br />increased productivity<br />increased capital equipment utilization <br />
  8. 8. Continuously improve<br />The term "continuous improvement" means incremental improvement of products, processes, or services over time, with the goal of reducing waste to improve workplace functionality, customer service, or product performance (Suzaki, 1987).<br />
  9. 9. MY MANUFACTURING PHILOSOPHY FOR CONTINUOUS IMPROVEMENT<br />Quality, Cost, Productivity <br />Safety and Morale<br />What:<br />Standards aimed at continuous <br />improvement through the<br />elimination of waste<br />Why:<br />Global competitiveness<br />Tools used:<br />Management by Planning<br />Visual performance measures<br />Work Teams<br />What:<br />Customer-focused aimed at<br />continuous improvement<br />Why:<br />Global competitiveness<br />Recognition of expertise<br />Tools used:<br />All HOUSE tools to establish<br />standards and solve problems<br />In-Station Process Control<br />What:<br />Capability to identify, eliminate and<br />prevent defects within station<br />Why:<br />Lower cost<br />Less rework<br />Customer satisfaction<br />Tools used:<br />Program Management Process<br />Standardized Work<br />In-Process Checks / SPC<br />Mistake Proofing<br />Just-In-Time<br />What:<br />Deliver the right product, at<br />the right time, in the right<br />quantity to the right place<br />Why:<br />Highlights waste<br />Smaller inventories<br />Customer-focused delivery<br />Tools used:<br />Kanban<br />Quick Changeover<br />Pull System<br />Level Production<br />What:<br />Averaging of quantity and style<br />produced over time<br />Why:<br />Smoothes output requirements of<br />all upstream processes<br />Needed for Just-In-Time<br />Tools used:<br />Takt time / Cycle time<br />Small batch sizes<br />LEVEL PRODUCTION<br />Equipment Reliability<br />What:<br />Up-time, Long life<br />Quality output<br />Why:<br />Increased uptime<br />Meet customer requirements<br />Improve quality<br />Tools used:<br />Process capacity sheet<br />Production PM (TPM)<br />Maintenance PM<br />
  10. 10. Kaizen EVENT Approach<br />Kaizen events are a part of a Lean Organization.<br />Problems are usually functional and less data driven.<br />Value Stream Mapping looks at the process.<br />The goal in the Kaizen is to turn it into numbers.<br />
  11. 11. Kaizen Keys to Success<br />Pre-work/prep time should not be underestimated!<br />Scope – small and avoid creep (ocean/fish)<br />Aggressive Goals – but realistic<br />Standardization of work – not vanilla<br />Worker Bees – People who perform the work<br />Commitment/no distractions – no computers, cell phones, etc<br />Leadership – resource allocation<br />Follow-up (7,15,30,60, 90) – Sustain the gain<br />
  12. 12. Kaizen Must HAVES!<br />Team Room <br />Direct contact with the sponsor<br />May have pitfalls (resources, money, damage control)<br />Communication plan<br />W.W.W.W. (who, what, why, when)<br />Daily Structure<br />Before and after pictures<br />
  13. 13. What I expect <br />Full support from management on each Kaizen event I facilitate.<br />Resources to implement real change.<br />Feedback<br />
  14. 14. Conclusion:<br />You have learned about me, what I know and what I can do...<br />Now, let me show you what I can do in your facility.<br />