The document provides an overview of lean principles and quality control tools. It discusses lean as a philosophy focused on eliminating waste through continuous improvement. The key lean principles are specified as: specify value, identify the value stream and eliminate waste, make value flow, implement pull, and continuously improve. Quality control tools covered include check sheets, Pareto analysis, histograms, cause-and-effect diagrams, and brainstorming. 5S methodology and its five disciplines are also explained as a tool to maintain an efficient workplace.

1. Awareness To Lean & Quality control ToolsNilesh Sawant

2. What Is Lean A principle driven, tool based philosophy that focuses on eliminating waste through continuous improvement by flowing the product on the pull (demand) of the customer in pursuit to perfection.The Key to Lean is about continuous waste elimination.

3. Why Lean

4. How To Lean Identify Problems (EXCESS) Quick Usage of Tools Methodology based on Action.SolutionsSimpleComplexKnownCausesUnknown

5. 5s The 5S principle represents the fivediscipline that help maintain an efficientworkplace, by minimizing waste. It alsounravels the hidden waste in thesystem.1. Seiri - Sort : Eliminating unnecessary items from workplace2. Seiton - Set in Order : Efficient & effective storage ways.3. Seiso - Shine : Keeping things clean and polished.4. Seiketsu - Standardize : Standardizing best practices in workplace.5. Shitsuke - Sustain : Commitment & adherence to established standards

6. 5 Key Lean PrinciplesSpecify Value in the eyes of the customer.

7. Identify Value Stream & Eliminate Waste.

8. Make Value Flow.

9. Implement Pull.

10. Continuously Improve and Gain knowledge in pursuit of Perfection Specify Value in the eyes of the customer.Define value from the perspective of the final customer. Express value interms of a specific product/service, which meets the customer’s needsat a specific price and at a specific time.Ask how your current products/services and processes disappoint your customer’s value expectation:

11. price?

12. quality?

13. reliable delivery?

14. rapid response to changing needs?Identify Value Stream & Eliminate Waste.Identify all of the steps currentlyrequiredto move products from order to deliveryChallenge every step: Why is thisnecessary? Would the customer thinkthe product is worth less if this stepcould be left out?Many steps are only necessarybecause of the way firms areorganized and previous decisionsabout assets and technologiesValue streamAll activities, both value added andnon-value added, required to bring aproduct (or provide a capability) fromraw material (initialization) into thearm of the customer3 Main Value Streams:1. Raw material to customer2. Concept to launch3. Order to cashMapping the VS – See the whole and improve the system

15. Make Value Flow.Make the steps in the value stream flow. Eliminate functional barriers and develop a product/service focused organization that dramatically improves lead time & productivity. By doing you increase the Flow (Velocity) !!

16. Continuous movement of products, services and information through the various transactions from end to end in the process

17. Flow appears impractical and illogical because we have been trained to think in terms of:

18. departments, silos

19. batches, queues,

20. efficiencies and backlogsImplement PullThrough lead time compression &correct value specification, letcustomers get exactly what’s wantedexactly when it’s wanted: At the pull of the customer/next process

21. Using signals (kanbans)

22. A system of cascading productionand delivery instructions in whichnothing is done by the upstreamsupplier until the downstreamcustomer signals the needPull: Customer Centric

23. Continuously Improve and Gain knowledge in pursuit of PerfectionThere is always more waste

24. People learn and exercise more creativity Involve employees in the process, training them as you proceed.Continuous improvement leads to innovation

25. Use root cause analysis to solve problems promptly and

26. permanently.

27. Make objectives visible

28. What is WasteCost –Value=WasteWhat it is What it Should Be

29. What is WasteLean Focuses on working on the 3 M’s.Muda – WasteMura – InconsistencyMuri –Un reasonableness

30. How to Identify WasteLean on level 1 focuses on identificationand elimination of wastes which can becategorized into 7 units.Over Production InventoryMotion Waiting Processing DefectsTransportationKnowledge not being used and Miss-Use of resources can be added

31. Lean Tools Help Remove Muda

32. 5sProvides a simple way to organize and standardize the workplace• Employs visual tools to ensure efficiency and stabilize results• Employs team-based standards to keep workplace organized, clean and safe5Ss for greater Efficiency

33. Keys to 5S successStart with something small

34. Be positive

35. Get everyone involved…..Make it fun

36. Keep initiatives visible

37. Maintain the momentum

38. Communicate need for 5S, roles of all participants, how it is implemented

39. Business Team Leader involvement is a must !!

40. Follow through - finish what is started - 5S takes effort and persistence

41. Link 5S activity with all other Action Workout initiatives5S DeploymentSimple steps towards better functioning

42. Resistance to 5s5S DeploymentI’m not a cleaner!• We already tried something like this• I know my way around this mess• 5 S is for a factory• Too busy to spend time on orderliness• It’ll just get dirty again• Let us do it the way we’re used to (inertia)Be wary of these words

43. Waste OverviewAny activity that absorbs resources but adds no value is a WasteMUDA is a Japanese word, which stands for “Waste” Activities that add no value, add cost and timeWaste is a Symptom; need to find root causes and eliminate themWaste points to problems within the systemTypical Operation: 1-10% of the activities are value adding

44. Why visual managementWhy Visual ManagementDemonstrate how we manage our processes …Consistent CommunicationExcite customers/ stakeholders walking the floor… Visual ManagementTransparent view of Performance… Shared Ownership Escalate abnormalities… Quicker ResolutionDecision making @ working level … EmpowermentShowcase Successes… Create a sense of Pride

45. What will be different from current?• Standardized Look & Feel…. White board / Pinup …digitize gen2• Place Strategically…. @ Entrance to every process… Aisle for huddles• Daily huddle…. Discuss performance , Hits & Misses, resolve issues• Keep Up-to date…. Identify Owner & display next update due• Leadership Engagement… floor walkWhat needs to be displayedProcess performance - Dash boards, Biz Impact…Process improvements - Who, What, When…. drive momentumException situations - Handwritten…. Review by team dailyGood to have: Process Map, Team OrganizationManaging Visually is a Culture Change

46. Value analysisDefinition for Value addAny activity that transforms shape/nature of the product that the customer is willing to pay for is a Value added activity.• Physical change of product adds to its value• If the product does not add value, it adds to its cost or creates waste.• Value is always defined by the customer.

47. Value v/s non valueValue-Added Step:• Customer pays for its occurrence• Changes the physical shape– e.g. Making system entry, Mandate Testing, Packing, Ordering material• Non-value-Added Steps:• Does not add value to the output• Not essential to produce the output– e.g. Revising, Rework, Review, Waiting, Inspection, Filing, Obtaining Approval, Motion, Counting, Delay

48. What is a process mapA graphical representation of steps, events, operations, and relationships of resources within a processDoes your process overlap with the customer’s?

49. Should the customer’s process be mapped?

50. Should you partner with the customer toassess the processes?

51. Why Map a ProcessFlow of work evaluates the cycle time of the process under two broadcategories:Process TimeDelay Time Process Time + Delay Time _________________ Cycle Time

52. Estimate Time Spent in waiting and processing for each activity• Categorize Value Add and Non Value Add time• Calculate %VA• Brainstorm to reduce Steps / waiting to improve the value of the chain process.

54. InitiateInitiate and sign off on the process / Team for Lean DeploymentIdentifyIdentify Muda.EliminateEliminate Muda and Implement Pull SystemsStabilizeStabilize and continuously improve.

55. The lean Commandments

56. Quality Control Tools Check Sheet

57. Pareto Analysis

58. Histogram

59. Cause and Effect Diagram31

60. Check SheetCheck Sheets are the best form for Data Collection / Task Completion measurement

61. Check sheets can be used for frequency tracking / error tracking depending on need and design.32

62. Check SheetCheck Sheets are the best form for Data Collection

63. Check sheets can be used for frequency tracking / error tracking depending on need and design.33

64. Pareto AnalysisVilfredo Pareto was an economist who is credited with establishing what is now widely known as the Pareto Principle or 80/20 rule. When he discovered the principle, it established that 80% of the land in Italy was owned by 20% of the population. Later, he discovered that the Pareto principle was valid in other parts of his life, such as gardening: 80% of his garden peas were produced by 20% of the peapods.80% of process defects arise from 20% of the process issues. 20% of your sales force produces 80% of your company revenues. 80% of delays in schedule arise from 20% of the possible causes of the delays.80% of customer complaints arise from 20% of your products or services.Named after Italian economist – Pareto.

65. Works on "80-20" rule.

66. Identifies vital few from trivial many.

67. Helps to bring ‘focus’ by prioritization principle.

68. Prepared by plotting integrated percentages.34

69. Pareto AnalysisA Pareto chart is used to graphically summarize and display the relative importance of the differences between groups of data. Focus on Problems from different point of views

70. Distinguish problems.

71. Break all broad parameters to finer levels – be more specific

72. Collect data – frequency on distinguished problem areasLets See an example for RTB in Ops35

73. HistogramWhat is a Histogram?In statistics, a histogram is a graphical display of tabulated frequencies. A histogram is the graphical version of a table that shows what proportion of cases fall into each of several or many specified categories.To Visually Understand the tendency of DistributionTo know average and VariationCompare Variation and Tolerance36

74. BrainstormingLets look at one tool which helps to compile discussionTo find a solution to a specific problem

75. To suggest counter measures when the target has not been achieved

76. To select a theme/topic

77. To find causes of a specific problem37

78. Cause and Effect Diagram Tool that facilitates to identify the results (characteristics or effects) and the possible causes (factors) in a systematic manner.Created by Prof. Ishikawa of Tokyo University.Also known as Fish Bone Diagram.Why Cause and Effect Diagram Helps Summarize Potential Causes

79. Visual Display

80. Helps simulate identification of other potential root causes.38

81. Cause and Effect Diagram An Ishikawa or Cause and Effect Diagram also known as Fish Bone classifies all the sources of Variation into 6 categories (5M and 1P) Machine

82. Material

83. Mother Nature

84. Measure

85. Method

86. People39

87. Cause and Effect Diagram - Steps 1. Define the effect (results obtained through a process / Pain Area). 2. Determine the causes or the factors that have bearing (influence) on the effect, through a process of brainstorming by a group of concerned people. 3. Arrange the causes in the form of a fish-bone graph or cause and effect diagram.Major causes are indicated by larger bones and Minor causes are indicated by shorter bones. 4. Determine Vital causes .Take actions to improve in order of priority and importance or impact (Not more than 5).Main CauseSub-causes orMinor causesEFFECT40

88. Cause and Effect Diagram - Example 41

89. Open minds

90. Thank you