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Cmtc Lean Introduction
- 1. Lean Introduction Kim Victorine,Senior Consultant California Manufacturing Technology Consulting
- 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. Kim Victorine • Hasworked 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. 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. Defining Lean Lean is: “Asystematic 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.” The MEP Lean Network
- 6. Why Do WeFollow the Lean Path? • SURVIVAL! • Our global economy and growing competition requires all organizations to improve performance ―rapidly‖ (file path)
- 7. What Has Changedto Require Us to Follow a Lean Path? • The financial model that all companies have to apply in today's 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. Typical Benefits fromLean Percentage of Benefits Achieved 0 25 50 75 100 Lead Time Reduction Productivity Increase WIP Reduction Quality Improvement Space Utilization
- 9. Definition Of Value-Added Value-Added Anyactivity that increases the market form or function of the product or service. (These are things the customer is willing to pay for.) Non-Value-Added Any activity that does not add market form or function or is not necessary. (These activities should be eliminated, simplified, reduced, or integrated.)
- 10. The 9 Wastes Value-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. Traditional Approach toImprovement 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. Current Approach forKaizen 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. Continual Improvement Old 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. Why Introduction toValue 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. Value S The Value Stream VALUE-STREAM PROCESS PROCESS PROCESS Create art Molding Assembly Cell Raw Finished Material Product
- 16. ―Rocks in aStream‖ or Process Flow Optimized How it is today How it can be How it should be (file path)
- 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. What Do WeDo 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. 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. Gather Information: Startwith a Map Pallet Worker Mobile Equipment 20 360v LE203 Workplace Organization and Standardization — SM u 02/02 v1 2002
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- 22. Example: Office AreaMap File Cabinet Files Bookcase Bookcase File Boxes Chair Table Desk Computer Door Bookcase 22 360v LE203 Workplace Organization and Standardization — SM u 02/02 v1 2002
- 23. Example: Workplace ScanDisplay 23 360v LE203 Workplace Organization and Standardization — SM u 02/02 v1 2002
- 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 360v LE203 Workplace Organization and Standardization — SM u 02/02 v1 2002
- 25. Example: Workplace Scan Display, with Photo’s 25 360v LE203 Workplace Organization and Standardization — SM u 02/02 v1 2002
- 26. Kaizen Improvement • Kaizen = Continual Improvement • Kaizen = Rapid Improvement • Kaizen = Improvement Driven by Workers (file path)
- 27. Kaizen - Anew way of thinking What do you see when you look at this picture? Cup Half Empty ? Or cup Half Full?
- 28. Kaizen - Anew way of thinking Lean View: There is twice as much measuring cup as is needed to hold the water
- 29. Traditional Improvement Process Analyze Recommend Decide Implement Modify Typically Takes Weeks or Months
- 30. Kaizen Improvement Process Analyze Try Modify Implement Kaizen Team Maximum of 5 Days
- 31. Kaizen Methodology • Afocused 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. Contact Info Kim Victorine, Senior Consultant CMTC BB: 310-984-0938 Cell: 951-203-3672 Email: victorin@cmtc.com Email: kdvictorine@aol.com (file path)