Example Lean Presentation 5 3 09

[object Object],[object Object],[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page 1 Company XYZ

Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Lowest Cost – Highest Value – Shortest Lead Time 1 X 1 production (continuous Flow) Pull Systems Postponement of differentiating processes Separate Man from Machine Poka-yoke Quality at the source Company XYZ 2 Company XYZ Standardized Work Heijunka Problem Solving Just-In-Time Jidoka Stability Respect Trust Teamwork Training Company XYZ

[object Object],[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page “… customer-oriented, market-focused company.” 3 Company XYZ

Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Business Plan Metrics Vision Lean Company Teams Executive Team Continuous Improvement 4 Company XYZ Customer Oriented Market Focused

[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page ,[object Object],[object Object],[object Object],[object Object],5 Company XYZ

[object Object],[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page ,[object Object],[object Object],[object Object],6 Company XYZ

[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page 7 Company XYZ

[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Eliminate Waste Eng. Purch. Mfg. Sales Cust. Serv. HR 8. M ess 1. Overproducing 2. Waiting 3. Transport 4. Inventory 5. Defects 6. Motion 7. Over processing 8 Company XYZ

[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Basic 5S 1 . Sort 2. Scrub 3. Straighten 4. Standardize 5. Sustain 9 Company XYZ

[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],10 Company XYZ

[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page “ Red Square” Area 1. Establish the boundaries 2. Identify unneeded, misplaced items 3. Move to holding area 4. Tag Safety problems 5. Dispose of truly unneeded items 6. All Shifts Must Agree 11 Company XYZ

[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],12 Company XYZ

[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],13 Company XYZ

[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page ,[object Object],[object Object],[object Object],[object Object],[object Object],14 Company XYZ

[object Object],[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Current State 7-21-05 Foundry XYZ 16 Company XYZ

Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Foundry XYZ Future State ,[object Object],[object Object],17 Company XYZ

[object Object],[object Object],[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Eg. 5,000 Sets/day = 549 Sets/hr 9.1 Hrs. 3600 Sec.s = 6.6 Sec.s/Set 549 Sets 18 Company XYZ

[object Object],[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page 19 Company XYZ

[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Example Takt of 6.6 Sec. times 824 sets per skid is 5,438 seconds or 90 minutes. ,[object Object],20 Company XYZ

Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page How You Do It ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],How You Do It ,[object Object],[object Object],[object Object],23 Company XYZ

Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Deming Cycle: ,[object Object],[object Object],[object Object],[object Object],24 Company XYZ

Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],25 Company XYZ A S C D A P C D

Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page ,[object Object],[object Object],[object Object],[object Object],[object Object],26 Company XYZ

Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page DEFECT FREE $1 $10 $100 $1000 THE 1-10-100-1000 RULE DEFECT FIXED AT CUSTOMER CUSTOMER EXPRESSES THEIR DISAPPOINTMENT WITH OTHERS DEFECT FIXED IN PLANT. 27 Company XYZ

Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Quick Changeover Typical Process Before Quick Changeover Performed. Adjustment Is 42 % Of Changeover. Only 7% Is Value Added. How much waste can we eliminate with simple changes? 28 Company XYZ

Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page ,[object Object],‘ What’ and ‘How’ overrides ‘Who’ is wrong Allows “real” issues to emerge Decreases negative blaming activity Increases trust Increases quality of communication Increases capability 30 Company XYZ

Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page “ I hear and I forget, I see and I remember, I do and I Learn” Confucius Circa 500 BC 31 Company XYZ

Example Lean Presentation 5 3 09

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Example Lean Presentation 5 3 09