This document outlines steps for leading a lean turnaround, including establishing lean fundamentals like one-piece flow and standard work. It emphasizes setting up reduction activities through techniques like SMED which can yield setup time reductions of over 90%. The main thrust is to transition from batch to continuous flow while implementing pull systems. It stresses the importance of transforming company culture, reorganizing around value streams, and establishing daily management and problem solving to drive out waste.

1. LEADING YOUR LEAN
TURNAROUND
Art Byrne
November 6-7, 2013

2. DELIVER MORE VALUE
TO YOUR CUSTOMERS
THAN YOUR
COMPETITION CAN

3. IMPROVE YOUR OWN
VALUE ADDING
Compete On Your Operational
Excellence

4. ESTABLISH THE LEAN
FUNDAMENTALS
Work To TAKT Time
One Piece Flow
Standard Work
Pull System

5. 5S AND SMED ARE
FOUNDATIONAL ACTIVITIES

6. Set Up Reduction In One Week
Kaizen
Rolling Mill 720m to 34m -95%
150 Ton Press 90 to 5 -94%
PM Punch Press 52 to 5 -90%
Hole Cut Mill 64 to 5 -92
2.5” Extruder 180 to 19 -89%
Injection Molder 120 to 15 -88%
AVG SETUP REDUCTION = 91%

7. SET UP APPROACH
Separate Internal From External
No Tools
No Cranes
No Money

8. MAIN THRUST IS TO
GO FROM BATCH TO
FLOW

9. FIRST CREATE FLOW THEN
PULL
• Set Up Reduction Comes First
• Create One Piece Flow Cells
• Establish Standard Work
• Create Visual Controls
• Implement Pull

10. PACE
• Be Aggressive
• Two Kaizens Per Week Per Facility
• Two Set Up Kaizens, One Flow, One
Office
• Celebrate Your Gains

11. RUN THE COMPANY ON YOUR
OPERATIONAL EXCELLENCE GOALS
• 100% On Time Customer Service
• 50% Reduction In Defects Per Year
• 20% Productivity Gain Each Year
• 20X Inventory Turns
• Visual Control And The 5S’s

12. TRANSFORM THE PEOPLE

13. EVERYTHING HAS TO
CHANGE

14. YOU CAN’T DROP LEAN ON A BATCH
ORGANIZATIONAL STRUCTURE
• This Is The Most Common Error
• The Whole Company; Sales, Marketing,
Finance, IT, HR, Must Make The Shift
• To Change The People Change The
Structure

15. A LEAN ORGANIZATION
REQUIRES;
• TEAMWORK
• TRUST
• RESPECT FOR PEOPLE

16. RESPECT YOUR PEOPLE
• Listen To Them
• Support Them
• Set Stretch Goals

17. REORGANIZE BY VALUE
STREAM
• Team Leaders
• Buyer/Planner
• Value Stream Engineers
• Cell Leaders
• Support Functions

18. VALUE STREAM LEADERS
• Self Motivated Problem Solvers
• Capable Of Running A Small/Medium Size
Business
• Report to Both VP Of OPS and Senior
Team
• Focus On Key Value Adding
Measurements
• Complimented With A Strong KPO

19. YOU WANT TO GET TO A
KAIZEN CULTURE

20. GET EVERYONE ON A KAIZEN
TEAM
• Up Front Training
• Learn By Doing
• Multiple Kaizens
• Kaizen Team Leader

21. GO TO THE GEMBA
• Kaizen Is A Doing Exercise
• Start With Projects That Will Give The
Biggest Financial Impact
• Set Stretch Goals
• Attendance Should Be Mandatory

22. START WITH THE BIGGEST
VALUE STREAM
• Create Model Lines Or Model Factories
• Two Set Up Kaizens and One Flow
• Do The Whole Value Stream
• Don’t Forget The Office

23. CREATE DAILY MANAGEMENT AT
THE POINT OF VALUE ADDING
• Hourly Production Control Charts
• Quality And Productivity Measures/Trends
• Set Up Time Tracking
• Daily TPM Tracking
• Daily Meetings Countermeasures
• Constant Management Support

24. REMOVE PRODUCTIVITY
BARRIERS
• Multiple Job Classifications
• Piece Part Incentives
• Chairs, Food, Drinks In The Gemba
• Provide Lots Of Cross Training

25. ESTABLISH PROFIT
SHARING

26. GET MARKETING AND SALES
INVOLVED AND COMMITTED

27. START HOSHIN KANRI
• Aligns Your Team Around Clear
Objectives
• Must Do Can’t Fail Projects
• Makes Available Resources Very Clear
• De-Select What Can’t Get Done

28. YOU ARE RUNNING A
BUSINESS
• Progress Is Faster If You Learn From Your
Mistakes
• Maintain An Atmosphere Of Constant
Learning
• Kaizen Work Solves Customer Problems
• You Have An Obligation To Your People
• Protect There Jobs And Provide
Opportunities For Growth And Wealth
Creation

29. SUMMARY
A KAIZEN CULTURE = AN UNFAIR
COMPETITIVE ADVANTAGE