Lean Manufacturing Implementation Overview

1. LEAN IMPLEMENTATION
Jim McElroy

2. Let’s Begin
• So we know all of the LEAN terms and concepts such as Takt time,
Heijunka, Pull, 5s, Kaizen, SMED, etc. Now what?
• How do we apply the tools of LEAN?
• LEAN is a philosophy. How do we institutionalize it?
• What should we work on?
• How do we define the project?
• Where to begin?

3. Map All Process Touch Points
• Form a multidisciplinary team from all relevant departments
• Include all process touchpoints.
• Start with the vendors and incoming warehouse.
• End with final distribution warehouse.
• A really deep dive into the “entire” process may require weeks of
work but it is worth it.
• Create a physical value stream map that can be displayed and
edited.
• Make sure it is a TEAM EFFORT!

4. The Value Stream Map

5. What Now?
• It’s a big map…where do we start?
• If we pick the low hanging fruit…will we miss the big picture?
• Is the supply chain more than just our vendors?
• There is a lot of interlocking parts. How do we fix one without
breaking another?

6. Define Scope
• Several projects may need to happen at once. For example:
• Shop Floor and Maintenance may need to get their 5s program started
• Begin building Kanban (visual management tools)
• Begin standardizing process templates
• Start a Tier meeting and escalation process.
• Tier 1 meets at the start of each shift to discuss hand-offs and escalation to Tier
2.
• Tier 2 management prioritizes and fixes escalated issues. Meets daily.
• Tier 3 senior management meets sets strategy and addresses systemic issues.

7. Define Scope
• Several projects may need to happen at once. For example:
• Shop Floor and Maintenance may need to get their 5s program started
• Begin building Kanban (visual management tools)

8. Tier Meeting Kick-Off
• Start Tier meeting and escalation process.
• Tier 1 meets at the start of each shift to discuss
hand-offs and escalation to Tier 2.
• Tier 2 is mid-management & prioritizes/fixes
escalated issues. Meets daily.
• Tier 3 senior management meets sets strategy and
addresses systemic issues.

9. Creating the Baseline
• Define Process Cells dedicated to the complete production of a
family of similar parts.
• Value Stream Map these cells
• Determine Takt-Time of the customer demand for this work family.
• Standardize the existing process.
• Establish the process cell team.

10. Problem Solving
• A well defined problem process is essential. It must be
consistently applied across all groups. It must be rigorously
enforced.
• Some Examples:
• Plan, Do, Check, Act (PDCA)
• 5-Why Analysis
• Ishakawa (Fishbone) Diagram
• Simplified Failure Modes and Effects Analysis (SFMEA)

11. Maintenance (Separate but Parallel)
• Total Productive Maintenance Includes:
• Reliability
• Meantime to Failure (goal is to maximize)
• Planned
• Meantime to Repair (goal is to minimize)
• Prevention
• Analyze (reliability measures, problem solving, vibration analysis)

12. Start Applying The Tools.
• The process is now defined. The team needs to start thinking
of ways to change over faster and efficiently (SMED) to
improve it.
• Poke a yoke or mistake proofing techniques need to be
established. This will reduce defects and improve productivity.
• Add Andon signaling. Empower the operators. Improve
accountability!

13. Conclusion
• LEAN is more than just a short term strategy
• LEAN requires taking into account the entire supply chain
• LEAN is a philosophy implemented with standardized tools
• LEAN is an evolution not a revolution