Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
How OrbitalATK is Leveraging the IIoT and Visual Factory Technology to Drive ...Synchrono
Orbital ATK Aerospace Structures (ASD) is a world leader of mission-critical composite structures for the aerospace and defense industries. Learn how Orbital ATK strengthened its market position and achieved multiple rate increases by enabling the Industrial Internet of Things (IIoT) to connect their people, machines, tools and software systems. The value of this connected environment is realized through a real-time visual factory information system where anyone can drag-and-drop data from multiple sources to view and analyze information any way they want. See how Orbital ATK is able to synchronize activities and drive flow, using their visual factory to:
• Monitor real-time equipment status and OEE data
• Access the right data to provide a deeper focus to continuous improvement efforts
• Drive continuous performance improvements through Metrics for Action
Technology driving the Industrial Internet of Things is freeing data - enabling new ways to visualize information and measure for improvement. This session will provide guidance on the capabilities to have in place to create a more accessible, visual environment and will introduce a concise set of Metrics for Action that includes the specific metrics to monitor – and actions to take - to improve production flow, manage constraints, direct continuous improvement efforts and more.
Presentation Takeaways:
•A visual factory reaches and teaches across all layers of manufacturing – from Gemba walk visualizations communicating status and priorities, to pin-pointing areas for continuous improvement or alerting individuals to machines requiring preventive maintenance.
•Specific examples of how Orbital ATK is using their connected environment for continuous improvement - and further driving rate increases.
•Focus on the Metrics for Action – metrics to take instant action on to drive continuous performance improvements.
The presentation was delivered at the IndustryWeek Manufacturing & Technology Conference & Expo.
SIMUL8 Workshop - Process Improvement Innovation: Lean and SimulationSIMUL8 Corporation
In this workshop, we broadcast live from the 25th Annual IHI Conference in Florida.
Dr. John Boulton, IHI Fellow and Rheumatologist, joins the panel to give his insight on using Lean and Simulation methodologies to improve healthcare processes and delivery.
The team will discuss recent research on the topic, the benefits of using Simulation in Lean projects, and will also present feedback from delegates at IHI and your chance to put your questions to the panel.
Visual factory.......................................a need for the centuryNikita Bhatkar
A combination of signs, charts and other visual representation of information that enable the quick understanding of data with an attempts to reduce the time and resources required to communicate the same information verbally or in written form.
Visual Factory is a system that improves production efficiency, increases quality standards, and supports employee moral in any facility.
Learn fast to build fast, Le Monde case study by Ismaël Hery - Lean IT Summit...Institut Lean France
Why maximizing learning helps teams develop software faster? Ismaël Hery shares his recent successes. A new software product development project may be considered as “done” when the users are satisfied and when the cost of operations is known and under control (aka “product market fit” in Eric Ries terminology). How to get to that point as fast as possible considering the risky and diverse activities of design and user experience, software development and operation in production? Based on stories from recent new software products developed at Le Monde, it appears that spreading and leveling learning on the various project activities from the first day on, helps getting to that point faster. More Lean IT case study on www.lean-it-summit.com
Lecture note of Industrial Waste Treatment (Elective -III) as per syllabus of Solapur university for BE Civil
Prepared by
Prof S S Jahagirdar,
Associate Professor,
N K ORchid College of Engg and Tech,
Solapur
Hand in hand with 5S implementation is creating Visual Factory. Use of signage, demarcation lines, quality inspection points, easy to ready guages and dials
Lean manufacturing is a production process based on an ideology of maximising productivity while simultaneously minimising waste within a manufacturing operation
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
2. 2
Lean Manufacturing Overview
• Definition
• Waste identification and reduction
• 5S
• Cellular Manufacturing
• JIT
• Design with Lean in mind
• Value Stream Mapping
3. 3
Lean Manufacturing Definition
“A philosophy of production that
emphasizes the minimization of the
amount of all the resources (including
time) used in the various activities of the
enterprise. It involves identifying and
eliminating nonvalueadding activities in
design, production, supply chain
management, and dealing with the
customers. . .”
–– APICSAPICS
4. 4
Lean Enterprise Definition
“An enterprise with a focus on waste
elimination and the customer’s needs in
all parts of its operations,
manufacturing, and administration.
Emphasis is given to lean structures
and processes, flexibility of response,
and methods and techniques to
continually seize new opportunities as
they arise.”
– APICS
5. 5
Lean Thinking Principles
1. Accurately specify the value of the products
or services (applies to both factory and office
areas, not just to manufacturing).
2. Identify the value stream for each product or
service and remove wasted actions (muda).
3. Make the product or service value flow
without interruptions.
4. Let customers pull products or services from
the producer.
5. Pursue perfection and continuously improve.
6. 6
Lean Manufacturing, Supply
Chain, and the Lean Enterprise
Supply Chain – the Lean Enterprise
Raw
Material
Suppliers
Tier 2
Suppliers
Tier 1
Suppliers
Company
XYZ Customers
Lean
Manufacturing
7. 7
Lean Manufacturing Characteristics
• Focus is on the improvement of
resource utilization:
– Equipment setup time reduced
– Scheduled machine maintenance
– Orderly, clean workplace
– Pull production being used
– JIT inventory control
– Factory layout in workcell
arrangement by products
– Active error elimination
– Improved quality, etc.
8. 8
Set big, hairy audacious
goals (BHAG)
• 50% reduction in defects every year
• 100% ontime delivery
• Reduce ordertoship time to less
than a day
• Increase Inventory turns per year
• Reduce timetomarket by 75%
• Reduce costs (hours/widget)
9. 9
The Importance of Waste Elimination
Lean deals with the elimination or
reduction of many types of non value
added activities, often referred to as
waste (Muda).
The driving force for waste elimination is
improved value in the products and
services customers buy.
10. 10
The Seven Popular Wastes from TPS
1. Defects
2. Overproduction
3. Transportation
4. Waiting
5. Inventories
6. Motion
7. Processing
11. 11
The Nature of Wastes
Defects
– Low material yields
– Excessive process variability
12. 12
The Nature of Wastes
Overproduction
– Target and achievement unclear
– Excessive lead time and storage times
Transportation
– Widely spaced equipment
– Forklifts not available when needed
Waiting
– Operators waiting
– Operators slower than production line
13. 13
The Nature of Wastes
Inventory
– Large safety stocks
– Variable procurement lead times
Motion
– Double handling
– Equipment widely spaced from each other
Inappropriate Processing
– Variability in operator’s performance
– Processes not statistically capable
14. 14
Correcting Wastes
Defects
– Develop the production process to prevent
defects from being made and eliminate the need
for inspection. At each process, produce no
defects. Design processes to be failsafe to
assure this. From a quality process comes a
quality product—automatically.
15. 15
Correcting Wastes
Overproduction
– Eliminate by reducing setup
times, synchronizing quantities
and timing between processes,
compacting layouts, etc. Make
only what is needed now.
Transportation
– Establish layouts and locations
to make transport and handling
unnecessary, if possible.
16. 16
Correcting Wastes
Waiting
– Eliminate through synchronizing
work flow as much as possible and
balancing uneven loads with
flexible workers and equipment.
Inventory
– Reduce by shortening setup times
and lead times by synchronizing
work flows and improving work
skills, even by smoothing
fluctuations in demand for the
product. Reducing all the other
wastes reduces the waste of
stocks.
17. 17
Correcting Wastes
Motion
– Study motion for economy and consistency.
Economy improves productivity, and consistency
improves quality. First improve the motions, then
mechanize or automate. Otherwise, there is a
danger of automating waste.
Processing
– First questions to ask are why should this item be
made at all, then why is each process necessary.
Extend thinking beyond economy of scale or speed.
18. 18
Seven Additional
Wastes within Manufacturing
1. Wasted power and energy
2. Wasted human potential
3. Environmental pollution
4. Unnecessary overhead
5. Inappropriate design
6. Departmental culture
7. Inappropriate information
19. 19
The 5 Ss
• To eliminate waste, you must first find it.
• Visual order makes waste evident and is
a starting point for managing resources.
• Good housekeeping uses the Toyota
Production System’s 5 Ss as the method
for improvement by exposing waste and
poor utilization of resources.
20. 20
The 5 Ss
1.Seiri: Organization
2.Seiton: Tidiness
3.Seiso: Purity
4.Seiketsu: Cleanliness
5.Shitsuke: Discipline
Japanese American
Sort
Set in order
Shine
Standardize
Sustain
Cleanup
Arranging
Neatness
Discipline
Ongoing
Improvement
CANDO
Sifting
Sweeping
Sorting
Sanitizing
Sustaining
American
21. 21
The 5S’s with Safety
Sort: Classify tools, parts, instructions into
necessary and unnecessary. Get rid of the later.
Sustain: Make a habit of properly maintaining and
following standard practices.
Safety: Identify and eliminate dangerous and
hazardous conditions.
Standardize: Put a system in place to readily
identify abnormal conditions.
Shine: Conduct cleanup to identify abnormalities.
Set in Order: Make it visible and easy to use:
3 Es = easy to see, easy to get, and easy to return.
23. 23
Andon Warning Lights
• Andon lights are visual tools
that enable operators to signal
the need for immediate
assistance whenever
production flow is affected.
– When an abnormality is detected,
a supervisor and support
personnel rapidly respond.
24. 24
What Are Processes?
• A particular method of doing something, generally
involving a number of steps, activities, or operations.
Grind Turn Mill Drill
Manufacturing
Type
contract
Obtain
signature
Type
envelope
Mail
Office
Grind Turn Mill Drill
Manufacturing
Grind Turn Mill DrillGrind Turn Mill Drill
Manufacturing
Type
contract
Obtain
signature
Type
envelope
Mail
Office Type
contract
Obtain
signature
Type
envelope
Mail
Type
contract
Obtain
signature
Type
envelope
Mail
Office
• Processes are found in manufacturing and service
industries.
• Example:
25. 25
What Are ValueAdded Activities?
• Valueadded activities are those that add value
to products and services that customers are
willing to pay for.
– Improvements that change a product’s or service’s form,
fit, or function.
• Other activities use resources but add no value.
– Some nonvalueadded activities may be necessary if they
cannot be eliminated based on current knowledge or
technology. Eliminate long term.
– Remaining nonvalueadded activities should be eliminated
currently.
26. 26
A ValueAdded Step
• A valueadded step in a process is one
that physically changes the work passing
through the process or the work output
produced to make it more valuable to the
customer.
• A step requested by the customer that he
or she is willing to pay for.
• A legally required mandate.
27. 27
Value Versus NonValueAdded
• Entering order
• Ordering
materials/supplies
• Preparing drawings
• Assembling
• Shipping to customers
• Processing customer
deposits
• Examining patients
• Filing insurance claims
• Dispensing event tickets
• Fueling airplane
• Waiting/sorting
• Moving
• Kitting/staging
• Counting
• Inspecting
• Checking
• Recording
• Obtaining approvals
• Testing
• Reviewing
• Copying
• Filing
• Revising/reworking
• Tracking work
ValueAdded Activities NonValueAdded Activities
– Charlene B. Adair and Bruce A. Murray,
Breakthrough Process Redesign
28. 28
• Lean maximizes efficiency by analyzing and
streamlining process flow before trying to
improve discrete operations.
Emphasis Is on Process Flow
• Five separate activities take place: storage,
transport, waiting, processing, and inspection.
Manufacturing Cycle
(Queue, Setup, Run, Wait, and Move)
Parts
Storage
Transport Waiting Processing Waiting Inspection
Product
Storage
Processes
29. 29
Continuous Flow
• In flow layouts, operations are
sequential
– Operators understand the total process.
– Products move singularly.
– Buffer stocks are not required because
lines are balanced.
– The flow path is predefined.
– Equipment is rightsized.
– Emphasis is on faster flows.
30. 30
Production Systems
Batch
Not a flow system
Consider converting to flow
F
B
D
H
I
C E G
A
Functional Layout
C D EA B Batch
or flow
Load balancing important
Line balancing important
Mixedmodel schedulingProduction Line
E
B AD C
H IF G
Flow
build in
lots
of one
Line balancing necessary
Can use takt time
Should use pull/kanban
Cellular
33. 33
Loads Not LeveledLoads Not Leveled
Max Authorized Capacity
Available Capacity
Product A Lot 3
Load
Product B Lot 3
LoadProduct D Lot 12
Load
Product A Lot 4
Load
48
40
HRS
WEEKS
Work Loads Not Distributed Evenly
35. 35
Cellular Manufacturing
• An approach to producing a family of
parts or products on a dedicated line
with dedicated operators
– Functional layouts are rearranged into
process oriented cells.
– Machines and workstations are linked.
– Layouts are designed for efficient flow.
– All operator requirements are close by.
36. 36
Production Cell Varieties
IShaped Line
6
5
4
3
2
1
IN
OUT
Walk only
Walk and transfer part
LShaped Line
6
5
4
3 2 1 IN
OUT
UShaped Line
IN OUT
2
1 6
5
43
37. 37
Lean must be Designed into the system
• A lean company ideally starts with
the lean design of its products.
– Products should be designed by taking
into consideration their manufacturing
and assembly requirements at the same
time they are being designed.
– Use concurrent or simultaneous
engineering.
38. 38
Design for One-Piece Flow
Stop producing big batches of product and start producing
one piece at a time
In a hospital you would follow a patient from admission to discharge.
In a printing company, you'd follow a job from start to delivery.
In a manufacturing plant, you'd follow the product from order to delivery.
1. Focus on the part, product or service itself.
Follow the product through its entire production
cycle looking for opportunities to reduce delay,
inventory, waste, and rework.
39. 39
Design for One-Piece Flow
2. Ignore traditional boundaries, layouts, etc. In other words, forget what you
know.
3. Realign the work flow into production "cells" to eliminate delay, rework, and
scrap.
4. "Right size" the machines and technology to support smaller batches, quick
changeover, and onepiece flow. This often means using simpler, slower, and
less automated machines that may actually be more accurate and reliable.
The goal of flow is to eliminate all delays, interruptions and stoppages, and not
to rest until you succeed.
Focus the improvement effort to avoid wasting valuable time and money.
Focus on mission and profitcritical processes and issues first!
41. 41
Pull System
1. In manufacturing: the production of items
only as demanded to replace those taken.
2. In material control: withdrawal of inventory as
demanded by a user. Material is not issued
until a signal is received from the user.
3. In distribution: a system for replenishing field
warehouse inventories where replenishment
decisions are made at the field warehouse
itself and not at the central warehouse or
plant.
– APICS Dictionary, 10th
edition
42. 42
Load Leveling Material/Labor
Monday Friday
Batch
A
B
A
B
Wk.
1
Wk.
2
Monday Friday
Leveled
Material and labor
leveled
Assume A is three times
more complex than B
44. 448 minutes total lead time for five units
Single-Piece Flow
Finished
GoodsA D
Raw
Material B C
0
1
2
3
4
5
6
7
8
Finished
GoodsAA DD
Raw
Material BB CC
0
1
2
3
4
5
6
7
8
46. 46
Continuous ImprovementContinuous Improvement
Sources of Process VariabilitySources of Process Variability
Operator
Machine
Tooling
Setup
Material
Total
Operator
Machine
Tooling
Setup
Material
Total
After
I mprovement
Tolerance
Limits +6σ-6σ
After
I mprovement
Tolerance
Limits +6σ-6σ
Tolerance
Limits +6σ-6σ
Before
I mprovement
Tolerance
Limits +3σ-3σ
Before
I mprovement
Tolerance
Limits +3σ-3σ
Tolerance
Limits +3σ-3σ
47. 47
ValueStream Mapping (VSM)ValueStream Mapping (VSM)
• Start by observing and recording theStart by observing and recording the
flows of orders, materials, goods, andflows of orders, materials, goods, and
information for a product family.information for a product family.
– Product family: A group of product variants passingProduct family: A group of product variants passing
through similar processing steps that use commonthrough similar processing steps that use common
equipment.equipment.
• One objective of mapping is to elevateOne objective of mapping is to elevate
waste situations for later improvements.waste situations for later improvements.
48. 48
ValueStream Mapping Process
1. Map customer requirements (orders)
Ask questions at each step to help determine
waste or non-value-added areas.
6. Summarize current state
5. Add a process time line
4. Map plant information flows
3. Map physical product/material flows
2. Map order information flows
51. 51
Supplier
Stamping Weld Assembly Paint
Staging
Shipping
I I I I
Daily
Production
Control
Daily
CustomerCustomerCustomer
1
2
3
Weekly
orders
Weekly
Orders
3. Map Physical Product Flows
52. 52
Supplier
Weekly Schedule
Stamping Weld Assembly Paint
Staging
Shipping
I I I I
Daily
Production
Control
Daily
CustomerCustomerCustomer
1
2
3
4
Weekly
orders
Weekly
Orders
4. Map Plant Information Flows
53. 53
Supplier
Weekly Schedule
Stamping Weld Assembly Paint
Staging
Shipping
I I I I
Daily
Production
Control
Total Time = 10 Days
Value-Added Time = 6 minutes
Daily
CustomerCustomerCustomer
1day1 Day 1 Days 2 days 2 days 3 days
60 sec120 sec90 sec40 sec50 sec
Process Time Line
1
2
3
4
5
Weekly
orders
Weekly
Orders
5. Add a Process Time Line
54. 54
Getting Started
• Reorganize your company by product and
value stream. Topple the silos and
implement flow.
• Move machines and people into product
cells.
• Help your remaining suppliers implement
“Lean."
• Improve each value stream multiple times.
• Right-size your machines and tools.
55. 55
“It’s not necessary to change. Survival is not mandatory.”
– W. Edwards Deming
“It’s not necessary to change. Survival is not mandatory.”
– W. Edwards Deming
Why Lean?
57. 57
Definitions
Cell A close arrangement of people and machines in a processing
sequence to facilitate flow
Kanban Japanese word for card, ticket, or sign. It's a key tool for managing
flow in a pull system. In a grocery store, it's the card at the back of
the shelf indicating the product is sold out or back ordered.
Andon Visual signal that alerts workers to problems.
Andon is like a dashboard with warning lights to alert
you to problems.
Heijunka Level out the work load.
Jidoka Automation with the human touch.
Takt Time In lean, takt is the rate of customer demand. It's like a
speedometer. Takt Time = Available hours worked
per day/Required production to meet demand.
Poka-Yoke Mistake-proofing a process so that a
person cannot make an error.