What’s most difficult in production often isn’t making the product but organizing all the parts and materials that go into it, notes LEI CEO John Shook in the presentation “Learning To See:
Making Value Flow From End to End.” He covers how lean management developed to solve this problem from Henry’s Ford Highlight Park, MI, assembly line to the development of the Toyota Production System. He covers key TPS elements and methods such as value-stream mapping, built-in quality, one piece flow, waste elimination, total system efficiency, and developing people as problem solvers.
Metrics-Based Process Mapping: Part 1 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/1eYtbZM
Part 2 - http://slidesha.re/17pgwcS
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
Metrics-Based Process Mapping: Part 1 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/1eYtbZM
Part 2 - http://slidesha.re/17pgwcS
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
Value stream mapping is a practical and highly effective way to learn to see and resolve disconnects, redundancies, and gaps in how work gets done.
This VSM project template helps you and your project team to put together a "storyboard" for effective presentation to your key stakeholders. It includes four key phases:
1) Define and pick product/service family
2) Create a current state map
3) Develop a future state map
4) Develop an implementation plan
This document consists of a VSM project template in Powerpoint format and a set of Excel templates comprising VSM charter, Results table, Implementation Plan and common VSM icons.
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
Lean Six Sigma DMAIC is an excellent framework to solve complex business prob...Abdullah Safar
Here is a summary of the DMAIC framework and tools. To learn more, check out this course
https://www.udemy.com/course/businesses-and-processes-transformation-lean-6/?referralCode=0C321CCFF6B1CB3E5E81
TPM the effective maintenance with Autonomous MaintenanceTimothy Wooi
This is a 2 days course on Total Productive Maintenance (TPM) that will guide you through to implement Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Preventive (PM) & Predictive Maintenance (PdM).TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiency and cost savings.
Day 1
TPM General Overview with Autonomous
Maintenance (AM) as the back bone of TPM
6 Steps to Autonomous Maintenance
Audit , Review & Externalize Inspection Activities
from Equipment Manual to (AM)
Executing Equipment Audit to start (AM) & (PM)
-TPM Board & AM Checklist with Visual
Management Implementation.
Metrics-Based Process Mapping: An Excel-Based SolutionTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
This is the Excel tool Mike Osterling & I developed to provide the means for electronically archiving & distributing manually prepared metrics-based process maps.
The Summary Metrics sheet auto-calculates projected improvement based on current state findings and future state design.
8D Training, Eight Disciplines Training : Tonex TrainingBryan Len
8D Training, Eight Disciplines Training
8D Training covers the eight disciplines (8D) model used in advanced problem solving. 8D training covers the approach typically employed by quality engineers to identify, correct, and eliminate recurring problems as part of product and process improvement:
8D approach establishes a permanent corrective action based on statistical analysis of the problem
8D focuses on the origin of the problem by determining its root causes
It is comprised by eight stages, or disciplines
8D is a structured corrective action process; 8D stands for the Eight Disciplines of Problem Solving
Root Cause Analysis(RCA) is an integral part of the 8D process
8D Training Objectives:
Upon completion of the 8D Training Course, the attendees are able to:
Define what 8D is
Demonstrate and apply 8D Problem Solving Process
Illustrate 8D Problem Solving Process by a diagram
Understand Root Cause Analysis and 5 Why’s applied to 8D
Apply 8D Eight Disciplines to problem solving
Become familiar with the 8D steps
Become more proficient at Root Cause Analysis using 5 Why’s
Learn about 8D checklist and best practices
Learn about How 8D aligns with SAE AS13000: Problem Solving Requirements for Suppliers
8D Training Course Outlines:
Learn and work with the 8 disciplines in 8D Training. Upon completion of the 8D Training Course, the attendees will learn about:
Introduction to 8D
D0: prepare and Plan
D1: Use a team
D2: Define and describe the problem
D3: Develop interim containment plan
D4: Determine, identify, and verify root causes
D5: Choose and verify permanent corrections
D6: Implement and validate corrective actions
D7: Take preventive measures
D8: Congratulate your team
Hands-on Activities
Request more information. Visit Tonex website link below and learn more about 8d training eight disciplines training
https://www.tonex.com/training-courses/8d-training-eight-disciplines-training/
Value Stream Mapping (VSM) is intended to be used as a tool and practice in conjunction with a systematic, scientific improvement process like the Improvement Kata / Coaching Kata. A future-state map 'connects the dots' of individual improvement efforts by giving them a common challenge to strive for.
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
Value stream mapping is a practical and highly effective way to learn to see and resolve disconnects, redundancies, and gaps in how work gets done.
This VSM project template helps you and your project team to put together a "storyboard" for effective presentation to your key stakeholders. It includes four key phases:
1) Define and pick product/service family
2) Create a current state map
3) Develop a future state map
4) Develop an implementation plan
This document consists of a VSM project template in Powerpoint format and a set of Excel templates comprising VSM charter, Results table, Implementation Plan and common VSM icons.
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
Lean Six Sigma DMAIC is an excellent framework to solve complex business prob...Abdullah Safar
Here is a summary of the DMAIC framework and tools. To learn more, check out this course
https://www.udemy.com/course/businesses-and-processes-transformation-lean-6/?referralCode=0C321CCFF6B1CB3E5E81
TPM the effective maintenance with Autonomous MaintenanceTimothy Wooi
This is a 2 days course on Total Productive Maintenance (TPM) that will guide you through to implement Autonomous Maintenance (AM) on your current Equipment and to plan the execution of your Preventive (PM) & Predictive Maintenance (PdM).TPM defines your Maintenance schedule and Goals. TPM helps you plan and develop the optimal program for your facility, resulting in increased efficiency and cost savings.
Day 1
TPM General Overview with Autonomous
Maintenance (AM) as the back bone of TPM
6 Steps to Autonomous Maintenance
Audit , Review & Externalize Inspection Activities
from Equipment Manual to (AM)
Executing Equipment Audit to start (AM) & (PM)
-TPM Board & AM Checklist with Visual
Management Implementation.
Metrics-Based Process Mapping: An Excel-Based SolutionTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
This is the Excel tool Mike Osterling & I developed to provide the means for electronically archiving & distributing manually prepared metrics-based process maps.
The Summary Metrics sheet auto-calculates projected improvement based on current state findings and future state design.
8D Training, Eight Disciplines Training : Tonex TrainingBryan Len
8D Training, Eight Disciplines Training
8D Training covers the eight disciplines (8D) model used in advanced problem solving. 8D training covers the approach typically employed by quality engineers to identify, correct, and eliminate recurring problems as part of product and process improvement:
8D approach establishes a permanent corrective action based on statistical analysis of the problem
8D focuses on the origin of the problem by determining its root causes
It is comprised by eight stages, or disciplines
8D is a structured corrective action process; 8D stands for the Eight Disciplines of Problem Solving
Root Cause Analysis(RCA) is an integral part of the 8D process
8D Training Objectives:
Upon completion of the 8D Training Course, the attendees are able to:
Define what 8D is
Demonstrate and apply 8D Problem Solving Process
Illustrate 8D Problem Solving Process by a diagram
Understand Root Cause Analysis and 5 Why’s applied to 8D
Apply 8D Eight Disciplines to problem solving
Become familiar with the 8D steps
Become more proficient at Root Cause Analysis using 5 Why’s
Learn about 8D checklist and best practices
Learn about How 8D aligns with SAE AS13000: Problem Solving Requirements for Suppliers
8D Training Course Outlines:
Learn and work with the 8 disciplines in 8D Training. Upon completion of the 8D Training Course, the attendees will learn about:
Introduction to 8D
D0: prepare and Plan
D1: Use a team
D2: Define and describe the problem
D3: Develop interim containment plan
D4: Determine, identify, and verify root causes
D5: Choose and verify permanent corrections
D6: Implement and validate corrective actions
D7: Take preventive measures
D8: Congratulate your team
Hands-on Activities
Request more information. Visit Tonex website link below and learn more about 8d training eight disciplines training
https://www.tonex.com/training-courses/8d-training-eight-disciplines-training/
Value Stream Mapping (VSM) is intended to be used as a tool and practice in conjunction with a systematic, scientific improvement process like the Improvement Kata / Coaching Kata. A future-state map 'connects the dots' of individual improvement efforts by giving them a common challenge to strive for.
A collection of Improvement Kata / Coaching Kata PowerPoint slides (+ 5 short videos) for downloading. You can incorporate any of these slides in your own KATA training and presentations, and adjust them however you like. This SlideShare is not a presentation, but a set of slides that you can use for creating presentations.
During a keynote at the Northeast Shingo Prize Conference, Jim Womack, LEI founder, explains why businesses with shared processes face a “prisoner’s dilemma.”
I've been building APIs for a long time now and it is becoming ever more common for server-side developer thanks to the rise of front-end JavaScript frameworks, iPhone applications and generally API-centric architectures. On one hand you're just grabbing stuff from a data source and shoving it out as JSON, but surviving changes in business logic, database schema updates, new or deprecated etc gets super difficult.
This talk will outline the common pitfalls developers get trapped in when building APIs and outline methods to avoid them, including naming stuff badly then having to rename everything, when and how to use POST/PUT/PATCH, data structures, DDoSing yourself because pagination, picking your authentication system and all sorts of other stuff.
Value Mapping with Fewer Dollars and more Sense - Natalie Warnert Agile2016Natalie Warnert
Prioritization of work is hard across all levels of the organization. When we focus on feature value, often the first indicator of value is dollars versus effort expended. But what about value that is not realized through dollars? Our customers do not only think in dollars.
By expanding the definition of what value can truly mean, we can normalize, rationalize, and quantify value in new and different ways that make sense to all of our customers. We can assess value across programs as well as engage team members and stakeholders through interactive activities. In a way, it’s like relative sizing to drive values that appeal to many different consumers of your product.
Natalie first demonstrates traditional value estimation (dollars) and the resulting feature map/prioritization. Then, we look at other types of value realization through a team or program level activity using common customer sense. The activity provides participants with hands-on experience estimating and mapping feature value sans dollars on a level playing field. This gives Product Owners and teams a better baseline to align enterprise and program roadmaps with their own team or product priorities - and most importantly what the customer actually values - dollars aside!
BPMN es un lenguaje gráfico para la descripción de procesos de negocio. En esta presentación encontrarás una breve explicación de sus elementos principales y algunas recomendaciones.
Esta presentación se desarrolla en el libro "Fundamentos de BPMN" de Ediciones Rainer, por el mismo autor, disponible en formato Kindle en Amazon.
Understanding of Pain Point is a guide for generating improvement pathways. Solution builders should consider pain points as building blocks for better organisational outputs/outcomes.
Gestión de Fábrica-2 El Despliegue y el Control de la Política CorporativaEduardo L. Garcia
El Hoshin-Kanri Real (V1.4 actualizada)
Despliegue y Control de la Política Corporativa. La visión real y completa.
Desarrollado durante los últimos 50 años por el consultor internacional japonés Koichi Kimura, El Sistema de Gestión de Fábrica es el único modelo empírico y pragmático de desarrollo de la excelencia corporativa como base fundamental de las actividades de Mejora Continua y 6σ.
Using Business Architecture to Facilitate a North American Business Model at ...Daniel Lambert, M. Sc.
Presentation made by James Pickens, ERE Technology Strategy and Analytics Lead at the TD Bank, by Colin Leung, Manager – Business Management Technology at the TD Bank, and myself at BBC 2016 on Nov. 2 2016. For additional information please view the information on this webpage: http://biz-architect.com/building-business-capability-bbc-2016-from-nov-2-4-2016-in-las-vegas/
Lean Organizational Development Canvas for the Ideal Organization rod kingRod King, Ph.D.
The Lean Organizational Development Canvas features 10 blocks of best-practice outcomes and goals. The Lean Organizational Development Canvas for the ideal organization, which is like an unchanging North Star, can be used to facilitate the auditing, improvement, and design of business models.
Dan Schatzberg, Jonathan Appavoo, Orran Krieger, and Eric Van Hensbergen. Scalable elastic systems architecture. In Proceedings of the ASPLOS Runtime Environment/Systems, Layering, and Virtualized
Environments (RESoLVE) Workshop. ASPLOS, March 2011.
What learn by doing does not mean – Slides from the keynote delivered minutes ago by LEI CEO John Shook at the GBMP annual conference, Oct. 5, Worcester, MA.
Lean management has crossed many frontiers, including business sectors, functions, countries, and a region, since Machine That Changed the World was published 25 years ago, kicking off the effort to move lean thinking out of the auto industry, out of Japan, and across the world.
But besides a few “poster children” like Toyota and Lantech, sustaining and spreading lean thinking and practice has been very difficult, according to co-author Jim Womack, founding CEO of the nonprofit Lean Enterprise Institute (www.lean.org)
In this presentation from the March 2016 Lean Transformation Summit, Womack reflects on what worked and what didn’t in spreading lean management. And he explores what needs to be done in the next 25 years to sustain and spread lean management. (Lean more and follow Jim’s thinking by subscribing to his free monthly e-letter, Yokoten: http://planet-lean.com/womack-s-yokoten/#start-0)
Lean's First 25 Years -- and the Next 25 by Jim WomackChet Marchwinski
Lean management has crossed many frontiers, including business sectors, functions, countries, and a region, since Machine That Changed the World was published 25 years ago, kicking off the effort to move lean thinking out of the auto industry, out of Japan, and across the world.
But besides a few “poster children” like Toyota and Lantech, sustaining and spreading lean thinking and practice has been very difficult, according to co-author Jim Womack, founding CEO of the nonprofit Lean Enterprise Institute (www.lean.org).
In this presentation from the March 2016 Lean Transformation Summit, Womack reflects on what worked and what didn’t in spreading lean management. And he explores what needs to be done in the next 25 years to sustain and spread lean management. (Lean more and follow Jim’s thinking by subscribing to his free monthly e-letter, Yokoten: http://planet-lean.com/womack-s-yokoten/#start-0 ).
Coaching: A Core Skill for Lean Transformational LeadershipChet Marchwinski
LEI CEO John Shook, author and lean practitioner since working at Toyota, describes the skills needed to be a master lean coach in this presentation from the 2015 Lean Coaching Summit.
LEI CEO John Shook, who helped Toyota transfer its lean business system to the US, gave the audience some background on lean’s development and its key concepts. He also noted that whether it is established or startup, lean organizations share 2 traits.
State of Lean Management, AME Conference keynote by LEI CEO John ShookChet Marchwinski
Shook offered whats he has learned about cultural change, the rise and fall and resurrection of various production facilities – and about what’s working soundly at GE’s appliance manufacturing facility in Kentucky.
Lean IT is defined by Mike Orzen, a Lean Enterprise Institute faculty member.
Orzen will teach the Lean IT full-day workshop, May 17, in Chicago: http://www.lean.org/Workshops/WorkshopDescription.cfm?WorkshopId=52
This excerpt from the workshop slide deck also has questions for you to answer in order to have an information technology operation based on lean management principles.
Among other topics, the workshop will address how to apply lean startup thinking and behavior to every activity in every business function in any industry. The session also includes case studies and exercises.
Learn more about Mike, the workshop's benefits, and what past attendees have said about it here: http://www.lean.org/Workshops/WorkshopDescription.cfm?WorkshopId=52
Lean is about learning, John Shook told a crowd of 200 managers from manufacturing, healthcare, government, and service organizations who had gathered for a learning session sponsored by the Iowa Lean Collaborative on Oct 2, 2012.
To be successful, he said lean learning needs these characteristics:
• All learner partners actively participate
• Mutual Respect: Openness in sharing experience, knowledge, challenges, struggles;
• Teachers are learners; learners are teachers
• Problems to be addressed are important and challenging to all partners
Lean Counting Keynote, Jim Womack, Lean Accounting Summit, September ...Chet Marchwinski
“Accountants should learn how to take a walk in order to see value from waste and envision a better way to create value,” Womack told roughly 275 financial managers and executives during his keynote presentation at the seventh annual Lean Accounting Summit, Sept. 15, Orlando, FL.
Womack said the goal of the lean accounting movement should be to do “the least possible counting” since no customer thinks accounting is valuable. Customers want products and services that work, are cost efficient, and, most importantly, solve their problems.
“I have never bought a product and asked, ‘Is there a lot of accounting in this product? If there is a lot of accounting in it, I’d like to pay more.’”
In a keynote session at the 2011 IndustryWeek Best Plants Conference, LEI Founder James Womack explains the purpose and practical details for taking a “gemba walk,” a walk across a value stream to grasp the current state. Watch a video of the presentation at: http://www.industryweek.com/videos/Womack-Best-Plants-2011.aspx
Read excerpts from Gemba Walks, a collection of Jim’s essays on visiting companies implementing lean management, or post a question to learn more.
Remarkable safety is a given in the airline and aerospace industries, which are increasingly focused on costs in a time of high fuel prices and intense competition. Lean Thinking can help these industries fly through the turbulence, if they can shift the focus on continuous improvement efforts from lean tools to lean management, explains Jim Womack, LEI founder, in this keynote presentation at a Lean Flight Initiative conference.
In his keynote at LEI’s recent Lean Transformation Summit, Founder Jim Womack talked about the What, Why, How, Who and When of doing gemba or value-stream walks. He compared them to a routine or kata, the Japanese word popularized by author Mike Rother, that managers and executives must perform on a regular basis.
Go and See: why go to the gemba and what to do when you are thereChet Marchwinski
The slide deck for out recent free webinar "Go and See" offers tips for what you should do when you go to the "gemba," Japanese for the "actual place" where value is created.
Taiichi Ohno, the architect of the Toyota Production System, compared workplace teamwork to passing a baton. He said companies could learn a critical lesson from runners passing a baton. He called the lesson “mutual assistance teamwork” where team members support each other, as a runner waiting for the next stage of the race would react to the runner in the previous stage, who might be struggling, and reach back to provide support and execute a clean handoff. These slides by Toshiko Narusawa, co-author with John Shook of Kaizen Express, illustrate Taiichi Ohno’s comparison and why he used a track relay race for his example, instead of a swimming relay.
“Lean for the Long Term” is LEI Founder Jim Womack’s thoughts on the beginnings of the lean movement, where it is now, and what we have to do next to be successful.
In his keynote presentation at the 2010 Lean Logistcs Summit, Robert Martichenko, co-author of the Building a Lean Fulfillment Stream workbook, delineated the elements of a lean supply chain
2. What is “LEAN”?
MIT International Motor Vehicle Program
– Toyota Production System as “LEAN
Production”
Flow production from Ford
PDSA from Deming
Toyota’s JIT system dynamics and supply chain
design
Toyota’s engagement of people to build in quality
and solve problems for continuous kaizen
Management System
o A highly developed socio-technical system
• With focus on system and people
development
3. Lean Thinking, Lean Practice,
Lean Value Streams
A simple definition:
Develop people, process, and
systems to meet customer
need while consuming the
fewest possible resources.
4. Automobiles: A Century of
Value Stream Challenges
• Reliable, affordable personal mobility
• Ford Model T and Highland Park
• Transportation fashion
• GM: a car for every wallet
• Transportation fashion and affordability
• Toyota flow with variety
• Globalization
• Diffusion of TPS and TMS
• Environmental sustainability
• The next frontier – Toyota with a slight lead…
5. The Problem of Production
• What’s most difficult often isn’t making
the product.
• It’s organizing all the parts and materials
that go into it.
6. The Problem of Production
In the case of cars:
• 20-30,000 parts must come together at exactly
the right time once per minute.
• Almost all parts are engineered specifically for
each model of car.
• Most cars are unique.
12. MASS PRODUCTION
“B
”
Body Paint Assembly
Stamping
B B B B B B B B B B
B
Sub-Assy
B
= Storage
Supplier Supplier Supplier
= Push
Suppliers
13. MASS PRODUCTION
with Diverse Customers
C?
A!
Body Paint Assembly
Stamping
C C A A B B B B B B
B
Sub-Assy
B
= Storage
Supplier Supplier Supplier
= Push
Suppliers
14. The Problem of Production - Cars
6.2%
9,544 SPECIFICATION SETS
1,280 SPECIFICATION SETS
76,745 VEHICLES
(50%)
51 - 50-31 30-11 10-4 2-3 1 VEHICLE / 1 SPECIFICATION
ONE TYPICAL MONTH’S TOTAL SPECIFICATION SETS: 19,349
15. LEAN PRODUCTION Customer
Pr. Control Requirements
LEVELING “B?
”
A
Stamping Body Paint Assembly
C B A B B C A B B C B
A
Sub-Assy
C
(sequenced)
Suppliers
=Pull
= “Supermarkets”
16. Built-In Quality
High Cost
Ability to find
Low root cause
In-Process Next Process Final Inspection Customer
Location of Defect Detection
17. To produce an order of ten products that is processed
through three steps, batch & queue versus one piece flow
Process A Process B Process C
Lead Time: 30 ++ minutes for total order
CONTINUOUS FLOW “make one, move one”
Lead Time: 12 minutes for total order
19. Short Lead Time
– Get each process to produce only what the
next process needs when it needs it.
– Orchestrate (control, manage, regulate)
operations to get ever closer to this ideal, ever
shortening the lead time.
ORDER CASH
“All we’re trying to do is shorten the time line…”
Taiichi Ohno
20. Value Stream Improvement and
Process-step Improvement
VALUE STREAM
PROCESS PROCESS PROCESS
Stamping Welding
Assembly
Cell
Raw Finished
Material Product
The Three Value Streams: Order to Delivery
Concept to Launch
Lifecycle Maintenance
24. Lean Thinking
Womack and Jones:
• Specify value from the standpoint of the customer.
• Identify the value stream for each product/family –
from concept to launch & order to delivery – and
remove the wasted steps (the muda).
• Make value flow.
• At the pull of the customer.
• Strive continually for perfection.
25. What is Value Stream Mapping?
– A tool to display flow of material and
information of a business process
through all the steps (value creating
and not) as it moves from beginning
to end.
– A process to align a team around a
target condition, a Future State, for
that value stream and plan to achieve
it.
27. Future State Questions
VALUE STREAM VISION
•What is the Takt Time?
(How do you understand customer demand?)
• Where can you flow?
• Where should you pull?
• At what single point in the production
chain do you trigger production?
• How much work do you trigger and take away?
• How do you level the production mix?
PROCESS KAIZEN to Support the Value Stream Vision
• What process improvements are necessary?
(reliability, quick changeover, etc.)
28. Takt Time
Matches Pace of Production with Pace of Sales
Operating Time per Shift
Takt Time =
Production Requirement per Shift
450 minutes 59 sec.
= 59 sec
460 pieces 59 sec.
59 sec.
30. Pull System
Rules:
Following processes go to preceding processes and
withdraw the amount need when they need it.
Preceding processes replenish exactly what is taken away.
Withdrawal
Production
Kanban
Kanban
Preceding Following
Process Process
New Needed
Product Product
Supermarket
31. Pull System
Assumptions:
• Production schedules will always change
• Production will never go according to
schedule, anyway
Withdrawal
Production
Kanban
Kanban
Preceding Following
Process Process
New Needed
Product Product
Supermarket
32. What is Your EPEX?
Every Part Every Week
Monday 400A
Tuesday 100A, 300B
Wednesday 200B, 200C
Thursday 400C
Friday 200C, 200A
DANGER:
Every Part Every Day Kanban
Tsunami
Monday:
140 A, 100 B, 160 C
Monday Every Part Every X (EPEX)
20 A 10 C 20 A 10 C 20 A 10 C 20 B 10 A
20B 20 A 20 B 20 A 20 B 20 A 20 C 20 B
10 C 20 C 10 C 20 C 10 C 20 C 10 A 20 C
How do you want to run your operations?
Why?
35. Future State Questions
VALUE STREAM VISION
•What is the Takt Time?
(How do you understand customer demand?)
• Where can you flow?
• Where should you pull?
• At what single point in the production
chain do you trigger production?
• How much work do you trigger and take away?
• How do you level the production mix?
PROCESS KAIZEN to Support the Value Stream Vision
• What process improvements are necessary?
(reliability, quick changeover, etc.)
37. Fujio Cho of Toyota:
“Production Control”
“When you try to apply TPS, the first thing you
have to do is to “even out” or level the
production flow. And that is the responsibility
primarily of production control.”
38. Role of Production Control
1. Interface between customer
requirements and company capability .
2. Must satisfy both sales and
manufacturing.
3. Must be very strong.
39. The challenge of any business:
Matching capability with demand
MUDA (Excess)
Capability
Demand
MURI (Overburden)
MURA (Instability) •Know your demand
•Know your true capability (capacity)
Management •Create flexibility to get them to match
TIME
39
40. System Design to Control the 3 M’s
MUDA = Waste
MURI = Overburden
MURA = Variation, fluctuation
1. Design the system with sufficient capacity to
fulfill customer requirements without
overburdening people, equipment, or methods.
41. System Design to Control the 3 M’s
MUDA = Waste
MURI = Overburden
MURA = Variation, fluctuation
1. Design the system with sufficient capacity to
fulfill customer requirements without
overburdening people, equipment, or methods.
2. Reduce controllable variation/fluctuation to a
bare minimum.
42. System Design to Control the 3 M’s
MUDA = Waste
MURI = Overburden
MURA = Variation, fluctuation
1. Design the system with sufficient capacity to
fulfill customer requirements without
overburdening people, equipment, or methods.
2. Reduce variation/fluctuation to a bare minimum.
3. Eliminate sources of waste!
44. MURA – Fluctuation, Variation
“Variability will be buffered by some
combination of inventory, capacity and time.”
- Hopp and Spearman,
Factory Physics
This is true for any kind of capacity, not
just factory equipment, e.g. people in
product development.
45. What is a system?
• “A network of interdependent
components that work together to try
to accomplish the aim of the system.”
- W.E. Deming
45
46. What is a system?
•A process (or network of processes) with
inputs, outputs and a feedback loop that
enables adaptation. That’s what an Material
& Information Flow system is.
•Value Stream Mapping, used fully and
properly, does much more than simply
identify waste to eliminate. VSM is a tool &
process to design lean value creating
systems.
46
47. Lean Thinking, Lean Practice,
Lean Value Streams
A simple definition:
Develop people, process, and systems to
meet customer need while consuming
the fewest possible resources.
Editor's Notes
This is Henry Ford in 1913. He created flow for a product that was complex in number of processes but simple in variety. Flow is not so difficult when you only make one type of product. Enablers: Huge market need, Observation and reverse engineering of Chicago meat disassembly Interchangeable parts
This is Alfred Sloan product variety – a car for every wallet – imposed on Ford’s flow production. Result: mass production, lack of flow, must waste.
Not all cars all the same. This is an example from a Toyota plant in the 1980s. One month production volume about 150,000 units 20,000 specification sets 10,000 unique examples (accounting for 6% of volume 1280 specification sets occur more than 50 times (doesn’t show, but the pareto 80-20 rule applies, so you would see a Mathew Stewart whale, a classic glenday sieve example)
Toyota solved the problem with experiments starting after 1950, producing high-variety with low volume, by switching from push to pull.
This slide shows the basic rationale of the principle of quality at the source, comparing the cost and ability to find root cause if identifying a defect in-process, next process, final inspection or at the customer. Toyota turned the Ford approach to quality versus production on its head, swapping the roles of production versus quality inspection.
The basic, powerful logic of one-piece flow.
An old Toyota cartoon, pre-dating NUMMI. Illustrating the responsibility of leaders to develop their people. Two responsibilities: accomplish the mission and develop people.
Ohno’s emphasis on shortening the lead time. Shorten the time line from getting an order and converting it into cash. Shorten any lead time. To shorten lead times focuses efforts on eliminating waste and barriers to flow.
Conventional thinking was to focus efforts on individual processes. Optimizing individual processes can be technically difficult and costly. To shorten lead time, focus on the space between processes. Three value streams: Raw Material to Delivery Order to Cash Concept to Launch Lifecycle maintenance
Eliminate overproduction and you will shorten lead time, improve customer response, reduce cost.
Another old Toyota cartoon. It doesn’t‘ help for the one rower to try to row harder or faster. In fact, it hurts.
A University of Michigan Japan Technology Management Program slide. Lean or TPS is a system – you can’t just pick and choose the tools you like. To implement it as a system, focus on creating flow. Learn the think through doing.
The famous, influential, somewhat controversial five principles of Womack & Jones from Lean Thinking…
Most mapping tools either plot material or information flow but not both. A value stream map does both and also includes time. It is thus a system design tool, the only user-friendly system design tool we know. VSM is called M&I Flow at Toyota, where it was developed and used by specialists to plan model production system improvements.
A complete VS CS map. Customer – process flow – process characteristics/data – inventory locations and amounts – information flow – time (value-creating and non-value creating) – overall Production Lead Time versus Value Added Time. It is a snapshot, verified through direct observation at the gemba.
Important: the process kaizen question comes last. It’s the last question to ask in analysis but defines the first things to do. This set of questions is just slightly different from the book.
The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment.”
The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment.”