The document discusses lean principles and tools used at Industrial Mold & Machine. It advocates adopting a lean philosophy to eliminate waste, continuously improve, and focus on providing value to customers. Some key lean tools mentioned include 5S, SMED, standardized work, kanban, mistake proofing and cellular manufacturing which are used to reduce lead times, setup times, work in progress inventory and improve quality, safety, costs and customer satisfaction when implemented as an integrated system and not just a set of individual tools.

1. Management Overview of Lean at Industrial Mold & Machine

2. Vision Without Action is Just a Dream Action Without Vision is Just Wasting Time

3. Why Lean? Consistent with IMM culture of respect for people Enhance competitive position Lead time 30-50% Setup times 75% WIP inventory Capacity 20% Quality 30-95% Safety, productivity, costs, cash flow, supplier relationships, customer satisfaction, time-to-market…….improved!

4. NOT a Set of Tools: Kanban Standardized Work SMED Kaizen Andon What TPS is:

5. What TPS is: Human Development Philosophy Managerial Technical … An Integrated System c 2000 Toyota

6. LEAN PHILOSOPHY Focus on Providing Value to the Customer Eliminate all Waste Continuously Improve

7. WASTE Work that Increases Value vs Work that Increases Cost Without Increasing Value Type 1 waste: NVA, but need now Type 2 waste: NVA and can eliminate quickly

8. WASTE FIND WASTE! THEN ELIMINATE IT Overproduction Waiting Transporting Processing (unnecessary or incorrect) Inventory Motion Defects

9. Key Questions to Eliminate Waste What do I need to know , that I do not know right now , in order to do my work? What do I need to share with others right now so that they can do their work? What do I need to have right now in order to do my work? What do I need to provide to others right now so that they can do their work?

10. Visual Devices Make It Easier Indicators shared information Signals gets attention, then delivers message Controls restrict choices thru physical limits Guarantees fail-safe: only the right thing can happen Taste, Touch, Smell, Sound, Sight Potential risk or loss if ignored Likelihood of being ignored

11. Common Visual Devices TYPE HOME COMMUNITY WORKPLACE Indicator Signal Control Guarantee Street Signs Truck Back- up beep Lines in Parking Lot Unleaded / Diesel Gasoline Filler Tube Sizes Clean/Dirty sign on dishwasher Buzzer on Dryer Kitchen Utensil Holder Large/small Side Appliance Plugs

12. Easy to Understand

13. Personal Knowledge Centralized Knowledge Public Knowledge The Visual Factory , Greif

15. LIVING LEAN: THE 5 KEY ELEMENTS Identify Value As Defined by the Customer for a Specific Product or Service

16. LIVING LEAN: THE 5 KEY ELEMENTS Identify the Value Stream Specific Actions Required to Take a Specific Product Through the Following Critical Management Tasks: Problem-Solving Task Concept thru Production Launch Information Management Task Order Taking thru Delivery Physical Transformation Task Raw Materials thru Finished Product in Hands of Customer

17. LIVING LEAN: THE 5 KEY ELEMENTS Flow After Eliminate Obvious Waste in Value Stream, Make the Value-Creating Steps Flow Move Away from Batch and Queue Towards One Piece Flow Pull Let the Customer Pull, Rather than you Push Your Guess of What the Customer Wants Perfection Continuously Improve and Move Towards Perfection

18. The 14 Principles of the Toyota Way Section 1 – Long-Term Philosophy P-1) Base management decisions on a long-term philosophy, even at the expense of short-term financial goals Section 2 – The Right Process Will Produce the Right Results P-2) Create continuous process flow to bring problems to the surface

19. The 14 Principles of the Toyota Way (cont’d) Section 2 cont’d P-3) Use “pull” systems to avoid overproduction P-4) Level out the workload (work like the tortoise, not the hare) P-5) Build a culture of stopping to fix problems, to get quality right the first time P-6) Standardized tasks are the foundation for continuous improvement and employee empowerment

20. The 14 Principles of the Toyota Way (cont’d) Section 2 cont’d P-7) Use visual control so no problems are hidden P-8) Use only reliable, thoroughly tested technology that serves your people and processes Section 3 – Add Value to the Organization by Developing Your People and Partners P-9) Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others

21. The 14 Principles of the Toyota Way (cont’d) Section 3 cont’d P-10 Develop exceptional people and teams who follow your company’s philosophy P-11 Respect your extended network of partners and suppliers by challenging them and helping them improve

22. The 14 Principles of the Toyota Way (cont’d) Section 4: Continuously Solving Root Problems Drives Organizational Learning P-12) Go and see for yourself to thoroughly understand the situation P-13) Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly P-14) Become a learning organization through relentless reflection and continuous improvement

23. How Do We Get There? Weave philosophy into the fabric of IM&M Respect for people Socratic method Scientific method Widespread acceptance of “the ideal” Careful application of tools

24. The TPS Goal – “Notion of the Ideal” The output of every person, group or machine: Is defect free Can be delivered one at a time (batch = 1) Can be supplied on demand in version requested Can be delivered immediately Can be produced without wasting materials, labor, energy or other resources Can be produced in a work environment that is safe physically, emotionally and professionally for every employee

25. Willing to start small, learn through trial and error TPS is built on the scientific way of thinking Develop a way of thinking: “how do I respond to this problem?”

26. Summary of Policy Deployment Chain of cause-and-effect relationships from “top to bottom” in an organization. People must understand their role in the chain. Effective business processes reduce non-value-added activities. This builds a stronger organization with more time and resources devoted to improving performance and growth. Drives associate involvement . Associates play a much greater role in daily management and kaizen while management is focused on major kaizen and breakthrough objectives.

27. Methodology Plan Establish improvement plan, with measures, priorities, points of leverage Do Carry out the plan, using pilots where appropriate Check Evaluate measures and implementation Act Revise plan as appropriate

28. Lean Tools

29. Selected lean tools 5 S SMED Standardized work Kanban Mistake proofing Cellular manufacturing Total Productive Maintenance Value Stream Mapping Policy Deployment Quality Function Deployment A3 3P All to attain Perfect Value with Zero Waste

30. 5 S -- Foundation for a Visual Workplace Sort: Segregate and Scrap; Remove What is Not Needed Set in Order: Arrange and Identify; Place for Everything; Everything in Place Shine: Clean / Inspect Daily; Clean, Orderly Workplace is Necessary Standardize: Way of Life to Prevent Dust / Disorder; Less Energy Required if Prevent Sustain: Motivate to Maintain; Measure and Reward so 5 S is the Culture

31. SMED (Single Minute Exchange of Die) Separate Internal and External Setup Steps Convert Internal Steps to External Setup Streamline Setup Operations Reduce Changeover / Setup time to enable smaller lot sizes, respond more quickly to customers, increase capacity

32. STANDARDIZED WORK Forms the basis of Continuous Improvement Reduces variation

33. Creating Standardized Work How can I create work so that it can be repeated? Most efficient work flow - considering safety, quality, quantity and cost 2/3 6/7 8/9 1 4 5 10 Takt Time Work sequence Standard in-process stock With the main consideration on human movement

34. KANBAN Pull Mechanism Signal Communication and Scheduling System To Control Inventories Requires Standard Container Quantities, SMED, Standardization of Work, Smoothing of Production, Continuous Improvement in Quality

35. Humans Make Mistakes Must Devise Ways to Prevent Mistakes From Becoming Defects Detection vs Prevention Use Machines / Tools To Aid Human Judgment Mistake Proofing Make it easy to do it right

36. Cellular Manufacturing Families of Parts With Similar Routings Arrangement of Equipment and Workstations in a Sequence to Support Efficient Flow Impact on Equipment Purchasing More, smaller, sized appropriately Supports Flow