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Training lean journey[1]
- 1. LEAN JOURNEY
- 2. Lean: LEAN provides a different way of looking at our operations. The aim of LEAN is to reduce our cost base and increase our customer service levels by eliminating non-value added activities. LEAN is a set of principles that requires: Standardized work Visual controls Clean work environment Continuous improvement Associate involvement
- 5. Three lean enemies ' waste ', ' inflexibility ' and ' variability ' address all operational targets
- 9. 5s (Workplace Organization) SORT “ Remove” all items that are not needed for the workplace SET-IN-ORDER Make a place for everything and put everything in its' place SHINE Thoroughly clean and inspect everything in the work area and restore everything to good, working order STANDARDIZE Discipline and structure to maintain the first 3 S’s (Sort; Set-in-Order; Shine) SUSTAIN Ensuring the system is followed – How! (Keep motivated through feedback and recognition)
- 10. 1. SORT Remove items that are not needed in the workplace
- 11. 2. SET-IN-ORDER Make a place for everything and put everything in its' place
- 12. 3. SHINE Thoroughly clean and inspect everything in the work area and restore everything to good, working order
- 13. The 3 rd S - Shine Steps of Shine Take Pictures Shine Clean Inspect & Adjust Make Ready for Use Prepare to Standardize Establish Baseline of Clean
- 15. 4. STANDARDIZE Discipline and structure to maintain the first 3 S’s (Sort; Set-in-Order; Shine)
- 16. The 4 th S - Standardize Steps of Standardize Standardize Train Establish Account-ability Make Habit Prepare to Sustain Document Standard Work
- 22. 5S As a System 2. Set in Order 3. Shine 4. Standardize 5. Sustain 1. Sort
- 24. Borders
- 25. Our Desks
- 26. Where we want to go. . .
- 27. What happens if we don’t stay the course. . .
- 28. TIMWOOD (Seven Deadly Wastes) T TRANSPORTATION Moving cartons/items to various locations, from process to process, etc. I INVENTORY Committing money and storage space to items not sold M MOTION Moving cartons/orders more than the minimum needed to complete and ship them W WAITING Waiting for processing – people & orders sitting idle during production O OVERPRODUCTION Creating more cartons than required to complete or ship an order O OVER PROCESSING Doing more "work" to an order than is required by the customer D DEFECTS / REWORK Performing tasks that require rework to complete or ship an order
- 29. 1. TRANSPORTATION Moving cartons/items to various locations.
- 30. 2. INVENTORY
- 31. 3. MOTION Any motion that does not add value to the product or service Unnecessary movement
- 32. 4. WAITING Time spent waiting on supplies, information, people, etc. to complete a task
- 33. 5. OVER PRODUCTION Producing more information or product than the ultimate customer requires
- 39. VISUAL CONTROL
- 40. What does this tell you?
- 41. What does this tell you?
- 42. VISUAL CONTROL
- 51. Example
- 52. SPIN Voting Board No. SPIN Idea SPIN Description 10 – 4 Vote Captains Voted 1 Travel to back of aisle I have to travel to the back of aisles 251-261 to pick product consistently Captain 1 Captain 2 2 Signs are missing Signs are missing in aisle 256 Captain 3 Captain 4 3 Pallets on wrong trucks Pallets continue to get loaded onto the wrong truck Captain 5 Captain 6 4 Back stock picking During my shift, I have to go to the back stock area multiple times to locate product Captain 7 Captain 8 Captain 9 5 Product stuck on rollers Product continually gets stuck in between the rollers of the flow rack Captain 10 Captain 11 6 Heavy product on top During my shift, I continually have to re-stack pallets as the heavy product is on top of light product Captain 12 Captain 13 7 Truck Loading Shipping lanes are backed up shutting down the conveyor & stopping production Captain 14 Captain 15
- 54. SPIN Voting Board No. SPIN Idea SPIN Description 10 – 4 Vote Captains Voted 1 Travel to back of aisle I have to travel to the back of aisles 251-261 to pick product consistently Captain 1 Captain 2 2 Signs are missing Signs are missing in aisle 256 Captain 3 Captain 4 3 Pallets on wrong trucks Pallets continue to get loaded onto the wrong truck Captain 5 Captain 6 4 Back stock picking During my shift, I have to go to the back stock area multiple times to locate product Captain 7 Captain 8 Captain 9 5 Product stuck on rollers Product continually gets stuck in between the rollers of the flow rack Captain 10 Captain 11 6 Heavy product on top During my shift, I continually have to re-stack pallets as the heavy product is on top of light product Captain 12 Captain 13 7 Truck Loading Shipping lanes are backed up shutting down the conveyor & stopping production Captain 14 Captain 15
- 56. All for one; One for all
Editor's Notes
- Provide the new associate a general overview of LEAN. Lean is derived from the Toyota Production System and is driven by associate involvement, we want your input of how we can work better.
- Today we are going to be learning about what the principles of lean are. They are designed to identify value-added versus non value-added steps while eliminating waste in a continuous process. A more succinct approach – it is direct and to the point
- Must focus on the steps of a process versus the people within a process: It is important that when looking at the steps that you don’t forget about the entire process and sub-optimize An efficient Supply Chain is one that optimizes the movement of goods and information from the supplier’s suppliers to the customer’s customer. (internal and external) Before showing next slide , ask, “so what have you heard about lean from other employees, companies or in the press?” Record the responses on a flipchart. Likely responses include: It is all about getting rid of people – remind them of the prior slide that talks about a focus on the process not the people It is the current fad in business, and this too shall pass It only works for Japan It only works for automotive companies
- There are three basic enemies of Lean - Waste, Inflexibility, and Variability. Waste in general is interpreted as non-value added activities. The acronym is TIMWOOD, which is extra steps in completing a task. Inflexibility in general is interpreted as being set in one’s way and resistant to change Variability in general is interpreted as peaks and valleys, working overtime one week and leaving early the next Lean develops an environment to identify these areas and reduce or eliminate them from our daily lives.
- This slide explains why we are starting with 5S first.
- As we commented at the start of today’s session……………..
- As we commented at the start of today’s session……………..
- Why are visual controls important? Visual Controls: Provide the ability to determine “status at a glance” No need to refer to computer or handwritten reports No need to ask others for status Make abnormal conditions obvious
- Cross-functional – why is this important? Helps remove the bias Adds creativity to the group Promotes the 5 Y’s
- The SPIN process is a collaborative process between management and the associates identifying safer and more efficient ways to operate on a daily basis. Explain each letter of SPIN
- Let’s have some fun and walk through some issues
- Does this classify as a SPIN process? YES Problem: Product is profiled in the wrong area driving up my distance to pick orders and affecting my productivity and my pay. Implication:
- Each site should look to implementing Lean Captains in their site. The team should include people from different areas of the facility across all shifts that would fit the Lean Captain characteristics Floor liaison to LEAN Assists in identifying and documenting SPIN ideas Votes on priorities of SPIN prospects Is a leader in implementing SPIN strategies Assists management staff in relating LEAN to daily duties Audits areas for 5S sustainment
- It takes all of us working together to achieve our goal. Your input and support are keys to our success!