The Waste Identification and Elimination exercise was created to instruct sutdents to Learn to See waste using a Flight Simulator scenario. Enjoy, Todd McCann GANBARE!
Kaizen events are short, focused improvement projects that aim to drive quick changes and lead to a leaner business. They use a team-based approach over a short time period, such as 5 days, to identify problems and implement solutions. Key elements include establishing clear goals, dedicating resources to the event, focusing on implementation and action, and achieving immediate, measurable results. Successful kaizen events require planning, stakeholder engagement, change management strategies to sustain results, and defining the current and future states.
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
1) Value stream mapping (VSM) is used to analyze and improve the flow of materials and information required to deliver a product or service to a customer.
2) The document outlines the key concepts of lean, benefits of VSM, symbols used in mapping, and the process for developing current and future state maps including identifying waste.
3) It provides an example of mapping the current state of a company called Acme Stamping and identifies overproduction as a key problem. The future state map aims to produce to takt time and establish supermarkets to enable continuous flow.
By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
The document describes the 8D Problem Solving process for addressing problems in organizations. The 8D process involves 8 disciplines (D0-D8) for defining the problem, identifying root causes, developing and verifying solutions, implementing corrective actions, and preventing recurrence. It aims to understand customer needs, gather details of issues, protect the customer, obtain management support, and recognize the project team upon completion. Following the 8D process can help organizations systematically solve problems and improve systems and processes.
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/
Kaizen events are short, focused improvement projects that aim to drive quick changes and lead to a leaner business. They use a team-based approach over a short time period, such as 5 days, to identify problems and implement solutions. Key elements include establishing clear goals, dedicating resources to the event, focusing on implementation and action, and achieving immediate, measurable results. Successful kaizen events require planning, stakeholder engagement, change management strategies to sustain results, and defining the current and future states.
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
1) Value stream mapping (VSM) is used to analyze and improve the flow of materials and information required to deliver a product or service to a customer.
2) The document outlines the key concepts of lean, benefits of VSM, symbols used in mapping, and the process for developing current and future state maps including identifying waste.
3) It provides an example of mapping the current state of a company called Acme Stamping and identifies overproduction as a key problem. The future state map aims to produce to takt time and establish supermarkets to enable continuous flow.
By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
The document describes the 8D Problem Solving process for addressing problems in organizations. The 8D process involves 8 disciplines (D0-D8) for defining the problem, identifying root causes, developing and verifying solutions, implementing corrective actions, and preventing recurrence. It aims to understand customer needs, gather details of issues, protect the customer, obtain management support, and recognize the project team upon completion. Following the 8D process can help organizations systematically solve problems and improve systems and processes.
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 Role of Leading vs. Lagging Indicators in Sustainability PlanningSustainable Brands
Leading indicators are forward-looking metrics that predict future performance, while lagging indicators reflect past outcomes. There has been a shift in sustainability planning from solely using lagging indicators to also incorporating leading indicators. Leading indicators can drive innovation, efficiency gains, and new market opportunities when integrated into corporate strategies. While lagging indicators are still important for compliance purposes, leading indicators are better for goal-setting, continuous improvement, and measuring return on investment from sustainability initiatives.
This document discusses lean 1-piece flow versus batch and queue production. It defines a bottleneck as the point that reduces flow or slows the entire process. It notes that bottlenecks will always exist and can move, and that high work-in-process can mask bottlenecks. The document recommends setting up equipment close together to pass parts without boxes and running one order at a time in a cell until completion to implement 1-piece flow. It also includes an exercise to compare batch and 1-piece flow.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
This document summarizes a SMED Kaizen event conducted at Nypro JRZ to reduce mold changeover times. The team measured current changeover times averaging 16 hours. They identified main time wasters through flowcharts, Pareto analysis and spaghetti diagrams. Root causes included lack of communication tools and standard work processes. Solutions implemented radios, tool kits, visual management and a Heijunka schedule. Control plans included weekly meetings and metrics to track ongoing improvement, with the goal of reducing changeover times by 50% to an average of 8 hours. This was projected to save over $50,000 per month in costs.
Spaghetti Diagrams are not referring to pasta, spaghetti, or something Italian. It is a tool that is used in lean to graphically and physically illustrate wasted flow and motion. This presentation offers the basics of creating and using Spaghetti Diagrams to reduce waste and improve processes
This document provides information on value stream mapping (VSM), including:
1. VSM is a visual tool that maps the flow of materials and information needed to bring a product to a customer. It identifies value-added and non-value added activities to improve process flow and eliminate waste.
2. There are three main types of value streams: raw material to finished product, concept to launch, and order to cash.
3. A current state map visually depicts the actual state of the current process flow, including metrics like cycle times and changeover times.
4. A future state map is then created to design an improved process flow based on eliminating waste and improving flow, with goals and an
The PDCA cycle is the key principle behind ISO 9001 and all modern management system standards. Because of that, we believe that it's of great benefit if those involved in developing and implementing systems can have a broad understanding of the concept.
So, Qudos has put together a brief introduction in this video. It explains the 4 steps in the cycle, how it can be applied, how it relates to ISO standard clauses, and then provides some examples for each stage of the cycle.
This document discusses effective daily management and visualization techniques to realize sustainable growth. It covers:
1. Enhancing gemba capability through complete and continuous improvement of daily work, handling abnormalities, and using visualization tools.
2. The roles of management in deploying daily work management and ensuring it is effectively implemented across all departments, including through standardization, education and addressing non-value-added activities.
3. The steps of daily work management including defining clear roles and objectives for each department, standardizing processes, assigning the right people, and managing performance against standards.
The document provides an overview of a training course for the Service Excellence Program, outlining objectives to help participants understand how to apply problem-solving tools to improve processes using Lean Six Sigma methodologies and recognizing how the culture of Ventura County is evolving. The training will involve exercises and simulations to give hands-on experience applying concepts taught in the course.
Value, Value Stream, Flow, Pull, Perfection, Waste Types in Services, Waste Types in Manufacturing, Value Add, Non Value Add, 3 MU's, Gemba, Cycle Time, Lead Time, Takt, ECRS, Eliminate, Combine, Rearrange, Simplify, Sources of Waste, Excellence, Sustained,
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
This document outlines the topics and activities for a 10-day training course on improving service quality with lean process tools. The course covers topics such as lean process techniques, value stream mapping, six sigma methodologies, and business process management. On each day, participants work on a final project applying the concepts learned. Activities include project planning, cause analysis, implementation planning, and paper reviews. The document also provides examples of value stream mapping and lean process improvement techniques like 5S, waste identification, and process mapping.
After revolutionizing the automobile industry, Lean principles have been successfully applied to different knowledge areas including software development. This workshop is intended to master Lean concepts like Waste, Push&Pull systems, systems thinking,Kaizen etc.! In this interactive game, the participants will work in a small Lego production line, experiencing problems and applying Lean practices to overcome them.
This document outlines an agenda for a workshop on A3 thinking and problem solving. The workshop objectives are to explore lessons from Managing to Learn using A3s. The agenda covers defining an A3, working through examples, applying A3 thinking to problems, and discussing uses of A3s for proposals and reports. Time is allotted to introduce A3 concepts, examine example A3s, have participants apply the process to their own work, and reflect on learning. The workshop aims to help participants recognize effective A3 stories and create different sections of an A3 through practice and discussion.
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.
The document discusses the Production Part Approval Process (PPAP), which defines requirements for approving production parts. It covers topics like when PPAP submission is required, the requirements for part approval, submission levels and retention requirements. PPAP applies to internal and external suppliers providing bulk materials, production materials, parts or service parts. The document provides details on each of the PPAP requirements and guidelines for suppliers to follow.
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.
This document discusses lean software development principles. It emphasizes eliminating waste and non-value adding activities from development processes. It defines value and waste from a customer perspective. It also discusses mapping the end-to-end value stream to identify improvement opportunities like reducing cycle times and increasing efficiency. A case study example shows how responding to critical defects can be improved through applying lean principles.
The document appears to be from a training module on performance excellence and continuous improvement. It includes sections on identifying and eliminating waste, standard work, single-minute exchange of dies, visual controls, quality, and total productive maintenance. Tools are provided like a time observation form to measure process times, identify waste, and ensure processes meet takt time. The goal is to continuously improve processes through eliminating waste and making incremental changes.
Visual Factory is a concept focused on the visual perception.
Purpose = replace texts by communicating via “visual signals”:
- in work instructions and checklists (pictures of the equipment with control points)
- with local signage: tags, labels (what to measure, range, …), pictures
Benefits:
- quick and easy instructions
- reductions in injuries and strain
- increased efficiency and reactivity
- reduction of the variability and the non-conformity rate
- decreased training time…
The Role of Leading vs. Lagging Indicators in Sustainability PlanningSustainable Brands
Leading indicators are forward-looking metrics that predict future performance, while lagging indicators reflect past outcomes. There has been a shift in sustainability planning from solely using lagging indicators to also incorporating leading indicators. Leading indicators can drive innovation, efficiency gains, and new market opportunities when integrated into corporate strategies. While lagging indicators are still important for compliance purposes, leading indicators are better for goal-setting, continuous improvement, and measuring return on investment from sustainability initiatives.
This document discusses lean 1-piece flow versus batch and queue production. It defines a bottleneck as the point that reduces flow or slows the entire process. It notes that bottlenecks will always exist and can move, and that high work-in-process can mask bottlenecks. The document recommends setting up equipment close together to pass parts without boxes and running one order at a time in a cell until completion to implement 1-piece flow. It also includes an exercise to compare batch and 1-piece flow.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
This document summarizes a SMED Kaizen event conducted at Nypro JRZ to reduce mold changeover times. The team measured current changeover times averaging 16 hours. They identified main time wasters through flowcharts, Pareto analysis and spaghetti diagrams. Root causes included lack of communication tools and standard work processes. Solutions implemented radios, tool kits, visual management and a Heijunka schedule. Control plans included weekly meetings and metrics to track ongoing improvement, with the goal of reducing changeover times by 50% to an average of 8 hours. This was projected to save over $50,000 per month in costs.
Spaghetti Diagrams are not referring to pasta, spaghetti, or something Italian. It is a tool that is used in lean to graphically and physically illustrate wasted flow and motion. This presentation offers the basics of creating and using Spaghetti Diagrams to reduce waste and improve processes
This document provides information on value stream mapping (VSM), including:
1. VSM is a visual tool that maps the flow of materials and information needed to bring a product to a customer. It identifies value-added and non-value added activities to improve process flow and eliminate waste.
2. There are three main types of value streams: raw material to finished product, concept to launch, and order to cash.
3. A current state map visually depicts the actual state of the current process flow, including metrics like cycle times and changeover times.
4. A future state map is then created to design an improved process flow based on eliminating waste and improving flow, with goals and an
The PDCA cycle is the key principle behind ISO 9001 and all modern management system standards. Because of that, we believe that it's of great benefit if those involved in developing and implementing systems can have a broad understanding of the concept.
So, Qudos has put together a brief introduction in this video. It explains the 4 steps in the cycle, how it can be applied, how it relates to ISO standard clauses, and then provides some examples for each stage of the cycle.
This document discusses effective daily management and visualization techniques to realize sustainable growth. It covers:
1. Enhancing gemba capability through complete and continuous improvement of daily work, handling abnormalities, and using visualization tools.
2. The roles of management in deploying daily work management and ensuring it is effectively implemented across all departments, including through standardization, education and addressing non-value-added activities.
3. The steps of daily work management including defining clear roles and objectives for each department, standardizing processes, assigning the right people, and managing performance against standards.
The document provides an overview of a training course for the Service Excellence Program, outlining objectives to help participants understand how to apply problem-solving tools to improve processes using Lean Six Sigma methodologies and recognizing how the culture of Ventura County is evolving. The training will involve exercises and simulations to give hands-on experience applying concepts taught in the course.
Value, Value Stream, Flow, Pull, Perfection, Waste Types in Services, Waste Types in Manufacturing, Value Add, Non Value Add, 3 MU's, Gemba, Cycle Time, Lead Time, Takt, ECRS, Eliminate, Combine, Rearrange, Simplify, Sources of Waste, Excellence, Sustained,
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
This document outlines the topics and activities for a 10-day training course on improving service quality with lean process tools. The course covers topics such as lean process techniques, value stream mapping, six sigma methodologies, and business process management. On each day, participants work on a final project applying the concepts learned. Activities include project planning, cause analysis, implementation planning, and paper reviews. The document also provides examples of value stream mapping and lean process improvement techniques like 5S, waste identification, and process mapping.
After revolutionizing the automobile industry, Lean principles have been successfully applied to different knowledge areas including software development. This workshop is intended to master Lean concepts like Waste, Push&Pull systems, systems thinking,Kaizen etc.! In this interactive game, the participants will work in a small Lego production line, experiencing problems and applying Lean practices to overcome them.
This document outlines an agenda for a workshop on A3 thinking and problem solving. The workshop objectives are to explore lessons from Managing to Learn using A3s. The agenda covers defining an A3, working through examples, applying A3 thinking to problems, and discussing uses of A3s for proposals and reports. Time is allotted to introduce A3 concepts, examine example A3s, have participants apply the process to their own work, and reflect on learning. The workshop aims to help participants recognize effective A3 stories and create different sections of an A3 through practice and discussion.
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.
The document discusses the Production Part Approval Process (PPAP), which defines requirements for approving production parts. It covers topics like when PPAP submission is required, the requirements for part approval, submission levels and retention requirements. PPAP applies to internal and external suppliers providing bulk materials, production materials, parts or service parts. The document provides details on each of the PPAP requirements and guidelines for suppliers to follow.
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.
This document discusses lean software development principles. It emphasizes eliminating waste and non-value adding activities from development processes. It defines value and waste from a customer perspective. It also discusses mapping the end-to-end value stream to identify improvement opportunities like reducing cycle times and increasing efficiency. A case study example shows how responding to critical defects can be improved through applying lean principles.
The document appears to be from a training module on performance excellence and continuous improvement. It includes sections on identifying and eliminating waste, standard work, single-minute exchange of dies, visual controls, quality, and total productive maintenance. Tools are provided like a time observation form to measure process times, identify waste, and ensure processes meet takt time. The goal is to continuously improve processes through eliminating waste and making incremental changes.
Visual Factory is a concept focused on the visual perception.
Purpose = replace texts by communicating via “visual signals”:
- in work instructions and checklists (pictures of the equipment with control points)
- with local signage: tags, labels (what to measure, range, …), pictures
Benefits:
- quick and easy instructions
- reductions in injuries and strain
- increased efficiency and reactivity
- reduction of the variability and the non-conformity rate
- decreased training time…
This document outlines a methodology for reducing changeover times through setup reduction. It discusses observing current changeover processes, analyzing the processes to identify inefficiencies, proposing and implementing improvements. The objectives are to understand setup reduction concepts and benefits, and to apply techniques to continuously reduce changeover times in order to better serve customers with increased flexibility and quick response to demand changes. A systematic approach is presented including videotaping changeovers, analyzing to classify tasks and identify issues, developing solutions, and tracking results.
Agile Development of High Performance ApplicationsFabian Lange
Slides from my talk at gearconf 2010 in Düsseldorf, discussing Performance as an important non-functional requirement. Because NFRs are hard to test, I showed how AppDynamics Lite could be used to ease pain and build better performing apps.
If you are interested in performance and application performance monitoring, visit our blog:
http://blog.codecentric.de/en/category/performance-en/
If you want to try appdynamics lite yourself, download it at http://appdynamics.com/free
This document discusses improving overall equipment effectiveness (OEE) using the Honky-Tonk concept to reduce costs and increase throughput. It begins by introducing OEE and its three components: availability, performance, and yield. It then discusses the author's company, Toyota Boshoku, and explores how visual controls like the Honky-Tonk concept can help effectively use resources to drive improvements in lean manufacturing, total productive maintenance (TPM), and jidoka (autonomation).
LEAN - What Does Kaizen Mean.ppt based on lean manufacturingssuser72b8e8
This document provides instructions and templates for conducting a kaizen (continuous improvement) event. It details nine tools to identify and eliminate waste in processes. The tools are meant to be used in a specific order and include forms for standard work, time observation, workload balancing, action planning, and tracking improvements. The overall goal is to systematically analyze processes, understand sources of waste, and implement incremental changes to maximize efficiency and productivity.
POKA-YOKE - A Lean Strategy to Mistake ProofingTimothy Wooi
A Lean Strategy in Human Error Prevention aims to detect and correct possible error immediately, eliminating defects at the source.
Poka-Yoke overcome the inefficiencies of inspection through the use of automatic devices that seek,
1.Not to accept a defect for the process
2.Not to Create a Defect
3.Not to Allow a Defect to be passed to the next process
Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.
The concept was formalized, and the term adopted, by Shigeo Shingo as part of the
Toyota Production System.
It was originally described as baka-yoke, meaning "fool-proofing“ or “idiot proofing” but the name was later changed to the milder poka-yoke.
Mark robinson what does lean mean for software testingAGILEMinds
The document discusses eliminating waste from testing processes by making testing more lean. It identifies seven types of waste: partially done work, extra features, relearning, handoffs, task switching, delays, and defects. The document recommends value stream mapping to reduce delays, early tester involvement, shorter test cycles, and automation through techniques like test-driven development to make testing more efficient. Automating testing finds defects very quickly and enables developers to continuously mistake-proof their work.
The document discusses Lean methodology which focuses on eliminating waste to produce high quality products faster and at lower cost. Lean aims to streamline processes through techniques like single piece flow, just-in-time production, and eliminating non-value added activities to improve throughput, quality, and customer satisfaction. Key aspects of Lean covered include value stream mapping, reducing the seven wastes, line balancing, managing bottlenecks, setup reduction, pull systems, and visual management.
From you and to you
You helped me complete my presentation
Here I am offering it to you as a gratitude.
Who doesn't thank people doesn't thank God.
thank you
This document discusses out-of-the-box (OOTB) software solutions versus custom software solutions. An OOTB solution requires minimal setup and works immediately, while a custom solution requires more effort but allows for more customization. The document outlines benefits and drawbacks of each approach and notes that the best choice depends on a business's specific requirements and needs. It also provides tips for finding a qualified software developer if opting for a custom solution.
This document lists and briefly describes 32 different lean manufacturing technologies and tools. It includes common tools like 5S, value stream mapping, standard work, total productive maintenance (TPM), and continuous improvement (Kaizen). The purpose of these tools is to eliminate waste from manufacturing processes, improve flow, reduce lead times and inventory, increase quality, and align goals throughout the organization. Implementing a variety of these lean tools can help companies significantly enhance productivity, customer responsiveness and overall business performance.
TPM For lean manufacturing chp 2 | concept of production efficiency | lea...博行 門眞
My Home page is Japanese Gemba Kaizen Web
http://takuminotie.com/english/
Please Look and Like us on Facebook
Table of contents
1.What is the production efficiency?
2. 8 large loss to inhibit efficiency
3. Seven large loss of equipment
4. Sudden loss and chronic loss
5. Restoration
6. Cleaning is inspection
7. Equipment Ideal
8. Minaor defects
9. PM Analysis
10. maintenance skills
This document provides an overview of basic design of experiments (DOE). It discusses how DOE is a more effective approach to experimentation than traditional trial and error or one-factor-at-a-time methods. The document reviews full and fractional factorial experimental designs and provides an example exercise involving optimization of a paper helicopter design through experimental testing. The overall goal is to introduce practitioners to DOE methodology and its benefits for process and product improvement.
The document provides an overview of quality management techniques including Total Quality Management (TQM), 5S, Kaizen, Just-in-Time (JIT), Kanban, and Poka-Yoke. It defines each technique and discusses their objectives, key aspects, benefits, and examples. TQM focuses on customer satisfaction through a philosophy of continuous improvement involving all departments. 5S creates organization and standardization in the workplace. Kaizen emphasizes continuous small improvements through teamwork. JIT and Kanban together form a pull-based production system to reduce waste. Poka-Yoke aims to prevent mistakes through automatic error-proofing mechanisms.
This document discusses the process of planning and designing cellular manufacturing. It begins by explaining the three flows in manufacturing: information, material, and work. It then defines cellular manufacturing and lists some of its benefits. The document outlines several steps to plan cellular manufacturing, including understanding customer demand, identifying product families, balancing the line, establishing synchronized one-piece production, and designing the cell layout. It provides guidelines for effective cell layout, machine selection, material management, and operator line balancing. The goal is continuous flow and meeting takt time. The document analyzes an example production line and identifies opportunities to better utilize operators' time.
This document provides information on cellular manufacturing and designing cells. It discusses the three flows in manufacturing: information, material, and work flow. It defines cellular manufacturing and lists its benefits. The document outlines the problem with conventional layouts and provides guidelines for identifying product families and determining takt time. It presents the steps to plan cellular manufacturing, including process analysis and razing. Finally, it provides guidelines for cellular layout and questions to consider when designing cells to ensure optimized one-piece flow and continuous improvement.
This document outlines the agenda and objectives for a DevOps transformation workshop. The workshop will cover DevOps foundations, including value stream mapping exercises. It will define DevOps and discuss how to map the current software delivery lifecycle. Key aspects like cycle time, bottlenecks, wait times and processing times will be examined. The workshop aims to help organizations identify inefficiencies and develop future state solutions to reduce cycle times and implement DevOps best practices.
The document discusses various software failures caused by bugs in software systems and the importance of software testing. Some key points:
- A rocket launch failed after 37 seconds due to an undetected bug in the control software that caused an exception. The failure cost over $1 billion.
- Medical radiation equipment killed patients in the 1980s due to race conditions in the software that allowed high-energy radiation to operate unsafely.
- A Mars lander crashed in 1999 because the descent engines shut down prematurely due to a single line of bad code that caused sensors to falsely indicate the craft had landed.
The document discusses various aspects of automating software testing. It suggests automating the detection of flaky tests, determining the severity of test failures, converting tests to more isolated unit tests, and using usage data to determine what to test next. It emphasizes that while automation can improve testing efficiency, human oversight is still needed, and code reviews serve as the link between automated and manual processes.
Similar to Waste identification and elmination exercise materials todd mc cann rev 23 (20)
Ohno and The 10 Commandments of Improvementleansavant
This document outlines 10 commandments for continuous improvement: abandon fixed ideas of how things currently are; think of ways to enable improvement instead of making excuses; search for simple, not perfect solutions; correct mistakes immediately; solve problems through ingenuity, not money; view problems as opportunities; ask "why" repeatedly to uncover root causes; seek ideas from many people continuously; and recognize that improvement is a never-ending journey.
This document discusses the concept of Kaizen management and 5S. It begins with an introduction to Kaizen, defining it as continuous improvement and noting its focus on small, incremental changes. It then covers the 5S methodology, which consists of 5 Japanese words: Seiri (Organization), Seiton (Neatness), Seiso (Cleaning), Seikestu (Standardization), and Shitsuke (Self-Discipline). The document provides examples and explanations of how to implement each element of 5S to organize and clean a workplace for improved efficiency and productivity.
Old Article I wrote while with Ingersoll Engineers
The original article is a White Paper and is 12 pages.
This is the Readers Digest Version
Todd McCann
Had to Share.
Lock Out Tag Out Poka Yoke Methodology
Details Details Details
When you are preserving Human Life... Its all in the Details! Ganbare
Respectfully
Todd McCann
Thank you letter from David Heinonen Plant Manager of Allied Resinous Productsleansavant
David and I became friends during my time at Allied Resinous Products.
There was much turmoil when I arrived, and with the help of David, Bill Zona and Miller Strickland we began the journey of making the company profitable.
Allied Resinous Products was sold to Spartech Plastics, through a strategic purchase and infused cash into the organization.
Team Work made this turnaround successful.
This document discusses Jikotei Kanketsu (JKK), which is a Japanese concept that refers to a closed-loop system for detecting and eliminating abnormalities. It contains sections on enlightenment, a model of JKK, and elements of JKK. The key aspects of JKK discussed are that it involves human and machine intervention to detect issues, aims for a target condition of zero abnormalities, and includes standards and activities like poka yoke, andon systems, and process knowledge to achieve this goal.
The document discusses the producer-consumer paradox between humans and the Earth. It questions whether the sustainability of natural resources and the air we breathe is truly infinite, as many believe, or just wishful thinking. It frames humans as both the producers and consumers in the relationship with Earth, which is also portrayed as both the producer and consumer, leaving the sustainability of this dynamic in doubt.
Meetings should have clear goals of discussing important topics and reaching decisions, rather than just meeting for the sake of meeting. Effective meetings avoid wasting time by making sure participants discuss the agenda and make decisions that are then carried out, instead of just talking without a purpose or deciding things that are not later implemented.
The document summarizes the application of lean thinking and continuous improvement tools to optimize the structural weld overlay process during a refueling outage. Over 130 people participated in Kaizen events to value stream map the process, identify constraints, and implement improvements. This resulted in completing the work 5.5 days ahead of schedule while maintaining zero safety incidents or weld defects. Key aspects included visual management, continuous metrics tracking, and aligning the work to meet customer needs of plant operations and regulatory requirements.
This document describes a parable called "The Pool" that illustrates the concept of change management using the "Rule of 3". It presents a scenario where the target is to get everyone in a swimming pool participating and having fun. Currently, 300 people are in the pool having fun, 600 people are watching from the pool area, and 100 people are in a nearby house sometimes peeking outside. The goal is to get the 600 watchers in the pool and the 100 house people to the pool area using the Rule of 3 without directly talking to them. It involves 3 "pool people" demonstrating the benefits to 3 watchers, who will then do the same to spread the word, following an empirical growth curve model. It includes an
Dunstan Lean thinking Applied to Mining Operationsleansavant
This document discusses the application of Lean Manufacturing principles in mining environments based on the experiences of Rio Tinto. It begins by introducing Lean Manufacturing and its origins at Toyota before discussing how Rio Tinto Aluminium, Northparkes Mines, and Hunter Valley Operations have implemented Lean. Key elements of Lean discussed include establishing Information Centers to track metrics, empowering employees to solve problems and identify waste, and focusing on continuous incremental improvements. The document evaluates both the successes and challenges of applying Lean principles from manufacturing to mining.
Kamishiba process and general training instructions created bytodd mccann[3]leansavant
This document provides an overview of the Kamishibai process, which is used to establish standard inspection methods and support continuous improvement. It contains the following key points:
1. Kamishibai aims to establish inspection standards focused on specific areas to ensure standards are met and improved. It exposes deficiencies and drives timely corrections.
2. A Kamishibai post is used to visually display inspection cards and results for all to see. Inspectors perform objective inspections against known standards.
3. The process fosters a culture of respect and continuous challenge to find ways to improve current conditions. Inspectors are taught to critically examine areas without blame.
M&TE CAL LAB "Use of A3 during Problem Solving" Instructionleansavant
The M&TE calibration lab aims to improve visibility and planning of equipment calibration needs by linking them to the plant maintenance schedule. Currently, calibration needs are unplanned and reactive. The proposal aims to assign all M&TE to logical groups, include calibration needs in all work orders, and identify needs by T-7, T-1 and T-0 weeks to enable proactive calibration planning. Key indicators of improvement include increasing the percentage of work orders and discretionary calibrations that are planned in advance.
The document describes different groups of people in terms of being in a house, pool area, or pool. It discusses moving people from the house to the pool area, and from the pool area into the pool. It suggests that if a small number of people in the pool share their positive experiences with others in the pool area, it could encourage more to join the pool over time through social influence and curiosity.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Waste identification and elmination exercise materials todd mc cann rev 23
1. 7 WASTES
7 Original Wastes as prescribed by T. Ohno
Identification and Elimination
“Flight Simulator” Exercise
MUDA
1
Un-Necessary
Over Production
7 2
Corrections Un-Necessary
Inventory
6
Un-Necessary 3
Over Processing Un-Necessary
Transportation
5
Un-Necessary
4
Un-Necessary
Created by Todd McCann
Waiting Motion
A Quote from Taiichi Ohno
“ Where there is NO Standard
there can be NO KAIZEN”
We Serve the GEMBA
We Teach Leaders to “Learn to See” and “Serve the Gemba”
Recognition: This exercise was created by Todd McCann of Savant and is being shared
with others for the benefit of others to learn about waste identification and elimination.
Out of respect for the effort and work put forward to create this exercise
Please recognize prior to start of exercise
2. Work Instruction
WASTE IDENTIFICATION Production Manager Only
AND ELIMINATION
EXERCISE
BACKGROUND
The WasteFree Manufacturing Company
builds personal watercraft for the
recreational market.
Increased competition from the Far East and
Canada has squeezed margins in the last
two years.
One of the key components which goes into
the watercraft is the lower housing support
(LHS). The lower housing support is
designed to support the impeller housing.
The president of the Company, Mr. Seemore
Waste, has asked us to investigate the
production of this component to determine if Final Assembly =
there is any way cost, quality, and delivery of Lower Housing Support (LHS)
this critical component can be improved.
3. CURRENT STATE Work Instruction
Production Manager Only
CONDITION
The Lower Housing Support (LHS) is
manufactured in-house using a four-step
process:
1.Welding
2.Riveting
3.Bolt-on
4.Packing
There are four different LHS Models, all
look similar, but are, in fact, slightly
different. The LHS is built and
transported to next station in
lots of six units and is composed of:
• Three (3) cross-members, which are
purchased from a supplier
• Three (3) upper struts which come
pre-assembled from a supplier
The production control methodology is
based on a “PUSH” system, all parts in
the production system are delivered to
the next operation as soon as they are
complete and without Delay.
4. Work Instruction
Production Manager Only
Target Objective
The target objective of this exercise is to improve the current state condition
Target conditions for improvement could be > 5 Principles of Lean Thinking and 7 Wastes.
The exercise will be allowed to run through three independent cycles to install PDCA thinking
The first cycle will be used to establish BASELINE measurements of the current state condition
The next two cycles will be to develop and then test and trial alternatives of improvement
The following metrics will be used to evaluate the Baseline and measure your performance.
• Cycle-time • Quality
• Work-in-process • Output per unit of time
• Distance • Number of people
• Space • Waste Visibility
A form to measure results is included in this instruction set, please see Form 2 next page, followed by a
production workflow diagram to be used as a flight simulator layout reference guide.
Each participant will receive instructions from you the Production Manager regarding their roles and
responsibilities at their assignments at each of the production system workstations.
5. Measurement
Production Manager
EXERCISE EVALUATION/MEASUREMENT FORM 2 Production Controller
Current Alternative 1 Alternative 2 Improvement
Metrics
Condition Test Trial Test Trial Alt 2 compared to
Elements to be measured Results Baseline
Baseline Results
Work-in-process (# of Units)
Part Travel
Distance/Proximity (Steps)
Cycle Time (Min)
Quality Rate
(# of Defective Assemblies)
Space (Sq Ft)
# of people (Head Count)
Output per unit of time (RED LOT)
(Total Units produced / Total Time)
Waste visibility (Subjective)
Print on E-size Banner for Final Tally + Print 2x 8.5 x 11 for use by Production Manager and Production Controller
6. Work Instruction
Production Manager Only
WORK FLOW for CURRENT STATE CONDITION
7. Work Instruction
Production Controller
PRODUCTION CONTROLLER
Your role is to explain the expected
production schedule and output and how
work flows to all operators and you will also
expedite parts to starved workstations as
required.
It is up to you and the Production Manager
to keep the production line running.
Unless you are told otherwise, the final
assembly production schedule is as follows:
White 3 lots
Red 1 lot
Green 2 lots
Black 2 lots
8. Work Instruction
FINAL ASSEMBLY Final Assembly
OPERATOR (CUSTOMER)
You operate the final assembly station
where the Lower Housing Support
(LHS) is installed on a variety of
products. The final assembly line is
located at the other end of the plant
and you are quite a distance away
from the LHS production area. To
simulate the final assembly activity,
you are to verify that the LHS has
been built correctly by comparing it to
the drawing to the right: Defect
If you identify a non-conforming
assembly, set it aside and notify the
LHS area Production Manager
immediately; if you can’t find him/her
or don’t have time to locate him/her,
tell the Material Handler.
After you have checked each
component thoroughly, further
simulate the final assembly process by
breaking the product down into the
component parts.
9. Work Instruction
Warehouse Attendant
WAREHOUSE ATTENDANT
All components purchased on the outside
are received and inspected to an “AQL”
specification before they are brought to
you for storage. Your job is to keep all
the work stations supplied with the parts
and keep production running smoothly.
Since the product is made in lots, you are
to kit and stage 12 cross-members (all
the same color) at a time for WELDING
and 4 upper-strut assemblies (all the
same color) at a time for the BOLT-ON
operation.
However, every third lot, will be held up
for 10 seconds for inspection by the
Production Controller. Call out to the
Production Controller when you need
parts inspected.
All parts will be moved from the
warehouse to production area by a The raw materials look like this.
Material Handler; call for the Material
Handler whenever you have parts ready
for transport.
10. Work Instruction
Production Manager Only
Production Manager
Your job is to make sure everyone is
productive, the OPERATORS are
following work instruction and
performing their operations correctly,
and that the production line is never
idled.
Since you are the only person in
authority here, you will have to
provide all instruction to the station
operators. At certain points in the
exercise, you may need to follow the
direction of the instructor. So listen for
direction
There is a PRODUCTION
CONTROLLER who will provide a
production schedule and help
expedite for you.
NOTE: Defective / Non-Conforming
products ARE NOT repairable.
11. Work Instruction
Production Manager Production Manager Only
The finished product looks like this
Your customer is the FINAL ASSEMBLY line which is at the other end of the
plant. If the final assembly line is shut down, it costs the company $100,000
per hour.
Note: It is also part of your job to assist the instructor in the collection of data
on each of the measurements denoted on the scorecard which will be used
to measure each cycle of this exercise.
12. BOLT ON
Work Instruction
BOLT-ON Operator
Your task is to bolt the upper-strut
assembly to the cross-member
assembly. The colors must match.
Your work should look like this:
Your finished product goes to the
PACKER STATION.
Call the Material Handler when you
need him/her and he/she will
transport your WIP for you.
13. RIVET
Work Instruction
RIVET Operator
Your job is to rivet the remaining
cross-member (of the same color)
onto the two which have been
welded. The output of your work
station should look like this:
Finished parts go to the BOLT ON
workstation next.
A material handler will transport
WIP there for you, call for the
Material Handler if you need
him/her.
14. PACKER
Work Instruction
PACKER Operator
Your job is to pack the parts
individually in plastic bags and seal
them shut.
Call our for the Material Handler if
you need him/her. The Material
Handler will transport materials to
the FINAL ASSEMBLY area for you.
You are also responsible for
INSPECTING the finished LHS
units.
If you find any Non-Conforming
parts, immediately. notify the
Production Manager
A completed unit should look like
this:
15. WELDER
Work Instruction
WELDER Operator
Your job is to weld two of the
cross-members together; they
must be of the same color.
The parts should be welded to
form the shape to the right.
Your work goes to the RIVET
operation next. The Material
Handler will transport your WIP
for you.
Call out for the Material Handler
if you need his/her assistance.
16. MATERIAL HANDLER
Work Instruction
MATERIAL HANDLER
Your job is to move parts from one
workstation to the next, including
delivery of raw materials from the
warehouse to the work stations and
the delivery of finished product to the
final assembly line.
All transportation of material is your
responsibility. No-one else can
move/transport materials except you.
RULE: Each lot is 6 six units. You
can only move complete lots. You
can carry, at most, 3 three lots at a
time and they must be in a plastic
bin provided to you from the
warehouse.
25. FORM
FORM 1
FINAL ASSEMBLY PRODUCTION SCHEDULE
White 3 lots
Red 1 lot
Green 2 lots
Black 2 lots
1 LOT = 6 Final Assemblies
If you desire, please print and post for students to See
26. FORM
FORM 2
EXERCISE EVALUATION/MEASUREMENT SCORECARD
Current Alternative 1 Alternative 2 Improvement
Elements to be measured
Condition Test Trial Test Trial Alt 2 compared to
(UOM) Results Baseline
Baseline Results
Work-in-process (# of Units)
Part Travel
Distance/Proximity (Steps)
Cycle Time (Min)
Quality Rate
(# of Defective Assemblies)
Space (Sq Ft)
# of people (Head Count) 9
Output per unit of time
(RED LOT Sample)
(Total Units produced / Total Time)
Hard to See Harder to See Harder to See
Waste visibility (Subjective)
Easy to See Easier to See Easier to See
Print on E-size Banner for Final Tally + Print on 8.5 x 11 for use by Production Manager and Production Controller
27. Form 3 FORM
FINAL ASSEMBLY QUALITY
Non-Conforming Material Measurement UOM = Count
Final Assembly Quality
# of Non-Conforming # of Non-Conforming # of Non-Conforming
Assemblies Assemblies Assemblies
Color Current Condition 1st Alternative 2nd Alternative
Test and Trial Test and Trial
WHITE
18 pcs
RED
6 pcs
GREEN
12 pcs
BLACK
12 pcs
Print 8.5 x 11 for use by Final Assembly Operator, place at work station
28. Instructors Guide
Waste Identification and Elimination Exercise
Purpose: Educate and establish new knowledge and new capability in the
students to “See Waste” and Measure Waste by challenging the students to
work together to identify, reduce and eliminate 7 Wastes present in the
exercise. Most importantly build “KAIZEN Spirit” and “Challenge Spirit”!
If the Student has not learned, the Teacher has not taught!
29. Waste Identification and Elimination Exercise Bill of Materials
Lego “Duplos” (LARGE LEGO’s if you can locate a source are advised > SMALL LEGO’s will work as well)
50 pcs > RED (2x4 connector)
50 pcs > RED (2x2 connector)
50 pcs BLACK (2x2 connector)
50 pcs BLACK (2x4 connector)
50 pcs GREEN (2x2 connector)
50 pcs GREEN (2x4 connector)
50 pcs WHITE (2x2 connector)
50 pcs WHTE (2x4 connector)
Prior to Start of Exercise Pre-Assemble “Upper Struts” >
Pre-Stage Upper Strut Sub-Assemblies @ Warehouse
Upper Strut Subassembly Material Requirements are:
18 pcs > WHITE Upper Strut Sub-Assembly
6 pcs > RED
12 pcs > GREEN
12 pcs BLACK
30. Waste Identification and Elimination Exercise Bill of Materials
1 Instruction Deck for Production Manager (Slides 1-15 of this deck)
15 plastic containers (Pre-Stage in Warehouse)
Measurement
Production Manager
1 Box of Medium Sized Zip-Lock Baggies
EXERCISE EVALUATION/MEASUREMENT FORM 2 Production Controller
Current Alternative 2 Improvement
Metrics Alternative 1
Condition Alt 2
Test Trial Test Trial
Elements to be measured compared to
Baseline Results Results Baseline
Work-in-process (# of Units)
Distance/Proximity (Steps)
1 E-Size Exercise Measurement (Form 1)
Pre-Stage by hanging on Wall. Alt > Hand Write scorecard on White Board
Cycle Time (Min)
Quality Rate
(# of Defective Assemblies)
Space (Sq Ft)
# of people (Head Count)
Output per unit of time (RED LOT)
1 calculator (if required)
(Total Units produced / Total Time)
Waste visibility (Subjective)
3 stop watches
1>One for Assistant 1 to measure Total Time of Exercise
1>One for Production Controller to Measure RED LOT cycle time
1>One for Assistant 2 to measure RED LOT production as
backup to Production Controller’s measurement activity
Form 3 FORM
FINAL ASSEMBLY QUALITY
Non-Conforming Material Measurement UOM = Count
Final Assembly Quality
# of Non-Conforming # of Non-Conforming # of Non-Conforming
Assemblies Assemblies Assemblies
Color Current Condition 1st Alternative 2nd Alternative
Test and Trial Test and Trial
WHITE
18 pcs
RED
6 pcs
1 Flip chart (use during team improvement dialogue
GREEN
12 pcs
BLACK
12 pcs
3 Markers for use during alternative development
1 Quality Rate Scorecard for Final Assembly
6 Tables: 1 for each workstation and Warehouse
6 ID Placards one for each work station and Warehouse
31. Waste Identification and Elimination Exercise
Number of Participants:
1 Instructor
2 Assistants in training to become instructors
9 Students / Participants
1. Production Manager
2. Production Controller
3. Material Handler
4. Warehouse Attendant
5. Welding Operator
6. Rivet Operator
7, Bolt On Operator
8. Final Assembly Operator
9. Packer Operator
32. Waste Identification and Elimination Exercise
Exercise Layout: Room selection is key.
Pick as large a room as possible.
Alternative: Conduct exercise offsite at a hotel at a conference center. The bigger the better.
Your intentions are to have people travel un-necessarily and to deliberately cause and create 3M
Muda, Mura, and Muri from the ensuing chaos and confusion!
Locate the Warehouse as far away from the workstations as geographically possible.
If possible, locate warehouse outside of the room where the exercise is being conducted.
Review the assembly sequence of operations (see diagram) and intentionally locate workstations to
generate the greatest distance between them as possible based on the room size, create the worst
case spaghetti diagram you can!
Place PLACARDS for each workstation and Warehouse on corresponding table
Locate baggies, Lego’s, bins , pre-assembled upper struts
and Bins on the Warehouse Table. No materials should be located at workstations.
Locate Non-Conforming Material Scorecard at Final
Assembly table
Placard
Hang Exercise Evaluation/Measurement Tally sheet on wall in room. E-size Print. WAREHOUSE
Quality Sampling Standard:
Remember every third lot, will be held up 10 seconds for inspection
You can also print out the Production schedule in E-Size print and hang on wall if you so desire.
Place on workstation table
Form 3 FORM Measurement
Production Manager
FINAL ASSEMBLY QUALITY EXERCISE EVALUATION/MEASUREMENT FORM 2 Production Controller
Non-Conforming Material Measurement UOM = Count
Current Alternative 2 Improvement
Metrics Alternative 1
Condition Alt 2
Test Trial
Final Assembly Quality Elements to be measured
Baseline Results
Test Trial
Results
compared to
Baseline
# of Non-Conforming # of Non-Conforming # of Non-Conforming
Assemblies Assemblies Assemblies Work-in-process (# of Units)
Color Current Condition 1st Alternative 2nd Alternative
Test and Trial Test and Trial Distance/Proximity (Steps)
WHITE Cycle Time (Min)
18 pcs Quality Rate
RED (# of Defective Assemblies)
6 pcs Space (Sq Ft)
GREEN # of people (Head Count)
12 pcs Output per unit of time (RED LOT)
BLACK (Total Units produced / Total Time)
12 pcs Waste visibility (Subjective)
33. Waste Identification and Elimination Exercise
Instructor and Assistants Preparation Standard Work Instructions
Prior to Exercise:
Who: Instructor and 2 Assistants
Set up the exercise and rehearse the exercise 2x with your assistants
Read the Production Managers instruction deck several times and thoroughly understand all of details as shallow as they are!
You and your assistants should be able to complete all workstation activities and teach them to others
“You DO NOT want to make up rules during exercise” BE PREPARED
Become intimately aware of all of the requirements of the exercise
Choreograph your activities and those of your assistants in the exercise (KATA’s)
Create hand written notes when you begin to question yourself and reflect > your delivery patter and your movements (KATA’s) and the
corresponding exercise roles and responsibilities should be crystal clear.
Become proficient in all aspects of the exercise.
Thoroughness is key, build capability to perform exercise Learn by Doing.
Remember you are the instructor it is your duty to create new knowledge and capability in your students
Never let your students FAIL to Learn
Learn how to use the stop watch and be able to instruct others in the use of the stop watch.
You and your assistants will need to be able to properly use the stop watch during specific elements of measurement during exercise
Special Note: One of the assistants will be required to use stop watch to measure time of RED LOT production. The Production Controller is
on point to perform the measurement activity, but may be become overwhelmed and forget to measure RED LOT production during exercise,
therefore backup will be required.
The assistants measurement of RED LOT production time is performed without the knowledge of the students.
When you and your assistants have established the confidence to perform exercise through demonstrated proficiency and new competency then
schedule date and formally prepare for delivery of exercise.
Once you have layout complete and before you start the exercise perform the following measurements.
Measure work area using UOM=Sq Ft approximations only. Precision is not necessary >fill calc in Form 2 “Space”
Step off distances between work stations and Total, fill in Form 2 “Part Travel Distance/Proximity UOM=Steps
34. Exercise Kick-Off
Short Interval Training
Learning by Doing is the focus and aim of the exercise
Depending on the level of “Lean Thinking Capability” present in the students I would advocate that short interval training should
take place prior to start of the exercise.
Duration: 30 minutes maximum, shallow instruction, but instruction non-the-less.
Just enough to poke the minds of the students.
Personally I use a E-Size print outs hung on wall for teaching..
NO POWER POINT allowed > High Touch, No Tech Low tech learning environment.
Let your conscious be your guide as to the method you select for teaching
Here are some subjects that I would suggest: (see next 3 slides as examples)
Discuss the 5 Principles of Lean Thinking
Discuss KAIZEN spirit
Discuss Closed Loop Thinking PDCA > SDCA
Discuss the 7 Original Wastes
Discuss 3M Muda Mura and Muri
Discuss Standard Work
Discuss Standard Work Sheets
Discuss 3Gen > Genchi > Genbutsu > Genjitsu
You may choose other topics to teach.
Keep short interval training “out of the weeds”
When you have completed the exercise return to the topic and content you chose to teach and reflect with the students on HOW
the short interval training you instructed ties to the exercise. Use examples from the exercise as the basis of creating the tie.
35. Start Exercise with Short Interval Training (30 minutes)
2 Topics > 5 Principles + Seven Wastes
Discuss each Principle and Each of the Original Seven Wastes
Tie Exercise to Both Topics
5 Principles of Lean: Seven Original Wastes:
VALUE - What the customer is willing
to pay for
Unnecessary
T ransportation
VALUE STREAM - All the required
Unnecessary
I nventory
steps to produce and deliver a product Unnecessary
M otion
or service Unnecessary
W aiting
FLOW - A product moving through the
value stream with no stoppages, scrap
Unnecessary O ver-production
or rework
Unnecessary O ver-processing
PULL - producing and delivering only D efects
when the downstream customer
signals a need
The Eighth Waste is:
PERFECTION - completely eliminating Not using People’s Intellect
waste so that all activities create
value
36. 3M’s – One Point Lesson
Type I: 無駄 MUDA = NON-VALUE ADDED ACTIVITY
Any Activity that is wasteful and doesn't add value or is
unproductive
Type II: 斑 or ムラ MURA = INCONSISTENCY
Condition of unevenness, inconsistency in physical
matter or human spiritual condition – Absence of
Balance - Variability
Type III: 無理 MURI = UNREASONABLENESS
Condition of overburden, unreasonableness or absurdity
Inflexibility
37. Value Stream – One Point Lesson
Created by: Todd McCann
VALUE STREAM - All the required steps to produce and deliver a product or service.
Also known as “Material and Information” flows
Value Stream Mapping is a tool that allows individuals to:
Visualize end to end FLOW of MATERIAL and INFORMATION to create a product
Primary Objective > Expose and quantify stagnant inventory that is not FLOWING
Quantify all VALUE added and NON VALUE added activities in the Value Stream
Identify constraints and process bottlenecks prohibiting FLOW in the Value Stream
Determine areas in need of improvement to increase FLOW in the Value Stream, create PULL where you can
Set improvement goals and easily identify the correct process improvement indicators in the Value Stream
Use as “The Blue Print” to enable continuous improvement behaviors
Enables the creation of standard work in the Value Stream
• Deliver exactly what the customer wants
• One at a Time
• On Demand
• Free of Defects
• Respond Immediately to Problems
• Increase Value by focusing on
continuous elimination of waste in pursuit
of Perfection!
CURRENT State Condition IDEAL State Condition