The document outlines a workshop roadmap for Cal Poly University's Lean Systems 101 workshop. The workshop introduces lean concepts like defining value, eliminating waste, quality at the source, and 5S. It covers topics such as the goal of lean being value, types of waste, basic lean elements, benefits of lean production, and 5S and visual management. The workshop concludes with additional resources and a question and answer session.
African Icon. Freedom fighter of South Africa.
A brief summary on his work and life. This slide show can be used to teach the children of high school to learn the interesting events in the life of this great living legend.
African Icon. Freedom fighter of South Africa.
A brief summary on his work and life. This slide show can be used to teach the children of high school to learn the interesting events in the life of this great living legend.
The two primary contributors to poor quality in an organization are lack of involvement by management and lack of knowledge about quality. Without the right process and people, quality will be either a cost center or forgotten component by development. To achieve organizational success, enterprise quality must take action to build quality from top down.
Managers must accept responsibility for the quality practice within the organization and promote it across the organization. Everyone is responsible for quality, not just QA. The journey is fraught with obstacles – maturing the quality practice of an organization builds long term success with robust process and will train employees.
Every first Wednesday of the month CHPS hosts a one-hour webinar introducing our basic tools to help schools create healthy, well-lit, comfortable, energy-efficient classrooms. Sign up for a free webinar here: http://www.chps.net/events.
Lean, Six Sigma and Innovation: Natural CompanionsIan R. Lazarus
Presented at the 2015 Congress on Healthcare Leadership for the American College of Healthcare Executives, this presentation introduces Lean and Six Sigma concepts, a case study on their implementation, the impact of company culture on successful implementation of Lean and Six Sigma and analysis of results.
Applying lean-based tools and principles for processes evaluation and improvement.
My role in the project:
• Critically analyzed lean implementation effort like 5s, KPI of Wild flavors. Assessed.
• Used KPI’s to track the progress of operation and gathered data to identify opportunity like revision of VSM.
• Achievement:
A vast scope of improvement was observed at the facility especially emphasizing on the Quality Control Department (QC).
The two primary contributors to poor quality in an organization are lack of involvement by management and lack of knowledge about quality. Without the right process and people, quality will be either a cost center or forgotten component by development. To achieve organizational success, enterprise quality must take action to build quality from top down.
Managers must accept responsibility for the quality practice within the organization and promote it across the organization. Everyone is responsible for quality, not just QA. The journey is fraught with obstacles – maturing the quality practice of an organization builds long term success with robust process and will train employees.
Every first Wednesday of the month CHPS hosts a one-hour webinar introducing our basic tools to help schools create healthy, well-lit, comfortable, energy-efficient classrooms. Sign up for a free webinar here: http://www.chps.net/events.
Lean, Six Sigma and Innovation: Natural CompanionsIan R. Lazarus
Presented at the 2015 Congress on Healthcare Leadership for the American College of Healthcare Executives, this presentation introduces Lean and Six Sigma concepts, a case study on their implementation, the impact of company culture on successful implementation of Lean and Six Sigma and analysis of results.
Applying lean-based tools and principles for processes evaluation and improvement.
My role in the project:
• Critically analyzed lean implementation effort like 5s, KPI of Wild flavors. Assessed.
• Used KPI’s to track the progress of operation and gathered data to identify opportunity like revision of VSM.
• Achievement:
A vast scope of improvement was observed at the facility especially emphasizing on the Quality Control Department (QC).
Advantage Clinical: Clinical Research Training Online - Course and Learning M...Fraser Gibson
This slideshow introduces you to Advantage Clinical, our current course offerings, course development as well as showcases our custom built Learning Management System.
visit www.advantage-clinical.com to learn more
Deployment pipelines seem to go hand in hand with any mention of DevOps. Why do pipelines matter and how do the principles of DevOps intertwine with the idea of treating everything as an artifact in a pipeline?
5. Workshop Roadmap
Cal Poly University’s Lean Systems 101
• Defining “The Goal”
• “The House of Lean Tools”
• Types of waste
• Cal Poly’s Basic Elements
• Quality at the Source
• Benefits of Lean Production
• 5S and Visual Management
• Additional Resources
• Audience Q&A
6. Cal Poly University’s Lean Systems 101
THE GOAL: VALUE
Respect for
People
Continuous
Improvement
FOUNDATION: MANAGEMENT SUPPORT
Product
Development
Flow
7. Cal Poly University’s Lean Systems 101
But how can you experience continuous improvement?
Eliminating waste.
8. Cal Poly University’s Lean Systems 101
CUSTOMER SATISFACTION
BUSINESS SUCCESS
RESPECT FOR PEOPLE
Team Building
Empowerment
Cross Training
Hoshin
Supplier Relationships
JIT
Pull
Flow
TAKT Time
Heijunka
Cell Design
SMED
JIDOKA
Poka-yoke
And on
Autonomation
5 Ways
Line Stops
Built in Quality
STABILITY & STANDARDIZATION
9. Cal Poly University’s Lean Systems 101
1. Finished Goods
2. Waiting
3. Transporting
4. Over Processing
Types of Waste
5. Factory Inventory
6. Movement
7. Defects
8. Talent
10. Cal Poly University’s Lean Systems 101
Types of Waste:
1. Finished Goods, 2. Waiting, 3. Transporting
11. Cal Poly University’s Lean Systems 101
Types of Waste:
4. Over Processing, 5. Factory Inventory
12. Cal Poly University’s Lean Systems 101
Types of Waste:
6. Motion, 7. Defects, and 8. Talent
13. Cal Poly University’s Lean Systems 101
Basic Elements
1. Flexible resources*
2. Celluar layouts*
3. Pull production system
4. Kanban production
5. Small lot production
6.Quick setups
7. Uniform production levels
8. Quality at the source*
9. Total productive maintenance
10. Supplier networks
14. Cal Poly University’s Lean Systems 101
Flexible Resources and Cellular Layouts
• Multifunctional resources
• Manufacturing cells
15. Cal Poly University’s Lean Systems 101
Multifunctional resources:
cross trained workers, general purpose
machines and equipment, and
common raw materials
Resources
Webinars
In-houseE-courses
16. Cal Poly University’s Lean Systems 101
Manufacturing cells: product layout and TAKT Time
BEFORE AFTER
A
B
C
A
B
C
18. Quality at the Source | Poka-Yokes
Cal Poly University’s Lean Systems 101
19. Cal Poly University’s Lean Systems 101
Basic Elements In Review
1. Flexible resources
2. Celluar layouts
3. Pull production system
4. Kanban production
5. Small lot production
6.Quick setups
7. Uniform production levels
8. Quality at the source
9. Total productive maintenance
10. Supplier networks
20. Benefits of Lean Production
Cal Poly University’s Lean Systems 101
• Reduced inventory
• Improved quality
• Lower costs
• Reduced space requirements
• Shorter lead time
• Increased productivity
• Greater flexibility
• Better relationships with suppliers
• Simplified scheduling and control activities
• Increased capacity
• Better use of human resources
• More product variety
21. 5S and Visual Management
Cal Poly University’s Lean Systems 101
22. Cal Poly University’s Lean Systems 101
5S Scan:
Seiri (sort)
Goal:
Keep only what you need
Eliminate or correct:
Unneeded equipment, tools, furniture; unneeded items on walls,
bulletins; items blocking aisles or stacked in corners; unneeded
inventory, supplies, parts; safety hazards
23. Cal Poly University’s Lean Systems 101
5S Scan:
Seiton (set in order)
Goal:
A place for everything and everything in its place
Eliminate or correct:
Items not in their correct places; correct places not obvious; aisles,
workstations, and equipment locations not indicated items not put
away immediately after use
24. Cal Poly University’s Lean Systems 101
5S Scan:
Seisou (shine)
Goal:
Cleaning and looking for ways to keep clean and organized.
Eliminate or correct:
Floors, walls, stairs, equipment, and surfaces; cleaning materials
not easily accessible, labels, signs broken or unclean; other
cleaning problems
25. Cal Poly University’s Lean Systems 101
5S Scan:
Seiketsu (standardize)
Goal:
Maintaining and monitoring the first three categories
Eliminate or correct:
Necessary information not visible; standards not known; checklists
missing; quantities and limits not easily recognizable; items can’t be
located within 30 seconds
26. Cal Poly University’s Lean Systems 101
5S Scan:
Shisuke (sustain)
Goal:
Sticking to the rules
Eliminate or correct:
Number of workers without 5S training; number of daily 5S
inspections not performed; number of personal items not stored;
number of times job aids not available or up-to-date
27. Cal Poly University’s Lean Systems 101
Additional Resources
• Gemba Academy
• Google
• Institute of Industrial Engineers
• Central Coast Lean
• “The Toyota Way” by Jeffrey Liker
30. Cal Poly University’s Lean Systems 101
cait@dozuki.com
@CaitEmmaSmith
Director of Outreach
Dozuki
Cait Emma Smith
krbangs@calpoly.edu
805-756-6210
Faculty Member
California Polytechnic State University
Karen Bangs
Thanks for joining us today!