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1、Lean Awareness Training,Agenda,Lean OverviewWasteVSMBasic Lean ToolsRapid Improvement WorkshopsChange Management,What is the“Lean”Methodology?,A system-wide philosophy which shortens the time between the customer order and the product build/shipment by eliminating sources of waste.,A system-wide phi
2、losophy which shortens the time between the customer order and the product build/shipment by eliminating sources of waste.,U.S.A.,Japan,Source:John Shook,TWI Network,The Evolution of Lean Manufacturing,JidokaS.Toyoda,Toyota Production System(TPS),A solution to Toyotas problemsA small domestic market
3、Demand for a large variety of vehiclesLittle space,money,or capitalDeveloped on the shop floor through trial-and-error,Taiichi OhnoCharged with making Toyota successfulBorrowed concepts from many sourcesRelentless in pursuit of and elimination of waste,Lean Myths,Myths:Lean is about eliminating peop
4、leLean is for discrete manufacturing Lean is only applicable on the factory floorLean is a fad,Reality:Lean is a methodology used to improve all processes by continuously improving a work area to maximize efficiency,improve quality and safety.Improvement efforts relies on the people who do the work
5、to make the improvementsHas been around for 50+years,Top Reasons Lean Wont Work Here,What they say:We are already too lean.we have downsized and are getting“anorexic”We are already doing lean.we have“work teams”We make batches of stuff things(not like cars)We have large fluctuations in our customers
6、 demand Our people are not disciplined like the Japanese Our process requires large batch production because of long changeoversWe do not have the leverage with our suppliers to get JIT deliveries at a reasonable priceWe tried it before and it didnt workWeve been doing it this way for 25 years,What
7、they mean:I do not really understand what this thing called“lean”is and I do not want to change to something unknown.,Lean Steps,Specify Value for each productIdentify the Value StreamMake value FlowLet the customer Pull valuePursue Perfection,Reference:Womack and Jones,Lean Thinking,1.)Specify Valu
8、e,Defined by the customerCreated by the producer,VALUE PRICE COST,Customer Requirement:1 Hot,pepperoni pizza delivered to my home,Pizza-What are You Willing to Pay For?,2.)Identify the Value Stream,All actions required to bring a product through the main flows essential to every product.Information&
9、materials,3.)Make Value Flow,Flow:Dictionary:“to have a smooth uninterrupted continuity”,Work Environment:Ensure that the materials and information flow through the system without interruptions.,Whenever the flow is disrupted,waste is generated,4.)Let the Customer Pull Value,Pull:A method for schedu
10、ling production that is based upon actual customer usage or order Each activity is in response to downstream customer demand.Make materials and information available only when absolutely needed.,Push:Production is scheduled on the basis of a forecast,Pull:Respond to customer needs,Push vs.Pull,Pull
11、Lean Objectives,Let customer determine:What is neededWhen it is neededIn the amount that is needed,5.)Pursue Perfection,Develop robust process.Minimize process variation.Design for manufacturing.Strive for first-time qualityUtilize resources efficiently.Produce at the rate defined by the customer(Ta
12、kt time).,A.L.B.E.D.,Problem Solving,Foundation,of Operational Stability,5S&Organization,Standard Work,Organizational Alignment,Communications,TPM,Metrics,Takt Time,Continuous Flow,Level Production,Pull SystemsKanbansSupermarkets,Quick Change Over,Lot Size Reduction,Design for,Manufacturing,Autonoma
13、tion,Error Proofing,Reduction of,Variation,Visual Control,Just in Time,Built in Quality,Lean EnterpriseSafety,Quality,Cost,Delivery,Morale,People,Culture,Flexible,Highly Motivated,People,Stop the Line!,Lean,Enterprise,“Tools”,Work Cell,Continuous Improvement,TeamworkInvolvementAccountability,Summary
14、,Lean is about eliminating waste and creating flow.Lean thinking is about doing things differently.Lean is system,not just tools.We know change is often difficult,and weve heard the reasons why.,“All we are trying to do is shorten the lead time”Taiichi Ohno,Agenda,Lean OverviewWasteVSMBasic Lean Too
15、lsRapid Improvement WorkshopsChange Management,Waste,Any activity which absorbs resources but creates no value for the customer.90%of most processes.,“.anything other than the minimum amount of equipment,materials,parts,space,and workers time,which are absolutely essential.”-Fujio Cho,PPGs Stakehold
16、ers,Inputs,Outputs,Individuals or groups whose best interests are impacted by the quality of PPG performance CustomersEmployeesShareholders SuppliersCommunity,Business,Types of Activities,Value Added ActivityActivities that transform materials or information into something that customer cares about(
17、$)Non-Value Added Activity(Waste)Activities that take time,resource or space.They do not add to the value of the product,but some may be required by the stakeholders.Essential Required workBusiness ValueNon-EssentialUnnecessary workPure waste,Maximize Value-Add,Examples:Transcribing informationColle
18、cting unused data Attending unnecessary meetingsReworking,Reviewing,Rewriting,Re.,Examples:Safety observationsEquipment maintenance BillingQ.C.check,Examples:Melting of raw materialsMixing of raw materialsPackagingWindingFaxing or emailing a COA,Non-Value Add-Not Essential(WASTE)60%,Not needed at al
19、l in doing the work.,Value Add10%,Value added work changes the form fit or function of a product.,Non-Value Add-Necessary30%,No added value but must be done under the present work conditions.,Most processes have 10%of VA time!,Can All“Non Value-Added Activities”Be Eliminated?,Legal?Safety?Environmen
20、tal?Certifications?,Some activities add no value to the customer,but are essential to conduct business,Can All Non Value-Added Activities Be Eliminated?,The Seven Wastes,Overproduction Producing more material or information than is needed before it is needed.InventoryMaterial sits taking up space,co
21、sting money,and potentially being damaged.Problems are not visible.Time(Waiting)Waiting for parts,information or for a decision to be made.,The Seven Wastes,DefectsDefective products or information impede flow and lead to wasteful handling,time,and effort.MotionExtra movement of the human body that
22、does not add value to the product is waste.TransportationMoving material does not enhance the value of the product to the customer.Over ProcessingExtra processing not essential to value-added from the customer point of view is waste.“Add-ons”,Waste,Waste is unclear,not defined Crisis corrections Rea
23、ctive improvement,Waste is tangible,well defined Focus on“small”opportunities Continuous improvement,Shift Mindset,Breakout,Provide two examples for each of the“7 Wastes”One manufacturing example One non-manufacturing example,Developing“Eyes for Waste”,UnawareAll operations are necessary,how can the
24、y be improved?BeginnerOnly sees the obvious wastes.But,believes all processing and inspections are necessary.IntermediateConsiders processing to be value-added but challenges the necessity of all Non Value added activities.ExpertChallenges everything.Recognizes storage,transportation,inspection as w
25、aste;also questions processing method itself.,Learning to see WASTE:,Product Lead Time,Traditional Results of Manufacturing Improvement,Time,Time,Small Amount of,Time Eliminated,Traditional Cost Savings focused on only Value Added Items.,Value Added Time is only a very small percentage of the Leadti
26、me.,Lean Results,Time,Time,Non-Value Adding Items,Large Amount,of Time,Eliminated,Shift the focus to non Value-Added,Scheduling,PA,Mix/Mill,Liquid,QA,Fill/Ship,Value Focus Improvements,Traditional Improvements,Delaware:Traditional vs“Value Focus”Improvements,=Process Steps(Value Added),=Wait time/In
27、ventory(Non Value Added),Inventory Hides Wastes,RAW MATERIAL,FINISHED PRODUCT TO CONSUMER,SEA OF INVENTORY,POORSCHEDULING,LONGSET-UPTIME,QUALITYPROBLEMS,POOR FORECASTS,LINEIMBALANCE,VENDORDELIVERY,POORTRAINING,COMMUNICATIONPROBLEMS,MACHINE BREAKDOWN,Inventory Hides Wastes,RAW MATERIAL,POORSCHEDULING
28、,LONGSET-UPTIME,QUALITYPROBLEMS,LINEIMBALANCE,VENDORDELIVERY,POORTRAINING,COMMUNICATIONPROBLEMS,MACHINE BREAKDOWN,POOR FORECASTS,Inventory Hides Wastes,RAW MATERIAL,POORSCHEDULING,LONGSET-UPTIME,LINEIMBALANCE,VENDORDELIVERY,POORTRAINING,MACHINE BREAKDOWN,FINISHED PRODUCT TO CONSUMER,POOR FORECASTS,C
29、OMMUNICATIONPROBLEMS,Typical Causes of Waste,Variation Unnecessary complexityOrganization by Type of ProcessBottleneck operationNo Back-up or Cross TrainingMachines in value stream at different cycle timesPoor/slow information flow,Sending products to outside companies for processing Inaccurate fore
30、castsUnbalanced workloadQuality problemsUnreliable equipmentNo standardized workPoor visual controlsDisorganized workplaceLack of training,The Three“REALS”,The real place or shop floorPure theory cannot function by itselfA place to practice practical problem solvingThe real thingProduct,parts,proces
31、sWe need to see the real thing to understandThe real factVisiting the real scene and looking at the real thing we need to evaluate each situation with real facts,Agenda,Lean OverviewWasteVSM(Value Stream Map)Basic Lean ToolsRapid Improvement WorkshopsChange Management,Value Stream Perspective,What i
32、s“the Value Stream”All actions(VA&NVA)Currently RequiredBring product through main flows essential to get product to the customer,Value Stream Perspective,Get away from isolated perspective/improvements,Process 1,Improve,Process 3,Improve,Process 2,Improve,Traditional vs.Lean Value Stream Cultures,T
33、raditional CultureMost people understand only the functions in which they workFunctions are competitorsA functions Measures isolate it from other functions,Value Stream CulturePeople understand the big picture and the business of the other functionsFunctions are partnersCommon Goals(Total cost,OTIF,
34、WC,Total LT),Lean System Thinking,Successful implementation must be a systematic process“One of my concerns after reading several books on the Toyota Production System is that,while such books do outline principles and techniques with detailed explanations,their treatment of the subject is specific
35、and anecdotal(one-sided)rather than systematic”-Shigeo Shingo,LEAN IS A SYSTEM!,Value Stream Approach,Value Stream Approach:Six-month pilot evaluationStrategy:Select a pilot value streamCreate Value Stream TeamTeam learns by doingFocus on the top two to four key opportunitiesUse action plans for acc
36、ountabilityTrack key indicators for progressOutcomes:Reduction in lead timeReduction in WIPMany tools applied within the value streamGenuine enthusiasm growing on the shop floor,Value Stream Approach,BenefitsRegular personal attention by Lean Steering TeamInternal agents facilitating all eventsSyste
37、m issues revealed and addressed by launching additional teamsBetter understanding of total value stream and relationshipsImproved reliability of sub-system,DrawbacksSlow initial launchConfusion about roles could lead to lack of accountability,Management selects strategic value stream.Describes busin
38、ess need,timing,and resources.,How do you implement the“Lean”methodology?,Management selects strategic value stream.Describes business need,timing,and resources.,Create current state map,Create future state map(up to 12 months),How can you achieve benefits of The“Lean”methodology?,Management selects
39、 strategic value stream.Describes business need,timing,and resources.,Create current state map,Create future state map(up to 12 months),Start here,Current State Mapping,18,400pcs/mo-12,000“L”-6400“R”Tray=20 pcs2 Shifts,4600L2400R,2700L1440R,1200L640R,1600L850R,1100L600R,1,1,1,1,1,1,500 ft coils,Prod
40、uction Control,MRP,6-weekForecast,Weeklyfax,DailyOrder,90/60/30Forecasts,Daily ShipSchedule,Weekly Schedule,Coils5 days,ProductionLead Time,ProcessingTime,=23.6 days,=188 sec.,5 days,1.8 days,7.6 days,4.5 days,2 days,2.7 days,1 second,39 seconds,46 seconds,62 seconds,40 seconds,920 parts/day,The Fut
41、ure State Map,TAKT=60 sec.C/T=56 secC/O=0Uptime=100%2 shifts,6-weekForecast,Weeklyfax,PRODUCTIONCONTROL,batch,1 day,(at the press),Daily order,XOXO,20,20,90/60/30 dayForecasts,Daily Order,ProductionLead Time,ProcessingTime,=4.5 days,=169 sec.,1.5 days,1 sec.,168 sec.,2 days,1 day,2 days,Quantify Opp
42、ortunities,How can you achieve benefits of the“Lean”methodology?,Management selects strategic value stream.Describes business need,timing,and resources.,Create current state map,Create future state map(up to 12 months),Start here,Quantify Opportunities,EstablishKey Metrics,Implementation reviews(dai
43、ly,weekly,bi-weekly)Communicate changes,Make and Communicate implementation plan:-Deliverables-Timing-Responsibilities-Key Measures,How can you achieve benefits of the“Lean”methodology?Adhere to a value stream improvement system that sets targets,communicates status,and fosters responsibility,Manage
44、ment selects strategic value stream.Describes business need,timing,and resources.,Create current state map,Create future state map(up to 12 months),Start here,Make and Communicate implementation plan:-Deliverables-Timing-Responsibilities-Key Measures,Implementation reviews(daily,weekly,bi-weekly)Com
45、municate changes,Quantify opportunities,Achieving the Future State,Breaking Implementation into StepsThe Value Stream PlanValue Stream Improvement is Managements Job,A process of building value stream“loops”The Pacemaker Loopencompasses the flow between customer and pacemaker processmost downstream
46、loopAdditional Loopsall upstream loops between flowusually divided by supermarkets,Breaking Implementation into Steps,Break the future state design into“loops”,Value Stream Loops,TAKT=60 sec.C/T=56 secC/O=0Uptime=100%2 shifts,6-weekForecast,Weeklyfax,PRODUCTIONCONTROL,batch,1 day,(at the press),Dail
47、y order,XOXO,20,20,90/60/30 dayForecasts,Daily Order,ProductionLead Time,ProcessingTime,=4.5 days,=169 sec.,1.5 days,1 sec.,168 sec.,2 days,1 day,2 days,PACEMAKER LOOP,STAMPING LOOP,SUPPLIER LOOP,Where do we start?1.Answer these three questions:Where is the process well understood by your people?Whe
48、re is the likelihood of high success?(build momentum)Where can you predict the“biggest bang for the buck”?2.Start at the Pacemaker Loopdont let this stop you from working on other loops,Implementation Plan,Improvements to a Loop often follow this pattern:Develop a continuous flow that operates based
49、 on Takt.Establish a pull system to control production.Introduce leveling.Practice kaizen to continually eliminate waste,reduce batch size,shrink supermarkets,and extend the range of continuous flow.,FLOW TAKT PULL,Implementation Plan,Plan the Implementation,Plans are worthless.however,planning is e
50、verything!Dwight Eisenhower,19571.Break the future state design into“loops”2.List the deliverables of each loop3.Determine the timing for each deliverable4.Define who is responsible5.Set review dates for each deliverable,Example of an Implementation Plan,Implementation via Point Kaizen,Point Kaizen,
