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Transcript of CMTC Lean Introduction
Lean Introduction
Kim Victorine, Senior Consultant
California Manufacturing
Technology Consulting
CMTC
• Private non-profit corporation affiliated with the
National Institute of Standards & Technology –
Manufacturing Extension Partnership (NIST-
MEP)
• We are in the top 5% in NIST-MEP Client
Satisfaction
• Our Mission is to ―Make a Difference in
California‖ by enhancing manufacturing
• Our ―Hands On‖ approach is different from other
consulting organizations
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Kim Victorine
• Has worked with over 200 client organizations since 1998.
• Has conducted over 100 QMS & Lean project implementations
• Broad & deep experience:– Quality Circle Facilitator
– JIT, TQM, SPC
– Zenger Miller certified facilitator/trainer
– Achieve Global certified facilitator/trainer
– NIST/MEPU certified Lean facilitator/trainer
– Lean Competency in Value Stream Mapping, 5S, Kaizen, TPM, SMED, TWI, Problem Solving, and Standard Work
What is Lean?
• Lean is the identification of waste in our systems
and processes
• Lean is a organizational pursuit of the removal
and prevention of waste (9 types of NVA waste)
• Lean methodologies were developed at Toyota
and are known as the Toyota Production System
(TPS)
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Defining Lean
“A systematic approach to identifying and eliminating
waste (non-value-added activities) through continuous
improvement by flowing the product at the pull of the
customer in pursuit of perfection.”
The MEP Lean Network
Lean is:
Why Do We Follow the Lean Path?
• SURVIVAL!
• Our global economy and growing competition
requires all organizations to improve
performance ―rapidly‖
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What Has Changed to Require
Us to Follow a Lean Path?
• The financial model that all companies have to
apply in today's environment has changed
• The Old Equation for Profit
– Cost + Defined Profit = Sales Price
• The New Equation for Profit
– Price (Fixed by Consumer) – Cost = Profit
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Typical Benefits from Lean
Lead Time Reduction
0 25 50 75 100
Percentage of Benefits Achieved
Productivity Increase
WIP Reduction
Quality Improvement
Space Utilization
Definition Of Value-Added
Value-Added
Any activity that increases the market form or function of
the product or service. (These are things the customer is
willing to pay for.)
Non-Value-Added
Any activity that does not add market form or function or
is not necessary. (These activities should be eliminated,
simplified, reduced, or integrated.)
Value-Added
Typically 95 % of all process time is non value-added
Non Value-Added
1. Overproduction
2. Waiting
3. Transportation
4. Non Value-Added Processing
5. Excess Inventory
6. Defects
7. Excess Motion
8. Underutilized People (NIST-MEP)
9. Resistance to Change (CMTC)
The 9 Wastes
Traditional Approach to Improvement
NVA timeV
A
10%90% of the lead time
25% improvement in Value added time
NVA timeV
A
7.5%90%
Very little effect (2.5%) on the total lead time
Current Approach for Kaizen Improvement
NVA timeV
A
10%90% of the lead time
NVA timeV
A
Significant reduction (22.5 %) in total lead time
67.5% 33.5%
25% improvement in Non Value added time,
V
A
V
A
Continual Improvement
Old Adage:
“If you always do what you always did, you’ll always get
what you always got.”
Competitive Corollary:
“If the other guy gets BETTER, you’re gonna get LESS.”
Why Introduction to Value Stream
• See the sources of waste in the
Value Stream... basis for an
implementation plan
• Linkage between information and
material flow
• Qualitative tool: What you are going
to do to affect the numbers
• Helps to see and focus on flow with a
vision of an ideal
Value S The Value Stream
VALUE-STREAM
PROCESS PROCESS PROCESS
Create art MoldingAssembly
Cell
Raw
Material
Finished
Product
―Rocks in a Stream‖ or
Process Flow Optimized
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How it is today
How it should be
How it can be
Walking the Flow (Muda Walk)
• The first step in in identifying where things stand
(your current state) is to ―walk the process or
flow‖
• Waste (Muda) walk; Walk the flow looking for
the 9 types of waste
• Document what waste is found and where it is
located
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What Do We Do Next?
• Identify areas with the most potential for
improvement
• Develop a workplace diagram
• Go back to the action and collect more data
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Workplace Diagram
• Draw a layout of the work area showing points of
entry/exit, key equipment, storage areas,
materials
• Diagram the flow of personnel performing work
• Measure distance traveled
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LE203 Workplace Organization and Standardization —
02/02 v1
360v
uSM
2002
20
Gather Information: Start with a Map
Mobile Equipment
Worker
Pallet
Example: Spaghetti Diagram
LE203 Workplace Organization and Standardization —
02/02 v1
360v
uSM
2002
22
Example: Office Area Map
Chair
Door
Desk
Computer
Bookcase Bookcase
Bookcase
Table
File CabinetFiles
File Boxes
LE203 Workplace Organization and Standardization —
02/02 v1
360v
uSM
2002
23
Example: Workplace Scan Display
LE203 Workplace Organization and Standardization —
02/02 v1
360v
uSM
2002
24
Gather Information:
Take ―Before‖ Photos
• Photograph major problem areas
– Photos provide a visual measurement of current
and improved conditions
• Choose strategic locations
• Remember to mark the locations
• Record locations and subjects
LE203 Workplace Organization and Standardization —
02/02 v1
360v
uSM
2002
25
Example: Workplace Scan
Display, with Photo’s
Kaizen Improvement
• Kaizen = Continual Improvement
• Kaizen = Rapid Improvement
• Kaizen = Improvement Driven by Workers
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Kaizen - A new way of thinking
What do you see
when you look at
this picture?
Cup Half Empty ?
Or cup Half Full?
Kaizen - A new way of thinking
Lean View: There
is twice as much
measuring cup as
is needed to hold
the water
Traditional Improvement Process
Analyze ModifyImplementRecommend Decide
Typically Takes Weeks or Months
Kaizen Improvement Process
Analyze Modify Implement
Maximum of 5 Days
Try
Kaizen Team
Kaizen Methodology
• A focused team approach towards eliminating waste in
the operation
• Lightning fast…….Just do it!
• Minimize brainstorming….‖Try-storm‖ instead!
• Fast and crude is better than slow and elegant
• Breaking the status quo by making immediate change
• Quantify the results of the change
• Involve everyone in the process
• Do it with minimal cost or no cost
Contact Info
Kim Victorine, Senior Consultant CMTC
BB: 310-984-0938
Cell: 951-203-3672
Email: [email protected]
Email: [email protected]
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