Lean Training through

IMPLEMENTATIONTHE WORKSmart! DIFFERENCE

WHY “KAIZEN” DOESN’T TRANSLATE—in Japanese it means “daily” while implemented in the US it is done as an “event.”

With too many tools… …often poorly applied.

THE MANY TOOLS OF LEAN MANUFACTURING (WASTE REDUCTION)

PFEP VALUE STREAM MAPPING U-SHAPED CELLS KAN-BAN

NVA / VA ANALYSIS ISHIKAWA DIAGRAMS LINE BALANCE CHART SOLVER OPTIMIZATION

JIT A3 DIAGRAM STORYBOARD LTR

STANDARD WORK CHARTS OPERATOR BALANCE CHARTSSPAGHETTI

WORK FLOW DIAGRAMSDIAGRAM

PULL SYSTEMS SUPERMARKETS VISUAL CONTROL ANDON LIGHTS

POK-A-YOK SMED 5S ONE PIECE FLOW

CONTINUOUS FLOW W.A.S.T.E. ANALYSIS MIN/MAX INVENTORY F.O.C.U.S.

THE MANY TOOLS OF QUALITY CONTROL / IMPROVEMENT (VARIATION REDUCTION)

FMEA DFMEA DFM CA/PA

QMS (ISO9001/TS16949) SPC COQ KANO DIAGRAM OF QUALITY

QFD GMP SUPPLIER DEVELOPMENT SAMPLING PLANS

WILL APPLY USED WHERE & WHEN APPROPRIATE UNLIKELY TO USE

LEAN TRAINING COMPARISON

TRADITIONAL LEAN— A PROJECT APPROACH WITH DEDICATED OUTSIDE RESOURCES, TYPICALLY FOR DAYS

• SEMINAR IN CONFERENCE ROOM TRAIN IN TOOLS

• BREAK OUT AND DO WORK ELEMENTS—PRESENT STATE• 5S Most of the time

• APPLY TOOLS• VSM• OPERATOR CHARTS• SPAGHETTI DIAGRAMS

• CHANGE LAYOUT• VISUAL CONTROL

• CONGRATULATE ON NEW IMPROVEMENTS—GO BACK TO WORK; eventually improvement lost.

WorkSMART! LEAN— A PROCESS APPROACH WITH PROCESS OWNERS, FOR SHORTER TIME SPANS AS PART OF WORK DAY

• INTRODUCTION IN CONFERENCE ROOM (NO TRAINING)

• BREAK OUT AND OBSERVE WORK ELEMENTS—PRESENT STATE

• APPLY TOOLS THAT SIMPLIFY• NVA/VA (TRAINING)• LTR(TRAINING)• VISUAL CONTROL (TRAINING)

• TEST OUT CHANGES TO IMPROVE• APPLY PERFORMANCE MEASURES

(TRAINING)

• SCHEDULE CHANGES ACCORDING TO RESOURCES AVAILABLE, TAKE TRAINING TO NEXT AREA BASED ON NEED.

The WorkSMART! Process(Remember Everything is a Process)

1. Define the process. (Simply break down what you do.)

2. Measure the Process (Simply Time, Quality and Money)

3. Control the Process (Gut Level to SPC through F.O.C.U.S.)

4. Improve the process; eliminate or reduce NVA steps and W.A.S.T.E. product by product.

(W.A.S.T.E. is Willful Allowance of Supply To Excess)

5. “Automate the process” - create programmed decisions with automatic triggers that move material, people, information AND continuous improvement, forward.

FIX ONLY COSTLY UNDERUTILIZED SYSTEMS

• F.O.C.U.S is a priority setting technique that evaluates the value added process as the true opportunity to improve.

• Focus on reality: This enables it to match efforts to available resources, and set priorities.

• Focus on costs as investment decisions with simplified ROI analysis.

• Focus on opportunities--not just problems—that enhance customer value.

THE GOALS ARE SIMPLE:

CONTINUALLY IMPROVE YOUR THROUGHPUT,

AS MEASURED IN actions per time period OUT THE DOOR TO YOUR CUSTOMER…OR INTERNALLY to the next customer.

AS MEASURED BY THE LEAD TIME TO DO SO FOR ALL CUSTOMERS…

AS MEASURED BY THE COST OF LABOR AND MATERIALS, TO REMAIN COMPETITIVE FOR YOUR CUSTOMERS…

AS MEASURED BY QUALITY…TO REMAIN PREFERRED BY THE CUSTOMERS.

The Cash Gap

Business can be simplified…

What do you want to make?

You can make parts (OR PROVIDE SERVICE)…

..or you can make charts!

However, your customer will only pay for one of these.

How will we WorkSMART?

We will… Apply tools simpler than Lean Manufacturing Kaizen events. Analyze continuous flow and eliminate constraints beyond

Goldratt theory. Implement Faster than Six Sigma, and therefore be less costly. Be more focused than Value Stream mapping. Focus in a specific process area as well as cascade to a company

wide summary. Create a “common sense” in the organization through simple

measures. Apply Customer Measures that lead to continuous process

refinement beyond the training period.

Sustainable Change Agenda

The key to sustaining lean is to refine the process every day!