1. Using Lean Thinking Process Improvements in Light
Manufacturing:
2. What is Lean? Lean is a process improvement and management
philosophy modeled heavily on Toyota Based on three beliefs of how
process improvement can be achieved: Minimize waste in all forms
Continually improve processes and systems Maintain respect for all
workers
3. What is Waste? What does waste mean to Lean? Over Production
Creating more product or components than needed. Ties up $ as
inventory. Inventory Excess raw materials, finished products, and
Work-in- Process (WIP). Ties up $ and incurs storage and handling
costs. Waiting Delays that prevent work. Also delays getting paid
by the customer. Unnecessary transport or human motion Unnecessary
movement of workers and material (physical distance). Increases
lead time and labor costs. Unnecessary processing Extra steps that
dont add value. Defects Increases material and rework costs.
4. How do you reduce waste? Over Production Use a pull system
instead of a push system Just-in-time Manufacturing Inventory
Production control with Kanban Reduce batch sizes
5. How do you reduce waste? Waiting Continuous Flow
Manufacturing Synchronization Remove bottlenecks Movement or
Transport Reduce Travel distance Reduce unnecessary movement
Convert functional layouts to cellular layouts
6. How do you reduce waste? Unnecessary processing Identify
work that does not add value and find ways to remove it Defects
Standardize work and quality Improve quality of craftsmanship will
direct hand offs
7. Where do you begin? Establish a Baseline Understand the
business Breakdown the flow process Ask questions and then ask
more. Investigate Apply Lean tools Dont Work in a Vacuum
8. LEAN TOOLS Process Flow Diagrams Spaghetti Diagrams Swimlane
Diagrams Value Stream Maps
9. Process Flow Diagram The Process Flow Diagram (PFD) shows
the logical and physical flow of product or component within a
given system
10. Process Flow Diagram Examples Chemical Processes Image:
www.heatingoil.com Software Application Development Getting Things
Done Image: www.zenhabits.net Image: www.techjini.com
11. Spaghetti Diagram Plant Layout
12. Spaghetti Diagram Plant Layout with material flows
13. Swimlane Diagrams Swimlane Diagram A diagram that
categorizes groups of activities in a manufacturing process By
operator, department, or location Each group is shown on one lane
Actions within each group are shown in sequence within each lane
Connections between lanes represent transfers of material or
information between groups The Swimlane can visually emphasize the
complexity of a process and highlight problem areas
14. Swimlane Diagram Example
15. Value Stream Map Value Stream Maps track the flow of
material and information
16. Have a baseline, now what? Find and area where you can add
value, and implement it.
17. Example: Widget Factory
18. Widget Example Baseline State Making a hypothetical widget
requiring cutting, polishing, welding, testing operations Swimlane
Diagram Layout and Spaghetti Diagram Baseline widget is transferred
between 3 operators and travels 80.
19. Widget Example Lean State Making a hypothetical widget
requiring cutting, polishing, welding, testing operations Swimlane
Diagram Layout and Spaghetti Diagram Lean widget only needs 1
operator and travels the minimum distance. Manufacturing is now
continuous.
20. Widget Example - Using Lean Capture the baseline sequence
Capture the order of operations Where are operations done and on
what equipment? Which employees do what and when how far do they
move? How long does it all take? How long until first article is
complete?
21. Widget Example - Adding Value If each operation uses a
batch size of 100 and takes 1 hour, then: Total Production Time and
Total Lead Time are 400 hours (!). Total distance traveled is 80.
If batch size is reduced to 20, then: Total Lead Time is 80 hours
(LARGE % reduction) Total distance traveled is 400. If widgets are
produced by one operator continuously, then: Total Lead Time is 4
hours (AMAZING). Total distance traveled is negligible.
22. Value added with Lean Reductions in waste Reductions in
labor costs Time Savings Total Production Time Total Lead Time
faster payments, more throughput, more jobs Other improvements
Quality Organization Efficiency Utilization Quantifying wherever
possible
23. What is the Key to Lean? Continuous Improvement Continuous
product and process improvement and the elimination of non-value
added activities is at the core of lean philosophy. Improving the
flow of material through new ideal system layouts at the customer's
required rate would reduce waste in material movement and
inventory. Incremental There is always room for further
improvement
24. What is the Key to Lean? Continued Pursue Perfection Lean
Office 5S Synchronization Kaizen Poke Yoke