Introduction to Lean 1
LSSG Green Belt Training
Lean: An Introduction
Introduction to Lean 2
What is Lean?
LEAN - Like water running downstream - more speed with less effort!
Elimination of Non-Value Add Activity
Customer Pull
Genuine Focus on the Customer
Culture for Lean
Lean Tools, Methods and Measures
Kaizen Events
JIT Delivery
Increase Offering/Decrease
Changeover
Visual Management
Continuous Flow
Intro to LSS 3
The Four Rules of the Toyota Production System (TPS)
1. All work shall be highly specified2. Direct customer-supplier connection 3. Visual Management4. Use scientific method for improvement
Intro to LSS 4
7 Types of Waste
Sources of Waste Example ProjectsOverproduction JIT Production
Waiting Time Time Value-Add Improvement
Transportation Process Flow Improvement
Inventory Inventory Reduction
Motion Layout Changes
Processing Pull Implementation
Product Defects Quality at the Source
Introduction to Lean 5
Benefits of the 5S Philosophy: Can you think of a few?
Seiri (Sort)
Seiton (Straighten)
Seiso (Shine)
Shitsuke (Sustain)
Seiketsu (Standardize)
• Discard unnecessary materials
“When in doubt,
throw it out.”
• Organize work area
• Draw current state map;
• “A place for everything, and everything in its place.”
• Clean the work area daily
Establish procedures
“The best
cleaning is not to need any cleaning’
• Implement best practices
• Empower employees
Make workplace “talk to us”
• Monitor performance
“The less self-discipline you need, the better”
The 5S Philosophy
Introduction to Lean 6
Value Stream MappingHigh level delivery path (flowchart or process map) from customer request to delivery of product or service – includes materials, people, information
Introduction to Lean 7
Capacity Planning: Bottlenecks, and The Importance of Continuous Flow
Unbalanced Process: Capacity is limited by the slowest step (smallest output in time period!)
Balanced Process: The output of one stage is the exact input requirement for the next stage!
Stage 1 Stage 2 Stage 3Units per month 7,0007,000 7,000
Stage 1 Stage 2 Stage 38,000 7,000 6,000
Units per month
Capacity = 6,000 units/month
Capacity = 7,000 units/month
Introduction to Lean 8
Takt Time
The “pacemaker speed” or “rhythm” in a process Enables “continuous flow” and minimum inventory
Period Timeper DemandCustomer
Time Work AvailableTaktTime
Introduction to Lean 9
Takt Time Example
DemandCustomer
Time Work Available TimeTakt eriodper time p
Shift (1) 480 min
Breaks (2) 30 min
Daily 5S (1) 10 min
Available Work Time/ Day
440 min
Average Monthly Demand
8400 units
# Days/Month 21 days
Daily Demand 400 units
sec/unit 66 min/unit 1.1400
440TimeTakt
Need to complete a unit every 66 sec to satisfy average customer demand
Takt time is flow at the speed of customer demand.
Introduction to Lean 10
Takt Time Exercise
20”
40”
60”
80”
Takt Time=66”
A B
C
D
E
2 2 3 2 1Number of Operators
75“65”
40”50”
10”
What would you do?
Introduction to Lean 11
Total Productive Maintenance (TPM)
Minimum maintenance – quick response Prevention by employee teams Continuous improvement Planned Downtimes
5
Introduction to Lean 12
Setup Reduction/Quick Changeover
Single Minute Exchange of Dies (SMED) - Shigeo Shingo.
Requires planning, staging, and storage areas to perform “internal activities” for changeovers
Uses video to record the current process, followed by process improvement.
Introduction to Lean 13
Pull vs. Batch
Batch/Make to Stock Based on forecast Large batches = fewer setups For bottleneck items, larger
batches are desirable. Smaller batches to reduce
work-in-process (WIP) inventory
Customer
Supplier
Manufacturer
Customers
Sub
Sub
Supplier
Supplier
Supplier
Final Assembly
Supplier
Mfg
Mfg
Mfg
Mfg
Customers
Sub
Sub
Supplier
Supplier
Supplier
Final Assembly
Supplier
MfgMfg
MfgMfg
MfgMfg
MfgMfg
Pull/Make to Order
Match capacity to demand
Create flexibility in service
Cross-train employees
Align policies and procedures with objectives
Introduction to Lean 14
Kanban Systems
The use of a signaling device (card, bell, switch, light) to notify the (internal or external) supplier that additional materials are needed –
what is needed (SKU# and description), the quantity needed, and only when it is needed!
Previous Sub-Process or Supplier
Next Sub-Process
Introduction to Lean 15
Ways to Prevent Errors (Poka-Yoke)
What’s wrong with this picture?
Introduction to Lean 16
Faculty break room at GSU’s Alpharetta Center
Photo by Satish Nargundkar
Introduction to Lean 17
Process for Mistake Proofing
Describe Defect and Defect Rate
Determine Defect Location
Study the Process Flow
Observe the Process
Identify Errors and Determine Cause
Determine Prevention Method
Test/Re-test in Extreme Conditions
Introduction to Lean 18
Facility Layout
Recommended configuration: U-shaped Why?
Other Configurations Z if obstacles; T if merged assembly
Tool: The Spaghetti Chart Also called Layout Diagram or Physical Process Map
3
Introduction to Lean 19
Group (Cellular) Technology
Departmental specialization causes wasted motion!
A A A
B B B
D D
E E E
C
Introduction to Lean 20
Group (Cellular) Technology
Combine equipment used, steps taken, distances traveled, and frequency of trips to determine ideal cell configurations.
A A A
B B B
D D
E E E
C
Spaghetti Chart
Introduction to Lean 21
Group Technology
AB
D
B
E
E
C
A B
D
B
Establishing cells reduces movement
Introduction to Lean 22
Lean Improve Activities
Plan for and conduct a week long Kaizen event Learn by doing, and doing it again
Repeat Kaizen’s for key processes
The Lean Transformation
Fight FiresReact
Improve Processes
time
“Each new improvement reveals new problems!”Freddy Ballé
Introduction to Lean 23
Kaizen Events
“Improve” process for Lean, 3-5 day event Cross-functional teams Project completion in 30 days Support from management “Walk” the process Share “peak” experiences Make quick changes
2
Introduction to Lean 24
Standardization and Documentation
What are the reasons for standardizing?
Steps necessary to create SOPs:
Answer the following regarding tasks: Why is it being done? How often? Who will do it? How will it be done? corrective actions if the task is performed incorrectly who is responsible timing for updates and revisions
Introduction to Lean 25
Lean Metrics
Lead time reduction Objective: at least 50% of industry average
Inventory turn reduction 52 turns per year = 1 week total lead time Objective: greater than 2X per month
Productivity Objective: increase at least 1%
Growth Objective: at least 3X industry average
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