LSSG Green Belt Training Lean An Introduction to

LSSG Green Belt Training Lean: An Introduction to Lean 1

What is Lean? JIT Delivery Elimination of Non. Value Add Activity Visual Management Continuous Flow Genuine Focus on the Customer Pull Culture for Lean Increase Offering/Decrease Changeover Kaizen Events Lean Tools, Methods and Measures LEAN - Like water running downstream - more speed with less effort! Introduction to Lean 2

The Four Rules of the Toyota Production System (TPS) 1. 2. 3. 4. All work shall be highly specified Direct customer-supplier connection Visual Management Use scientific method for improvement Intro to LSS 3

7 Types of Waste Sources of Waste Example Projects Overproduction JIT Production Waiting Time Value-Add Improvement Transportation Process Flow Improvement Inventory Reduction Motion Layout Changes Processing Pull Implementation Product Defects Quality at the Source Intro to LSS 4

The 5 S Philosophy Seiri (Sort) • Discard unnecessary materials Seiton (Straighten) • Organize work area • Draw current state map; Seiso (Shine) • Clean the work area daily Establish procedures “When in doubt, • “A place for throw it out. ” everything, “The best and everything cleaning is not to need any in its place. ” cleaning’ Seiketsu (Standardize) • Implement best practices • Empower employees Make workplace “talk to us” Shitsuke (Sustain) • Monitor performance “The less selfdiscipline you need, the better” Benefits of the 5 S Philosophy: Can you think of a few? Introduction to Lean 5

Value Stream Mapping High level delivery path (flowchart or process map) from customer request to delivery of product or service – includes materials, people, information Introduction to Lean 6

Capacity Planning: Bottlenecks, and The Importance of Continuous Flow Unbalanced Process: Capacity is limited by the slowest step (smallest output in time period!) Units per month Stage 1 8, 000 Stage 2 7, 000 Stage 3 6, 000 Capacity = 6, 000 units/month Balanced Process: The output of one stage is the exact input requirement for the next stage! Units per month Stage 1 7, 000 Stage 2 7, 000 Stage 3 7, 000 Capacity = 7, 000 units/month Introduction to Lean 7

Takt Time l l The “pacemaker speed” or “rhythm” in a process Enables “continuous flow” and minimum inventory Introduction to Lean 8

Takt Time Example Takt time is flow at the speed of customer demand. Shift (1) 480 min Average Monthly Demand 8400 units Breaks (2) 30 min Daily 5 S (1) 10 min # Days/Month 21 days 440 min Daily Demand 400 units Available Work Time/ Day Need to complete a unit every 66 sec to satisfy average customer demand Introduction to Lean 9

Takt Time Exercise 80” 75“ 65” 60” Takt Time=66” 50” 40” A D B C 20” 10” E 2 2 3 2 Number of Operators 1 What would you do? Introduction to Lean 10

5 Total Productive Maintenance (TPM) l l Minimum maintenance – quick response Prevention by employee teams Continuous improvement Planned Downtimes Introduction to Lean 11

Setup Reduction/Quick Changeover l Single Minute Exchange of Dies (SMED) - Shigeo Shingo. l Requires planning, staging, and storage areas to perform “internal activities” for changeovers l Uses video to record the current process, followed by process improvement. Introduction to Lean 12

Pull vs. Batch Supplier Batch/Make to Stock l Based on forecast l Large batches = fewer setups l For bottleneck items, larger batches are desirable. l Smaller batches to reduce work -in-process (WIP) inventory Manufa cturer Customer Pull/Make to Order Match capacity to demand Create flexibility in service Cross-train employees Align policies and procedures with objectives Introduction to Lean 13

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 Introduction to Lean Next Sub. Process 14

Ways to Prevent Errors (Poka-Yoke) Introduction to Lean 15

What’s wrong with this picture? Faculty break room at GSU’s Alpharetta Center Photo by Satish Nargundkar Introduction to Lean 16

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 17

3 Facility Layout l Recommended configuration: U-shaped l Why? l Other Configurations l Z if obstacles; T if merged assembly l Tool: The Spaghetti Chart l Also called Layout Diagram or Physical Process Map Introduction to Lean 18

Group (Cellular) Technology Departmental specialization causes wasted motion! A A A D D C B B B Introduction to Lean E E E 19

Group (Cellular) Technology Combine equipment used, steps taken, distances traveled, and frequency of trips to determine ideal cell configurations. A A A D D C B B B Introduction to Lean E E E Spaghetti Chart 20

Group Technology Establishing cells reduces movement D A B B E C D A B Introduction to Lean 21

Lean Improve Activities l l Plan for and conduct a week long Kaizen event Learn by doing, and doing it again l Repeat Kaizen’s for key processes “Each new improvement reveals new problems!” Freddy Ballé The Lean Transformation Improve Processes Fight Fires React time Introduction to Lean 22

2 Kaizen Events l l l l “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 Introduction to Lean 23

Standardization and Documentation What are the reasons for standardizing? Steps necessary to create SOPs: Answer the following regarding tasks: l Why is it being done? l How often? l Who will do it? l How will it be done? l corrective actions if the task is performed incorrectly l who is responsible l timing for updates and revisions Introduction to Lean 24

Lean Metrics l l Lead time reduction l Objective: at least 50% of industry average Inventory turn reduction l 52 turns per year = 1 week total lead time l Objective: greater than 2 X per month Productivity l Objective: increase at least 1% Growth l Objective: at least 3 X industry average Introduction to Lean 25