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D-D-11
Lean BasicsLean Basics
Dewey WardenDewey Warden
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D-D-22
Lean BasicsLean Basics
Value stream mappingValue stream mapping
The seven wastesThe seven wastes
5S’s5S’s
Processes and operationsProcesses and operations
Process flow and cell designProcess flow and cell design
Process standardizationProcess standardization
Overview of quick changeoversOverview of quick changeovers
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D-D-33
Value Stream MappingValue Stream Mapping
How many are familiar with value stream How many are familiar with value stream mapping?mapping?
What value do you think mapping can provide What value do you think mapping can provide your organization?your organization?
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D-D-44
Value Stream MappingValue Stream Mapping
What is a value stream?What is a value stream?– A value stream is all the actions (both value added and A value stream is all the actions (both value added and
non-value added) currently required to bring a product non-value added) currently required to bring a product through the main flows essential to every productthrough the main flows essential to every product
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D-D-55
Value Stream MappingValue Stream Mapping
Two main flowsTwo main flows
(1) The production flow from raw material to the (1) The production flow from raw material to the customercustomer
(2) The design flow from concept to launch(2) The design flow from concept to launch– We are concentrating on the production flowWe are concentrating on the production flow
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D-D-66
Value Stream MappingValue Stream Mapping
Production flow - all the relevant Production flow - all the relevant actions consist of two flowsactions consist of two flows– Orders traveling upstream from the Orders traveling upstream from the
customercustomer
– Products coming downstream from raw Products coming downstream from raw materials to the customermaterials to the customer
Together these constitute a closed circuit of Together these constitute a closed circuit of demand and response in the information flow demand and response in the information flow and the material flowand the material flow
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D-D-77
Value Stream MappingValue Stream Mapping
It is the simple process of It is the simple process of directly observing the directly observing the flows of information and flows of information and materials as they occur, materials as they occur, summarizing them visually, summarizing them visually, and then envisioning a and then envisioning a future state with a much future state with a much better performance.better performance.
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D-D-88
Value Stream MappingValue Stream Mapping
Levels of mappingLevels of mapping
ProcessProcess
Single plantSingle plant
Multiple plantMultiple plant
Across companiesAcross companies
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D-D-99
Value Stream MappingValue Stream Mapping
Looking at the whole value Looking at the whole value streamstream
Cost cuttingCost cutting– Most managers look at one place Most managers look at one place
or one pointor one pointTheir machineTheir machine
Their departmentTheir department
Their plantTheir plant
Their firmTheir firm
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D-D-1010
Value Stream MappingValue Stream Mapping
Traditional measuresTraditional measures
High labor utilizationHigh labor utilization
High machine utilizationHigh machine utilization
Focusing on their assetsFocusing on their assets
Focusing on their organizationFocusing on their organization
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D-D-1111
Value Stream MappingValue Stream Mapping
What about?What about?
Performance of the entire value streamPerformance of the entire value stream
9 out of 10 steps are a waste9 out of 10 steps are a waste
99% of elapsed time is a waste99% of elapsed time is a waste
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D-D-1212
Value Stream MappingValue Stream Mapping
Extended value stream maps Extended value stream maps
Can be used to raise the consciousness in every Can be used to raise the consciousness in every firm and function of the effect of its actions on firm and function of the effect of its actions on every other firm and function touching the value every other firm and function touching the value streamstream
Guide groups of managers across many Guide groups of managers across many departments and firms toward similar resultsdepartments and firms toward similar results
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D-D-1313
Value Stream MappingValue Stream Mapping
Creating the value stream maps Creating the value stream maps
Walk along the value streamWalk along the value stream
Look forLook for– Which steps create value?Which steps create value?
– Which steps are waste?Which steps are waste?
– Why is order flow so erratic?Why is order flow so erratic?
– Why is quality so erratic?Why is quality so erratic?
– How can value be enhanced for the end-customer?How can value be enhanced for the end-customer?
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D-D-1414
Value Stream MappingValue Stream Mapping
Creating the value stream maps Creating the value stream maps
Identify all the physical actions requiredIdentify all the physical actions required
Identify information actions currently required to Identify information actions currently required to manage the value streammanage the value stream
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D-D-1515
Value Stream MappingValue Stream Mapping
You want a manufacturing approach that You want a manufacturing approach that enables companies to makeenables companies to make– What customers wantWhat customers want
– When they want itWhen they want it
– In the variety they wantIn the variety they want
– In the amount they wantIn the amount they want
Keeps cost low, quality high and lead time Keeps cost low, quality high and lead time minimal by eliminating wasteminimal by eliminating waste
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D-D-1616
The Seven WastesThe Seven Wastes
How do you identify opportunities? How do you identify opportunities?
By recognizing waste and eliminating itBy recognizing waste and eliminating it
What is waste?What is waste?– Waste is any element that adds cost without adding value Waste is any element that adds cost without adding value
to the productto the product
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D-D-1717
The Seven WastesThe Seven Wastes
OverproductionOverproduction
Excessive inventoryExcessive inventory
Unnecessary conveyanceUnnecessary conveyance
Over processingOver processing
Excessive motionExcessive motion
WaitingWaiting
CorrectionsCorrections
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D-D-1818
The Seven WastesThe Seven Wastes
Overproduction and excessive inventory are Overproduction and excessive inventory are wastewaste– Overproduction creates excess inventoryOverproduction creates excess inventory
– Inventory hides production problemsInventory hides production problems
– Inventory leads to transport, storage, damage and delayInventory leads to transport, storage, damage and delay
– What are some other ways you can think of that What are some other ways you can think of that overproduction causes waste?overproduction causes waste?
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D-D-1919
The Seven WastesThe Seven Wastes
Extra inventory hidesExtra inventory hides– Production imbalancesProduction imbalances
– Late deliveries from suppliersLate deliveries from suppliers
– DefectsDefects
– Equipment downtimeEquipment downtime
– Long setup timesLong setup times
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D-D-2020
The Seven WastesThe Seven Wastes
Unnecessary conveyanceUnnecessary conveyance– What do you do with items not used immediately?What do you do with items not used immediately?
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D-D-2121
The Seven WastesThe Seven Wastes
Unnecessary conveyanceUnnecessary conveyance– Move themMove them
– Store themStore them
– Pick it up, put it downPick it up, put it down
– Pick it up, put it downPick it up, put it down
– Pick it up, put it downPick it up, put it down
– DamageDamage
– DelayDelay
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D-D-2222
The Seven WastesThe Seven Wastes
Over processingOver processing– Doing more work than is required by the customerDoing more work than is required by the customer
Give us some examples of where you might be over processingGive us some examples of where you might be over processing
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D-D-2323
The Seven WastesThe Seven Wastes
Excessive motionExcessive motion– ReachingReaching
– BendingBending
– LiftingLifting
– TurningTurning
– CarryingCarrying
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D-D-2424
The Seven WastesThe Seven Wastes
WaitingWaiting– What types of things might you be waiting for at your What types of things might you be waiting for at your
operations that causes delays?operations that causes delays?
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D-D-2525
The Seven WastesThe Seven Wastes
CorrectionsCorrections– ReworkRework
– RedoRedo
– RetypeRetype
– Do-oversDo-overs
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D-D-2626
The Seven WastesThe Seven Wastes
DDefectsefects
OOverproductionverproduction
WWaitingaiting
NNon-utilized talenton-utilized talent
TTransportationransportation
IInventorynventory
MMotionotion
EExtra processingxtra processing
Source: Villanova University
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D-D-2727
The Five SsThe Five Ss
Set in Order
ShineStandardize
Sort
Sustain
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D-D-2828
The Five SsThe Five Ss
Sort: Remove Sort: Remove everything from everything from the workplace the workplace that is not that is not needed for needed for current current production production
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D-D-2929
The Five SsThe Five Ss
Set in Order: Arrange Set in Order: Arrange items so they are items so they are easy to find and easy to find and return and locate return and locate items to minimize items to minimize motion wastemotion waste
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D-D-3030
The Five Ss The Five Ss
Shine: Keep Shine: Keep everything clean and everything clean and in top condition, so in top condition, so that it is ready to be that it is ready to be usedused
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D-D-3131
The Five SsThe Five Ss
Standardize: Ongoing maintenance of Sort, Set Standardize: Ongoing maintenance of Sort, Set in Order and Shinein Order and Shine
Div./Dep./Section:
No. 5S Job
Org
aniza
tion
Ord
erlin
ess
Cle
anlin
ess
Cle
anup
Discip
le A B C D E F
1 Red-tag strategy O O2 Ret-tag strategy (repeated) O O3 Place indicators (check or make) O O4 Item indicators (check or make) O O5 Amount indicators (check or make) O O6 Sweep around line O O7 Sweep within line O O8 Sweep around worktable O O9 Sweep on and under worktable O O
10 Sweep work areas and walkways
Date: 5S Job Cycle Chart
Entered by:
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D-D-3232
The Five SsThe Five Ss
Sustain: Create the Sustain: Create the conditions or conditions or structures that will structures that will help sustain help sustain commitmentcommitment
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D-D-3333
Processes and OperationsProcesses and Operations
Quality processQuality process– Focuses on meeting requirements and on minimizing Focuses on meeting requirements and on minimizing
warranty costswarranty costs
Cost processCost process– Seeks to remove excess cost or waste in an organizationSeeks to remove excess cost or waste in an organization
Delivery processDelivery process– Manages the elements of time and quantity in sourcing Manages the elements of time and quantity in sourcing
materials, producing and getting product and service to the materials, producing and getting product and service to the customer as requiredcustomer as required
InnovationInnovation– Maximizes an organization’s success rateMaximizes an organization’s success rate
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D-D-3434
Processes and OperationsProcesses and Operations
ProcessesProcesses– A continuous flow in A continuous flow in
which raw materials are which raw materials are converted to finished converted to finished productsproducts
OperationsOperations– Any action performed by Any action performed by
workers or machines on workers or machines on materials, WIP, or materials, WIP, or finished productsfinished products
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D-D-3535
Processes and OperationsProcesses and Operations
ProcessesProcesses– Storage of raw materials or componentsStorage of raw materials or components
– TransportTransport
– TransformationTransformation
– Storage waiting for a processStorage waiting for a process
– InspectionInspection
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D-D-3636
Processes and OperationsProcesses and Operations
Essential operationsEssential operations– The actual value-addingThe actual value-adding
Other operationsOther operations– Set-up, transport, inspectionSet-up, transport, inspection
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D-D-3737
Processes and OperationsProcesses and Operations
In a lean enterpriseIn a lean enterprise– Value stream maps help to focus an organization on their Value stream maps help to focus an organization on their
processes to promote optimization of the whole company’s processes to promote optimization of the whole company’s performance by aligning interests across the companyperformance by aligning interests across the company
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D-D-3838
Processes and OperationsProcesses and Operations
In a lean enterpriseIn a lean enterprise– Process-focused strategies unleash new levels of Process-focused strategies unleash new levels of
productivityproductivity
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D-D-3939
Process Flow and Cell DesignProcess Flow and Cell Design
There are a lot of wastes in an operation based There are a lot of wastes in an operation based layoutlayout– Conveyance - using equipment and peopleConveyance - using equipment and people
– Badly used spaceBadly used space
– Lot delaysLot delays
Source: Productivity Press
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D-D-4040
Process Flow and Cell DesignProcess Flow and Cell Design
Wastes in an operation based layoutWastes in an operation based layout
Source: Productivity Press
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D-D-4141
Process Flow and Cell DesignProcess Flow and Cell Design
Benefits of a process flow layoutBenefits of a process flow layout– Positioning equipment in the process sequence for a Positioning equipment in the process sequence for a
smooth flowsmooth flow
– Minimal inventory and delaysMinimal inventory and delays
Source: Productivity Press
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D-D-4242
Process Flow and Cell DesignProcess Flow and Cell Design
Multi-machine operationMulti-machine operation– One person runs several machines in process sequenceOne person runs several machines in process sequence
Source: Productivity Press
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D-D-4343
Process Flow and Cell DesignProcess Flow and Cell Design
U-shaped cellsU-shaped cells
A process flow A process flow layout with the layout with the end point near end point near the beginning the beginning point.point.
Minimizes Minimizes walkingwalking
Source: Productivity Press
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D-D-4444
Process Flow and Cell DesignProcess Flow and Cell Design
Small flexible Small flexible machinesmachines
Process small Process small amountsamounts
Save spaceSave space
Reduce walkingReduce walking
Easy set-upEasy set-up
Can be moved easilyCan be moved easily
Less expensiveLess expensive
Don’t need high Don’t need high speedspeed
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D-D-4545
Process StandardizationProcess Standardization
Establishes Establishes predictabilitypredictabilityThree elementsThree elements– Standard cycle timeStandard cycle time– Standard work Standard work
sequencesequence– Standard in-process Standard in-process
inventoryinventory
Source: Productivity Press
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D-D-4646
Process StandardizationProcess Standardization
Standard cycle timeStandard cycle time– The actual time required to process one partThe actual time required to process one part
– Determines whether a process is capable of producing the Determines whether a process is capable of producing the required quantity at the required time.required quantity at the required time.
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D-D-4747
Process StandardizationProcess Standardization
Standard work sequence and in-process Standard work sequence and in-process inventoryinventory– A consistent set of operations and actionsA consistent set of operations and actions
– A consistent quantity of materials and WIP in the processA consistent quantity of materials and WIP in the process
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D-D-4848
Process StandardizationProcess Standardization
The foundation for continuous improvementThe foundation for continuous improvement– Not “carved in stone” – it is a living standardNot “carved in stone” – it is a living standard
– Standardization is the first step in improvementStandardization is the first step in improvement
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Quick ChangeoversQuick Changeovers
Why would quick changeovers be important?Why would quick changeovers be important?
Where could you use quicker changeovers?Where could you use quicker changeovers?
Discuss pit stops and review videoDiscuss pit stops and review video
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D-D-5050
Quick ChangeoversQuick Changeovers
Separate internal setup from external setupSeparate internal setup from external setup
Convert internal setup to external setupConvert internal setup to external setup
Streamline all aspects of setupStreamline all aspects of setup
Source: Productivity Press
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D-D-5151
DemonstrationsDemonstrations
LeadingLeading– Dewey Warden, Lean ManagerDewey Warden, Lean Manager
AssistingAssisting– Kent Williams, Manager CTS Tactical Purchasing/PlanningKent Williams, Manager CTS Tactical Purchasing/Planning
– Joetta Hertel, Director Information TechnologyJoetta Hertel, Director Information Technology
– Becky Schnur, Manager General AccountingBecky Schnur, Manager General Accounting
Push vs pull demonstration modelPush vs pull demonstration model
Kanban demonstration modelKanban demonstration model
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D-D-5252
End of Day OneEnd of Day One
Tomorrow deep dive into value stream mappingTomorrow deep dive into value stream mapping