Dr. Joan Burtner 1

Introduction to the Lean Enterprise as a Quality Improvement Initiative

Presented By: Dr. Joan A. Burtner

Industrial and Systems EngineeringMercer University School of Engineering

Macon, GA

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Introduction

Background on the Evolution of LeanLean PrinciplesHighlights of Implementation of Lean

Practices at Rheem Manufacturing Co.- Milledgeville, GA

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Evolution of Lean Manufacturing

Total Quality Management Toyota Production System Six Sigma Process Improvement Theory of Constraints Value Stream Mapping Womack and Jones - Lean Thinking Rother and Shook - Learning to See

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Continuous Improvement Process

1. Clarify improvement needs (objectives)2. Observe operation(s) through your own eyes3. Identify problems based on observations4. Resolve problems (kaizen)5. New ideas become new standard operating

procedure6. Maintain new methods7. Continuously repeat steps 1 through 6

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Wasteful Practices

Waiting Transportation Overproduction Processing Inventory Motion Defective Products

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Lean Metrics (Quantitative)

Lead-times Inventory Inventory Turns Work In Process Workable Floor Space Efficiency Cycle Time

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Building Blocks of a World Class Company

One – Piece Work FlowWork Balancing

Quality ImprovementsTPM

5’s

KanbansCellular Layout

Poka YokeSMED

Visuals Work Teams

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Introduction to the 5S’sSEIRI (SIMPLIFY) SIMPLIFY MEANS CLEARLY DISTINGUISHING

BETWEEN WHAT IS NEEDED AND KEPT AND WHAT IS UNNEEDED AND THROWN OUT

SEITON (STRAIGHTEN) STRAIGHTEN MEANS ORGANIZING THE WAY WE KEEP NECESSARY THINGS, MAKING IT EASIER TO FIND AND USE THEM

SEISCO (SCRUB) SCRUB MEANS KEEPING THE FLOORS SWEPT, MACHINES AND FURNITURE CLEAN, AND ALL AREAS NEAT AND TIDY

SEIKETSU (STABILIZE) STABILIZE MEANS MAINTAINING AND IMPROVING THE STANDARDS OF THE FIRST THREE S’S

SHITSUKE (SUSTAIN) SUSTAIN MEANS ACHIEVING THE DISCIPLINE OR HABIT OF PROPERLY MAINTAINING THE CORRECT 5S PROCEDURES

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Typical Improvement Projects

Time studiesLine BalancesCreating work cellsHousekeeping (5 S’s)Visual Control

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General Guidelines for Visual Control at Rheem

Work instructions (S.O.P.’S) Quality instructions Safety reminders Clearly marked part delivery locations Tool boards (where needed) Production boards (where needed) Layouts

Work Stations Should Include:

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Implementation of Visual Control at Rheem

Spring and Summer 2003 Kaizen and 5 S All Assembly Lines Created Zoned Housekeeping Layouts for All

Major Production Areas Designated Part Delivery and Storage

Locations Placed Production and Quality Status Boards Began Drafting Standard Operating

Procedures and Safety Reminders for All Work Stations

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Kaizen of an Assembly Line 1

Before After

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Kaizen of an Assembly Line 2

Before After

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Using Work Teams at Rheem

Cross-functional work teams for solving problems

Composition of Work Teams Upper management Supervisors Co-op Students Engineers Assembly Line Workers

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CONTINOUS IMPROVEMENT TOOLS FOR BALANCING WORK

Takt Time

Available Daily Work Time

Time Observation

Standard Work Flow Diagrams

Cellular Layout

Work Distribution Sheet

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Time Observation

Observe a process or machineEnter each task component onto a formNote exceptions or non-repeating tasksCalculate the average cycle time for

each taskAdd all average element times to find

the cycle time of the total process

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Standard Work Flow Diagram

Used to help identify the flow of the operation(s) you are observing

Used as a layout for developing an improved process

An excellent tool to use to develop standard work procedures

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Cellular LayoutsThe arrangement of manufacturing

work cells to allow for a flowing process

With this concept, work can performed without the need for large inventory batches

The parts enter the beginning of the cell as raw materials and exit the cell as completed units

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Transition to Lean Six SigmaTotal Quality ManagementToyota Production System Six Sigma Process ImprovementTheory of ConstraintsValue Stream MappingWomack and Jones - Lean Thinking Rother and Shook - Learning to See

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Lean Six Sigma “Lean Six Sigma is a methodology that

maximizes shareholder value by achieving the fastest rate of improvement in customer satisfaction, cost, quality, process speed, and invested capital”.

(Lean Six Sigma, Michael George, p. 13)

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Acknowlegements

Thanks to Laura Brown for her work on this lean initiative at Rheem and her contribution to the slide presentation.

Thanks also to the other employees (both full-timers and co-op students) at Rheem who contributed to this project.

Finally, thanks to Clyde Ingram for granting permission for Mercer to use Rheem training materials and photos.