hourly lean introduction
DESCRIPTION
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.TRANSCRIPT
Going LeanGoing LeanAn Introduction to Lean
Principles
Purpose
• Introduce Lean Manufacturing
• Define waste and value
• Communicate the types of waste
• Introduce basic “lean tools”
• Agree on a path forward
What is Lean Manufacturing?
• The relentless identification and elimination of waste (non-value added activities and resources) that get in the way of providing customers exactly what they need when they need it
• Optimizing the flow of value in our Value Stream to match customer demand
How Will Lean Help Us?
• Reduce Lead Time to our customers by eliminating waste from our system
• See things differently than we do today
• Optimally utilize resources while meeting our customer’s needs
• Enhance our process flow
• Improve quality and lower costs
What is Waste?
• Consuming more resources than are necessary to produce the goods, or service, that the customer wants
• Pure Waste: Actions that could be stopped without effecting the customer
• Incidental Waste: Actions that need to be done based on how the current system operates but do not add value
Pure Waste
IncidentalWasteValue
Waste – The Simple Part …
Being Able to See IT!
The Real Challenge …
Knowing How to ProperlyRemove IT!
Types of Waste We’d See In Our Cell
Over ProductionInventoryWaitingTransportationMotionOver ProcessingQuality / DefectsPeople’s Skills
• Overproduction - Supplying the process with more than is needed to meet order requirements, sooner and faster than it is needed, causes almost all other types of waste
• Inventory – Raw materials, work-in-progress, finished goods; extra inventory is used to hide other wastes
Inventory Hides Waste
Sea of Inventory
Long Transportation
CommunicationProblems
MachineDowntime
EmployeeAvailability
Poor Scheduling
QualityProblems
LineImbalance
LongSetups
Supplierissues
HouseKeeping
EmployeeAvailability
Finished Goods
Raw Materials
Reducing Inventory Uncovers Opportunities to Improve
Waiting Watching machines run or cycle, waiting for parts, instructions, approval, information, maintenance or decisions
Transportation Double or triple handling, moving in and out of storage areas and warehouses, poor layouts, poor housekeeping
Motion Walking without working; searching for tools, materials or information; reaching, bending or unnecessary motion due to poor housekeeping or workplace layout
Process Repair or rework steps, extra setup steps, over-specification of the process, extra processing steps
Defects Defective or scrap materials,
OOS control processes, low yield, incorrect schedules, engineering documents or information
People’s Skills A source of labor only, not seen as true process experts; do not involve in finding solutions
5 Lean Principles make up the 5 Lean Principles make up the Lean Strategy for Our CellLean Strategy for Our Cell
1. Specify value
2. Map the flow of value
3. Make value flow
4. Pull from the customer
5. Seek perfection
1. Specify Value for Our Customer(s)
• Providing the right product, at the right time, in the right quantity, at the right quality, at the right price, in the right place in accordance to the customers requirements
• Usually value added steps lead to a transformation of the material from one form to another which gets the product closer to the customer’s specifications
A value stream is all of the value-adding activity AND all of the non-value adding activity (pure waste and incidental waste) required to provide a product/service to a customer
2. Map the Flow of Value in Our Cell
Process A Process B Process CRawMaterial
CustomerFinished Product
Value Stream
3. Make Value Flow in Our Cell
Continuous Flow - Make One - Move One
Batch Processing How long to make a pack of 10 units?
How long to make a pack of 10 units?
4. Establish Pull from Our Cell’s Customer(s)
Okay!One more
please!
CustomerSupplier
5. Seek Perfection in Our Cell5. Seek Perfection in Our Cell
PDCA
Lean Tools
Hoshin PlanA planning tool that helps us identify the key focus points and strategies we will use to steer us towards our vision.
• Enables everyone to ‘see’ where we’re going and our plans to get there
• Build plan and strategies as a team
• Shared responsibility for getting results
VisionKey Result AreasKey Result MeasuresKey Strategies
5SFocuses on effective workplace organization and standardization it allows us to easily spot variation from standard operating conditions.
• Cleaner, safer work environment
• Organized, user friendly workstations
• Open up space and reduce clutter
Total Productive MaintenanceShifts basic maintenance work to operators, freeing up maintenance personnel to work on planned maintenance or equipment improvements.
• Workers have ownership of the machine & process
• Maximize equipment effectiveness
• Increase employee skill set
• Reduced manufacturing costs through continuous monitoring
ImproveReliability &Operability
DefectDetection &
Removal
DefectPrevention
DefectAwareness
ImprovedEquipment
Effectiveness
MaintenanceSkills
Development
AutonomousMaintenance
PlannedMaintenance
MaintenanceReliability
Visual FactoryVisual elements on the production floor allow everyone to “know the score” and they make out of standard situations immediately obvious.
• Enables everyone to ‘see’ how we’re performing
• Helps highlight problems, or variances from standard
• Encourages employee involvement and open discussions
Workforce FlexibilityThe ability of the workforce to “flex” to other jobs as demand fluctuates within the system, and the efforts the organization undertakes to ensure this occurs.
• Improve worker skill set
• Maximize organizational flexibility
• Focused training and development plans
• Allow the ability to flex to our customer’s demands
Standardized WorkA step-by-step description of work activity used every time by everyone to safely complete a task based on best known practices.
• Operators involved in determining best practices
• Minimizes and highlights process variability
• Everyone learns best practice
1
3
2
4
5
6
Proper PPE must be worn at all times.
Standard Work Sheet
KanbanA visual system that easily communicates the need for parts to be either replenished or consumed. Designed to improve material flow and control inventory levels.
• Workers produce product based on actual usage
• Minimizes inventory by tying production to consumptionX X X
(make one move one)
Quick ChangeoverChangeover is defined as the time elapsed between when the last good piece of product A comes off and the first good piece of product B starts.
• Improve repeatability through standardized processes
• Improved flow of material
• Reduction in inventory
• Standardize expectations
Zero Defect QualityThe principle that defects are prevented by controlling the performance of a process so that it cannot produce defects through mistake proofing and failsafe methods.
• Improved quality and customer satisfaction
• Solutions at the source – employees aid in problem solving and in developing creative, more effective corrective actions
KaizenA system involving every employee that is based on making little changes on a regular basis, anywhere changes can be made.
• Continuous small improvements
• Changes are implemented quickly
• Everyone gets involved
Recap
Value-Added Activities Transforms or shapes material or information Customer wants it Done right the first time
Incidental Waste No value created but required by current technology
No value created but required by current thinking
No value created but required by process limitations
No value created but required by current process
Pure Waste Consume resources but creates no value for the customer Could be stopped and it would be invisible to the customer
Value Defined
Resource distribution
Opportunity for improvement by reducing waste and creating additional value
Opportunity for improvement by reducing waste and creating additional value
Lean Emphasis
Value WasteInitialProcess
Value WasteGeneralProcess
Reduction
Waste and Value Both Decrease
Waste Only Reduction Value Waste
Target & Reduce Waste Maintain Value
Value MaintainedResources Decrease
ValueCreation Value Waste
Apply Resources to Create More Value
Value IncreasedResources Focused
How Do We Succeed with Lean?• As a team – open minded, supportive• Understand the concepts and accept all aspects of
the lean process, including those that may cause undesirable effect in the short term
• Aligned focus from the top to the bottom• Effectively use lean methodologies• Carefully plan implementation to remove waste• Allocate the proper resources• Becoming truly lean is a journey and will not be
made without some discomfort
Expected Lean ResultsCostsDefects (99%)Inventory (10 fold)Lead Time (90%)Machine DowntimeSpace (50%)
Capacity Customer ResponsivenessEfficiencyEmployee SatisfactionFlexibility – Demand Flux
Attitude is Critical
“If you think you can or you think you can’t. You’re Right.” Henry Ford