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