The Lean Workplace

(New Employee Lean Orientation)

5S

VFM

8 Waste

What does Lean mean?What does Lean mean?

Error Proof

Your WorkplaceYour Workplace

• Safety beyond reproach, in a fun work environment.

• Consistently work to produce quality products.

• Respect for individuals and their ideas they bring for continuous improvement.

Lean is Market DrivenLean is Market Driven

Every morning in Africa, a Gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death.

It doesn’t matter whether you are a lion or a gazelle - when the sun comes up, you had better be running.

Str

ateg

yE

xecu

tion

Who makes it happen

Lean Initiatives used to implement and sustain continuous

improvement

Where process happens

Process Actions

What are the benefits

Who shares the success

Why do it

Performance Metrics

Safety HRCostDeliveryQuality

Financial and Social Objectives

Workplace Organization Teamwork / Training Visual Factory Management Continuous Improvement

Value Stream Mapping Change - Over Error Proofing Pull Systems Total Productive Maintenance Standard Work

Your people making products and services for your customers

Stakeholders

Vision

Business Plan

Balanced Scorecard

Lean Assessment

Lean Operating System

Lean Building BlocksLean Building Blocks

Quick Changeover

Standardized Work Batch Reduction Teams

Quality at Source

5S System Visual Plant Layout

POUS

Cellular/FlowPull/Kanban TPM

ValueStreamMapping

Continuous ImprovementLean Vision

Change-Over

Pull System

Standard Work Teamwork/Training

Error-ProofingVisual Factory Management

Total Productive Maintenance

Continuous Improvement

Workplace Organization

Lean Building BlocksLean Building Blocks--Must Know Initiatives--Must Know Initiatives

Quick Changeover

Standardized Work Batch Reduction Teams

Quality at Source

5S System Visual Plant Layout

POUS

Cellular/FlowPull/Kanban TPM

ValueStreamMapping

Continuous ImprovementLean Vision

Change-Over

Pull System

Standard Work Teamwork/Training

Error-ProofingVisual Factory Management

Total Productive Maintenance

Continuous Improvement

Workplace Organization

Workplace OrganizationWorkplace Organization--where you do your job--where you do your job

What Is 5S??1S

2S

3S

4S

5S

Sort

Straighten

Shine

Standardize

Sustain

• To Ensure Safety• To Ensure Quality• To Increase Work Efficiency• To Utilize Space Effectively• To Enhance Morale• To Enhance Image• To Eliminate Unnecessary

Purchases

5 S Purpose

5 S - Sort

• Segregate What Is Needed, Needed Later, and Not Needed

• Discard What Is Not Needed

• Segregate Needed Items By Frequency of Use

5 S - Straighten

• Clearly Mark and Arrange Everything Neatly So What is Needed Can Be Easily Found

A place for everything and everything in it’s place

5 S - Shine

• Designate a Time for Everyone to Engage in “Cleanliness” Activities

5 S - Standardize

• Move to All Workplaces• Consistent• Carry On

5 S - Sustain

3 SSusta

in

Standardize

(Sort, Straighten,

Shine)

Lean VisionLean Vision

A philosophy that shortens the time between the customer order and the shipment by identifying and eliminating waste in the value stream.

Customer Order

Waste

Product ShipmentX

Eliminate these 8 WASTESEliminate these 8 WASTES

DDefect OOverproduction WWaiting NNot Using Talent TTransportation IInventory MMotion EExtra Processing

DefectsDefects

Inspection and repair of material in inventory Causes of Defects

– Weak process control

– Poor quality

– Inadequate education/training/work instructions

OverproductionOverproduction

Making more than is required by the next process Making earlier than is required by the next process Making faster than is required by the next process Causes of Overproduction

– Just-in-case Logic– Misuse of automation– Unbalanced work load– Redundant Inspections

WaitingWaiting

Idle time created when waiting for…? Causes of Waiting Waste

– Unbalanced work load

– Unplanned maintenance

– Misuses of automation

– Upstream quality problems

Not Using TalentNot Using Talent

The waste of not using people’s (mental, creative, physical, skill) abilities.

Causes of people waste

– Unqualified people

– Low or no investment in training

TransportationTransportation

Transporting parts and materials around the plant Causes of Transportation Waste

– Poor understanding of the process flow for production

InventoryInventory

Ideal condition--

“Any supply in excess of a one-piece flow through your manufacturing process”

Causes of excess Inventory

– Unbalanced workload

– Misunderstood communications

MotionMotion

Any movement of people or machines that does not add value to the product or service.

Causes of Motion Waste

– Poor people/machine effectiveness

– Inconsistent work methods

– Unfavorable facility or cell layout

– Poor workplace organization and housekeeping

– Extra “busy” movements while waiting

Extra ProcessingExtra Processing

Effort that adds no value to the product or service from the customers’ viewpoint

Causes of Processing Waste

– Over processing to accommodate downtime

– Lack of communications

Visual Factory ManagementVisual Factory Management

COBCOB@ the@ the

WorksiteWorksite(Daily)(Daily)

PABPAB@ the @ the

workbenchworkbench(Hourly)(Hourly)

Information Center(Plant-wide Reporting)

InformationFromEach

Department

PPBPPBWithin theWithin the

departmentdepartment(Monthly)(Monthly)

What is Visual Factory Management?

It is the use of visual information aids such as lights, signs, charts, goals, and scorecards, to help people manage their own activities

Visual Factory ManagementVisual Factory Management

The VFM system includes four specific communication tools:

– Process Performance Board (PPB)

– Certified Operation Board (COB)

– Process Analysis Board (PAB)

– Information Area

Process Analysis BoardProcess Analysis Board

Also known as the PAB Information gathered each hour of operation or

periodically throughout the day It compares expectations to produce with actual

accomplishment Sometimes it is referred to as an ‘Hour-by-hour’ board It is located close to the team member It is filled out by the team member The information is calculated at the end of the shift and

posted to the COB

Process Analysis BoardProcess Analysis Board

Certified Operating Board

Also known as the COB It is meant to present information to the team

member which is needed to consistently perform the desired task

It is located close to the station and displays calculated information from the PAB

Certified Operating BoardCertified Operating Board

Process Performance BoardProcess Performance Board

Also known as the PPB Consolidates information from many areas within

the department to develop monthly trends Each month the boards are updated

Process Performance BoardProcess Performance Board

Information CenterInformation Center

This area presents the documentation that consolidates the currents status of the plants performance from: – Value Stream Maps

– Plant Scorecard

– Lean Manufacturing Assessments

– Quality Issues

– Etc.

Control AreaControl Area

Standard WorkStandard Work

Standard Work specifies instructions that allow processes to be completed in a consistent, timely, and repeatable manner. By implementing SW, employees will increase production, improve quality, and enjoy a safer, predictable working environment.

Do the job the same way every time !

I don’t care how I do the job, just get it

done !

Standard WorkStandard Work

Error ProofingError Proofing

Error Proofing determines methods that will ensure a process is defect-free all the time. It applies to any process where repetitive steps occur which could be skipped, performed out of order, or not conducted correctly. Error Proofing ensures that tasks can only be done the right way.

Definition of Error ProofingDefinition of Error Proofing

Error Proofing is the practice of striving for zero defects using techniques, standards and devices that prevent errors from being made.

It also provides for detection of, and stopping of errors before they become defects using shutdown, control or warning

Errors vs. DefectsErrors vs. Defects

An ERROR is - any deviation from an established process

A DEFECT is - product deviation from established specifications

All ERRORS do not produce DEFECTS

BUTAll DEFECTS are produced by

ERRORS

SummarySummary

• Work safe• Meet daily work expectations• Prevent defects by applying

standard work• Add value and eliminate waste• Share your ideas to improve