Introduction to LEAN Workshop

Transcription

1 Introduction to LEAN Workshop March 2 nd, 2018 Ian Marshall Lean Champion Canadian Manufacturers & Exporters

2 Introduce the terminology and philosophy of LEAN Thinking Objectives Demonstrate the benefits of LEAN through simulation Ian Marshall Canadian Manufacturers & Exporters

3 What is your level knowledge or experience of LEAN/Continuous Improvement: Beginner limited knowledge Introduction Intermediate some hands-on experience Advanced number of years of experience Ian Marshall Canadian Manufacturers & Exporters

4 Five Principles of Lean Thinking Customer Value - The only perception of Value that matters is the perception held by the customer Value Stream - Map the Value Stream keep it simple & involve those who work the process help them to see Flow - Think flow make everything flow without interruption stoppages collect cost, errors & waste Pull - Let your Customer Pull from you what they need when they need it Perfection - pursue perfection not competitors Jim Womack - Lean Thinking David Hogg High Performance Solutions

5 Map the Value Stream Process Steps Cycle Times Issues Root Causes Solutions Wherever there is a customer, there is always a value stream your challenge is to see it. Jim Womack - Lean Thinking Ian Marshall Canadian Manufacturers & Exporters

6 Information and Material Flow Supplier Information Material Customer Ian Marshall Canadian Manufacturers & Exporters

7 How Lean Thinkers Think Thinking Lean begins by focusing on these spaces Adding Value Adding Cost (Opportunity or waste) Quote Lead Time Cash Green: Value Adding time (designing, sourcing, installing, testing etc..) - Red: Non-Value Adding time (waiting, checking, moving, reworking etc.) More than 95% of total lead time is usually Non-Value Adding time [Of remaining 5% ~ 2.5% is NVA but necessary ~ Hence 2.5 is VA] David Hogg High Performance Solutions

8 The Classic Wastes For Manufacturing Transportation Inventory Movement Waiting Overproduction Over Processing Defects Skills Underutilization Developed by Taiichi Ohno For Service Transport of Documents Backlog of Work Unnecessary Motion Waiting for the Next Step Doing Work Not Requested Process Steps & Approvals Errors in Documents Not able to share talents Product & Process Innovation, Inc. *Waste: That which adds cost with no value provided to the customer David Hogg High Performance Solutions

9 Lean Definition Lean is an Operations Strategy with a new set of Values to Engage People in Continuously Improving Safety, Morale, Quality, Cost and Productivity. Jeffrey Liker, author of The Toyota Way Lean Sensei International

10 The Toyota Way The Toyota Way 2001 Continuous Improvement Respect For People Challenge Kaizen Respect Teamwork Go & See Lean Sensei International

11 The Toyota Way Everything we do is for the purpose of showing us where the problems are. We must constantly identify problems, find their causes and solve them in order to improve for the long-term. David Meier, author of Toyota Culture Lean Sensei International

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13 Intro to Lean Tools Video Ian Marshall Canadian Manufacturers & Exporters

14 Resources - books The Machine That Changed The World Womak, Jones & Roos Lean Thinking Womak The Toyota Way Liker The High-Velocity Edge Spear Everything I Know About Lean I Learned in First Grade Martichenko Creating A Lean Culture Mann Leading The Lean Enterprise Transformation Koenigsaeker The Lean Turnaround Byrne Lean Office And Service Simplified - Locher Managing To Learn Shook Understanding A3 Thinking Sobek & Smalley 2 Second Lean - Akers People (A leader s day-to-day guide to building, managing and sustaining lean organizations) Gran, Martichenko, Miller & Pearce Ian Marshall Canadian Manufacturers & Exporters

15 Resources - websites David Chao Lean Sensei International Ian Marshall Canadian Manufacturers & Exporters

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