WHAT IS LEAN? LEAN PRINCIPLES SOME FURTHER CONCEPTS THE LEAN TOOLBOX MANAGING CHANGE
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1 LEAN MANUFACTURING
2 LEAN MANUFACTURING WHAT IS LEAN? LEAN PRINCIPLES SOME FURTHER CONCEPTS THE LEAN TOOLBOX MANAGING CHANGE
3 WHAT IS LEAN?
4 WHAT IS LEAN?
5 WHAT IS LEAN?
6 WHAT IS LEAN? Lean is so much more than a tidy, clean, well organised shop floor. Although many organisations don t take it any further. Lean originated as the Toyota Production System for automotive manufacturing. It is a very specific set of interlocking principles, practices, tools and behaviours. Most of which are just common sense and good practice. It focusses on VALUE as defined by the customer. Everything else is classified as WASTE. A Lean system produces what customers want, when they want it.
7 LEAN.. How will an organisation benefit? It will become truly customer focussed, Cut costs and losses by removing wasteful processes, Be more profitable, Have a more engaged & empowered workforce at all levels,...and its people will be working better, not harder and faster.
8 LEAN.. How will an organisation benefit? It will become truly customer focussed, Cut costs and losses by removing wasteful processes, Be more profitable, However, along the way there may well be angst, scepticism, resistance, hostility, fear, anger Have a more engaged & empowered workforce at all levels, and maybe even tears!...and its people will be working better, not harder and faster.
9 THE 5 LEAN PRINCIPLES Strive for PERFECTION Specify VALUE Identify VALUE STREAMS Establish PULL - not Push Create FLOW
10 Lean Principles VALUE In Lean terms VALUE can only be defined by the customer. A supplier or service provider must understand what the customer values. Then it can supply the product or service for which The customer is paying : At the agreed price. Delivered on time and in full. To the customer s specification (no more no less).
11 Lean Principles THE VALUE STREAM Electronic sub-assembly production Customer contract 160 / week Production control system Weekly schedule Construct chassis Mount components on PCB Fit PCB to chassis Functional test Paint & label Ship THE VALUE STREAM : The key activities involved in the provision of a product or service.
12 Lean Principles FLOW Electronic sub-assembly production Customer contract 160 / week Production control system Weekly schedule Construct chassis Mount components on PCB Fit PCB to chassis Functional test Paint & label Ship FLOW : The progress of the product along the Value Stream.
13 Lean Principles FLOW Electronic sub-assembly production Customer contract 160 / week Production control system Weekly schedule Construct chassis FLOW : Mount components on PCB Fit PCB to chassis Functional test Paint & label Henry Ford 1908 : Manufacture of Model T 1913 : Introduction of rolling production lines The progress of the product along the Value Stream. Ship
14 Lean Principles PULL Electronic sub-assembly production Production control system Customer contract 160 / week on demand Schedule monitor Schedule monitoring Construct chassis Mount components on PCB Fit PCB to chassis Functional test Paint & label Ship PULL : The demand system. Everything is PULLED by the customer.
15 Lean Principles PULL on demand 1975 : Toyota Production System TPS Taiichi Ohno A pulled manufacturing system incorporating Just in Time. PULL : The demand system. Everything is PULLED by the customer.
16 Lean Principles PULL on demand Just In Time ( JIT ) Parts are delivered to points on the Value Stream just in time for use. In a pushed system the delivery is to a pre-arranged schedule. In a Lean pulled system the parts are delivered just in time,. but only on demand. PULL : The demand system. Everything is PULLED by the customer.
17 Lean Principles PERFECTION KAIZEN Constantly look for ways to improve : USA Womack & Jones
18 Lean Some further concepts Value Added / Non-Value Added The 7 Lean Wastes
19 Value Added / Non-Value Added Activities in a process are only Value Added if they directly increase the value of the product (or service) to the customer. This is what the customer is paying for. Everything else is Non-Value Added or Waste Typically : 5% V.A. 5% N.V.A. 95% 95%
20 Value Added / Non-Value Added In practice some N.V.A activities are essential for maintaining the viability of the operation. V.A. 5% (Essential) N.V.A. 15% N.V.A. 80% 15% 5% 80%
21 VALUE ADDED VALUE ADDED NON VALUE ADDED Electronic sub-assembly production Customer demand 160 / week Production control system Schedule monitor Construct chassis Mount components on PCB Fit PCB to chassis Functional test Paint & label Ship VALUE ADDED NON-VALUE ADDED
22 VALUE ADDED NON VALUE ADDED Lead time & Cost Construct Chassis Mount components on circuit board Fit circuit board to chassis Functional test Paint and label Ship Value Stream Collect parts from Stores Value Added Wait for availability of Pick n Place machine Transfer Chassis & circuit board to assembly line QA inspection Wait in paint shop queue Non-Value Added / Waste Complete shipping paperwork
23 Reducing Lead time Lead time & Cost Lead time / Cost Identify V.A. activities Value Adding Bring V.A. activities closer together, by reducing N.V.A. / Waste. V.A. Essential Non-V.A. Reduced Lead time / Cost
24 V.A. / N.V.A. A&E example 10 hrs 30mins Arrived at hospital Triage Nurse 10 mins Doctor in A&E 10 mins Nurse 5mins X Ray 15mins Moved from trolley to bed 5 mins Nurse 5 mins 30 mins 4 hrs 40 mins 1 hr 1 hr 1 hr 1 hr 30mins Wait in RAU Wait on trolley in corridor Wait on trolley in A&E & X-Ray Wait in bed in A&E Fell asleep Patient s perception of V.A. = 50mins = 7.9%
25 LEAN The 7 Wastes Transportation Defects Inventory Motion Overproduction Over processing Waiting
26 LEAN The 7 Wastes Transportation The 8 th Waste Defects Talent Inventory Motion People waste their skills, training, experience and Overproduction qualifications on non-value Added activities. Over processing Waiting
27 The Lean Toolbox Workplace organisation / The Visual Workplace Process mapping Setup time reduction.quick changeover Error Proofing Line balancing
28 Workplace Organisation (5S) 5S comes directly from the Toyota Production System Seiri Seiton Seiso Seiketsu Shitsuke SORT SET SHINE STANDARDISE SUSTAIN
29 Workplace Organisation (5S) 1 SORT - Clear out rubbish & unwanted items. 2 SET - Organise equipment, documentation, machinery etc. 3 SHINE - Make the workplace professional looking. 4 STANDARDISE Establish common working practices. 5 SUSTAIN Resist the temptation to fall back into old ways.
30 Workplace Organisation (5S) Tidiness is in the eye of the beholder.
31 5S / Visual Workplace
32 5S / Visual Workplace.. Shadow board
33 5S / Visual Workplace.. Floor markers
34 5S / Visual Workplace.. Too Far?
35 Process mapping Any Process Has at Least 3 Versions. 1 - What you THINK it is. 3 - What it SHOULD be. 2 - What it ACTUALLY is.
36 Process mapping Value Added
37 Process mapping Value Added
38 Process mapping
39 Process mapping THE ORIGINAL PROCESS - Current State THE NEW PROCESS Future State
40 Setup time reduction.quick Changeover Setup time is non-value Added so should be minimised. Optimise loading and unloading of machines, assembly jigs etc in a value stream. Use adaptors and interfaces to enable quick changeover between different product types. Use quick changeover fixings such as wing nuts and quick-release clamps.
41 Quick Changeover.. example Before Washers, bolts, Allen keys After Twist and lock quick-release clamp Changeover time 6 minutes Changeover time 1 minute
42 Error Proofing Make errors an impossibility Reducing Risk Make it physically impossible to perform a process incorrectly. eg : Use non-symmetrical guide rails, different sized dowel pins etc. This ensures that items can only fit into assembly jigs and test benches correctly.
43 Error Proofing Make errors an impossibility Reducing Risk Make it physically impossible to perform a process incorrectly. eg : Use non-symmetrical guide rails, different sized dowel pins etc. This ensures that items can only fit into assembly jigs and test benches correctly.
44 Error Proofing
45 LINE BALANCING Electronic sub-assembly production Customer demand 160 / week Production control system Schedule monitor Construct chassis Mount components on PCB Fit PCB to chassis Functional test Paint & label Ship
46 LINE BALANCING Takt Time the drumbeat of the facility (Derived from the German taktzeit : cycle time) Takt Time = Available working time Customer demand rate Available daily working time = 8hrs Weekly output requirement = 160 units Daily output requirement = 32 units Takt Time = 8 / 32 = 0.25hr = 15 mins
47 LINE BALANCING Electronic sub-assembly production Customer demand 160 / week Production control system Schedule monitor Construct chassis Mount components on PCB Fit PCB to chassis Functional test Paint & label Ship 15 mins 15 mins 15 mins 15 mins 15 mins Time at each work station = 15mins (max)
48 Managing Change the people Directors & senior management : They must believe it s the right thing to do make the decision. Commit resources.money people s time. Middle management : Manage the staff work with improvement practioners. Be prepared to listen to ideas from their teams. Be prepared to delegate. The workforce : Use the opportunity to input ideas. Enjoy putting right those things that have niggled for years. Stop moaning get involved.
49 Lean.Managing Change.How? By Diktat You re going to improve Not much actually happens
50 Lean.Managing Change.How? Bring in teams of external improvement consultants They make all the required changes and set up new systems. Impose the systems and train the workforce to use them. They then withdraw. Improvements adopted half-heartedly and fade away
51 Lean.Managing Change.How? Create Lean Improvement teams Involve the whole workforce in improvements. Convince everyone of the benefits. Provide companywide Lean training. Users of systems identify any improvements and changes, and then put them in place themselves. Improvements and changes are maintained.
52 Managing Change the challenge Scepticism.. Yet another initiative we ve seen it all before. Fear of change.. I ve always done the job this way so why is it wrong now? Just another way of cutting jobs Opposition & hostility. It s a load of cr#p! I am NOT cooperating! Blame Culture. If I suggest something and it goes wrong I ll be in big trouble. Surprises.
53 LEAN..HEALTH WARNING! Lean is a means to an end.not an end in itself.
54 Lean Manufacturing LEAN MANUFACTURING
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