Lean 101: An Introduction

Transcription

1 Lean 101: An Introduction

2 What is Lean? A systematic way of designing or improving a process or value stream that: Eliminates waste Improves quality Reduces costs Delights customers Improves employee satisfaction Increases safety

3 The History Of Lean Henry Ford started building the Model T in 1913 Assembly Line concept (called single piece flow) Materials were directly delivered to the assembly line Stamping plant was directly attached to assembly It took (3) days for raw material to make its way through the plant into a finished vehicle (cycle time) Henry Ford also built the Rouge River Complex Largest component manufacturing site in the world

4 The History Of Lean In the 1940 s came Taiichi Ohno (Toyota Motor Company) studied Ford and GM Facilities observed the US Military Forces visited American Supermarkets built Toyota City, equivalent to Ford s Rouge Complex

5 Iceberg

6 Continuous Improvement Culture Priorities Put the customer first Build a relationship Look for Improvements Solve the problem Communicate with positive intent Attitudes Be open to change Give the benefit of the doubt Support others Take action Celebrate success and failure Be creative Explain why

7 Daily Huddle What is it? Daily two-way discussions between leaders and staff, facilitated by measures and PDSA display boards Boards are used as simple visual tools to inform and to engage employees A stand up meeting

8 Layout of the Huddle Board Plan - What to measure as a team Do - Manually record data and reasons why Study - Direction of improvement Act - Action Plan and brainstorming new ideas

9 Spirit of Continuous improvement Opportunity for everyone to improvement ideas Discard old attitudes - anything is possible Be open to new ideas Consider how to make it work, not that they won t work We can all learn from each other

10 Flow No Waiting Takt Time Continuous Flow Pull System Quick Changeover Engage Everyone in a Patient Focused Philosophy People & Teamwork Continuous Improvement Kaizen Waste Reduction Standardized Work Visual Management 5 S - Work Place Organization Quality No Harm Andon Problem Solving Root Cause Error Proofing

11 WHAT IS??? is a METHOD & MINDSET for : organizing cleaning developing sustaining a productive and safe work environment

12 5. Sustain 1. Sort 4. Standardize 2. Set In Order 3. Shine

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14 Flow No Waiting Takt Time Continuous Flow Pull System Quick Changeover Engage Everyone in a Patient Focused Philosophy People & Teamwork Continuous Improvement Kaizen Waste Reduction Standardized Work Visual Management 5 S - Work Place Organization Quality No Harm Andon Problem Solving Root Cause Error Proofing

15 What is Waste? Any operation that adds cost or time but does not add value Something the customer does not pay for Anything that is Non-Value Added

16 The Eight Wastes Waiting Overproduction Rework Motion Processing Inventory Transportation Not utilizing the Skills of Employees

17 Waiting Delays and interruptions Whenever people, paperwork or equipment are not moving or being processed Waiting for a response from an , voic or approval Link processes together so that one feeds directly to the next

18 Overproduction Producing more than is needed, faster than it is needed or before it is needed Just in Case versus Just in Time Making extra copies or providing more information than needed Create only what will be used

19 Rework Completing a task more than once because it is not done correctly the first time Errors, mistakes or incomplete information on forms Lost or incorrectly filed documents Huge $ loss Reduce defects through quality inspection or error proofing devices

20 Motion Related to ergonomics Bending, stretching, walking, lifting, reaching Searching in multiple places for a misplaced file or multiple mouse clicks through a file path Analyze and redesign jobs with the involvement of employees

21 Processing Reviews and redundancies Unnecessary activities or duplicate efforts which add no value Manual data entry Think smaller, simpler and combine steps where possible

22 Inventory Stacks and piles Result of overproduction and waiting Any item in excess of what is required Extra supplies, s or forms Reduce inventory and fix problems as they surface

23 Transportation Moving paper or items between processes adds no value and increases cost Material movement which includes mailings and electronic transfers Taking a file to someone for review when a virtual meeting would suffice

24 Not Using the Skills of Employees Underutilized human potential Not involving the Restricting employee s authority and responsibility to make routine decisions Challenge and expect employees to contribute to continuous improvement

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26 Spot the Waste

27 Spot the Waste

28 Spot the Waste

29 Flow No Waiting Takt Time Continuous Flow Pull System Quick Changeover Engage Everyone in a Patient Focused Philosophy People & Teamwork Continuous Improvement Kaizen Waste Reduction Standardized Work Visual Management 5 S - Work Place Organization Quality No Harm Andon Problem Solving Root Cause Error Proofing

30 Karla Stonham Brant Community Healthcare System Strategy Deployment 200 Terrace Hill Street Brantford, ON N3R 1G9 Ph: ext Angela Schrum Brant Community Healthcare System Strategy Deployment 200 Terrace Hill Street Brantford, ON N3R 1G9 Ph: ext. 2393