4/23/18. LEAN Introduction, Implementation and Hurdles. What is Lean? Phani Nagaraj Dynatect Ro-Lab Inc. PMA Customer Expectation

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1 Global Leaders in Dynamic Protection for Equipment and People LEAN Introduction, Implementation and Hurdles Phani Nagaraj Dynatect Ro-Lab Inc. PMA 018 What is Lean? Customer Expectation Share/Stake holder expectation Performs As Expected Use Minimum Assets Works When Needed Maximize Return on Investment Cost as Little as Possible Don t Want to Wait A Culture of Relentless Waste Elimination to Deliver Customer Value Principles of Lean System Design Understand the Value you create for the customer. Use Value Stream Mapping to see the flow of value. Eliminate waste by Making Value Flow. Introduce Pull (Connections) between areas of Flow. Finally, recognize that Lean is a continuous improvement Journey and not a destination. 1

2 Seven Wastes Transportation Waiting Inventory Over-Production Over-Processing Motion Defects Typically 9% of all lead time is non-value-added Value Stream Mapping A Pencil and Paper Tool to Help You See and Understand the Flow of Material and Information As a Product Makes Its Way Through the Value Stream Value Stream Map Set Consist Of: Current State Map Future State Map Value Stream Plan Continuous Flow 9 Turning Test Dept. Clean/ Deburr 10 Assembly Stock Room Machining 6 Sub Assy Test Turn 1 8 Cleaning & Deburring 7 Machine Final Assy 11 Packing Pack Machine Customer Raw Material 1 Customer Shorter Lead Times. Better Quality, Lower Cost. Higher Customer Satisfaction Single Point Scheduling - One Dispatch List Less Floor Space and WIP Reduces/Eliminates Most Of The Seven Basic Wastes 6

3 Pull Systems A Pull System is the supplying process only producing what the customer consumes. The supplying process is given a signal or kanban to produce. Signals can be visual (empty shelf empty container, etc.), cards, electronic, etc. Kanban size or Reorder Point/Lot size are calculated from Lead Time and Demand Data therefore the more accurate the data the better system performance Error Proofing Also called Mistake Proofing or Poka-Yoke: Designing the manufacturing process, equipment, and tools so that an operation cannot be performed incorrectly. The benefits: Quality, cost, and delivery are all improved when errors are prevented. Detection and correction are costly alternatives. Bar code Limit switches Laser sensor Stop and Fix Sometimes called Autonomation or Jidoka, it describes a technique for detecting errors as they occur then stopping and fixing immediately. When Error Proofing cannot be achieved, Stop & Fix is the next best alternative. Achieved by designing the manufacturing process, equipment, and tools so that an operator is alerted to a defect or error when it is made. The benefits: v Andon light Quality, cost, and delivery are all improved when errors are immediately caught and corrected before passing them on to the next operation.

4 S Workplace Organization S is a method for creating and maintaining an organized, clean, high performance work place 1. Sort - Segregate unwanted material from the workplace. Set in order - Make it easy to find and pick up necessary items. Shine - Keep workplace safe, clean, and easy to work with. Standardize - Establish procedures and schedules to ensure the consistency of implementing the first three S practices. Sustain - Maintain proper order, ensure all defined standards are being implemented What is the Expectation? 10 LEAN Implementation Critical Steps If you don't know where you are going, any road will take you there. - Lewis Carroll Vision is critical - Spend time understanding where you would like to be before starting any LEAN work. As an example value stream plan to be developed once current and future state is fully understood. Do not boil the ocean 80% of value comes from - key steps in the process. Focus on these to maximize return Tools/Equipment/Set-up needs to be planned and in place before full implementation. Training Line/Team leads and early adopters on LEAN tools. They should understand strategic and tactical actions. Retrain as needed. Be patient!!! Develop incentive plans to tie strategic goals with tactical actions. Day to day targets should be simple, actionable and tangible. Visual Management Day to day discussion of data collected is critical reinforcement Cultural change comes first. Financial gain will quickly follow. LEAN Hurdles

5 I hear and I forget. I see and I remember. I do and I understand. Confucius Chinese philosopher & Reformer (1 BC - 79 BC) Remember: Lean Manufacturing/Problem Solving is % Classroom and 9% Learn by Doing. Thank you! Represented by Contour Motion, Inc