Incorporating “LEAN” with Assessments March 22, 2017 Don Linkert NP-00E01561

Bio Graduated University of Waterloo with BaSc in Chemical Engineering 35 years at Dow Corning with various management and engineering work positions Last several years was focused on six sigma Black Belt and Lean at Dow Corning BB leader on various six sigma projects including design of experimentation, lean and statistical six sigma problems.

Discussion for today Briefly discuss what is “Lean” General comments from experience at assessments

General Overview of the Toyota Production System FLOW Lean Six Sigma Six Sigma Design Six Sigma FLOW

What is “lean” all about? It is reducing waste from the process by replacing “mass-production systems” with “lean systems” “Batch and Queue” versus Flow Lean systems are based on key goals: Eliminating Waste & Improving Quality Reduce lead time Highly productive, cost efficient

Defects Waiting Motion Inventory Transporting Over Processing Not meeting the requirements (specs) Waiting Things are stopped Motion Moving from point “A” to point “B” Design and Engineering Budgeting and Finance Scheduling Hospitals Inventory “Generally to protect from missing an order” Transporting Including shipping Chain Stores Industrial Processing Ship Building Government. Sales and Marketing Procurement Construction Over Processing Too many steps to meet the requirements Overproduction “make too much”

Key essentials Facility Leadership that is committed to the process. Observation and data collection…..probably an assessment checklist. Problem solving with facility personnel. This is not like the present RETAP process of writing a report after a site visit. Means tackling a specific “lean” project with an efficiency goal. This needs resources from the company. A learning exercise for them. Success can lead to “thinking” of “continuous improvement”

Assessor skill sets should be considered Experienced in using the tools such as Leading a team Trained “Green Belt” as a minimum Value streaming (This is the main starting point) One piece flow Load leveling 6 S Pull versus push Total Preventative Maintenance Lean Metrics Includes statistical knowledge to analyze data

Pevious assessment at a coffee bean roaster Site management was approached (after assessment) and “Lean” overview given Site plan to increase grinding capacity by installing a larger grinder to meet demand With many different products bigger is not necessarily better. Old grinder could be used along with new grinder. Also noticed much scrap at packaging….key observation Management was receptive but……..small amount of resources at the site.

Another assessment was performed at Company A Makes SS bar equipment including refrigerators This company implemented a “lean” strategy You could tell by walking into the production facility A bunch of open space even though sales were very good. Many empty tables and racks Extremely time conscience Monday morning review of the week before by everyone Global company and very competitive.

Company B (TAH 371) Is a full service environmental firm that engineers, designs, & manufactures air pollution control & water/wastewater treatment RETAP performed a P-2 assessment. Company was looking for ways to be more efficient. First visit was to meet key operational individuals, tour the facility and discuss their needs. Agreed to understanding “Lean”. Second visit was a “lean” presentation to a broader group of site management personnel. Seemed to be well received and action plans were formulated. Need to present “Lean” to key workforce helping with the “pilot” project I would work with their quality representative to create a “value stream” of an oil separator process Support (brainstorming, statistical analysis, problem solving) to Quality rep and the team to reduce waste. Also reviewed their bldg. expansion plans.

Summary and Comments Company A is a great example that “lean” works. This is a global competitor. No additional progress was made at Company B Black Belt experience made it easy to present to various groups No client participation --- no success. It is tough to change common beliefs such as “batch and queue reduces cost per batch”. This is not a tool; it is a methodology with tools. NP-00E01561