Welcome to my presentation

Introduction-of-Lean Short Manufacturing Process Developed by the Japanese Automobile Industry Introduced to the Western world in 1991 by the book “The Machine That Changed the World” written by Womack, Jones, and Roos. Cost minimizing Profit maximizing Introduction-of-Lean

Vision Seeks to eliminate waste on firm’s production activities. (Human relations, Vendor relations, Technology, and The management of materials and inventory)

5 Principles OF LEAN Value - specify what creates production value from the customer’s perspective. The value stream – identify all the steps along the process chain. Flow - make the value process flow. Pull - make only what is needed by the customer. Perfection - strive for perfection by continually attempting to produce exactly what the customer wants.

Lean Manufacturing goals

House of Lean Highest quality, lowest cost, Shortest lead time by eliminating Wasted time and activity Just in Time (JIT) Takt Time One-piece flow Pull system Jidoka Manual or automatic line stop Separate operator and machine activities Error-proofing Visual control Culture of Continuous Improvement Operational Stability Heljunka Standard work TPM Value Chain

Taiichi Ohno’s 7 Wastes (known as muda) Overproduction Waiting time/ Down time Transport Process/ Inappropriate processing Unnecessary inventory Unnecessary motions Defective goods

Overproduction Producing more product than necessary. Creates excessive lead times. Increases storage cost. Difficulty of finding defects.

Inventory (unnecessary) Idle products or employees. Wastage Of Time Wastage Of Time Down time Defects Overproduction Waiting Non-utilized Wastage Of Time Transportation Inventory (unnecessary) Motion Extra-Processing

Lean Techniques Manufacturing techniques Production and material control Inter-company Lean Organization for Change

Lean Techniques Tools 5 S Value Stream Mapping Standard Work Kaizen Just In Time Kanban/ Pull Visual Workplace Poka-yoka One- Piece flow Cellular

S S S S S 5S’S Sort Stabilize Shine Shine Standardize Sustain The 5S’s are an important part of the WPO process. The S’s are Sort, Stabilize, Shine, Standardize, and Sustain. Shine Standardize Sustain

Sort The First S Keep what is needed Identify what is out of place

Outlines or Footprints 2nd S - Stabilize Outlines or Footprints

Make cleaning everyday work 3rd S - Shine Make cleaning everyday work

4th S - Standardize

Sustain The Fifth S Make it a habit Proper training and communication Support and cooperation from everyone

Value Stream Mapping Defines value from the customer’s perspective All of the actions and tasks, both value added and non-value added, required to bring an item (an idea, information, product or service) from its inception through delivery. This is an improved method for identifying the value added content in the total value stream. Likewise, it helps us identify areas that do not add value.

Standardized Work Definition Purpose Standardized work (also referred to as standard work) defines the current best practice to complete the task using available people, equipment and materials. It includes Cycle times, production sequences, and the methods to use Operator procedures, work instructions, QC checks and safety issues. Material flows, optimal and layout.   Purpose To ensure that tasks that are performed repeatedly are done so optimally and consistently.

Kaizen Kaizen means continuous improvement. Moreover, Kaizen means continuing improvement in personal life, home life, social life, and working life. When applied to the workplace Kaizen Involves everyone in the organization in small improvements using conventional knowledge and tools Without large capital investments.

The Deming Cycle Plan Do Act Check Continuous improvement

Kaizen Team Ground Rules Keep an open mind to change Maintain a positive attitude Never leave in a silent disagreement There is no rank or position Create a blameless environment Practice mutual respect every day Treat others as you want to be treated One person, one voice—no position or rank There’s no such thing as a dumb question Understand the process and Just Do It!

Just In Time (JIT) Products produced only as they are required Establish flow processes so there is an even, balanced flow throughout the entire production process Best suited to processes where the same product is produced continuously Goal: Generate zero queues & Minimize lot sizes

JIT: Strategies Balanced workload throughout the factory Changes in product demand should not result in large fluctuations in production levels Establish a TAKT time Lead times should be reduced through cellular manufacturing, reducing queue times, etc.

Kan = "card" ban = "signal" Kanban/ Pull Card system that controls production & inventory Visual “pull” system vs. a “black box” push system (ie - MRP) freeleansite.com

Visual Workplace Promout as a workplace where all associates understand and manage their own work in a safe, clean, organized environment that focus open communication, and continuous improvement

It’s a mistake proofing technique used by each. Poka-yoka Avoid YOKERU Mistake POKA It’s a mistake proofing technique used by each.

How to prevent error New way…… Old way…… Tell them to be more careful New way…… Training and motivation Easy way to do a job

One Piece Flow Make One, Move One!!!

Cellular Manufacturing Discipline

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