Introduction to Lean1 LSSG Green Belt Training Lean: An Introduction

Introduction to Lean2 What is Lean? LEAN - Like water running downstream - more speed with less effort! Elimination of Non- Value Add Activity Customer Pull Genuine Focus on the Customer Culture for Lean Lean Tools, Methods and Measures Kaizen Events JIT Delivery Increase Offering/Decrease Changeover Visual Management Continuous Flow

Intro to LSS3 The Four Rules of the Toyota Production System (TPS) 1. All work shall be highly specified 2. Direct customer-supplier connection 3. Visual Management 4. Use scientific method for improvement

Intro to LSS4 7 Types of Waste Sources of WasteExample Projects OverproductionJIT Production Waiting TimeTime Value-Add Improvement TransportationProcess Flow Improvement InventoryInventory Reduction MotionLayout Changes ProcessingPull Implementation Product DefectsQuality at the Source

Introduction to Lean5 Benefits of the 5S Philosophy: Can you think of a few? Seiri (Sort) Seiton (Straighten) Seiso (Shine) Shitsuke (Sustain) Seiketsu (Standardize) Discard unnecessary materials “When in doubt, throw it out.” Organize work area Draw current state map; “A place for everything, and everything in its place.” Clean the work area daily Establish procedures “The best cleaning is not to need any cleaning’ Implement best practices Empower employees Make workplace “talk to us” Monitor performance “The less self- discipline you need, the better” The 5S Philosophy

Introduction to Lean6 Value Stream Mapping High level delivery path (flowchart or process map) from customer request to delivery of product or service – includes materials, people, information

Introduction to Lean7 Capacity Planning: Bottlenecks, and The Importance of Continuous Flow Unbalanced Process: Capacity is limited by the slowest step (smallest output in time period!) Balanced Process: The output of one stage is the exact input requirement for the next stage! Stage 1Stage 2Stage 3 Units per month 7,000 Stage 1Stage 2Stage 3 8,0007,0006,000 Units per month Capacity = 6,000 units/month Capacity = 7,000 units/month

Introduction to Lean8 Takt Time The “pacemaker speed” or “rhythm” in a process Enables “continuous flow” and minimum inventory

Introduction to Lean9 Takt Time Example Shift (1)480 min Breaks (2) 30 min Daily 5S (1) 10 min Available Work Time/ Day 440 min Average Monthly Demand 8400 units # Days/Month21 days Daily Demand400 units Need to complete a unit every 66 sec to satisfy average customer demand Takt time is flow at the speed of customer demand.

Introduction to Lean10 Takt Time Exercise 20” 40” 60” 80” Takt Time=66” A B C D E Number of Operators 75“ 65” 40” 50” 10” What would you do?

Introduction to Lean11 Total Productive Maintenance (TPM) Minimum maintenance – quick response Prevention by employee teams Continuous improvement Planned Downtimes 5

Introduction to Lean12 Setup Reduction/Quick Changeover Single Minute Exchange of Dies (SMED) - Shigeo Shingo. Requires planning, staging, and storage areas to perform “internal activities” for changeovers Uses video to record the current process, followed by process improvement.

Introduction to Lean13 Pull vs. Batch Batch/Make to Stock Based on forecast Large batches = fewer setups For bottleneck items, larger batches are desirable. Smaller batches to reduce work-in-process (WIP) inventory Customer Supplier Manufa cturer Pull/Make to Order Match capacity to demand Create flexibility in service Cross-train employees Align policies and procedures with objectives

Introduction to Lean14 Kanban Systems The use of a signaling device (card, bell, switch, light) to notify the (internal or external) supplier that additional materials are needed – what is needed (SKU# and description), the quantity needed, and only when it is needed! Previous Sub- Process or Supplier Next Sub- Process

Introduction to Lean15 Ways to Prevent Errors (Poka-Yoke)

What’s wrong with this picture? Introduction to Lean16 Faculty break room at GSU’s Alpharetta Center Photo by Satish Nargundkar

Introduction to Lean17 Process for Mistake Proofing Describe Defect and Defect Rate Determine Defect Location Study the Process Flow Observe the Process Identify Errors and Determine Cause Determine Prevention Method Test/Re-test in Extreme Conditions

Introduction to Lean18 Facility Layout Recommended configuration: U-shaped Why? Other Configurations Z if obstacles; T if merged assembly Tool: The Spaghetti Chart Also called Layout Diagram or Physical Process Map 3

Introduction to Lean19 Group (Cellular) Technology Departmental specialization causes wasted motion! A AA BBB DD EE E C

Introduction to Lean20 Group (Cellular) Technology Combine equipment used, steps taken, distances traveled, and frequency of trips to determine ideal cell configurations. A AA BBB DD EE E C Spaghetti Chart

Introduction to Lean21 Group Technology A B D B E E C A B D B Establishing cells reduces movement

Introduction to Lean22 Lean Improve Activities Plan for and conduct a week long Kaizen event Learn by doing, and doing it again Repeat Kaizen’s for key processes The Lean Transformation Fight Fires React Improve Processes time “Each new improvement reveals new problems!” Freddy Ballé

Introduction to Lean23 Kaizen Events “Improve” process for Lean, 3-5 day event Cross-functional teams Project completion in 30 days Support from management “Walk” the process Share “peak” experiences Make quick changes 2

Introduction to Lean24 Standardization and Documentation What are the reasons for standardizing? Steps necessary to create SOPs: Answer the following regarding tasks: Why is it being done? How often? Who will do it? How will it be done? corrective actions if the task is performed incorrectly who is responsible timing for updates and revisions

Introduction to Lean25 Lean Metrics Lead time reduction Objective: at least 50% of industry average Inventory turn reduction 52 turns per year = 1 week total lead time Objective: greater than 2X per month Productivity Objective: increase at least 1% Growth Objective: at least 3X industry average