1. Introduction to Lean
Emily Varnado

2. What is lean? A philosophy focused on preserving value with less work
Minimizing waste to maximize efficiency
Set of tools and concepts
Competitive advantage
Lean principles
Improved productivity, profitability
Mapping process from raw material to finished goods
Produce more with less time, inventory, capital, resources
Highlighting what should be changed to streamline the processes
Continuous flow of materials from start to finish, eliminating anything getting in the way= waste
Focuses on total system efficiency rather than specific activities
Streamlining production flow, get rid of wasted effort, time, and processes
Pie chart: total manufacturing effort
Small- value added activity- adding value to product, what is meaningful to the customer
Non value added activity- not required by the process or customer
Expand value added activity, minimize non value added
Makes the job easier for workers
Calender- value added time, machining, finishing, assembly
non value added time- order entry, moving, inspection, repair, rework, scheduling
Focues more on minimizing non value added time to increase overall system efficiency
Identify actions to eliminate and reduce
Cycle time- reduce waste shortening waiting time for customer
Implement as a total system rather than in parts
Colored bins for easy visual identification
Poka yoke of standardized inventory
Can easily identify problems
Flexible layout
Pull- act to needs only to replenish stock consumed

3. History of Lean 1799- Eli Whitney Perfected interchangeable parts
1913- Henry Ford
Formed the assembly line, flow production
1930s- Kiichiro Toyoda, Taiichi Ochno, and company
Created Toyota Production System
Eli Whitney- known for inventing the cotton gin, took a contract with the U.S. Army to manufacture gun, origin of interchangeable parts
Henry Ford- used Whitney’s interchangeable parts with moving conveyors to form assembly lines to cut down waste, lined up fabrication steps in process sequence and used gauges
TPS- revolutionized lean- “Just in time production”, flexible manufacturing to change products essentially to design out overburden and inconsistency and eliminate waste.

4. Muda
Transportation
Inventory
Motion
Waiting
Over- processing
Over production
Defects
“…only the last turn of a bolt tightens it- the rest is just movement.”
–Shigeo Shingo
Muda= uselessness, key concept of in the TPS T

5. How to identify waste? Stage 1 Value Stream Map Simulation model
Flowchart

6. How to identify waste? Stage 2 Value added processes
Non value added processes

7. Tools of Lean 5S
Heijunka
Kaizen
Bottleneck Analysis
Kanban

8. 5S Sort Set in order Shine Standardize Sustain
Eliminates waste that results from a poorly organized work area (e.g. wasting time looking for a tool).
Makes it easy to identify a problem- minimize error
Organize the work area:Sort (eliminate that which is not needed)
Set In Order (organize remaining items)
Shine (clean and inspect work area)
Standardize (write standards for above)
Sustain (regularly apply the standards)

9. Kaizen Translation: Change for better Gather group of employees
Collaborate
Test ideas
Determine success
Repeat
Gather employees of various talents
Collaborate to create improvement ideas
Collectively test ideas
Determine success/ failure/ modifications
Repeat to have continuous improvement
Gather employees to proactively work together to achieve incremental goals towards improvements of the system
Various talents collaborate to continual waste elimination
Plan Check Do Adjust

10. Kanban Japanese Translation: billboard Just in time production
Real time scheduling
Fine tuning optimization
Real time scheduling, optimizes resources, inventory levels, supplier/ user relationship
Stabilizes and standardizes processes
Produce only the exact quantity

11. Heijunka Translation: Smoothing of production Flexible production
Reduce lead times
Minimizes finished goods inventories
Pull parts through production based on customer demand instead of pushing parts through production based on projected demand. Relies on many lean tools, such as Continuous Flow, Heijunka, Kanban, Standardized Work and Takt Time.

12. Bottleneck Analysis Observation Simulation modeling Time studies
Can strengthen weakest link

13. Why use lean? Minimize Maximize Unnecessary cost Wasted effort
Customer value
Competitive edge
Minimizing unnecessary costs
Maximizing customer value
Minimizing waste- time, money, resources
Improving inefficient procedures
Saving money
Increasing efficiency
Saves money- reduces overhead, reworked material
Simplifies processes

14. Questions?