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

2. 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.

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

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

5. 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

6. 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”

7. 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”

8. 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

9. 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.

10. 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.

11. 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.

12. 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