1. Welcome to my presentation

2. 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

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

4. 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.

5. Lean Manufacturing goals

6. 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

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

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

9. 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

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

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

12. 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

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

14. Outlines or Footprints
2nd S - Stabilize
Outlines or Footprints

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

16. 4th S - Standardize

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

18. 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.

19. 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.

20. 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.

21. The Deming Cycle
Plan Do
Act
Check
Continuous improvement

22. 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!

23. 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

24. 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.

25. 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

26. 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

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

29. 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

30. One Piece Flow
Make One, Move One!!!

31. Cellular Manufacturing
Discipline

32. ALL THE BEST