1. The Lean Journey Tool Sophistication Time / Cultural Maturity
Control the Process
Single Piece Flow
Late Point Configuration
Kanban
Pulse
Reduce Variability
Stop the Line at Defects
Moving Line 3P
Takt Time
Set Up Reduction
TPM
Returnable Cont.
Process defects will Create the Need for Six Sigma Projects
Tool Sophistication
Cellular Layout
Pull Production
Expose the Waste
Standard Work
Level Load
Supermarket
7 Types of Waste
Kitting
Assessment Matrix
Value Stream Mapping
Visual Management 5S
7 Ways
Time / Cultural Maturity
Input Backlog
In Process
Predictable Output
Improvement:
The Lean Journey is About Applying the Right Tools at the Right Stage

2. Accomplishing Six Sigma
Lean,
Team Empowerment
Sessions
DMAIC
DMADOV

3. Jidoka Pull Production Muda Continuous Flow Action Workout Kanban
Lean Buzz Words
Jidoka
Pull Production
Muda
Continuous Flow
Kanban
Action Workout
One Piece Flow
Kaizen
Just in Time
Poke Yoke
Visual Management
Andon Board
One Day Lead Time

4. It is all about waste elimination!
Lean Buzz Words
“All we are doing is looking at a time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value added wastes”
Taiichi Ohno, Toyota Production System 1978
Muda
It is all about waste elimination!

5. Waste - Over Processing
Unnecessary or non-value added activities
Typical causes:
Work is not standardized
Tasks are not simplified
Operations are not understood
Rework
Improvement ideas:
Automate the process
Eliminate non-value added steps
Combine steps/forms
Eliminate Excess Work!

6. Six Sigma Mentality … Reduce Quality Defects
Waste - Defects & Inspection
Defective work or excessively checking work
Typical causes:
Variation in processes
Collecting unnecessary inspection data
Improvement ideas:
Poke Yoke (Mistake Proofing)
Jidoka (Autonomation)
Cross training
Document procedures
Establish information needs
Six Sigma Mentality … Reduce Quality Defects

7. Movement Does Not Equal Work!
Waste - Moving Things
Unnecessary movement of parts and equipment
Typical causes:
Unnecessary inventory
Poor office layout
Improvement ideas:
Reduce inventory
Reduce lead times
Eliminate unnecessary files
Create a paperless process
Review record retention policy
Movement Does Not Equal Work!

8. Eliminate Wait . . . Smooth Flow
Waste - Waiting
Unbalanced activities … waiting for previous process
Typical causes:
Idle time due to lack of “standard” operations
Waiting for decisions (dispositions, inspections, materials, etc.)
Waiting for shared equipment
Improvement ideas:
Balance operations
Eliminate unnecessary approvals
Eliminate redundancies
Establish Single piece flow
Eliminate hand-offs
Eliminate Wait Smooth Flow

9. Lean Buzz Words Pull Customer Centric Pull
A process with cascading production and delivery instructions
in which downstream customers signal needs to upstream suppliers
One more please!
Okay
supplier
customer
Customer Centric Pull

10. WIP Should Be Kept As Low and As Controlled As Possible
Lean Buzz Words
WIP
Maintain minimum Work in Process (WIP) inventory required to perform repetitive operations (COST)
Control the in-process inventory to ensure an even and controlled process flow (STABILITY)
WIP Should Be Kept As Low and As Controlled As Possible

11. Relentless Focus on Reducing Non Value-Adding Activities
Benefits of Lean
Cycle Time
Wait Time (non value add)
Before
Work Time (value add)
After
Productivity
Customer satisfaction
Profit
Customer responsiveness
Capacity
Quality
Cash flow
On time delivery
Cost
Defects
Lead time
Inventory
Space
Waste!
Relentless Focus on Reducing Non Value-Adding Activities

12. Line Stops will Create the Need for Six Sigma Projects
Lean Approach
Lean Mindset
Lean Toolset
‘Hunt for Non-Value Added’ … Customer Value as Objective Function
… customer demands for cost/quality/variety and timeliness are ‘engineered’ into product and process flows
Holistic Business Perspective
… end-to–end, starting from the customer back
All Waste is Relentlessly Engineered Out in Business System
… waste include both cost and over-featuring
‘Perfection’ as the ultimate goal
… constantly work to detect and eliminate errors; Poke-Yoke as control phase
Cross-functional teams through-out value chain
… harness people’s activity and ingenuity
Control the Process
Single Piece Flow
Late Point Configuration
Kanban
Reduce Variability
Stop the Line at Defects
Moving Line
Line Stops will Create the Need for Six Sigma Projects
Takt Time
TPM
Set Up Reduction
Tool Sophistication
Cellular Layout
Pull Production
Expose the Waste
Standard Work
Level Load
Supermarket
7 Types of Waste
Kitting
Assessment Matrix
Value Stream Mapping 5S
7 Ways
Visual Management
Time / Cultural Maturity

13. Lean 5S
5S is the Japanese concept for House Keeping. 1.) Sort (Seiri) 2.) Straighten (Seiton) 3.) Shine (Seiso) 4.) Standardize (Seiketsu) 5.) Sustain (Shitsuke)
FIRST S … SORTING (GOOD AND BAD, USEABLE AND NON USEABLE) SECOND S … SYSTEMIC ARRANGEMENT (ONCE SORTED KEEP SYSTEMATICALLY TO HAVE TRACEABILITY) THIRD S … SPIC AND SPAN (KEEP ARRANGED THINGS ALWAYS READY TO USE AND IN DIRT FREE AND TIDY STATUS) FOURTH S … STANDARDIZE (MAKE A PROCESS FOR ABOVE THREE STAGES AND MAKE STANDARDS AND ALSO KEEP ON REVIEWING THESE.) FIFTH S … SELF DISCIPLINE (INDIVIDUAL HAS TO COMMIT).
Japanese - English Translations Seiri - Put things in order (remove what is not needed and keep what is needed) Seiton - Proper Arrangement (Place things in such a way that they can be easily reached whenever they are needed) Seiso - Clean (Keep things clean and polished; no trash or dirt in the workplace) Seiketsu - Purity (Maintain cleanliness after cleaning - perpetual cleaning) Shitsuke - Commitment (Actually this is not a part of '4S', but a typical teaching and attitude towards any undertaking to inspire pride and adherence to standards established for the four components)

14. Understand process linkages
Step 1
Product
Synchronization
Sequence
of events
Operational
cycle time
Total product
Mixed model
process map
Map processes that come together to build a product – identify main & feeder processes
Show product options, process variations, rework loops and scrap
Quantify percentage for each rework loop and option/ process variation
DELIVERABLES
Minimize rework…. Maximize throughput
Understand Process Flow and linkage
Process Flow – LTC Application Process
DMA
Data Entry
Data Entry QA
O - 20%
Mailroom
Final
Issue 80%
Decline 20%
Yield = 98%
NIGO= 12%
PMSI
Print
Yield = 97%
Screening QA
Rubicon
Rubicon QA
O - 35%
Yield = 99%
Med Sum
Med Sum QA
O –10%
Post Dec
Post Dec QA
O - 30%
Screening
Understand process linkages

15. Eliminate NVA; Reduce touch time variation
Step 2
Product
Synchronization
Sequence
of events
Operational
cycle time
Total product
Mixed model
process map
List every step taken to perform operation
Observe and time each and every operation. Determine if each step is VA/ NVA.
Observe set up and transfer time.
DELIVERABLES :
Drive Productivity through minimizing and eliminating NVA
Identify opportunities for Digitization or elimination
Minimize Hold or wait/ transfer time in a Process
Eliminate NVA; Reduce touch time variation

16. Improve process; reduce wait/ transfer time
Step 3
Product
Synchronization
Sequence
of events
Total product
cycle time
Operational
cycle time
Mixed model
process map
Plot cycle time for each process on product Synchronization (use SOE)
Select the longest path as the total product cycle time – TPc/t – Critical Path
TPc/t – touch time = wait/ transfer time
Process Flow – LTC Application Process
NIGO= 80% 5
Yield = 93%
Yield = 93%
Yield = 93%
Decline
17% 3 1 1 1 2 5
Mailroom
Scan
Data Entry 1 1
Issue
83% 3
Mailroom
Final
Screening
Underwriting 1
Data Entry QA
O - 21%
Screening QA
O - 24%
Underwriting QA
O - 5%
Improve process; reduce wait/ transfer time

17. Identify bottlenecks Step 4 Product Synchronization Sequence of events
Operational
cycle time
Total product
Mixed model
process map
Calculate effective hours & Operational Cycle time (TAKT time) for each process
Identify processes with operating time greater than TAKT time
DELIVERABLES :
Increase my effective Hours ….. Drive down Idle Time , Time spent on other non production activities
Line Imbalance
Time 5 .
TAKT Time
4.1 min 4 . 3 . 9 3 . 8
Operational Cycle time (TAKT time) = Effective hours*No. of shifts/ Target volume
OP 1
OP 2
OP 3
OP 4
Identify bottlenecks

18. Leverage capacity across product lines
Step 5
Product
Synchronization
Sequence
of events
Total product
cycle time
Operational
cycle time
Mixed model
process map
Matrix processes and products from product synchronizations
Add process yield, process usage (for optional processes only) percentage, process volume and labor time to calculate required resources. Resource Capacity Plan
Leverage capacity across product lines