1. Lean Manufacturing
Chris Poteet
Scott Carroll

2. Operating Principles Framework
Manufacturing
Operating Principles Framework
Human Infrastructure
Standardization
Quality Focus & Robust Processes & Products
Just-In-Time
Continuous Improvement
Policy Deployment
Employee Opinion Surveys
Std Communication Channels
Man Assignments
New Hire Orientation
Group / Team Meetings
Suggestion System
Shopfloor Training Area
Integration of Tasks
Qualification Training Matrix
Safety Regulations
Ergonomic Evaluation
Environmental Protection
Process Support Documentation
Scoreboards
Standard Shift Change Procedure
Quality Gates
Labeling, Marking, & Footprinting
Shopfloor Section Audit
Quality Alerts / Prod. Info. Boards
Quality Alert System / Quality Stop
Certification Audit
Process Audit
Single Point Lesson
Problem Solving / Closed Circuits
Process FMEA
Customer Quality Measurement
Production Planning Schedule
Mixed Loads / Tugger Transport
Withdrawal & Fill-up
One Piece Flow
First-In, First-Out (FIFO)
Single Stage Stock strategy
Stable Customer Demand Rate
5 Step Improvement Process
C. I. Workshop
Leadership
Role Clarity
Employee Involvement & Development
Work Group Organizational Structure
Safe Work Practices & Environmental Awareness
Standardized Methods & Procedures
Visual Techniques / 5S
Quick Issue Detection & Correction
Robust Processes / Products & Preventative Quality Assurance
Customer Focus
Production Smoothing
Pull Production
Continuous Flow Proc.
Customer Demand Rate
Waste Elimination
Enablers Subsystems
H. R. Systems
Joint
Commitment
Communication
Training
Core Beliefs
& Values
Teamwork
Inspiration
Openness
Customer
Focus
Agility
Innovation
OPERATING
PRINCIPLES
Process
Quality
Speed (to market)
Excellence
Responsibility S
afety Q
uality D
elivery C
ost M
orale
Profitability
Support Processes, Tools, & Measurement Results
Employee Feedback
Employee recognition
Checklists and Monitoring
Group Development Activities
Process Descriptions
On the Job Training
C. I. Implementation Area
Team Leader Roles (as applic.)
Groups, Boards
Cross--Functional Training
Visual Safety Indicators
Refuse / Waste Separation
Standard Work Instructions (SWI’s)
Standard Work in Process (WIP)
Shopfloor Measurement
Standardized Equipment 5S
Quality Feedback Loops
Root Cause Analysis
Boundary samples
Preventative Maintenance
Total Productive Maintenance
Error Proofing
Mistake Proofing
Statistical Process Control (SPC)
Quality Agreements
Quality / Zero Defect Gate
In-Line sequencing
Order Cards
Material Flow Planning
Small Lot Containers
CDR / Cycle time chart
Plan, Do, Check, Act (PDCA)
7 Wastes
5 Why’s
Engineering Change Control
Practice Sharing
MQAS
Quality Policy / Management Review
Performance Feedback
Business Plan / Assurance System
Responsibility and Authority
Resources
Use of Cross Functional Teams
Employee Safety / Environmental
Process Control / Inspection & Test
Doc & Data Cont / Prod ID & Trace.
Handling, Storage, Pkging, Preservation
Insp & Test Stat / Cont of Quality Records
Control of Customer-Supplied Product
Corrective and Preventative Action
Control of Non-conforming Product
Statistical Techniques
Design Control
Production Part Approval Process
Preventative Maintenance & Calibration
Contract Review
Inventory
Delivery (Prod Sched - 1 Piece Flow)
Quality Planning
Purchasing
Manufacturing Capabilities
Cont. Imprv / Corrective & Prev. Action
Customer Satisfaction / Assurance Asses.
Analysis & Use of Company Data

3. Three Pillars of Lean Manufacturing
Human
Technological
Systems

4. How Pillars Affect SQDCM
Human
Technological
Systems
Safety
Quality
Delivery
Cost
Morale

5. What Do We Mean by a System?
These five subsystems are tightly linked… each one affects the others.

6. Human Aspects Consumer Feedback: After purchase surveys
Surveys to potential buyers
Employee Feedback:
Process problems or improvements (lighter robotic arm design)
Integrated into continuous improvement process (Suggestion
box, recommendations to supervisors)
Employee online surveys
Unions:
Union representatives / liaisons to assist employees with problems
Recognition of employees as the most important asset of the company

7. Human Aspects Training:
Cross training of employees (varied tasks, flexibility of supervisors)
Floaters (use in assisting with critical tasks, flexibility supervisors for
breaks)
Company closed circuit television in break area (covers company
news, financial updates, new products)
Voluntary participation in continuing education classes
= higher morale

8. Technological Aspects
Facility Layout:
Open aisles allow managers to monitor processes and employees
to detect problems
Reduction of wasted movement (i.e. travel distances)
Workstation design
Ergonomics:
Force, frequency and flexion
Ergo-Arms, foot pads, roller racks, tilt racks, hydraulic tables
Use of employees in the design phase of manufacturing

9. Technological Aspects
Material Handling:
Reduction of component stocks (1 1/2 hour operations) at stations
Components come in pre-packaged amounts for specific jobs
Component packages stored in marshaling areas
Reduce the lifting done by the employees
Computerized / Wireless acquisition (fork lifts)
Mistake Proofing:
Color Coding
Shape Coding
Bar code scanner for all sub-parts (can track all parts by VIN #)
Computerized feedback from tools

10. Technological Aspects
Preventative Maintenance:
Scheduled services occur at shift changes
Unscheduled services conduct repairs upon employees request
Testing Measuring Diagnostics Equipment

11. System Aspects Standardization:
Standardize work instruction and directions
5 S’s (Sift, Sweep, Sort, Sanitize and Sustain)
SPC Charts
Preventative Maintenance
Safety (Paint markings, laser indicators)
JIT:
Orders received at the gate trigger each department
Reduction of inventory equates to reduction of storage requirement,
increases working capital, decreases bureaucracy
Increases responsiveness to customers
Temporary bank after human intensive stage

12. System Aspects Computerized Monitoring:
Real-time production statistics
Color coded warning system
Defects on products are noted and tracked throughout the process
KUKA camera tracking system
Computerized check of all options (Huntsville check)
Continuous Improvement:
Non-Value added activities
Wastes

13. Definition of Value Added Activity (VA)
An activity that transforms or changes raw material or information to meet customer requirements.
Value Added Tests:
– The customer must recognize the value (be willing to pay for it)
– The product must physically change during the process
– The activity must be done right the first time
Definition of Non-Value Added (NVA) Activity
Any activity that does not transform or change raw material or information to meet customer requirements.
Non-Value Added Tests:
– Activities that do not meet all of the three VA test rules
– Some non-value added work may be necessary

14. Value Added Non-Value Added Machining Stamping Assembling
Designing
Customer Service
Analysis
Painting
Sealing/Welding
Transportation
Inventory
Defective material
Wait Time
Inspecting
Testing
Correcting
Batching
Setup

15. The 7 Wastes 1. Product Defects: Defects or repair work
2. Overproduction: Producing too much or too soon
3. Inventory: Excess raw materials or work in process
4. Transportation: Double handling or conveyance of materials
5. Processing: Unnecessary work or processing
6. Waiting: Waiting for parts, materials machines to cycle
7. Motion: Excess walking, bending, or reaching

18. How Pillars Affect SQDCM
Human
Technological
Systems
Safety
Quality
Delivery
Cost
Morale