1. Lean Basics
Dewey Warden

2. Lean Basics Value stream mapping The seven wastes 5S’s
Processes and operations
Process flow and cell design
Process standardization
Overview of quick changeovers

3. Value Stream Mapping How many are familiar with value stream mapping?
What value do you think mapping can provide your organization?

4. Value Stream Mapping What is a value stream?
A value stream is all the actions (both value added and non-value added) currently required to bring a product through the main flows essential to every product

5. Value Stream Mapping Two main flows
(1) The production flow from raw material to the customer
(2) The design flow from concept to launch
We are concentrating on the production flow

6. Value Stream Mapping
Production flow - all the relevant actions consist of two flows
Orders traveling upstream from the customer
Products coming downstream from raw materials to the customer
Together these constitute a closed circuit of demand and response in the information flow and the material flow

7. Value Stream Mapping
It is the simple process of directly observing the flows of information and materials as they occur, summarizing them visually, and then envisioning a future state with a much better performance.

8. Value Stream Mapping Levels of mapping Process Single plant
Multiple plant
Across companies

9. Value Stream Mapping Looking at the whole value stream Cost cutting
Most managers look at one place or one point
Their machine
Their department
Their plant
Their firm

10. Value Stream Mapping Traditional measures High labor utilization
High machine utilization
Focusing on their assets
Focusing on their organization

11. Value Stream Mapping What about?
Performance of the entire value stream
9 out of 10 steps are a waste
99% of elapsed time is a waste

12. Value Stream Mapping Extended value stream maps
Can be used to raise the consciousness in every firm and function of the effect of its actions on every other firm and function touching the value stream
Guide groups of managers across many departments and firms toward similar results

13. Value Stream Mapping Creating the value stream maps
Walk along the value stream
Look for
Which steps create value?
Which steps are waste?
Why is order flow so erratic?
Why is quality so erratic?
How can value be enhanced for the end-customer?

14. Value Stream Mapping Creating the value stream maps
Identify all the physical actions required
Identify information actions currently required to manage the value stream

15. Value Stream Mapping
You want a manufacturing approach that enables companies to make
What customers want
When they want it
In the variety they want
In the amount they want
Keeps cost low, quality high and lead time minimal by eliminating waste

16. The Seven Wastes How do you identify opportunities?
By recognizing waste and eliminating it
What is waste?
Waste is any element that adds cost without adding value to the product

17. The Seven Wastes Overproduction Excessive inventory
Unnecessary conveyance
Over processing
Excessive motion
Waiting
Corrections

18. The Seven Wastes Overproduction and excessive inventory are waste
Overproduction creates excess inventory
Inventory hides production problems
Inventory leads to transport, storage, damage and delay
What are some other ways you can think of that overproduction causes waste?

19. The Seven Wastes Extra inventory hides Production imbalances
Late deliveries from suppliers
Defects
Equipment downtime
Long setup times

20. The Seven Wastes Unnecessary conveyance
What do you do with items not used immediately?

21. The Seven Wastes Unnecessary conveyance Move them Store them
Pick it up, put it down
Damage
Delay

22. The Seven Wastes Over processing
Doing more work than is required by the customer
Give us some examples of where you might be over processing

23. The Seven Wastes Excessive motion Reaching Bending Lifting Turning
Carrying

24. The Seven Wastes Waiting
What types of things might you be waiting for at your operations that causes delays?

25. The Seven Wastes
Corrections
Rework
Redo
Retype
Do-overs

26. The Seven Wastes Defects Overproduction Waiting Non-utilized talent
Transportation
Inventory
Motion
Extra processing
Source: Villanova University

27. The Five Ss

28. The Five Ss
Sort: Remove everything from the workplace that is not needed for current production
C:\Documents and Settings\Michael\My Documents\desktop_master\capsys_lean\capsys6_23_05v2
C:\Documents and Settings\Michael\Desktop\desktop8_05\capsys lean\lean production workshop

29. The Five Ss
Set in Order: Arrange items so they are easy to find and return and locate items to minimize motion waste

30. The Five Ss
Shine: Keep everything clean and in top condition, so that it is ready to be used

31. The Five Ss
Standardize: Ongoing maintenance of Sort, Set in Order and Shine

32. The Five Ss
Sustain: Create the conditions or structures that will help sustain commitment

33. Processes and Operations
Quality process
Focuses on meeting requirements and on minimizing warranty costs
Cost process
Seeks to remove excess cost or waste in an organization
Delivery process
Manages the elements of time and quantity in sourcing materials, producing and getting product and service to the customer as required
Innovation
Maximizes an organization’s success rate

34. Processes and Operations
A continuous flow in which raw materials are converted to finished products
Operations
Any action performed by workers or machines on materials, WIP, or finished products

35. Processes and Operations
Storage of raw materials or components
Transport
Transformation
Storage waiting for a process
Inspection

36. Processes and Operations
Essential operations
The actual value-adding
Other operations
Set-up, transport, inspection

37. Processes and Operations
In a lean enterprise
Value stream maps help to focus an organization on their processes to promote optimization of the whole company’s performance by aligning interests across the company

38. Processes and Operations
In a lean enterprise
Process-focused strategies unleash new levels of productivity

39. Process Flow and Cell Design
There are a lot of wastes in an operation based layout
Conveyance - using equipment and people
Badly used space
Lot delays
test
Source: Productivity Press

40. Process Flow and Cell Design
Wastes in an operation based layout
Source: Productivity Press

41. Process Flow and Cell Design
Benefits of a process flow layout
Positioning equipment in the process sequence for a smooth flow
Minimal inventory and delays
Source: Productivity Press

42. Process Flow and Cell Design
Multi-machine operation
One person runs several machines in process sequence
Source: Productivity Press

43. Process Flow and Cell Design
U-shaped cells
A process flow layout with the end point near the beginning point.
Minimizes walking
Source: Productivity Press

44. Process Flow and Cell Design
Small flexible machines
Process small amounts
Save space
Reduce walking
Easy set-up
Can be moved easily
Less expensive
Don’t need high speed

45. Process Standardization
Establishes predictability
Three elements
Standard cycle time
Standard work sequence
Standard in-process inventory
Source: Productivity Press

46. Process Standardization
Standard cycle time
The actual time required to process one part
Determines whether a process is capable of producing the required quantity at the required time.

47. Process Standardization
Standard work sequence and in-process inventory
A consistent set of operations and actions
A consistent quantity of materials and WIP in the process

48. Process Standardization
The foundation for continuous improvement
Not “carved in stone” – it is a living standard
Standardization is the first step in improvement

49. Quick Changeovers Why would quick changeovers be important?
Where could you use quicker changeovers?
Discuss pit stops and review video

50. Quick Changeovers Separate internal setup from external setup
Convert internal setup to external setup
Streamline all aspects of setup
Source: Productivity Press

51. Demonstrations Leading Assisting Push vs pull demonstration model
Dewey Warden, Lean Manager
Assisting
Kent Williams, Manager CTS Tactical Purchasing/Planning
Joetta Hertel, Director Information Technology
Becky Schnur, Manager General Accounting
Push vs pull demonstration model
Kanban demonstration model

52. End of Day One
Tomorrow deep dive into value stream mapping