1. Process Improvement An Overview of Lean Agenda: The origin of Lean
A look at the concepts
Potential benefits
Potential barriers to success
Summary
TELA 2011

2. The Origin of Lean
Toyota Production System (TPS) began in Shakichi Toyoda, Taiichi Ohno
The Machine That Changed the World, 1991 Womack, Jones, Roos The term Lean emerged
Lean, Zoom, BPI, BPM, Six Sigma, PDCA = process improvement
Toyota just calls it their production system

3. A Closer Look at Toyota Production System (TPS)
This is just a fun slide. I think it’s funny that the “bosses” column DEFINITELY had to be part of the house.
“Toyoda” with a “d” was the family name of the car company owners. They renamed the car company “Toyota” with a “t”.
Charles Sheffer – The Boeing Company

4. A Closer Look at Toyota Production System (TPS)
There are TWO columns to the Toyota Production System House. JIT is one. Neither of the two columns are “simplicity”, “standard work”, or “waste elimination”, they are JIT and Jidoka.
See Jidoka on next page . ..
JIT - Just in Time
What is needed, When it’s needed, In the amount needed
Pull Production –respond to signal to replenish as needed
Takt Time - the desired time between units of production output, synchronized to customer demand
Production One-Piece Flow
Charles Sheffer – The Boeing Company

5. Ford’s Willow Run B-24 plant
The first Just-In-Time production?
Ford’s Willow Run B-24 plant

6. Ford’s Willow Run B-24 plant
The first Just-In-Time production?
Ford’s Willow Run B-24 plant
A Bomber an Hour

7. A Closer Look at Toyota Production System (TPS)
Jidoka – Automation with the Human Touch
Build in Quality, don’t just inspect for it
Detect the abnormality
Stop
Correct the Immediate Condition
Find the Root Cause and Install Countermeasure
There are TWO columns to the Toyota Production System House. JIT is one. Neither of the two columns are “simplicity”, “standard work”, or “waste elimination”, they are JIT and Jidoka.
See Jidoka on next page . ..
Charles Sheffer – The Boeing Company

8. P D C A The Heart of TPS Design out Overburden - Muri
Avoid unreasonableness through standard work
Smooth Production - Mura
Avoid inconsistencies through just in time
Eliminate Waste – Muda
Examine waste and inconsistencies, feed back into Muri
Over Production – producing before there is demand
Excess Motion – of operator or machine
Waiting, idle time – of operator or machine
Conveyance – transportation
Processing that does not add value
Excess Inventory
Correction – rework or scrap D C A

9. Over Production – producing before there is demand
Just in time
Smooth flow
Design out Overburden
Eliminate Waste
Over Production – producing before there is demand
Motion – of operator or machine
Waiting, idle time – of operator or machine
Conveyance – transportation
Processing that does not add value
Inventory
Correction – rework or scrap

10. So, back to Lean
Womack and Jones popularized the word Lean in their book.
They wanted to describe this production system that ran without any extra “fat”.
It was “fat free”, so the word Lean seemed to make a pretty good fit.
by James P. Womack (Author), Daniel T. Jones, Daniel Roos, 1991
Charles Sheffer – The Boeing Company

11. Lean Principles Not just for Manufacturing
Five basic principles:
Specify value from the standpoint of the customer
Identify the value stream and eliminate waste
Make the value-creating steps flow smoothly
Let the customer pull the product as needed
Continuously improve in pursuit of perfection

12. Local companies doing Lean
Potential Benefits
Improved quality
More product variety
Improved cycle time
Employee satisfaction
Reduced cost
Local companies doing Lean
Virginia Mason
Esterline Technologies
The Boeing Company
PACCAR
Alaska Airlines

13. Potential Barriers to Success
Lost In Translation
Lean = Getting Rid Of Waste
Lean = Simple
Lean = People Empowerment
Lean = Continuous Improvement
Lean = Robots
Lean = becomes a verb instead of culture
Lean = something ‘management’ does
Through the existing uses of the word “lean”, “Lean” changed to “efficient”, “elegant”, “simple”. And, after time, Lean meant few parts, few fasteners, monolithic structure, parts that fit together reliably
These are all VERY good things, they are important things, they certainly make the job of creating a “Toyota-like” production system easier, BUT: All the enabler’s in the world don’t add up to what it is you are trying to enable.
There’s also a little bit of this thinking going on too: Few parts is good, lean is good so there for few parts must be Lean.
Which is fine IF we don’t stop there . . .!
Looking for Quick Fix
Charles Sheffer – The Boeing Company

14. Potential Barriers to Success
Copying actions without understanding shift in thinking required
Moving assembly lines
Standard Work
Point-of-use delivery of parts
Empowered work teams
Continuous Improvement or Kaizen
All driven from Lean efforts, but simply doing them doesn’t mean it’s Lean
Lean is viewed as an initiative instead of a culture change
Lean is used as an excuse to cut people
Lean is a slogan, a passing fad, a Dilbert cartoon

15. Summary Lean originated from the Toyota Production System (TPS)
TPS is based on two important principles
Just In Time (JIT) Continuous flow, Takt Time, Demand Pull
Jidoka – automation with a human touch – zero defects
Seven categories of waste
Lean is a “Western” rendition of TPS
Understand value from customer perspective and eliminate waste
Some people confuse the embodiments with the culture
Lean is a cultural journey, not simply a destination
There are big rewards for companies who can do it

16. References Additional Resources
“Toyota Production System”, Taiichi Ohno, 1988
Charles Sheffer, The Boeing Company
Wikipedia
Additional Resources
The Machine That Changed the World, 1991 Womack, Jones, Roos
“Decoding the DNA of the Toyota Production System” Steven Spear and H. Kent Bowen, Harvard Business Review, September – October 1999