Lean Mastery Training Summary from Akron University

1. Lean Review May, 2009 – HLI Akron

3. True continuous improvement occurs all the time, every day, by everybody. Too often, businesses perform only continual improvement activities, those activities that might help improve the quality system and operations, but only periodically. Examples of continual improvement activities might include responding to a customer complaint, and internal audit finding, a Six Sigma Project, or a monthly kaizen event. GENERAL STATEMENT

4. ATTITUDE AND MINDSET What is Lean Enterprise? It is a philosophy designed to bring about rapid , planned , controlled and measured step-change improvements to the performance of an organization through an overhaul of the value stream. It utilizes a comprehensive set of elements, rules and tools that focus on value , the elimination of waste and continuous incremental improvement . The Most Important Thing to Remember is that Lean is a Thinking Process

5. LEAN TOOLS

6. Lean Tools Value Stream Map 5(6)S TPM SMED Process Mapping Line Balancing Focused Factory Heijunka Kanban Poka-Yoke PFMEA Visual Workplace DFMEA Policy Deployment Lean Accounting Takt Time 5 Why’s One-Piece-Flow Pareto Spaghetti Chart U-Shaped Cells Rabbit Chase Six Sigma Standard Work

7. NEED TO CHANGE

8. Every morning in Africa, a gazelle wakes up; it knows it must run faster than the fastest lion or it will be killed. Every morning in Africa, a lion wakes up; it knows it must outrun the slowest gazelle or it will starve to death. It doesn’t matter whether you are a lion or a gazelle: When the sun comes up, you had better be running. (Be the hunter, not the hunted!) SURVIVAL

10. “ To do the same thing over and over and to expect that the results will change, is insanity .” Einstein

12. Eliminate Waste “ Waste is any human activity (or inactivity) which absorbs resources but creates no VALUE” James Womack, Daniel Jones, Lean Thinking – Published by Simon and Schuster.

15. CHALLENGES

16. 9 out of 10 people will resist change

19. OVERCOMING THE BARRIERS

20. Lean Roadblocks and Pitfalls

31. Openness “ Success is about driving fear out of the organization…it is about causing everyone’s opinion to be valued, and removing the threat from minority views.” Deming

32. Involvement / Empowerment “ Tell me and I will forget. Show me and I may remember. Involve me and I will understand.” Empowerment is not about getting employees to do what you want done, it is about getting out of the way so they can do what is needed.

33. No Blame “ The way to ensure mediocrity is to put people at risk, wait for something to go wrong and then look for someone to blame.” Failure only occurs when you don’t learn anything from the attempt .

34. Constant Improvements Everyone has two jobs: doing the job and improving the job. This may be common sense but it is an uncommon practice. Remember: “the past does not equal the future unless you happen to live there.”

35. LEAN PEOPLE FOR A LEAN ENTERPRISE

40. Lean People Have … Skill Knowledge Experience Lean People

41. THE LEAN IMPLEMENTATION JOURNEY