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[object Object],[object Object],[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  1 Company XYZ
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Shop  Floor  Focus  Bias for Action Kaizen as a Way of Life Customer First  Respect for People Lowest Cost – Highest Value – Shortest Lead Time 1 X 1 production (continuous Flow) Pull Systems Postponement of differentiating processes Separate Man from Machine Poka-yoke Quality at the source Company XYZ 2 Company XYZ Standardized Work Heijunka Problem  Solving Just-In-Time Jidoka Stability Respect Trust Teamwork Training Company XYZ
[object Object],[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  “…  customer-oriented,  market-focused company.” 3 Company XYZ
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Business Plan Metrics Vision Lean Company Teams Executive Team Continuous Improvement 4 Company XYZ Customer Oriented Market Focused
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  ,[object Object],[object Object],[object Object],[object Object],5 Company XYZ
[object Object],[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  ,[object Object],[object Object],[object Object],6 Company XYZ
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  7 Company XYZ
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Eliminate Waste Eng. Purch. Mfg. Sales Cust. Serv. HR 8.  M ess 1.  Overproducing 2.  Waiting 3.  Transport 4.  Inventory 5.  Defects 6.  Motion 7.  Over processing   8 Company XYZ
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Basic 5S  1 .  Sort 2. Scrub 3. Straighten 4. Standardize 5. Sustain 9 Company XYZ
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],10 Company XYZ
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  “ Red Square” Area 1. Establish the boundaries 2. Identify unneeded, misplaced items 3. Move to holding area 4. Tag Safety problems 5. Dispose of truly unneeded items 6. All Shifts Must Agree 11 Company XYZ
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],12 Company XYZ
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],13 Company XYZ
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  ,[object Object],[object Object],[object Object],[object Object],[object Object],14 Company XYZ
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  ,[object Object],[object Object],[object Object],[object Object],15 Company XYZ
[object Object],[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Current State 7-21-05 Foundry XYZ 16 Company XYZ
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Foundry XYZ Future State ,[object Object],[object Object],17 Company XYZ
[object Object],[object Object],[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Eg.  5,000 Sets/day  = 549 Sets/hr 9.1 Hrs. 3600 Sec.s   = 6.6 Sec.s/Set 549 Sets 18 Company XYZ
[object Object],[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  19 Company XYZ
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Example  Takt of 6.6 Sec. times 824 sets per skid is 5,438 seconds or 90 minutes. ,[object Object],20 Company XYZ
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  ,[object Object],[object Object],[object Object],[object Object],21 Company XYZ
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  ,[object Object],[object Object],[object Object],[object Object],22 Company XYZ
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  How You Do It ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],How You Do It ,[object Object],[object Object],[object Object],23 Company XYZ
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Deming Cycle: ,[object Object],[object Object],[object Object],[object Object],24 Company XYZ
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],25 Company XYZ A  S C  D A  P C  D
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  ,[object Object],[object Object],[object Object],[object Object],[object Object],26 Company XYZ
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  DEFECT  FREE $1 $10 $100 $1000 THE 1-10-100-1000 RULE DEFECT FIXED AT CUSTOMER CUSTOMER EXPRESSES  THEIR DISAPPOINTMENT  WITH  OTHERS DEFECT FIXED IN PLANT. 27 Company XYZ
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  Quick Changeover Typical Process Before Quick Changeover Performed.  Adjustment Is 42 % Of Changeover.  Only 7% Is Value Added.  How much waste can we eliminate with simple changes?  28 Company XYZ
[object Object],Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  ,[object Object],[object Object],[object Object],[object Object],29 Company XYZ
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  ,[object Object],‘ What’ and ‘How’ overrides ‘Who’ is wrong  Allows “real” issues to emerge Decreases negative blaming activity Increases trust Increases quality of communication Increases capability 30 Company XYZ
Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean  Page  “ I hear and I forget, I see and I remember, I do and I Learn” Confucius Circa 500 BC 31 Company XYZ

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Example Lean Presentation 5 3 09

  • 1.
  • 2. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Shop Floor Focus Bias for Action Kaizen as a Way of Life Customer First Respect for People Lowest Cost – Highest Value – Shortest Lead Time 1 X 1 production (continuous Flow) Pull Systems Postponement of differentiating processes Separate Man from Machine Poka-yoke Quality at the source Company XYZ 2 Company XYZ Standardized Work Heijunka Problem Solving Just-In-Time Jidoka Stability Respect Trust Teamwork Training Company XYZ
  • 3.
  • 4. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Business Plan Metrics Vision Lean Company Teams Executive Team Continuous Improvement 4 Company XYZ Customer Oriented Market Focused
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  • 27. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page DEFECT FREE $1 $10 $100 $1000 THE 1-10-100-1000 RULE DEFECT FIXED AT CUSTOMER CUSTOMER EXPRESSES THEIR DISAPPOINTMENT WITH OTHERS DEFECT FIXED IN PLANT. 27 Company XYZ
  • 28. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page Quick Changeover Typical Process Before Quick Changeover Performed. Adjustment Is 42 % Of Changeover. Only 7% Is Value Added. How much waste can we eliminate with simple changes? 28 Company XYZ
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  • 31. Mark Haworth XYZ Manufacturing Rev. 1 4-23-09 Lean Page “ I hear and I forget, I see and I remember, I do and I Learn” Confucius Circa 500 BC 31 Company XYZ