The document discusses different types of production processes and their impact on lead time. It explains that batch processes have long lead times because each step must be completed before the next can begin. In contrast, flow processes using single-piece flow have reduced lead times and improved quality by passing each item immediately to the next step without waiting. The document advocates adopting flow processes and pull systems where flow is not possible to maintain level operations and continuously improve processes to perfection by reducing waste.

1. 1
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Lean Six Sigma Training
Part 5

2. 2
Create Flow
Producing one transaction at a time, with each item passed
immediately from one process step to the next without
stagnation.
The work does not stop…no inventory is created.
Move away from departmental or functional processing of
transactions.
Receive Order Write Down
Order
III
50
= 14 = 5
5 Days
Process Order
= 10
5 Minutes
Before After
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3. 3
Batch Processes
Lead Time = 20 Minutes
Lead times are long because each process step is batched and must wait for the others
to be completed before the next process can be started.
Elapsed Time (Min)
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Review Order
Write Down Order
Enter Order
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
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4. 4
Flow Processes
Lead Time = 8 Minutes
Using one piece flow, lead time is reduced
and quality is improved !!
1 2 3 4 5 6Elapsed Time (Min) 7 8 9 10 11 12 13 14 15 16 17 18 19
60% Reduction in Lead Time
20
Receive Order
Look up Part #
Review Order
Write Down Order
Enter Order
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5. 5
• dd.
The Next Process is the Customer … Never Send Defects !
Catches Defects too Late
• How many more do you have?
• Where are they in the process?
• What is the root cause?
Catches Defects Immediately
• You only have one
• You know where it occurred
• Resolve the root cause immediately
Batch Single Piece Flow
From: The Toyota Production System
Batch Flow vs Single Piece Flow
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6. 6
Paper Exercise
I think I need
Lean
Horizons!
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7. 7
4. Pull
•End Customer Initiates pull process
•Each step in the process takes the Product or knowledge it needs, when
needed from the proceeding process
•Only the amount required is taken
•No action is taken until the downstream process initiates it
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8. 8
Receive Order Write Down
Order
III
50
= 14 = 5
5 Days
Before
Receive Order Write Down
Order
I
5
= 14 = 5
1 Day
Signal
After
Pull Where You Cannot Flow
•Some processes cannot be operated as a Flow:
Long distances between processes
Unreliable processes
Long change-over times
•Pull Systems (Supermarkets) are used to maintain level operations
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9. 9
5. Improve to Perfection
•Reducing waste (muda) brings us closer to perfection.
•Continue to find ways to improve the process.
•Work smarter, not harder.
•Keep the customer in mind…are we adding value?
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10. 10
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