Lean Enterprise philosophy and basic concepts.

1. The Lean Enterprise Philosophy and Key Concepts Lean Foundations Continuous Improvement Training

7. Motion Waiting time Overproduction Processing time Defects Inspection Transportation Problems/ Causes Incorrect layouts Lack of proximity of machines Off-line resources Waiting workers, machines, materials Long set-ups and lead times Large batches, raw material stocks High WIP, finished goods stocks Making for the sake of it Ignoring customer demands Long cycle times- process, itself Reduced efficiency- over processing High overall lead times Long delays for rectification Costly rework Dissatisfied customers Approvals of approvals High number of verification steps Reliance- Mass inspection techniques Unnecessary movement Extra handling Types of Waste (7W’s) Value Added Non- Value Added, but necessary Waste Focus on reduction People Process Product The Causes of Waste in most Processes

8. Product Lead-Time Raw Materials Finished Goods Value Added Time Non- Value Added Time TIME

9. Product Lead-Time Historically, improvement efforts have been focused here. 95% Non- Value Added

10. Product Lead-Time Whereas, “Process Analysis” activities should Focus here - the Elimination of Waste (MUDA) 95% Non- Value Added

13. Inventory Hides Problems Raw Material Finished Goods Your Company

24. Defining Project Criteria - Breakout (Optional) This breakout will give you the opportunity to apply the things you have learned. Each team is asked to brainstorm a list of criteria for a good KAIZEN (Process Analysis) project. These criteria could include Customer complaint, company culture issues, length of time to complete, area of Lean focus or anything else that the team feels is a important criteria to consider in Process Analysis type project selection. The team will have 20 minutes to brainstorm criteria and then we will discuss the results.

25. The Lean Enterprise Philosophy and Key Concepts Lean Foundations Continuous Improvement Training