2. What is Lean
• Lean is a philosophy, an improvement process,
a way of leading, a business strategy, a
competitive advantage, a means to save
manufacturing.
• What lean means to me is the belief that we
can make the world a better place one small
improvement at a time, by identifying and
eliminating waste from all that we do.
3. Image of Lean
Just-In-Time Autonomation
• Continuous
Flow
• Takt Time
• Pull System
• Small Lots
• Stop and notify
of abnormalities
• Separate man’s
work and
machine’s work
Stability and Standardized Work
Highest Quality, Lowest Cost, Shortest Lead Time
Visual ManagementLevel Production
P
DC
A
Lean Philosophy
Customer Focused Goals
4. Lean Philosophy
1. Customer First
2. People are the most valuable resource
3. Continuous Improvement
4. Shop floor focus
6. What Gets In the Way
Unevenness
Over Burden
Waste
7. What is Unevenness?
• Fluctuation in demand running unchecked
through your organization.
– This causes the need for excess capacity in
equipment and people to deal with the peaks, and
a lot of idle time dealing with the troughs.
– Inventory is used to try and smooth out the peaks
and valleys, but that causes other problems.
– Leveling the demand is one of the most important
tasks in the implementation of Lean.
8. What is Overburden?
• Working harder then needed, or pushing
equipment past the standard limits or duty
cycle.
– This causes breakdowns, and injuries.
• Leveling the work load as well as variety is the
best way to avoid overburdening the people
and the equipment.
9. Waste
Waste is divided into 8 Categories
D – Defects
O – Over Production
W – Waiting
N – Non utilization of human potential
T – Transportation
I – Inventory
M – Motion
E – Excess Processing
10. How much waste is in our life?
Opposite of waste is Value Add.
Value add requires 3 things
1. Change in the form fit our function
2. Done right the first time
3. Customer is willing to pay
If we look for the value add in life we realize
almost all of the things we do are waste.
11. The War on Waste
With all of this waste in the way, we must
declare war on waste. Unrelenting war.
The more waste we eliminate the more time we
have for value add work.
12. What waste to eliminate first
• Define the long term Vision
– The Big Harry Audacious Goal (BHAG)
• Define the First Short Term Target
– A next logical step towards your BHAG
• Identify the Waste in the way of reaching the
target condition.
• Now rally the troops, and go to war on the
waste standing between you and your target.
13. What does that look like
Current
Condition
BHAG
Waste
Waste
Waste
Waste
Waste
Waste
Next Target
Condition
Waste
Waste
Waste
Next Target
Condition
Waste
Waste
Waste
Waste
Waste
Waste
Waste
Waste
Waste
Waste
Waste
14. The First Problem
• Usually the first problem is not knowing
where you are.
• This is typically caused by not having a
standard.
• Two lean tools are usually used to solve this
– 5S
– Standardized work
15. What is 5S
Sort – remove unneeded items from the area
Set–in-Order – Provided a home for everything
Shine – Clean and look for ways to keep clean
Standardize – The rules for the first 3
Sustain – Maintaining the rules
16. What is Standardized Work
• Standard work is our playbook – the safest, easiest,
and most effective way of doing the job that we
currently know
• The purpose of standard work is to provide a basis
for improvement.
• Standard work should Show :
1. Work Content
2. Sequence
3. Timing
4. Location
5. Output
17. How to document STD WRK
• Combination Table
• Standard Work Chart
• Work Balance Chart
• Capacity Chart
• Job Element Sheet
18. JIT Pillar
• Just In Time means delivering exactly what the
customer wants, exactly when the customer
wants it, in the Quantity and variety the
customer wants.
• When looking at a Value stream and analysing
the lead time much of the time is spent
waiting.
• Just In Time tools are used to reduce the lead
lime.
19. Autonomation
Automation with a human
touch
-Smart machines that stop
before making a defective
part
-Smart assembly line that stops
before making a bad part
-The requirement of line
operators to stop the line
when anything happens
outside of the expected
standard
Ji do ka
Ji do ka
Human
20. Small Simple Improvements
• Taking small step, lots of singles will get closer
to the next target condition.
• Each improvement is an exercise in Plan Do
Check Act.
21. PDCA
Plan – Define an action you wish to take and
predict the result of the actions
Do – perform the action
Check – Did you get the result you predicted
Act – Make the action standard if you got the
results you wanted, or Make a new plan.
22. Summary
• Know where you are
– Standardized and make problems obvious
• Know where you want to go
– BHAG
• Identify the your short term goal
– Next Target Condition
• PDCA improve your way to the next goal
• Many Lean tools exist to help you reach the next
step
• Small Steps are better than giant leaps
23. Contact Me
• Paul Hill
• leangeek@live.com
• http://leangeek.wix.com/mysite
Editor's Notes
The house is the classic image of Lean, I have added the PDCA cycle to the center as the door handle to enter the house. The PDCA cycle repeated thousands of times is what developed the tools that make up this house.
If you do not take care of your customer someone else will
With out our people we get nothing done, we need to value our people and treat their time as valuable
Never satisfied with were we are and continually driving for better
Everything of value creation happens on the shop floor. Spending our time here is critical