LSSG Black Belt
Training
Lean: An Introduction
Introduction to Lean 1
What is Lean?
Elimination of Non-
Value Add Activity
JIT Delivery
Visual Management
Continuous Flow
Genuine Focus on
the Customer
Customer Pull
Culture for
Increase Lean
Offering/Decrease
Changeover
Kaizen Events Lean Tools, Methods
and Measures
LEAN - Like water running downstream - more speed with less effort!
Introduction to Lean 2
The 5S Philosophy
Seiri Seiton Seiso Seiketsu Shitsuke
(Sort) (Straighten) (Shine) (Standardize) (Sustain)
• Discard • Organize work • Clean the work • Implement best • Monitor
unnecessary area area daily practices performance
materials • Draw current • Empower
state map; Establish employees “The less self-
“When in doubt, procedures discipline you
throw it out.” • “A place for Make workplace need, the
everything, “The best “talk to us” better”
and everything cleaning is not
in its place.” to need any
cleaning’
Benefits of the 5S Philosophy: Can you think of a few?
Introduction to Lean 3
Value Stream Mapping
High level delivery path (flowchart or process map) from customer
request to delivery of product or service – includes materials, people,
information
Introduction to Lean 4
Capacity Planning: Bottlenecks, and
The Importance of Continuous Flow
Unbalanced Process: Capacity is limited by the slowest step
(smallest output in time period!)
Stage 1 Stage 2 Stage 3
Units
per month 8,000 7,000 6,000
Capacity = 6,000 units/month
Balanced Process: The output of one stage is the exact input
requirement for the next stage!
Stage 1 Stage 2 Stage 3
Units
per month 7,000 7,000 7,000
Capacity = 7,000 units/month
Introduction to Lean 5
Reducing Bottlenecks
Discuss some ways to reduce bottlenecks!
Introduction to Lean 6
Takt Time
The “pacemaker speed” or “rhythm” in a process
Enables “continuous flow” and minimum inventory
TaktTime
Available Work Time
per Time Period
Customer Demand
Introduction to Lean 7
Takt Time Example
Takt time is flow at the speed of customer demand.
Shift (1) 480 min Average 8400 units
Monthly
Breaks (2) 30 min
Demand
Daily 5S (1) 10 min # Days/Month 21 days
Available Work 440 min Daily Demand 400 units
Time/ Day
Takt Time per time period
Available Work Time
Customer Demand
440
Takt Time 1.1 min/unit 66 sec/unit
400
Need to complete a unit every 66 sec to satisfy average customer demand
Introduction to Lean 8
Takt Time Exercise
80”
75“
65” Takt
60”
Time=66”
50”
40”
40”
A D
B
C
20”
10”
E
2 2 3 2 1
Number of Operators
What would you do?
Introduction to Lean 9
Suggestion Systems
Employee Suggestions System Implementation
Can be the lifeblood of an organization
Formal suggestion systems often fail
Create open culture
In 1989, Japanese companies averaged 37 ideas per employee, of which
87% were implemented; as compared to one idea per employee every 8
years in the U.S.
Source: All You Gotta Do Is Ask by Yorke and Bodek
Introduction to Lean 10
5
Total Productive Maintenance (TPM)
Minimum maintenance – quick response
Prevention by employee teams
Continuous improvement
Planned Downtimes
Introduction to Lean 11
Setup Reduction/Quick Changeover
Single Minute Exchange of Dies (SMED) - Shigeo
Shingo.
Requires planning, staging, and storage areas to
perform “internal activities” for changeovers
Uses video to record the current process,
followed by process improvement.
Introduction to Lean 12
Pull vs. Batch
Supplier
Batch/Make to Stock
Based on forecast Manufa
Large batches = fewer setups cturer
For bottleneck items, larger
batches are desirable.
Smaller batches to reduce Customer
work-in-process (WIP)
inventory Mfg Supplier
Pull/Make to Order
Sub
Match capacity to demand
Mfg Supplier
Final Create flexibility in service
Customers
Assembly
Cross-train employees
Sub Mfg Supplier
Align policies and
procedures with objectives
Mfg Supplier
Introduction to Lean 13
Kanban Systems
The use of a signaling device (card, bell, switch, light) to
notify the (internal or external) supplier that additional
materials are needed –
what is needed (SKU# and description), the quantity needed,
and only when it is needed!
Previous
Sub- Next Sub-
Process or Process
Supplier
Introduction to Lean 14
Ways to Prevent Errors
Discuss some ways to prevent errors!
John Grout's Poka-Yoke Page at Berry College (EDUCATIONAL)
Introduction to Lean 15
Process for Mistake Proofing
Describe Defect and Defect Rate
Determine Defect Location
Study the Process Flow
Observe the Process
Identify Errors and Determine Cause
Determine Prevention Method
Test/Re-test in Extreme Conditions
Introduction to Lean 16
3
Facility Layout
Recommended configuration: U-shaped
Why?
Other Configurations
Z if obstacles; T if merged assembly
Tool: The Spaghetti Chart
Also called Layout Diagram or Physical Process Map
Introduction to Lean 17
Group (Cellular) Technology
Departmental specialization causes wasted motion!
A A A D D
B B B E E E
Introduction to Lean 18
Group (Cellular) Technology
Combine equipment used, steps taken, distances traveled, and
frequency of trips to determine ideal cell configurations.
A A A D D
B B B E E E
Introduction to Lean Spaghetti Chart 19
Group Technology
Establishing cells reduces movement
A D
B B E
C
D
A B B E
Introduction to Lean 20
Lean Improve Activities
Plan for and conduct a week long Kaizen event
Learn by doing, and doing it again
Repeat Kaizen’s for key processes
“Each new improvement reveals new problems!”
Freddy Ballé
The Lean Transformation
Improve Processes
Fight Fires
React
time
Introduction to Lean 21
2
Kaizen Events
“Improve” process for Lean,
3-5 day event
Cross-functional teams
Project completion in 30 days
Support from management
“Walk” the process
Share “peak” experiences
Make quick changes
Introduction to Lean 22
2
Kaizen Event Team
Who do you think the team should include?
Introduction to Lean 23
Kaizen Event - Day 1
Travel - AM
Lean Classroom Training - PM
All participants required to attend half-day Lean training (Intro,
waste, VSM, takt time, etc.)
Review plan for the week
Clarify charter and scope; special needs; available data
Clarify roles/form sub-teams
Distribute materials/post white paper on walls
Introduction to Lean 24
Kaizen Event - Day 2
Current State Mapping - AM
Sub-teams create current process map using large yellow post-its
Label with key data; identify missing data
Identify major opportunities for improvement
Adjust project scope if required
Interview Employees/ Collect Data - PM
Sub-teams time a sample of existing sub-processes (with stop-watches)
Key personnel interviewed for knowledge of problems and suggestions for
improvement.
May be preceded by a tour of the entire process
Introduction to Lean 25
Kaizen Event - Day 3
Current State Value Stream Map
Complete Current State - AM Supplier
Service
Customer
Report-outs of key learnings Monday
Addition of collected data I
RECEIVE
I
PRECUT
I
PRE SPICE
I
FINAL
ASSEMBLY
110 units 125 units 130 units 92 units
Identify key opportunities CT = 6 min CT=5 min CT=3 min CT=5 min
Lead Time =
FPY=92% FPY=90% FPY= 94% FPY= 95%
503 min
Experiments to test viability 6 min
138 min
5 min
143 min
3 min
101 min
5 min Process Time =
19 min
Management progress review Process Efficiency
Total Process Time
19
Total Throughput Time 522
0.036 Throughput
Time = 522 min
Process Efficiency 3.6%
Create Future State - PM
Perform experiments
brainstorm improvement
opportunities and potential
benefits
Create high level future state
Introduction to Lean 26
Kaizen Event - Day 4
Complete Future State Map - AM
Include full value stream linked to customer
Return to plant to test proposed final
recommended changes
Fine tune improvements
Create high-level documentation of new standard
procedures
Create presentation - PM
Introduction to Lean 27
Kaizen Event - Day 5
Practice Presentation - am
Noon - Lunch
Presentation to management
Debrief; Discuss obstacles to success
Next Steps/Responsibilities/Kaizen “Newspaper”
Create new standard procedures
Write report /Send to stakeholders
Celebrate!!!
Goal_________ Date__________
Implementation Team______________
# Action steps to Responsibility Due Date %
achieve goal Date Completed Complete
Introduction to Lean 28
Standardization and Documentation
What are the reasons for standardizing?
Steps necessary to create SOPs:
Answer the following regarding tasks:
Why is it being done?
How often?
Who will do it?
How will it be done?
corrective actions if the task is performed incorrectly
who is responsible
timing for updates and revisions
Introduction to Lean 29
Lean Metrics
Lead time reduction
Objective: at least 50% of industry average
Inventory turn reduction
52 turns per year = 1 week total lead time
Objective: greater than 2X per month
Productivity
Objective: increase at least 1%
Growth
Objective: at least 3X industry average
Introduction to Lean 30
