Basics Of Lean
- 1. Basics of Lean for Manufacturing On-Demand, Defect-Free, One-By-One at the Lowest Cost
- 2. Perception of Lean What do you see? YouTube - Terry Tate Office Linebacker
- 3. Why Are We Really Here?? Quality product for the war fighter Grow our business Keep existing business Be competitive Make your job easier Eliminate process waste Balance the workload Reduce operator burden YouTube - Best Commercial Ever Please click link for video
- 4. Who is effected by our costs? Everyone from Soldiers to children are effected by the cost to manufacture our vehicle Children War fighters Taxpayers Business owners Virtually Everyone
- 5. Training Objectives Define Lean Understand Value and Waste Standard Work One Piece Flow Pull Systems 6S RIE Cycle
- 6. What is Lean? Lean is the identification and elimination of waste Remember Lean is a process for identifying and eliminating waste with the goal of creating Value
- 8. 4 Core tools of Lean 4 key tools: Standard Work 1 Piece Flow Pull Systems 6s and (for all tools)... VISUAL MANAGEMENT 1 6 S P
- 9. Standard Work Takt Time is the Pulse or Heartbeat of the Plant Takt Time = Available Work Time / Customer Demand Standard Work Developed by the operators Repeatable sequence of work operations Standard Worksheets Provides adherence to standard work in the area Used to train operators Displays the sequence of steps for the operators
- 10. One Piece Flow The movement of a product through the process one unit at a time The opposite of Batching Reduces: Wait time Lead time WIP
- 11. 10 Benefits of One Piece Flow Improved Safety Builds in Quality Improves Flexibility Improves Scalability Reduces Inventory Improves Productivity Simplifies Material Replenishment Frees Up Floor Space Makes Lean Take Root Improves Moral
- 12. Pull Systems
- 13. Pull Systems - Example
- 14. Pull Systems
- 15. Lego Exercise
- 16. What is 6S ? 6S- A methodology for organizing, cleaning, developing, and sustaining a work environment. This lean manufacturing tool is referred to as “6S” due to the six steps, all beginning with the letter “S”.
- 17. 6-S Objectives Establish area based teams with clear responsibilities and boundaries. Standardize practices within the work area and across the site. Introduce the practice of area based teams and self audits. Improve safety, productivity, and moral by establishing “a place for everything and everything in it’s place” within the work area.
- 18. Benefits of 6S An organized, efficient workplace for improved productivity. A cleaner work place for improved safety. Reduced inventory and supply costs. Recapturing valuable floor space and minimizing overhead costs. Improve “how we feel” about our product, our company, and ourselves. Provide an “always-ready” customer showcase to promote our business.
- 19. Elements of 6S Sort - what is not needed, sort through, then sort out; “When in doubt, move it out!” Set in Order - straighten what must be kept; make it visible and self-explanatory so everyone knows what goes where. Shine - everything that remains. Clean and inspect equipment, tools and workplace. Standardize - the clean routine. Make it more automatic. Sustain - requires self discipline, stick to the rules and make them a habit. Safety – improve area safety issues and sustain safe practices.
- 20. When to do 6S Space is crowded with parts and tools. Unneeded items are stacked between and around workers. Excess inventory on the floor. Excess items and machines make it difficult to improve process flow. Equipment is dirty and a collection point for miscellaneous materials. Needed equipment such as tools are difficult to find.
- 21. The 8 Wastes Training Exercise: Stop and Identify at least one waste for each category INJURIES DEFECTS INVENTORY OVERPRODUCTION WAITING TIME MOTION TRANSPORTATION PROCESSING WASTE
- 22. Sea of Waste
- 23. “value-adding” changes the fit form or function of the product DRILLING ASSEMBLING PAINTING CUTTING Value Adding
- 24. Non-Value Adding “ non-value adding” consumes time and money ...but does not change the fit form or function of the product SORTING COUNTING STACKING EXPEDITING CHECKING WALKING
- 25. R.I. Events – A 7-Week Cycle 3 weeks preparation: topics, teams, targets 5 days of rapid, focused, team action: DAY 1: STUDY CURRENT CONDITIONS DAY 2: IMPLEMENT MAJOR CHANGES DAY 3: TRY OUT AND DEBUG DAY 4: STANDARD WORK (and redeploy) DAY 5: PRESENTATION (results and recognition) 3 weeks follow-up: all or nothing, solve, sustain
- 26. Rapid Improvement Events a Rapid Improvement Event is; AN INTENSE, FOCUSED ACTIVITY (5 DAYS) A TEAM FOCUSED ON A SPECIFIC AREA each team uses specific Lean tools ROOTS: FORD PRODUCTION SYSTEM APPLIED WHEREVER WORK IS DONE LEARN THE TOOLS BY USING THEM SET MEASUREABLE TARGETS AND GET THERE!
- 27. Value and Non Value Exercise Use the 4 core tools of lean to identify and eliminate waste in the “Toast” Process. Identify waste / Review current process Remove waste / set up target process Trial process and look for additional improvements Reflect on what has been learned
- 28. Toast
- 29. Test 15 Minutes 21 Multiple Questions Covers items in this training Good Luck
Editor's Notes
- #2: VSA was conducted on your area by your peersThis event was part of the action plan Lean is….
- #8: If we applied the materials logic we use on the factory floor to our homes, our homes would look like this. What is wrong with this house? Would you build an addition on your house just to store toilet paper if you could get a bargain from a supplier if it was bought in large volume? Of course not! As consumers, we demand goods in a reasonable quantity and at an affordable price. Do the rooms in this house appear normal to you? Would you organize your house in this manner? Notice everything is out of place. At home, we organize things for our convenience so we can be more efficient, save time and energy. Why don?t we do this aOur material dilemma forces us to store parts where they don?t belong because of the high inventories. Thus, making parts hard to find, hard to count, and moving them long distances. Workplace organization and visual controls provide the tools we need to solve these problems.
- #12: Benefit 1: Improves safety. Research shows that overexertion is one of the main sources of injury in the workplace. When we transition to one piece flow we limit the need to lift heavy pallets and containers of material.Also, one piece flow often reduces the number of forklifts moving about. Did you know there are around 90 deaths and 90,000 forklift related accidents each year in the USA alone?Benefit 2: Builds in Quality. When we “make one, move one” defects are detected immediately (usually the next work station) forcing immediate corrective action.In contrast, when batches of material are produced piles of scrap may result when a defect is detected downstream. Why?
- #26: Rapid Improvement Event is AN INTENSE, FOCUSED ACTIVITY (3-4 DAYS)A TEAM FOCUSED ON A SPECIFIC AREAEach team uses specific Lean toolsROOTS: FORD PRODUCTION SYSTEMAPPLIED WHEREVER WORK IS DONEyou must learn by doingLEARN THE TOOLS BY USING THEMSET MEASUREABLE TARGETS AND GET THERE!