Introduction to Lean
- 1. ABN 95 844 017 962 No part of this presentation to be used commercially without written permission. kanriconsulting@adam.com.au
- 2. Toyota Production System (TPS‟s) Just in Time Plant was established in 1938 at Koromo in Japan. In 1947 Taiichi Ohno from Toyota develops policies to reduce waste within the TPS. By 1955 visual management, kanban, and process levelling are in place. During 1979 /1980 Detroit manufacturers start to investigate the TPS and implement lean principles in USA (although the term lean has not yet been defined in 1980). During 1990 The Machine That Changed The World is released by Womack and Jones. Within the book, the concepts of TPS are given the name „lean‟. This is the first use of the terminology lean. 導入 (c) Ewan Pettigrew 2
- 3. During the 1990s lean spreads from automotive manufacturing to all manufacturing sectors. By year 2000 lean methodologies are being used in other industries such as education, defence, health, and the public sector. 導入 (c) Ewan Pettigrew 3
- 4. Lean is based on the customer's viewpoint in opposition to the traditional view from internal management. Lean is a process based approach looking at the organisational entity process by process. A process has to be of value to the customer to be efficient and effective. The customer may not always be the end user, but may be the next step in the process. Lean looks at the flow of material or information through the process crossing functional boundaries. 導入 (c) Ewan Pettigrew 4
- 5. Once the full process or value stream can be understood, waste can be eliminated improving the process. Lean was developed to be simple where practitioners could range from senior managers to machine operators. Lean‟s simpleness an effectiveness have ensured that lean is a powerful tool used by all. On the contrary Six Sigma, another form of continuous improvement requires a good understanding of statistical methods. 導入 (c) Ewan Pettigrew 5
- 6. Unlike Six Sigma, everyone can participate in lean with minimal training. However, due to personal traits, only some people will be able to effectively function in the role of facilitator. Nevertheless, the success in the role of facilitator is not based on mathematical expertise, but on personal and psychological traits. The facilitator understands the tools and leads the team to solve the problem. However, the facilitator relies on the team of subject matter experts. 導入 (c) Ewan Pettigrew 6
- 7. Lean removes processes or steps which are non value adding. Value is what the customer would be willing to pay for. Why use lean ◦ Lowers costs. ◦ You don‟t have to be a Green or Black belt to understand lean. ◦ Reduces cycle time. ◦ Uses the expertise of process owners to find solutions. ◦ Identifies and eliminates waste. ◦ Minimises inventory. ◦ Improves process flow ◦ Involves the customer. ◦ Increases capacity where there is no funding to increase staffing. 導入 (c) Ewan Pettigrew 7
- 8. What lean is Visual Simple Able to be transferred across industries A methodology System to increase capacity without increasing labour force. What lean is not (misconceptions) Tool to take away jobs / layoffs Only for car manufacturers System to make people work harder A fad Removing all safety stock 導入 (c) Ewan Pettigrew 8
- 9. Lean is about the reduction of waste, overburden, and inconsistency to increase value within a process. The three key concepts of lean ◦ Waste - Muda ◦ Overburden - Muri ◦ Inconsistency - Mura Muda Muri Mura 導入 (c) Ewan Pettigrew 9
- 10. The Iceberg Model of above and below the line Above the line is visible operational work. Below the line is harder to see strategic work. 4. Use of lean toolset 3. Identification of opportunities for improvement 2. Accepted in behaviour and culture 1. Strategy Implementation starts below the water and sustains the visible part. More work is required „below the water‟. 4. Toolset use 3. ID of Opportunities 2. Cultural Acceptance 1. Strategy 導入 (c) Ewan Pettigrew 10
- 11. Early management views the organisation using the functional approach. Under this approach, organisations are built from a number of functions such as finance and human resources. The problem is that if an organisation is built from separate functions, the functions must compete to survive where cooperation lacks. This results in a decreased sharing of knowledge leading to what are known as functional silos. 工程管理 (c) Ewan Pettigrew 11
- 12. Lean methodology considers an organisation as containing a number of processes. The value stream of each process crosses functional boundaries. Therefore process improvement activity involves stakeholders from many traditionally competing functions working together towards a common goal. The process and not the person acting within the process should be viewed as the problem. 工程管理 (c) Ewan Pettigrew 12
- 13. Change management is about having a process (change plan) in place to guide the people and organisation to a new state. People have to be involved in the change process. Organisation‟s culture is not fixed, but ever evolving. Two types of change programs Activity centred program - creating the culture, training Result driven program - achieving measurable improvements Resistance Commitment Performance Acceptance Emotional Time 変化点管理 (c) Ewan Pettigrew 13
- 14. There are four main steps on the change curve. Although the nomenclature may vary between author, the terms are synonymous. The actual curve, or line on the diagram takes the form of an oscillating wave starting with moderate performance and leaving the diagram with a high level of performance. Change agents should refer to where the culture is on the diagram and aim to raise performance by acting in the relevant quadrant. Resistance Commitment Performance Acceptance Emotional Time 変化点管理 (c) Ewan Pettigrew 14
- 15. Prosci‟s Seven Principles ◦ 1. Senders and receivers 2. Resistance and comfort 3. Authority for change 4. Value systems 5. Incremental vs. radical change 6. The right answer is not enough 7. Change is a process Senders and receivers Resistance and comfort Authority for change Value systems Incremental vs radical change The right answer is not enough Change is a process 変化点管理 (c) Ewan Pettigrew 15
- 16. Prosci‟s 3 Phase Model Phase 1: Preparing for change Phase 2: Managing change Phase 3: Reinforcing change Similar to Lewin‟s change model Prepare Manage Reinforce Unfreeze Change Refreeze 変化点管理 (c) Ewan Pettigrew 16
- 17. Prosci proposed a model to manage and enact cultural change is the ADKAR model. The five steps in the ADKAR model are; Awareness Desire A D • Awareness • Desire Knowledge Ability Reinforcement K A R • Knowledge • Ability • Reinforcement 変化点管理 (c) Ewan Pettigrew 17
- 18. The alternative to the ADKAR model is Kotter‟s 8 Steps. Anchor Change Build Change Create Wins 1. Create urgency 2. Form a powerful coalition 3. Create a vision for change 4. Communicate the vision 5. Remove obstacles 6. Create short-term wins 7. Build the change 8. Anchor the changes in corporate culture Remove Obstacles Communicate Vision Create Vision Form Coalition Urgency 変化点管理 (c) Ewan Pettigrew 18
- 19. Under Maslow‟s needs model, people must satisfy lower needs (such as basic needs and safety needs) before they can act towards satisfying higher level needs. It is therefore important to understand that key to getting employees onboard the change process is to ensure that there basic needs are met, and that safety such as job security is guaranteed. Listening to the employee and getting the employee‟s insight into the process will help to satisfy the employee‟s basic needs. Satisfying the lower needs will help to reduce resistance to the change process. Self actualusation Esteem needs Social needs Safety needs Basic needs 変化点管理 (c) Ewan Pettigrew 19
- 20. Sources of resistance to change Employee A D K A R Notes / solutions Past experience of organisational change Deficiencies in awareness Message not communicated clearly Lack of ownership Insufficient visible support by management Fear of job loss Loss of control Coaching Plan 変化点管理 (c) Ewan Pettigrew 20
- 21. Sponsor Roadmap The sponsor roadmap details the main activities required from the project sponsor to ensure that the organisational changes can be made to proceed the project, The sponsor roadmap should be prepared by the project manager. Target Group Activity Date / Time Notes With the Project Team With Executive Managers and Sponsors With Employees Sponsor Road Map 変化点管理 (c) Ewan Pettigrew 21
- 22. Force field Analysis Developed by Kurt Lewin Where forces are equal there is no change. Driving forces must exceed restraining forces for change to proceed. Restraining Forces Driving Forces Desire d State 変化点管理 (c) Ewan Pettigrew 22
- 23. Dice Model Developed by Boston Consulting Group. Duration (D) Integrity (I) Commitment (C) ◦ ◦ C1 From Sponsor C2 From implementation team. Effort (E) D + (2 x I) + (2 x C1) + C2 + E An online calculator can be found at http://dice.bcg.com/dice.html 変化点管理 (c) Ewan Pettigrew 23
- 24. Building a successful team is crucial to progression of a lean project. Teams should contain a number of stakeholders from different functions associated with the process. Looking at the full value stream, it is not uncommon to have external customers as part of the improvement team for a project. It is important to have team members who hold different positions and attitudes to avoid groupthink. There may be times when persons have to be removed from the team for the greater good of the project. However, this should be avoided unless totally necessary, as these resistant members may have valuable input which is not being effectively elicited. Performing Forming Norming Storming Performance チーム ビルディング (c) Ewan Pettigrew 24
- 25. Dr. Bruce Tuckman developed a model of team development, which if followed, allows us to understand why challenges are occurring in the teams relationships, and gives us insight into how to overcome these challenges. Performing Forming 1. Forming Norming 2. Storming 3. Norming 4. Performing Storming Performance チーム ビルディング (c) Ewan Pettigrew 25
- 26. The facilitator guides a team through a process whilst staying neutral to the outcome. The facilitator uses knowledge and expertise of lean tools to guide the stakeholders who have knowledge in the process through the lean activity. The facilitator must stay neutral to the content The facilitator must handle all participants equitably regardless of opinion The facilitator must prevent or stop conflict forming within the group 促進 (c) Ewan Pettigrew 26
- 27. The facilitator must steer the discussion back on course The facilitator should allow the group to set its own rules The facilitator must remain impartial whilst guiding the group enable every voice to have a say be able to step in as an authority when a group rule is breached show an interest in the discussion without taking a position 促進 (c) Ewan Pettigrew 27
- 28. Often facilitating is difficult, as in many instances the facilitator will be drawn from the group or from an external organisation. In these cases, where the facilitator is not a direct manager, the facilitator will have no direct authority over the group. Therefore the facilitator must effectively influence the group. The facilitator is therefore not the manager, but the leader. 促進 (c) Ewan Pettigrew 28
- 29. Without a facilitator, the groups output will generally align with the opinion of the strongest person in the group, or group leader. This leads to what is known as group think, where members feel inclined to put forward ideas aligned with the groups internal culture. 促進 (c) Ewan Pettigrew 29
- 30. Stages of Facilitation Planning - Plan the scope of the workshop and ensure that it meets the sponsor's expectations Planning Designing Designing - Develop the inner details of the workshop and inform attendees The Event - Use a number of lean tools to guide the team to provide output Afterwards - Review the process to learn how to improve future workshops Event Afterwards 促進 (c) Ewan Pettigrew 30
- 31. Before the event, the facilitator must have goals and a plan for the event. However, the facilitator must allow the discussion to flow as per the group‟s intent. During the event, the facilitator should be free to facilitate. Roles such as minute taking should be given to other individuals to allow the facilitator to concentrate on the voice of the customer. Planning Designing Event Afterwards 促進 (c) Ewan Pettigrew 31
- 32. At the end of the event, if a summary is to be given to the project sponsor (who usually will not attend workshops), the facilitator will guide a member of the group to present the summary to the sponsor. The guiding shall include mentoring and coaching. Planning Designing Event Afterwards 促進 (c) Ewan Pettigrew 32
- 33. Brainstorming Focus on quantity Withhold criticism Welcome unusual ideas Combine and improve ideas Each brainstorming session should address a single problem. One sitting could involve a number of sequential problem sessions. affinity ideas Group the sticky notes in vertical categories. The largest category may be the most important. 促進 (c) Ewan Pettigrew 33
- 34. All employees are involved in the improvement process Employees are empowered to make change Feedback is given as to why or why not an initiative gains sponsorship Improvements are rewarded and recognised through mechanisms such as newsletters Muda Muri Mura 瑛展 (c) Ewan Pettigrew 34
- 35. • LEAN IS • • • • Visual Simple Customer Focused Value Focused LEAN IS NOT A tool to takeaway jobs Only for car manufacturers Weighed down by statistics 瑛展 (c) Ewan Pettigrew 35
- 36. 1. Identify and Map the Value Stream 2. Create Flow by Eliminating Waste 3. Respond to Customer Pull Value Stream Value 4. Pursue Perfection 5. Identify Customers and Specify Value Perfection Flow Pull (c) Ewan Pettigrew 36
- 37. 1. Identify Customers and Specify Value. Value must be seen from the customer‟s viewpoint. We should not view value from an internal viewpoint. Value Stream Value 2. Identify and Map the Value Stream. The value stream may cross organisational boundaries and includes all steps required to provide a product or service to the customer Perfection Flow Pull (c) Ewan Pettigrew 37
- 38. 3. Create Flow by Eliminating Waste. Focussing on the product, ensure that there can be one piece flow by eliminating bottlenecks and batching. 4. Respond to Customer Pull. Match production with demand. Do not over or under produce, try to avoid forecasting as much as possible, to produce what the customer wants, when the customer wants, delivered to where the customer wants. Value Stream Value Perfection Flow Pull (c) Ewan Pettigrew 38
- 39. 5. Pursue Perfection As pull and flow increase, more waste becomes visible, eliminate that newfound waste in an iterative process. Value Stream Value Perfection Flow Pull (c) Ewan Pettigrew 39
- 40. The customer is any stakeholder who has a vested interest in our product or service. The customer may be internal or external to the organisation. The customer should not be confused with the end user. Identify Customer Identify Requirements of Customer The end user is one of many customers. Customers include the next step and the next process, along with users of the product or service. Identify Relevance of Customer‟s Requirements (c) Ewan Pettigrew 40
- 41. To determine what is Critical to Quality (CTQ) for the customer. Identify Customer We can use focus groups, interviews. We must question both internal and external customers. VOC is used to identify requirements. There are numerous forms and templates for collecting the voice of the customer. Identify Requirements of Customer Identify Relevance of Customer‟s Requirements (c) Ewan Pettigrew 41
- 42. Developed by Taiichi Ohno from Toyota Transportation Inventory Motion Waiting Over processing Over production Defects Transportation Motion Inventory Muda Over Production Remember these by thinking of the name TIMWOOD. Motion Over Processing Waiting 無駄 42
- 43. Transportation – Excessive relocation of goods, information, or workers. Usually inter process instead of intra process. Adds time to process. Risk of damage. Causes – Poor layout, lack of regional supplier relationships, lack of understanding of the flow within the process. Typical Process 5% Value 95 % Non value (waste) 無駄 (c) Ewan Pettigrew 43
- 44. Inventory – There is a cost involved in storing items or information. The cost could be from insurance, space used, stocktaking, or many other reasons such as stored items becoming damaged, obsolete, or lost. VA RNVA NVA Therefore many supermarkets and hardware stores (most visibly) have reduced the size of their warehouses, to have items delivered to be stocked straight to the retail floor. SAVED 0 50 100 Causes - Batch production, over production, push systems, incorrect forecasting, excessive safety stock (unreliable suppliers). 無駄 (c) Ewan Pettigrew 44
- 45. PROCESS – WASTE MEASUREMENT TOOL Motion – Motion should not be confused with transportation. Motion generally involves movement within the process. This could be due to poor work cell layout, poor organisation of a process or distance to a spare parts bin. Motion should not be limited to physical motion, it could also encompass movement around a badly designed GUI. Causes - No 5s, bad layout, no standard work. STEP DESCRIPTION V T I M W O O D PIE CHART OF WASTES 無駄 (c) Ewan Pettigrew 45
- 46. Waiting – Waiting is where downtime, idling, or inactivity results from such problems as queuing in the process. Waiting results in longer lead times and reduced flow. Work in progress is also increased. Slowed delivery reduces customer satisfaction. Causes – Bottlenecks, Insufficient capacity, no standardised work, unbalanced work, no maintenance planning, upstream quality problems, excessive setup times. 無駄 (c) Ewan Pettigrew 46
- 47. Over processing – Any non required processing involved in the production of an item or service such as rework. Transportation Motion Inventory Causes – Rework, defects, lack of training, excessive lead times, unclear goals, misunderstanding of VOC, Muda Over Production Motion Over Processing Waiting 無駄 (c) Ewan Pettigrew 47
- 48. Over production – Is inaccurately forecasting demand and producing too many items. Transportation Motion Inventory These items have to be stored at a cost, become obsolete in storage, or have to be sold below cost, or destroyed at a cost. Over production also results from batch processing or producing the wrong item and can also hide inefficiencies Muda Over Production Motion Over Processing Waiting Causes - Batch production, forecasting, not using SMED, push systems. 無駄 (c) Ewan Pettigrew 48
- 49. Defects - Errors resulting from the process which create additional work or quarantine. Transportation Motion Inventory Causes. Improper tools being used, poor communication, untidy workspace, no standard work, lack of quality, lack of training. Muda Over Production Motion Over Processing Waiting 無駄 (c) Ewan Pettigrew 49
- 50. Radar or spider chart showing audited amounts of waste in a fictional organisation. Each of the wastes in a process could be given an overall percentage by time or occurrence rate form example. Transport Defects Inventory Over Processing Motion The radar chart could be placed on a visual management board. Over Production Waiting 無駄 (c) Ewan Pettigrew 50
- 51. Continuous Improvement must be part of the strategic plan. A strategic plan is a document used to communicate the organisation‟s goals, the actions needed to achieve those goals and all of the other critical elements developed during the planning exercise 方針 管理 (c) Ewan Pettigrew 51
- 52. Vision: + Mission: + Values: = Strategy PEST Political Economic Social Technical SWOT Strengths Weaknesses Opportunities Threats 方針 管理 (c) Ewan Pettigrew 52
- 53. PEST is a tool used to identify and understand external environmental factors that affect our organisation. Political: Extent of bureaucracy Government in power/Stability Employment legislation Likelihood of change on the political front Tax policy, and trade and tariff controls 方針 管理 (c) Ewan Pettigrew 53
- 54. Economic: Stage of the business cycle Budget Labor supply Exchange rates (procurement) along with new and retiring equipment. Sociological: Health consciousness Attitudes to work Cultural aspects Career attitudes 方針 管理 (c) Ewan Pettigrew 54
- 55. Technological: Competing technology developments Maturity of technology Information technology Networks, internet Technology access Intellectual property issues, advances in manufacturing Sharing of information 方針 管理 (c) Ewan Pettigrew 55
- 56. A SWOT analysis enables us to identify the positives and negatives both inside our organisation and external to our organisation. Internal S W External O T Strengths, Weaknesses - Internal Opportunities, Threats - External Strengths: Characteristics of our organisation that give us an advantage. Weaknesses: Characteristics of our organisation that disadvantage us. Opportunities: Situations where we could potentially excel. Threats: Environmental factors external to our organisation that may disadvantage us. 方針 管理 (c) Ewan Pettigrew 56
- 57. The P in PDCA Vision statement Mission statement Goals Used to develop and uses ◦ Types of strategic planning Goals based strategic planning Issues Based strategic planning 方針 管理 (c) Ewan Pettigrew 57
- 58. Hoshin Kanri ◦ Developed by Professor Kaoru Ishikawa ◦ Influenced by tableu de bord ◦ Authority must be delegated ◦ Focus on a shared goal, align goals ◦ Communicate that goal to all leaders ◦ Involve all leaders in planning to achieve the goal, and ◦ Hold participants accountable for achieving their part of the plan 方針 管理 方針 管理 (c) Ewan Pettigrew 58
- 59. Hoshin Kanri ◦ Visual method of strategic planning ◦ The hoshin process does not lose sight of the day-to-day "business fundamental ◦ Follows on from a SWOT or PESTL analysis ◦ Uses PDCA cycle FIND ALIGN DEPLOY IMPLEMENT REVIEW • the Hoshin • The organisation • plans • changes • and improve 方針 管理 (c) Ewan Pettigrew 59
- 60. Data must be collected firstly to measure a baseline, and secondly to confirm that an improvement has been made. We can also use the data for later stages. If we collect and understand the data, we can control the process. Measure Data Type Definition Who collects Source Frequency Data Collection Form We will concentrate on measuring quantitative data (numerical). However, in cases such as cultural surveys, qualitative data may be measured. Data collection plan (c) Ewan Pettigrew データ収集 60
- 61. Data can consists of efficiency and effectiveness measures. Measure Data Type Definition Who collects Source Frequency Data Collection Form Effectiveness Measures investigate whether customers‟ requirements are being met. These measures could include the percentage defective and delivery time. Efficiency Measures investigate the allocation of resources used to meet customers‟ requirements. These measures could include cost and cycle time. Do not use anecdotal data. Data collection plan (c) Ewan Pettigrew データ収集 61
- 62. Data Collection Plan. Measure Data Type Definition Who collects Source Frequency Data Collection Form When measuring baselines, we can use either historical or new data. The advantage of historical data is that it already exists. However, there may be costs such as time involved converting historical data to a useful format. When measuring results, we generally use new data. If new data is to be collected, a data collection plan should be created. The data collection plan should be verified with project stakeholders to ensure that the data can be collected, and permission is granted to collect the data. Can use historical data or new data. Data collection plan (c) Ewan Pettigrew データ収集 62
- 63. We must define the unit of measure…. Measure Data Type Definition Who collects Source Frequency Data Collection Form Methods of data collection. Automatic or manual. From the data, we can determine if there is a problem to improve. A good method is to collect continuous data, as count can be derived from continuous, but not the other way around. Data collection plan (c) Ewan Pettigrew データ収集 63
- 64. After we have completed the data collection plan, we can then organise the data collection form for our specific job. Measure Data Type Definition Who collects Source Frequency Data Collection Form This could be a check sheet to collect the data through ticks, or a form for excel. Do not get data collection plan and data collection form confused. データ収集 (c) Ewan Pettigrew 64
- 65. Each process contains a number of steps. Process elements can be measured as; Step time – The time taken for a step of a process, there will be multiple step times in a process Cycle time – Is the total time taken for a process. All step times added together equal cycle time. Touch Time – Is the actual time that an operator interacts in a step. Touch time identifies efficiency. Queue time - awaiting next step (c) Ewan Pettigrew 65
- 66. Takt time – Time available per shift / customer demand per shift. Lean organisations aim to produce or move to takt time so that there is neither excess or under inventory. In other words takt reduces inventory. OEE = Availability x Performance x Quality Lead time = inventory quantity * takt / available work time per day Pitch = number of parts in box * takt time Little‟s Law - Lead Time = WIP (units) / ACR (units per time period). (c) Ewan Pettigrew 66
- 67. Traditionally manufacturing used a push system to push parts through a production line or to the customer. Push systems rely on forecasting demand and the error between forecasting and demand equals inventory. Push systems should be eliminated where possible and reduced where push systems are absolutely required. Materials Continuous Flow Product Push systems lead to bottlenecks and overburden. 流れ (c) Ewan Pettigrew 67
- 68. Lean aims to remove bottlenecks and use one piece continuous flow. In addition, the flow should only occur when an item is requested or needed (otherwise unneeded inventory must be stored at the end of the process). If demand is forecast incorrectly or inconsistently the system is known as a push system. Japanese managers created a pull system to request items when required known as kanban. The kanban system was created before the widespread use of computers, and utilises cards to signal demand for items. 流れ (c) Ewan Pettigrew 68
- 69. When an item or batch (we aim to minimise, not eliminate batching) is used from a local parts inventory, the customer, or process worker sends back the card or empty container (for batch) which requests the next process upstream to move forward the part(s). The kanban card may travel all the way to the start of the process crossing divisional and organisational boundaries right back to the mine for the raw material if so required (although this case may be a little extreme). 流れ (c) Ewan Pettigrew 69
- 70. FIFO stands for first in first out. Many supermarkets now employ (parallel) FIFO lanes for milk. The milk is stocked from inside the fridge by the operator and falls down a chute type hopper with the first one put on, the first one to be removed by the customer (so that the earliest use by dates are used first). However the FIFO lane concept in lean goes further. The FIFO lane is also used as a buffer with marking lines for inserting and removal. If the inserting line overflows, then there is an obvious alert of overproduction. Analyse current work flow Redesign process Produce for one piece flow Develop employees that are multi skilled Balance the load Pace to takt time 流れ (c) Ewan Pettigrew 70
- 71. The FIFO line can therefore be used to ensure that earliest perishable items are used first, and to couple the supply side to the customer side where there is no continuous flow, kanban, or supermarket (the lean term supermarket). Supermarkets can also be used where there is no continuous flow in part of the process upstream. This may be due to one step requiring a part which can only be made by batch production. The supermarket is a storage box or location which holds the required inventory. People Information Raw Material Components Products Tools Engineering 流れ (c) Ewan Pettigrew 71
- 72. Real Life Example Think of when we order a sandwich at a famous worldwide chain store. The sandwich is not premade. The sandwich is customisable to the voice of the customer (you). The sandwich is made on front of you just in time in one piece flow. Compare that to other food retailers which may use forecasting. FIFO lanes in drive though restaurants. If the operators skipped the hardest orders to do the easiest orders first, there would be no way to change the orders of the cars in line to collect it. Therefore drive throughs use FIFO. 流れ (c) Ewan Pettigrew 72
- 73. BEFORE Aim to level peaks and troughs in demand and hence production. We are looking at Mura (unevenness) also reduced Muri (overburden). Process levelling creates a balance of work at each step. Customer demand variation and batch processing causes unevenness 1 2 3 4 5 6 7 8 9 10 11 AFTER 60 50 40 Levels production over a specific period of time 30 20 10 0 1 2 3 4 5 6 7 8 9 10 11 平準化 (c) Ewan Pettigrew 73
- 74. Load Levelling Charts. Load Levelling Charts can be used for load levelling. Draw Takt time on chart. 120 100 80 60 40 20 0 1 Draw time for each worker on chart. If Takt time is 100%, then it is a Percent Load Chart. 2 3 4 120 100 80 60 40 20 0 1 2 3 4 平準化 (c) Ewan Pettigrew 74
- 75. Real life examples ◦ A road where lanes can be reversed depending on time of day. ◦ Traffic control centrally modifying traffic light sequences due to traffic. ◦ One line in a shop, which splits into 5 registers. A number flashes up when the next register is free. 平準化 (c) Ewan Pettigrew 75
- 76. Cell layout can be seen as a concept from manufacturing, where work cells are laid out to reduce number of operators for a process and reduce wasteful motion in a process or processes step. Spaghetti chart tools are first used to map out motion and distance in the cell. Once the motion is mapped, the physical layout of the process can be redesigned to reduce waste so that the process contains more value. Methods engineers are employed within some organisations to develop work processes which involve fewer steps hence less motion. 屋台 (c) Ewan Pettigrew 76
- 77. Everything required for step or set of steps in process is contained within the cell. Floor space required is reduced. More tasks can be undertaken by one person. Less motion required in task. Cell layout is an evolution of the production „line‟. Different cell layouts can be more efficient than a straight line. 屋台 (c) Ewan Pettigrew 77
- 78. I or Straight U cell T cell Comb and Spine L shape 屋台 (c) Ewan Pettigrew 78
- 79. I I Cell The traditional production line. Yes, it can be used as a cell to contain all processing functions. Traditionally there would be a number of lines for different functions. New lines cross functions by using cellular theory. Examples Sandwich shop Production „line‟ I 屋台 (c) Ewan Pettigrew 79
- 80. U cells U Cell – Gives ownership, reduced handling and operator can see entire path, multi skilling. Good when short on labour. I I U cells are actually a variation of the I cell or straight line. However, the line has been curved to allow multiple steps to be undertaken by one operator. Example – Think of how your kitchen may be designed at home so that you can work in the kitchen as one operator. 屋台 (c) Ewan Pettigrew 80
- 81. T Cell – Where there are two or more sources of input. Good for work areas with different products but similar processes. Can be used for process levelling. I.e. where the two feeder lines are half the rate than the output line. Example – Lucky dip factory (uses same outer wrapper, but different contents). 屋台 (c) Ewan Pettigrew 81
- 82. Comb and Spine For products that should exit the process at various stages of transformation. Examples Where you can buy a product assembled or unassembled, chances are, that the product came from a comb and spine cell. 屋台 (c) Ewan Pettigrew 82
- 83. L Shaped In a square shaped room or to give an operator more desk or table space (allowing the operator to perform more than one task). Examples The office environment. Computer on one desk, filing cabinet at 90 degrees. 屋台 (c) Ewan Pettigrew 83
- 84. Spaghetti Diagram Used to get a bird‟s eye view of the process Create a scale map Different colours could be different people or different steps in the process Real life example Has been used on TV to show where a player has been on a football field. 屋台 (c) Ewan Pettigrew 84
- 85. We can transfer the principles of work cell layout to. Retail layout In the coffee shop The barista has a sell where the coffee is made. Transfers to your cell at table with cinnamon, sugar, lids, spoons etc. You then move to next cell, where you drink it. Office layout Fax Machine -> Computer -> Printer -> a Mail Tray -> 屋台 (c) Ewan Pettigrew 85
- 86. Quick changeover is also known as Single Minute Exchange of Die (SMED). We use the term quick changeover more commonly, as we don‟t want to limit the technique to change of dies. Although we may aim for change over to take a single minute, rarely is that achievable. (c) Ewan Pettigrew 86
- 87. SMED was developed by Shigeo Shingo of Toyota. SMED originally contained 8 steps. Although these 8 steps may seem suited to the manufacturing environment, certain steps can also be seen as value adding in the office environment. Separate internal and external setup operations Convert internal to external setup Standardise functions Eliminate fasteners or use clamps We aim to do as much of the preparation to change the setup whilst the process is running. Use jigs Use parallel operations Traditionally we have to stop the process to change the setup of the process. Eliminate adjustments Mechanise (c) Ewan Pettigrew 87
- 88. Changeovers contain elements. Internal Elements - must be completed once the equipment is stopped Change over time External Elements may be completed while the equipment is running. Before quick changeover all elements of the changeover are internal. Change over time (c) Ewan Pettigrew External Time 88
- 89. Real Life Examples Position tools and work stands Loading your computer up (could already have it booted in the morning instead) Finding files before starting process. Bringing paper from warehouse and reloading photocopier during process of copying. Reading procedure 'for the first time' during process (why not read first, so you get your head around process). Don't be confused, still read procedure and follow in process. Change over time Change over time (c) Ewan Pettigrew External Time 89
- 90. Just in time means having only what is required at the right place; when needed in the right time by one piece flow. Sometimes JIT is used as another name for lean. JIT in its essence is inventory reduction. Kanban (or a similar system) is central to the success of JIT. A mizusumashi (water strider) is a person employed to bring parts to where they are required just in time. (c) Ewan Pettigrew 90
- 91. Real Life Examples By using JIT in a mechanical workshop, monthly stocktaking requirements are reducing allowing mechanics to concentrate on core responsibility of servicing cars. Just in time employees? Casual workforce employed on call when demand requires. Fast food etc. Otherwise rosters scheduled no earlier than a week in advance. We get milk JIT. Why would we stock up in bulk on a perishable item? (c) Ewan Pettigrew 91
- 92. Supplier associations should be formed from a network of suppliers. The focus should be on the whole supply chain to enable a lean supply chain crossing organisational boundaries. The relationship should be mutually benefitting and long term. As such, meetings should be held on a regular basis to discuss planning and improvement. Trust is a prerequisite to ensure sharing of knowledge. A C B D Traditional A Strategic suppliers and key customers should be involved in the discussion. D E B E C Kyoryoku Kai 強力 会 (c) Ewan Pettigrew 92
- 93. Founded on shared knowledge and shared goals. These joint logistic working group associations are required to ensure and sustain kanban and JIT. All suppliers must be assessed and/or trained before entering the supply chain. A C B D E Traditional A D E All suppliers must embrace CI. Improvement Leaders Social events may be organised to cross organisational boundaries. B C Kyoryoku Kai 強力 会 (c) Ewan Pettigrew 93
- 94. The engineering discipline has developed up with a number of root cause analysis tools over the . These tools include FMEA and 8 Disciplines. If we wish to make our analysis understandable to all participants of a lean activity, we may wish to choose the Ishikawa or Fishbone method. Effect Secondary Level However, we are not bound to the simplest methods and may wish to choose FMEA where it is required (FMEA is not discussed in this course). Tertiary Level 根本原因分析 (c) Ewan Pettigrew 94
- 95. Whilst consulting for Kawasaki in the 1960s Dr. Ishikawa developed fishbone diagrams as a simple cause and effect tool. The fishbone diagram is designed to show causes of an unwanted event. Effect Most commonly in the manufacturing environment, there are six major fish bones being; Methods, Machinery, Management, Ma terials, Manpower, and Environment. Secondary Level Tertiary Level From each major bone connects a minor bone, which can again connect to a smaller bone to flow back as far as we wish to investigate. All bones or causes shall flow to the effect. 根本原因分析 (c) Ewan Pettigrew 95
- 96. Another example is the 5 whys. The 5 whys involves asking why 5 times to get to the root of the problem. 5 Whys Real Life Example Speeding ticket Why 1 Late for work Why 2 Slept in Why 3 Went to bed too late Why 4 Soccer was on Why5 Don‟t have PVR We can actually delve less or deeper. However 5 levels seem to be a fair depth. 根本原因分析 (c) Ewan Pettigrew 96
- 97. Developed in Japan by Hiroyuki Hirano, 5s can simply be seen as good housekeeping. By following five simple steps, all tools were easily accessible, in the right spot, and the workshop was not cluttered with unneeded tools. Sort Sustain Straighten Over the last 20 years, the 5s methodology has been transferred from the shopfloor to the administrative, medical, and defence industries to good effect. Standardise Shine 整理 整頓 清楚 清潔 躾 (c) Ewan Pettigrew 97
- 98. Sorting – Sorting is removing unnecessary or duplicate tools. In the office environment these tools may be staplers or photocopiers. Unneeded tools clutter the workspace, make it harder to find the right tools and have to be maintained and calibrated like needed tools. Sorting may be the hardest step as we humans have a primal tendency to horde in case of disaster. Therefore if a team member resists removal of an item, the item could instead be quarantined or „red tagged‟ for a period of time. If the tool is not used in this period of time, the tool can then be disposed of for good. Sort Sustain Straighten Standardise Shine 整理 整頓 清楚 清潔 躾 (c) Ewan Pettigrew 98
- 99. Where items cannot be disposed of completely, the runners, repeaters, and strangers method may be used. This method may be called for, where an item is too costly to replace, or where an item is used intermittently and outsourcing is uneconomical. Sustain Sort Straighten Runners – Place within the work cell tools or machines used everyday. Repeaters – Place within short reach, tools or machines used weekly or less (such as irregularly) Standardise Shine Strangers – Place within a warehouse tools or machines which are rarely used 整理 整頓 清楚 清潔 躾 (c) Ewan Pettigrew 99
- 100. Straighten – Straightening is organising the tools so that they are easily accessible, not piled up, are easily seen, and have a recurring home. It is also important in the straighten process to ensure that tools are positioned relative to their position within the process. Shine – Shining is cleaning the workspace and tools to the new level of standard. At this stage, photographs should be taken of the new work area. It should be ensured that the work area is kept to this standard not just at the end of each day, but during each process. Sort Sustain Straighten Standardise Shine 整理 整頓 清楚 清潔 躾 10 (c) Ewan Pettigrew 0
- 101. Standardise – Standardising is using the photographs to ensure that the new layout becomes the new standard or baseline. Sustain – Is being disciplined to ensure that the workplace does not return to its old standard. To ensure sustainment, check sheets for 5s compliance may be created, which managers can ensure compliance to at consistent timeframes. Sort Sustain Straighten Standardise Shine 整理 整頓 清楚 清潔 躾 10 (c) Ewan Pettigrew 1
- 102. As Toyota put it, jidoka is automation with a human touch. Machine automatically stops work, and operator is alerted through signal such as andon The operator can therefore correct the problem (containment), restart the machine, and raise the issue to management (to pass to suppliers) or maintenance to ensure that the problem does not occur again. Jidoka improves quality and empowers the operator. Allows operator to manage more than one machine at once. (c) Ewan Pettigrew 自働化 10 2
- 103. Real life examples. Washing machine stops and beeps where there is a load imbalance. Thermostat turns oven off if oven exceeds a certain temperature. Computer stops processing and displays error message for user when problem develops. TV turns off if remote is not used for certain period. (c) Ewan Pettigrew 自働化 10 3
- 104. Suggestion of improvement direction can come from a number of directions. A top down direction can come from management, internal direction may come from quality circles. Bottom up initiatives may come from process workers. In addition, improvement suggestions may come from customers within the process this is known as Voice of the Customer (VOC). Problem and Countermeasures Area: Manager: N o Date Description Immediate Action Long term Solution A p p r o v e d Owner Due Date S af et y Pr io ri ty St at u s 1 11/01/13 Trip hazard Moved cables 5s area Y Hasselhoff 12/12/1 3 N 2 C o m p A standardised way to collect improvement initiatives is to position a Problem and Counter Measures sheet in a commonly traversed work area, even the lunch room. The philosophy of lean is to be open about direction and accessible for every worker‟s input. (c) Ewan Pettigrew 提案 10 4
- 105. The PCM may be reviewed on a weekly basis by the section supervisor or lean representative who shall approve an initiative, or provide feedback to the initiator. Problem and Countermeasures Area: Manager: N o Date Description Immediate Action Long term Solution A p p r o v e d Owner Due Date S af et y Pr io ri ty St at u s 1 11/01/13 Trip hazard Moved cables 5s area Y Hasselhoff 12/12/1 3 N 2 C o m p (c) Ewan Pettigrew 提案 10 5
- 106. Poka Yoke is a Japanese term which translates as mistake proofing. It is sometimes mistakenly assumed to translate as idiot proofing. The innovators behind Poka Yoke realised that the error was in the process and not in the operator. Every year, many highly regarded skilled people make mistakes in their jobs. Often this is through complacency from zoning out, or after taking one mistaken shortcut after 40 years. (c) Ewan Pettigrew ポカヨケ 10 6
- 107. Through Poka Yoke opportunities for error are eliminated from the process. A Poka Yoke template can be used to record opportunities for error proofing and actions taken. Process: Owner: Problem Problem rate Step in process Error resultin g Root Cause Poka Yoee Solution Control Measure ment Respons ible 3 types of mistake proofing devices Stop device Control Devices Error control Flow control Warning Devices Warning signal Defect signal (c) Ewan Pettigrew ポカヨケ 10 7
- 108. Examples in our lives; Unleaded and Diesel nozzles Electrical plugs 3.5” disk orientation Safety handle on lawnmower Hole near top of some sinks Go-no go gauge in car parks ATM take your card before money Spell checker on computer Laser in elevator Car beeps when keys left in Car beeps when keys out but headlights on Baby proof lids (c) Ewan Pettigrew ポカヨケ 10 8
- 109. Visual management is making the operations of the workplace visually simple so that anyone in the environment can determine what is happening without having to read documentation or asking questions. Visual management can be the colouring of screwdrivers for different screws, the displaying of warning or caution lights in the workplace, or more in depth “visual management boards”. The aim of visual management is to convey the message, or what is happening to everyone within the environment. Measures are not to be aggregated. (c) Ewan Pettigrew めで見る 管理 10 9
- 110. A simple visual management system is the „andon‟ light. On a printer, the andon light may glow if there is a paper jam, or flash when the printer runs out of paper. What is important is that different signals describe different situations. Visual management boards detail process or business metrics such as number of defects, downtime, injuries, or current tasks to be completed. XYZ Administrative Tasks Daily tasks Weekly tasks Visual management boards should be simple and uncluttered. It is more important to get a little good information than a lot of non useful information on the visual management board. Kamishibai Board (c) Ewan Pettigrew (c) Ewan Pettigrew めで見る 管理 11 011 0
- 111. Visual management boards should be updated by persons undertaking the work and not just management. Everyone should be empowered by lean and take responsibility. For managers to update the boards would not be lean, as there is an extra step in the process to share information. The more steps, the more opportunities for corruption in the data. By making information available in a public area, supervisors or other team members can see the facts on the wall and do not have to rely on hearsay whilst making decisions. Japanese companies have rooms called the Obeya where graphs and statistics are displayed. (c) Ewan Pettigrew めで見る 管理 11 1
- 112. Real Life Examples Traffic Lights Vacancy sign on motel Andon lights in car park Beeping buzzer you get given in cafe Pressing in the decaf or skim plastic on disposable coffee lid. Different coloured milk bottles. (c) Ewan Pettigrew めで見る 管理 11 2
- 113. Standard work involves documenting the best practices for work, so that work is performed the same way each time. No one likes to buy an item after inspecting a friend‟s to find that it is considerably different. If work was standardised, all items from a manufacturer‟s line would be of identical quality. Organisation Name Procedure Name Work Cell Name Machine Name PHOTO Step Description Tools Procedure Operators Approved by 1 Standard work should involve the process simplified using as few steps as possible. Once the process is documented, the process should be followed each time the process is performed. Through standard work, safety is increased and downtime is minimised. 2 3 4 5 6 7 8 9 10 11 Date (c) Ewan Pettigrew 作業標準 11 3
- 114. Standardised work is documenting the best practices for work, so that work is performed the same way each time. No one likes to buy an item after inspecting a friend‟s to find that it is considerably different. If work was standardised, all items from a manufacturer‟s line would be of identical quality. Organisation Name Procedure Name Work Cell Name Machine Name PHOTO Step Description Tools Procedure Operators Approved by 1 Standard work should involve the process simplified using as few steps as possible. Once the process is documented, the process should be followed each time the process is performed. Through standard work, safety is increased and downtime is minimised. 2 3 4 5 6 7 8 9 10 11 Date (c) Ewan Pettigrew 作業標準 11 4
- 115. Organisation Name Three elements of Standard Work Takt time Work sequence Standard WIP 5 Steps to Standard work 1. Identify improvement 2. Observe current process 3. Find the problems (waste) 4. Resolve problems and initiate countermeasures 5. Create new standard work sheet. Procedure Name Work Cell Name Machine Name PHOTO Step Description Tools Procedure Operators Approved by 1 2 3 4 5 6 7 8 9 10 11 Date (c) Ewan Pettigrew 作業標準 11 5
- 116. Organisation Name Real Life Examples Procedure Name Work Cell Name Putting grocery list in order of store isles. Machine Name PHOTO Instructions for flat pack / MDF book shelf. Step Description Tools Procedure Operators Approved by 1 2 3 4 5 6 7 8 9 10 11 Date (c) Ewan Pettigrew 作業標準 11 6
- 117. The SIPOC is used to scope the work area where a continuous improvement activity is to be undertaken. SIPOC stands for suppliers, inputs, processes, outputs, and customers. SIPOC for Sandwich The steps in a SIPOC activity are to identify processes, identify outputs, identify customers, identify inputs, and identify suppliers. After identifying the customers, we can follow on to identify the customers‟ requirements if we are using a SIPOCR. Inputs Processes Outputs Customers Baker Bread Make sandwich Fresh Persons dropping in from street Butcher Suppliers Meat Vegetable Grower Vegetables Condiment supplier Tomato Sauce Farmer Cheese Person phoning ahead for pickup The SIPOC is also known as COPIS as some facilitators prefer to work backwards from customer. (c) Ewan Pettigrew 11 7
- 118. Value stream maps are a type of process map which detail data on process performance. Value stream mapping consists of creating three maps being; the current state, ideal state, and future state. The current state can be based on the current process map. Value stream maps detail the full value stream and may cross organisational boundaries depending on the level of detail required. Value stream is all activities which add value (and waste) to a product or service Simplified value stream map – car servicing Service car Enter in log book Wash car 50 S 10 s 30 s Surf internet 12 s Check log book 34 s Value streams show the movement of information in one direction, and the movement of material generally in the opposite direction. バリューストリームマッピング 11 (c) Ewan Pettigrew 8
- 119. Steps in the process are timed, and marked as „Value Add, Business Value Add, and Non Value Add‟. The desired end state is to remove the non value add steps within the process. Business value add (BVA) differs from value add and non value add, as BVA often cannot be removed from the process, may be seen as inefficient by the customer,. However BVA may be required for regulatory requirements or even to keep the business running. Simplified value stream map – car servicing Service car Enter in log book Wash car 50 S 10 s 30 s Surf internet 12 s Check log book 34 s バリューストリームマッピング 11 (c) Ewan Pettigrew 9
- 120. Even if a step is determined to be value add, that does not mean that it can not be modified to reduce time. Title of VSM Unlike traditional process maps, value stream maps are most commonly mapped backwards so as to be starting from the customer‟s perspective. We start with a current state VSM Then we produce a future state VSM Production Control Sup plier Custo mer Ste p1 Ste p2 I V A NV A 5 min Ste p4 I I 7 min 20 min Ste p3 6 min 7 10 min min Total Lead Time = 277 Minutes Value added time = 45 Minutes Ste p5 I 15 min 12 min 15 min Must incorporate VOC requirements Must incorporate VOB requirements May use spaghetti diagram for layout バリューストリームマッピング 12 (c) Ewan Pettigrew 0
- 121. The factory where the materials or services are produced. A step in the process or value stream. Inventory. The truck symbol to represent movement of materials. Push, where materials or services move along a push system. I A human. Usually underneath a step to show that a human is required to control the relevant step. バリューストリームマッピング 12 (c) Ewan Pettigrew 1
- 122. (manufacturing) supermarket. C/T= Data box symbol C/O= Batch= Avail= Physical pull symbol Pull バリューストリームマッピング 12 (c) Ewan Pettigrew 2
- 123. Manual information flow Electronic information flow Kaizen burst Safety stock バリューストリームマッピング 12 (c) Ewan Pettigrew 3
- 124. Steps to map current state 1. Gather voice of the customer 2. Walk through the process and sketch the process 3. Enter the data boxes and inventory levels 4. Document flow of goods to the customer. 5. Gather information for the suppliers. 6. Enter the information flows. 7. Sketch how material moves between the processes. 8. Draw timelines for production lead time and processing. バリューストリームマッピング 12 (c) Ewan Pettigrew 4
- 125. As discussed in the previous topic, lean should be accessible to all. If an overview of a project is to be posted in the lunch room, foyer, or corridor the ideas should be accessible to all. The language should be clear and simple, and ideas should be short and precise. Anyone should be able to understand the project from a one to two minute glance. Problem Name: Section: Facilitator:: Sponsor: Team Members: Goals / Deliverables: Problem statement: Risks: Scope: Background Schedule: Resources: Approvals: The A3 Charter should follow from an approved business case. (c) Ewan Pettigrew A参 12 5
- 126. If the organisation wishes to report more traditionally, large reports may still support the project behind the scenes for sponsors and stakeholders. However, the intent, or A3 charter should be accessible to all. Problem Name: Section: Facilitator:: Sponsor: Team Members: Background Goals / Deliverables: Problem statement: Risks: Scope: Schedule: Resources: Approvals: (c) Ewan Pettigrew A参 12 6
- 127. There are many freeware templates available for A3 Charters and 8 Blocks. However, the main points to detail are; Problem Name: Section: Facilitator:: Sponsor: Team Members: Background Goals / Deliverables: Problem statement: Risks: Scope: Schedule: Resources: Approvals: Background Problem Statement Scope Resources Goals Risks Schedule /plan Approvals Some may add a root cause analysis to the charter. (c) Ewan Pettigrew A参 12 7
- 128. Storyboards are to be presented so that stakeholders or the Sponsor can see a simplified summary at the end of the project. There are multiple templates to be purchased or in some cases downloaded royalty free on the internet. Title Logo Act Plan Graph Do In larger projects the storyboard may span multiple A3 sheets including numerous graphs. In many cases, the storyboard is talked over throughout a presentation by the project facilitator. Graph Discussion Check Value Stream Map Graph The story board should progress through the PDCA stages. (c) Ewan Pettigrew A参 12 8
- 129. The PDCA cycle, also known as the Deming or Shewart cycle, is the 4 step process for progression of quality and continuous improvement activity. The cycle is detailed in ISO 9001. The four steps are Act Plan Check Do Plan – Plan the activity which involves the objectives, risk scope Do – Is where we implement our plan ensuring progression of our project. Check – Check whether the small scale improvement was successful. Act – If this experiment or project was successful, act out on a greater scale. (c) Ewan Pettigrew 計画 実行 評価 改善 12 9
- 130. Unlike DMAIC (Define, Measure, Analyse, Improve, Control), PDCA is continuous. Nevertheless, DMAIC is another suitable and well used process for improvement. Act Plan Check Do (c) Ewan Pettigrew 計画 実行 評価 改善 13 0
- 131. PLAN Plan is the first step of the PDCA Cycle. During the planning step or phase opportunities for improvement are investigated, teams are formed, baselines are measured, root causes are investigated, and sponsor approval is sought. The plan for the improvement is developed. Act Plan Check Do Inputs may include; Data collection – quantitative preferred for the baseline so that determination can be made during the check phase as to whether an improvement has been made. Outputs may include; The A3 charter, a detailed charter for Sponsor approval if required, (c) Ewan Pettigrew 計画 実行 評価 改善 13 1
- 132. DO Do is the second step of the PDCA cycle. During the do step, the plan is trialed in a small scale where the conditions are controlled. During this stage, performance should be measured, particularly baseline performance. The do stage is where the actual improvement is enacted. Act Plan Check Do Inputs may include; The action plan and Gantt chart, Outputs may include; Standard work, 5sed environment, waste reduced, SIPOC, Fishbone Diagram / Root Cause Analysis, value stream maps, pareto charts. (c) Ewan Pettigrew 計画 実行 評価 改善 13 2
- 133. CHECK Check or study, is the stage where results are studied. We should not only study the change in the process, but also the change in people and culture. Act Plan Check Do Inputs may include; Run Charts Pareto Charts Value Stream Maps Outputs may include; Amended Action Plan (c) Ewan Pettigrew 計画 実行 評価 改善 13 3
- 134. ACT Is where the successes of the project are implemented on a wider scale across the organization. This is where substantial difference between the planned outcomes and actual outcomes are corrected. To avoid confusion with the Do stage, some facilitators refer to the act stage as the adjust stage. Act Plan Check Do Inputs may include; Action Plan Outputs may include; Project Completion Report (c) Ewan Pettigrew 計画 実行 評価 改善 13 4
- 135. Kaizen is Japanese for improvement. There a two types of Kaizen which cause confusion amongst newcomers to lean. Kaizen is a sustained continuous improvement activity, whereas a kaizen blitz is a smaller duration workshop. Generally there are a number of kaizen bursts within a continuous improvement activity or project. The concept behind Kaizen is to remove unnecessary hard work by working as a team to find ways to improve the workplace. 改善 Kai Change (c) Ewan Pettigrew Zen Good 改善 13 5
- 136. Kaizen bursts can be events proposed to bring stakeholders together for a purpose or step within a larger improvement project such as to produce value stream maps. Kaizen bursts can also be non project events where multiple employees across an organisation get together to brainstorm ideas for improvement. Many small changes. 改善 Incremental progress. Kai Change (c) Ewan Pettigrew Zen Good 改善 13 6
- 137. Kaikaku is „breakthrough Kaizen) or radical improvement. Work is halted and waste is eliminated immediately. Kaikaku spans whole enterprise. Sometimes known as Kaizen Blitz. Improvement There is another method called Jishuken, which is management driven improvement activity. Time (c) Ewan Pettigrew 改革 13 7
- 138. Self reflection. Seeing our mistakes. Seeing the world. Learning from our mistakes. Acknowledge when we make a mistake and strive to improve. 反省 Even when our project is successful overall, there must be some things we could do better or differently. (c) Ewan Pettigrew 反省 13 8
- 139. Developed in Japan in 1962 by K Ishikawa based on the guidance from Deming, Management 8-12 members participating in quality improvement activities. Also focus on improving OHS. Supervisors Participant management. Used for problem solving. Voluntary. Operators Not as prevalent as in the 1970s and 1980s. (c) Ewan Pettigrew 13 9
- 140. Office TPM Education and training Autonomous maintenance Safety Initial control Planned maintenance Traditionally there would be a number of maintenance staff in a factory who would repair and maintain machines for operators. TPM Eight pillars Quality maintenance Total Productive Maintenance (TPM) can trace its history back to the quality movement in Japan during the 1950s. Continuous Improvement 5s As the number of machines in plants increased and the output rate of machines increased, the number of required maintenance staff increased. (c) Ewan Pettigrew 総合生産保全 14 0
- 141. Office TPM Education and training Autonomous maintenance Safety Initial control Planned maintenance This at the same time empowered production staff and increased morale on the shop floor. TPM Eight pillars Quality maintenance Denso, an electrical parts supplier to; and partially owned by Toyota discovered that by training the operators in simple machine maintenance tasks, the number of maintenance staff would not have to be increased. Continuous Improvement 5s Maintenance time was freed up for maintenance staff, who were able to concentrate on upgrades and modifications to machines. (c) Ewan Pettigrew 総合生産保全 14 1
- 142. Office TPM Education and training Autonomous maintenance Safety Initial control Planned maintenance TPM also acts to increase safety and install preventative maintenance. TPM Eight pillars Quality maintenance The ideology was that the person who noticed the fault would be most likely to be able to solve or suggest a correction to the fault. When information is relayed between production and maintenance staff, information is lost. Continuous Improvement 5s TPM‟s goals are; Zero Product Defects Zero Unplanned Failures Zero Accidents Office TPM is therefore following the principles of TPM in the office. (c) Ewan Pettigrew 総合生産保全 14 2
- 143. Term originally created by US Navy to describe the quality movement in Japan (including TPS) which resulted from the work of Deming, Juran, and Crosby. TQM uses statistics and fact for decision making. Is the essence of ISO 9000 series. Focussed on the system (quality management system). Requires operating procedures in process to reduce variation. Act Plan Check Do (c) Ewan Pettigrew 品質管理 14 3
- 144. Deming‟s Seven Deadly Diseases ◦ ◦ ◦ ◦ ◦ Lack of consistency when planning Emphasis on short term profits Annual performance appraisals Mobility of management (short term tenures) Management using only visible figures with no consideration for the unknown figures. Excessive medical costs Excessive liability costs Act Plan Check Do Customer Focussed (there is a misconception that TQM is not customer focused. PDCA Continuous Improvement. (c) Ewan Pettigrew 品質管理 14 4
- 145. The cost of doing things wrong. External Has been up to 40% of some well known business‟ costs. Not all poor quality can be easily seen ◦ Easily seen – Scrap, Rework, Warranty ◦ Appraisal Poor Quality Internal Harder to See – customer dissatisfaction, reduced capacity, inventory Prevention COPQ 4 elements ◦ ◦ ◦ ◦ external failure costs, internal failure costs prevention costs appraisal costs. (c) Ewan Pettigrew 14 5
- 146. Drilling station one: Worker - Machine Chart Performed by improvement consultant or methods engineer. Reducing unnecessary motion of workers, equipment, and materials. Study activities and movement. Worker Use SREDIM process to investigate methods. Select, Record, Examine, Develop, Install, Maintain. Worker-Machine Charts – to study and improve a cell. Shows relationship between person and machines cycles to balance the work cycle. Previously known as man-machine charts. 1 Load metal Action Place in Machine 2 5 Drill metal Turn over metal and reload Drill Metal Switch off machine Wait Turn over and reload Wait Press button 6 No Step Remove metal Machine Remove from machine 3 4 Ti me Action 5 Idle 10 Drilling 10 5 Idle Drilling Shutdown process 5 5 1 0 1 0 5 5 2 0 20 Idle 15 30 35 45 77.78% 20 45 44.44% Measured by: Hasselhoff Date: 20/01/2012 Authorised by: Date: Worker Idle Time Working Time Cycle Time Utilization Time Machine (c) Ewan Pettigrew 14 6
- 147. The Production Preparation Process (3P) eliminates waste through process design. Developed by Chihiro Nakao. Production Simulates a new product during development. The simulation is run concurrent with other operations. Preparation Process Mock-ups can be made of Styrofoam, wood etc. ◦ An example could be work cells for new line made out of cardboard boxes. (c) Ewan Pettigrew 生産準備プロセス法 14 7
- 148. The Production Preparation Process (3P) eliminates waste through process design. Developed by Chihiro Nakao. Production Simulates a new product during development. The simulation is run concurrent with other operations. Preparation Process Mock-ups can be made of Styrofoam, wood etc. ◦ An example could be work cells for new line made out of cardboard boxes. (c) Ewan Pettigrew 生産準備プロセス法 14 8
- 149. The theory of constraints is a methodology developed by Dr. Eliyahu Goldratt and published in his 1984 book titled „The Goal‟. Exploit Constraint The Theory is broken into 5 steps. 1. Identify the Constraint – Find the constraint, it may be the weakest part of the system or a bottleneck. Internal constraints within an organisation can be seen as; equipment, people, or policy. Identify Constraint 2. Exploit the Constraint – Where we must try to get as much capacity out of the constraint as possible such as by decreasing downtime. Subordinate Constraint Elevate Constraint Return to Step One (c) Ewan Pettigrew 14 9
- 150. Identify Constraint 3. Subordinate the Constraint – All non constraint parts of the process should be adjusted so that the constraint runs at maximum effectiveness. The system should then be evaluated to see if the constraint has moved to another part of the process. Subordinate Constraint 4. Elevate the Constraint – Whatever action is required must be undertaken to remove the constraint. Elevate Constraint 5. Return to Step One Exploit Constraint Return to Step One (c) Ewan Pettigrew 15 0
- 151. Developed at Mitsubishi Heavy Industries in 1972. Matrix is also known as house of quality. Driven by customer requirements. Relates the customer requirements (whats) to the technical parameters (hows). Customer Requirements (whats) Hows Whats and hows relationships Interrelationships Competitive Assessments Prioritise whats Prioritise hows (c) Ewan Pettigrew 品質機能展開 15 1
- 152. KPIs and rewards must encourage lean actions. Specific ◦ Measurable ◦ Can the target of this KPI be achieved Relevant ◦ Can we tangibly measure the metric Achievable ◦ What, When, Who, Where Does this KPI relate to our goals. Timely ◦ Can this KPI be measured over a certain time period, i.e.. Monthly, weekly, daily? (c) Ewan Pettigrew 主要業績評価指標 15 2
- 153. OEE Shows the percentage of a machine compared to ideal state. Availability At the highest level, it is the productive time divided by planned productive time. Therefore; OEE = Availability* Performance * Quality Performance Quality Where; Availability = Operating time / planned time Performance = total output / operating time / ideal run rate Quality = accepted product / total product (c) Ewan Pettigrew 主要業績評価指標 15 3
- 154. OEE Shows the percentage of a machine compared to ideal state. Availability At the highest level, it is the productive time divided by planned productive time. Therefore; OEE = Availability* Performance * Quality Performance Quality Where; Availability = Operating time / planned time Performance = total output / operating time / ideal run rate Quality = accepted product / total product (c) Ewan Pettigrew 主要業績評価指標 15 4
- 155. The action plan should be used during the PDCA cycle. Action Plan ID Task Project Name Team Metric Responsible Party Target Date J F M A M J J A S O N D Review Reviewer The action plan contains dates required for certain actions to ensure completion of the project. The action plan will initially be carried out during the Do phase. Steps will detail the package of work for the project. Prepared by: When the project progresses to the Act stage, the action items can reiterated on a larger scale. Revision no: Date: Prioritise where possible (some steps may be required first). (c) Ewan Pettigrew 行動計画 15 5
- 156. Many organisations state that the organisation is lean or conducts continuous improvement. Less truly are. Continuous improvement representatives Gemba Walks Toolbox meetings Bottom up suggestions. Initiative of the Month Control plan Lean Standard work Jidoka 5s Strategy Our CI must be faster than competitor‟s CI to be of value. JIT Heijunka Kaizen (c) Ewan Pettigrew 保つ 15 6
- 157. Program Management Plan ◦ ◦ ◦ ◦ ◦ ◦ ◦ ◦ ◦ ◦ ◦ ◦ ◦ ◦ ◦ ◦ Objectives Methodology used Marketing Strategic Alignment Organisational Structure (the leader etc) Roles Strategic partners / consultants Profile of champions and facilitators Timeline Tools and templates Processes for business Training Communications strategy PR Strategy Reward and recognition Budget (c) Ewan Pettigrew 保つ 15 7
Editor's Notes
- #3: Eli Whitley 1799 Musket - interchangeable parts 1890s Fredrick W Taylor - Scientific management Frank and Lillian Gilbreth - Process charting, work study Henry Ford 1910 - Continuous Flow, Proto-Just-In-TimeLean as such is not new, TPS has been lean for almost 60 years.
- #6: There is no lean secret society. Everyone can be involved.
- #8: Using consultants Rule of thumb is 2.6 times return on investment. Lean wont work if we don’t have a vision
- #9: Barriers to adoption of lean Fears of underused machines Silo thinking Prior initiatives were poorly run. Fear of job lossesLack of a perceived need to gain efficiencies The culture is not ready Misunderstanding of lean Lack of management support
- #11: Lean Steering Group VisionDirect lean staffApprove improvement plansSponsor lean projects
- #12: Processes can be drawn as process maps, later to be used as backbones for Value Stream Maps (VSMs).
- #29: Leadthe discussion without taking a position.
- #30: Leadthe discussion without taking a position.
- #34: Brainstorming was developed by Alex Osborn in 1939.Involve team members by requesting members to place sticky notes on whiteboard.
- #35: Yokoten is translated as horizontal deployment. Lean and lessons learnt are transferred across the organisation.瑛展
- #49: The days of required batch reduction (plastics for example) may be coming to and end through advances in technology such as 3D printing.If the customer is listened to, or one piece flow is implemented, overproduction can be reduced
- #59: Cascading flow of information
- #62: Data can be continuous……
- #66: Why istakt time not a Japanese word? During WWII German engineers from Junkers visited Japanese aircraft factories ansd introduced the concept of takt time.
- #67: The aim is to reduce the time or waste of all elements of a process
- #68: When we use a clothes dryer and clothes iron, we come across a phenomenon known as a bottleneck. We batch clothes, say 20 tops in the dryer. Whilst the batch is drying, we are idling, as we can not be involved in our process named ‘drying ironing’.When we pull out the tops, we iron one by one in continuous flow. However, a bottleneck has been created. It is important to realise that the reason behind the bottleneck came from the batching from the dryer, however, becomes noticeable during the ironing.
- #69: (atokouteihikitori) - pull system
- #70: Pull requires a signal.KanbanControls movement of goods Won’t work until defects are reduceed
- #73: Real life example of push system – book club
- #75: Percent Load Chart.
- #79: We can also include feeder cells, which are not actually part of the continuous flow.
- #80: One Piece FlowProduction can be determined by product position on line.
- #81: Input and output distance minimised.Reduces motion within the cell.Maximum circumference within area.The Japanese term for doing more than one thing (more specifically more than one thing at once) is Nagara.
- #87: Not labour time but clock time Time between last run of last item / batch to first run of next item / batch. Bring tool storage closerToolboards on wheels??
- #88: Parallel processing.
- #91: ‘milk runs’
- #98: 5s – easier to tell when tools are calibrated or missing.5s – makes backlog visibleLegend is that Henry Ford came up with CANDO first in 1922?
- #99: Red tag items then dispose of them.
- #100: *Safety and regulations should always come first. We may never use a fire extinguisher in our work lives, but that does not make a fire extinguisher a stranger.
- #103: Sakichi Toyoda created the concept during 1924 in Toyota Automatic Loom Factory.Explain Chaku-chaku to class.
- #105: Taisaku = countermeasures in Japanese
- #109: Poka Yoke - Microwave door Mistake Proofing - prevents error from occurringInspection - Finds error which has occurredProducts designed so that parts can only fit one way (IKEA etc)
- #110: Mieruka見える化, Yamazumi Board 山住
- #112: See the standardSee deviation from the standard
- #119: Toyota actually called this Material and Information Flow Mapping.shows relationship between information and material
- #120: In the above example, the value stream map has been simplified to be created from sticky notes and coloured stick on dots. The colour describes the value of the step i.e. green = VA. The times of the steps have been entered in another sticky note below the step sticky notes.
- #121: Steps to map current state 1. Gather voice of the customer2. Walk through the process and sketch the process3. Enter the data boxes and inventory levels4. Document flow of goods to the customer.5. Gather information for the suppliers.6. Enter the information flows.7. Sketch how material moves between the processes.8. Draw timelines for production lead time and processing.
- #130: Toyota Kata Understand the directionGrasp current conditionsEstablish the next target conditionIterate towards the next target condition
- #131: Toyota Kata Understand the directionGrasp current conditionsEstablish the next target conditionIterate towards the next target condition
- #145: 品質管理
- #146: Measures could be percentage of sales, percentage of profits, or percentage of manufacturing costs.Prevention costs – process capability studies, procedure writing, continuous quality improvement costs, evaluation and testingAppraisal costs – internal audits, inspections, calibration, automated testingInternal failure costs – scrap, rework, overtime, downtime, retestingExternal failure costs – warranty, customer dissatisfaction, restocking, freight, reverse logistics, recalls.
- #150: しつけ
- #151: しつけ
- #157: Poka YokeStandardised procedures
- #158: しつけ