Lean Manufacturing Tools (PDFDrive)

Lean
Manufacturing Tools
Copyright © SQT Training Ltd

Content
Introduc;on
1.  Lean thinking 3
2.  Simula;on 29
3.  8-‐step problem solving 51
4.  Value Stream Mapping 121
5.  Workplace Organisa;on 169
6.  Lean Material Systems 191
7.  SMED 203
8.  Standard Work 220
9.  TPM 231
Copyright © SQT Training Ltd 2

Workshop Guidelines
ü  Everyone par;cipates

ü  Share experience or data that relates to the topic – please!
ü  Work as a team on exercises
ü  No such thing as a daV ques;on
ü  Mobile phones off please – lots of ;me on breaks
ü  Local exits, toliets, facili;es

Introduction – Steve Halpin
•  ETAC Limited
–  SoVware
–  Consultancy
–  Training
•  Lean / Six Sigma consultant
•  Mechanical Engineer, University College Dublin
•  10 years in UK
–  Courtaulds, Philips & duPont, Schlumberger.
•  10 years in Ireland with 3Com, GN Resound
•  7 years ETAC Limited
•  Web: www.etacsolu;ons.com
•  Email: shalpin@etacsolu;ons.com
•  Mobile: 00 353 87 2755773

Introductions
•  Current posi;on
•  Experience of Lean /

Views on Lean implementa;on
to date
•  What do you hope to get out

of the programme?

•  Brief overview of your project
•  Interes;ng FACT


The National Framework of Qualifications

Content
Introduc;on
2.  Simula;on 29
7.  SMED 203 Why are we talking about ‘Lean’ these
8.  Standard Work 220 Where does the days?
concept come from?
9.  TPM 231

IMVP World Assembly Plant Survey, and J. D. Power Initial Quality Survey, 1989
Productivity Quality
40 120
Hours per Vehicle
Defects per 100

35 100
30 97
80
vehicles
25 82
20 60
36.2 65
15 60
25.1 40
10 21.2
16.8 20
5
0 0
Japanese in Japanese in American in All Europe Japanese in Japanese in American in All Europe
Japan North North Japan North North
America america America america
Space Inventories
10 3.5
days for 8 sample

sq. ft. / vehicle / yr
9 3
8 9.1
7 2.5 2.9
7.8 7.8
6 2
5 5.7 2
4 parts 1.5
1.6
3 1
2
1 0.5
0 0
0.2

IMVP World Assembly Plant Survey, and J. D. Power Initial Quality Survey, 1989
% of Work Force in Suggestions/Employee

Teams 70
80 60
70 50
60 69.3 71.3
40
No
50
%
40 30
30 20
20
10 10
17.3 61.6 1.4 0.4 0.4
0 0
0.6
Training of New Absenteeism

Production Workers 14
400 12
350 10
300
8
Hours
250 %
200 6
150 4
100
50 2
380.3 370.46 46.4 173.3 5 4.8 11.7 12.1
0 0

Basic Lean Principles
Map the
Iden;fy
Value
Value
Stream
Seek Create
Perfec;on Flow
Establish
Pull
Time Is The Ultimate factor
“All we are doing is looking at the ;meline. From the moment the
customer gives us an order to the point when we collect the cash. And
we are reducing that ;me line by removing the non-‐value-‐added
wastes” Taiichi Ohno (architect of lean at Toyota)
Customer order Product shipment

BEFORE
Waste
Value-‐add ;me
(Hours)
Typical value-‐add v lead-‐;me ra;o ~ 1%
Lead ;me (Weeks)
Customer order Product shipment
AFTER
Waste
Value-‐add
;me
(Hours) Waste
Value-‐add ac;vity
Lead ;me (Weeks)

Principle 1: Understanding Value
V.O.C.
Voice Of the Customer

The Good Café Exercise
(Post Its)

Complimentary Snacks
Kano’s Model
1 min
wait
Delighted
3 min
wait
Clean
Done
Toilet Done
Poorly
Well
10 min Internet access

wait
14
Disgusted
The 10 Wastes
Meet TIGER WOODS
& the 7
wastes
T I G E R W O O D S
15
10 wastes: T is for TRANSPORT

walks from clinic to theatre

Long
Movement of paperwork, mul;ple

hand-‐offs of electronic data,
approvals, excessive email
arachments and distribu;ng
unnecessary cc copies to people
who don't really need to know

The kitchen triangle
T I G E R W O O D S 16
10 wastes: I is for INVENTORY

much work in progress

Too
Purchasing or making things

before they are needed (e.g.
office supplies, literature...).
Things wai;ng in an in-‐box,
unread email and all forms of
batch processing create
inventory

Too much finished goods
10 wastes: G is for Great Customer Contact
Direct communica;on –
How is your business represented?
Wasted ;me recovering the trust
of your client
Wriren communica;on –

What impression does it give
of your business? Is it clear or
is further clarifica;on
required?
It can take years to recover from a

poor phone interac;on.
Would you con;nue to do
business with a provider aVer
being treated rudely?
10 wastes: E is for ERGONOMICS

Turning around or gewng up
to do a job

Sor;ng through paperwork
to find the right document

Poor work environment
T I G E W O O D S 19
10 wastes: R is for Repeat Communica;on

instruc;ons leading to

Unclear
errors or further clarifica;on

Lost ;me trying to figure out what
to do

Incomplete forms.
Addi;onal email, lerer, call, post,
delay as a result
10 wastes: W is for WAITING

Time delays, idle ;me

Awai;ng a response

Wai;ng for a machine to complete
its cycle
T I G E R WW O O D S 21
10 wastes: O is for OVER-‐PRODUCTION

Producing more informa;on than
is necessary

Simple is difficult
Producing
the ‘easy’ parts to
make the numbers look good.
while the ‘difficult’ parts go
overdue.
T I G E R W OW O O D S 22
10 wastes: O is for OVER-‐PROCESSING

Time / date stamps on labels /

signatures that are not used oer
necessary
Relying on inspec;ons, rather than

designing the process to eliminate
errors. Re-‐entering data into mul;ple
informa;on systems, making extra
copies, genera;ng unused reports,
and unnecessarily cumbersome
processes.

Time spent crea;ng a schedule
that is not used
10 wastes: D is for DEFECTS (ERRORS)

Repair

Errors

Complaints
T I G E R W O O DD S 24
10 wastes: S is for SKILLS

Unrecognised talent

It some;mes takes a crisis to see
the power of people!
Imagine
how great your business
could be if you were to engage all
the talents of all the people – they
are the business experts
Recommended Reading
Taiichi Ohno: Toyota Produc1on System

Here's the first informa;on ever
published in Japan on the Toyota
produc;on system (known as Just-‐In-‐Time
manufacturing). Here Ohno, who created
JIT for Toyota, reveals the origins, daring
innova;ons, and ceaseless evolu;on of
the Toyota system into a full management
system. You'll learn how to manage JIT
from the man who invented it, and to
create a winning JIT environment in your
own manufacturing opera;on.

Recommended Reading
Steven J. Spear: The High-‐Velocity Edge:

How Market Leaders Leverage Opera1onal
Excellence to Beat the Compe11on
Generate Berer, Faster Results Using Less
Capital and Fewer Resources!
“The High-‐Velocity Edge contains ideas that form
the basis for structured con;nuous learning and
improvement in every aspect of our lives. While
this book is tailored to business leaders, it should
be read by high school seniors, college students,
and those already in the workforce. With the
broad societal applica;on of these ideas, we can
achieve levels of accomplishment not even
imagined by most people."
The Honorable Paul H. O'Neill, former CEO and
Chairman, Alcoa, and Former Secretary of the
Treasury

Content
Introduc;on
2.  Simula;on 29
7.  SMED 203
9.  TPM 231

A business simula;on

Need:
4 builders
1 quality inspector
1 transporter
1 material handler
2 suppliers
1 ;mer – individual sta;ons
1 process engineer (waste I/D)
1 customer


You have 8 minutes

Your target is to build a minimum of 30
good planes, including some customised
orders.

Your standard customer requirement is for
blue planes

You will generate extra revenue by building
more than 30 planes
LEAN BUSINESS SIMULATION
Time for
1st Time for
Good Total completi Customise Total Space
Phase items Time on d Order Rework Scrap RM1 WIP1 RM2 WIP2 RM3 WIP3 RM4 WIP4 RM5 WIP5 WIP People (m2) Method
II
III
IV
Financials:
Each approved order generates revenue of €1000
Each reworked order costs €250
Each returned order costs €500
The cost of holding orders is es;mated at €100 per unit.

LAYOUT
WS-‐1 WS-‐5 WS-‐3
16 8
PIN PIN
4 8 16 PIN
PIN PIN TEARDOWN
8 PIN
TEARDOWN
WS-‐4 WS-‐2 4 PIN
WS-‐6
TEARDOWN

PRACTICE SESSION

Ensure all are familiar with the task.
Complete a batch of 2 planes.
Teardown one when complete.
Keep one reference for inspection

Takt Time
Takt is the German word “To Pace” or “Rhythm”.

Without TAKT:
Ø We are guessing at the resources required to meet our customer demand rate and
Ø We are in danger of not mee;ng customer requirements or over-‐producing.
Takt Time = Available Time

Customer Requirements

Takt Time = 450 min (7.5hr day) -‐ 30 min (breaks) – 30 min (misc)
470 demand per day

Takt Time = 390 min x 60 sec/min = 23,400 seconds/day
470 demand per day 470 demand per day

Takt Time = 49.8 seconds per part = Takt Time


Takt Time

Exercise:
If our customers require 30 units in 8 minutes, what is our required cycle ;me
to supply one unit?
Assume that there are 8 minutes of available ;me.

Takt Time vs Cycle Time
23
28 21
20
17
A visual picture of our process against demand

Iden>fy waste
Waste
23
28 21
20
17
Not all waste elimina>on will impact customer delivery – why?

Re-‐balance
Balance the work so that demand can be met

Value Stream Map – Current State

Case Study
Customised Medical Device manufacturer / service provider

Process Analysis
WIP = 1007 orders

Es;mated distance transport for each order: 105 metres

Total Process Time: 158 min (from standards)
2.64 hours
0.4 days
6% of total ;me in process

Total non-‐value added ;me in process: 2651 min
44.2 hrs
6.63 days
94% of total ;me

Es;mated order ;me in process: 7.03 days

Inventory Map, Physical WIP count: May 15th
9
23
15 502 22
20
18 120 8 7 13
33 24 15
3
60 11
14 30
15
25
5
15 total 1007

SpagheO Diagram
PROCESS FLOW

Example: Unbalanced Process (before)
26 process steps
TAKT calculated as 3.76 minutes
18.00
16.00
14.00
12.00
Process Step Time
10.00
Need to balance Series1
8.00
process steps to
6.00
TAKT ;me
4.00
2.00 TAKT TIME

0.00
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
Process Step
Many steps take much longer than Takt. Therefore we must have mul;ple
equipment working in parallel to sa;sfy customer requirements

Proposal
20 50 Store Mail
5 5 5 5 5
20 5
5
5
5 5
5
5 5 5 5 5
5 total 175 + store

Example: Balanced Process (aTer)
4.50
TAKT TIME
4.00
3.50
3.00
Process Step Time
2.50
Series1
2.00
1.50
1.00
2 2 5 5
0.50
0.00
1 2 3 4 5 6 7 8 9 10 11 12 13
Process Step
Combined many of the small steps to berer balance the work and
reduce the overall number of handoffs in the process. Iden;fied
steps needing mul;ple equipment

Revised Layout

Results
Business Metrics
•  Inventory = 1007 200 orders
•  Es;mated distance transport for each order: 105 10 metres
•  Es;mated order ;me in process: 7.03 2.5 days
•  Order increase from 1200/month to 2000/month
Culture
•  Absenteeism reduced from over 15% to 3%
•  Staff turnover reduced from over 50% to 0% in following year


Content
Introduc;on
2.  Simula;on 29
7.  SMED 203
9.  TPM 231

How to solve problems?
Brainstorm
S;cking with our approach to looking at everything as a

process…………….

What steps would you normally take to solve a problem?


Lean – A simple message
Satisfying customers’
needs CUSTOMER
Requirements
Employees come up with

effective and creative
ideas
Add
Respect for
Decision making VALUE People &
based on data. and eliminate Involve
Analysis using EVERYBODY
WASTE
statistical tools &
visual
presentation.

8-‐step methodology
ACT PLAN
to get the greatest benefit 1.  Problem Defini;on
8. Standardise Success; 2.  Current State
learn from failures 3.  Target to Achieve
Including: 4.  Root cause Analysis
Formal training
Standard processes;
5.  Agreed
Error proofing Countermeasures
Con1nuous
CHECK Improvement
to see if changes
are working DO
7. Evaluate results and small scale trials
process 6. Implementa;on Plan
Including:
Including:
Experimental design; Pilot
Graphical analysis
Data collec>on
Key performance indicators
Developed by Walter Shewhart at Bell Laboratories in the 1930s. Popularized by W. Edwards Deming in the
1950s onward. Frequently referred to as “the Deming Wheel.”

Kaizen
Standard
Work
Standard
Work

Basic
Just
Do
It!
Six Sigma

Step 1: Clarify the problem
“A problem clearly stated is a problem half

solved”

Charles “Boss” Kerering
-‐ General Motors Corpora;on

Step 1
Problem Statement
“Most conflicts in organisa;ons are due to

people arguing about solu;ons without having
reached an agreement on the problem”

Michael Ballé
ESG Consultants

Problem Statement Exercise
Your Problem Statements

Problem Statement Example
WHERE?
Customers from the MidWest
region have been complaining WHAT?
about product availability since WHEN?

September 2013. Complaints
have increased by 15%
IMPACT?
compared with the previous
quarter according to the
customer service database HOW WE
KNOW?

Project Charter
Business Case (Problem Statement) Opportunity
Clearly outline the project impact -‐ Any other poten>al improvement
ideally on boòm-‐line or customer within the business from this project
service
Target (Measure) Scope
A clear >me-‐based target. What is in scope and what is out of
The measure you will use. scope
Plan Team
Milestones -‐ dates Who will you need on your team
(consider key stakeholders)

Project Charter - Example
Business Case (Problem Statement) Opportunity
GeOng quota>ons done faster will reduce Customers are dissa>sfied with the quota>on processing
quota>on losses by 10% (es>mate) >me of 15 days.
Reducing the cycle >me will increase revenue by Compe>tors are achieving 10 days.
an es>mated €250,000 We es>mate that we lose 25% of quota>ons due to long
lead >mes.
Target (Measure) Scope
Reduce our cycle >me to 9 days by March 2015. Domes>c quotes for jobs of less than €10,000 in value.
Process begins with ini>al request and ends with
acceptance or rejec>on from customer.
Plan Team
Step Begin End Gary Smith Sponsor / Director

1 Project Charter 5/1 12/1 Mike Hanley Project Owner
2 Current State / VOC 13/1 30/1 Celine Clarke Customer Service
3 Target 31/1 1/2 Margaret Bowes Finance
4 Root Cause Analysis 3/2 17/2 Richie Dawson Engineering
5 Select Countermeasures 19/2 26/2 John Morgan Sales Rep
6 Implement trials 28/2 21/3 Paul Byrne Opera>ons
7 Evaluate Results 22/3 26/3 Gemma Storey IT
8 Standardise & Learning 27/3 31/3

Gets everyone on the same page

Data
Without Data....
...you're just another
person with an opinion!


SIPOC: A High Level View of the

Process
Requirements Requirements
Input Boundary Output Boundary
Suppliers Inputs Process Outputs Customers
Measures Measures Measures

SIPOC Template


Process Mapping

Process Mapping

Process Mapping
Process Decision Start or Stop

Placeholder Placeholder Placeholder Placeholder
Yes
Placeholder Text Placeholder Placeholder
No
Yes
Text Placeholder Placeholder
No
Yes
Text Text Placeholder
No
Text Placeholder

Mapping Exercise

Data
Data available?
Without data, you’re just another person with an opinion!
What data?
How accurate?
How long?
Who is responsible?
How is it reported?

Data Collec>on Planning

Think
5Ws &
1H
What to Measure How to Measure Who will do

it? Sample Plan
Data Tags
Type of Measurement Data
Operational Needed to Person(s)
Measure Measure Type of data or Test
Stratify the
Collection What? Where? When? How Many? Remarks
Definition Assigned
(O/P/I) Method Method
Data
Clear definition
Name Input / E.g. Date, Manual, What
for repeatable Procedures for Location How often
what is Process / Continuous or Time, Location, Spreadsheet, Who is measure the number of data points
results from data collection for data the data is
being Output discrete Person, Computer- responsible? is being collected per sample
different are defined collection collected
measured measure Customer etc. based, etc. collected
observers

Data Collec>on
Product <product name> ID R123 Number Inspected 265

Stage Final Inspec;on Date 12th Jan Checked by John Doe
Count / Check
Type of Error / Reason Subtotal
Mon. Tues. Wed. Thu. Fri.
1. Descrip;on of Type //// // // //// // //// / 22
2. Descrip;on of Type // /// // /// //// / 16
3. Descrip;on of Type //// / //// //// / //// // 23
4. Descrip;on of Type //// / /// //// // /// 19
…
…
…
Grand Total 16 9 13 18 22 80

The 7 Classic Tools of Quality

The most common Quality Tools that can be used to solve the vast majority
of quality-‐related issues
Pareto Chart Scaeer Diagram Control Chart Flow Chart
Upper control limit

Frequency
Variable 1
Percent
Lower control limit
A B C D E Variable 2 Time
Cause-‐and-‐effect Histogram Checklist / Check Sheet

Cause Effect Distribu;on Task / Process Step
Repeat Mon. Tues. Wed.
Count
Thu. Fri. Sat. Sun.
Process 1
Materials Methods <Value
Count 1. Task Descrip;on D >
Total
Type of Error / Reason
Frequency
2. Task Descrip;on Score D ü

Mon. Tues. Wed. Thu. Fri.
1. Descrip;on of Type //// // // //// 3.

// Task Descrip;on
//// / 22 AN -‐
<Value
2. Descrip;on of Type // /// // /// 4. Task Descrip;on
//// / 16 D >
Process 2
3. Descrip;on of Type //// / //// //// / //// // 23
<Value
1. Task Descrip;on D >
4. Descrip;on of Type //// / /// //// // /// 19
2. Task Descrip;on AN ü
…
3. Task Descrip;on D ü
… … …
Manpower Machinery …
Total Errors 16 9 13 18 22 80

Pareto Chart
–  Based on a principle thought through by Vilfredo Pareto (Italian

Economist). Pareto’s premise: 80% of the wealth of na;ons
comes from a 20% minority.
–  We arrange the data to highlight the impact of the ‘vital few’
causes on a high number of effects.

Pareto Example

Exercise
Complaint Feb Mar Apr Total

1 Refund 1 4 10 15
2 DPA-‐Fulfillment 175 100 85 360
3 Delay 23 20 11 54
4 Incorrect Data 10 13 60 83
5 Incorrect Advice 324 265 373 962
6 Incorrect Quote 7 12 21 40
7 DPA 12 8 12 32
8 Action not completed 25 52 50 127
9 Agent Attitude 30 50 17 97
10 DPA breach 21 4 8 33
11 Follow Up 300 110 95 505
How might you present this data in Pareto format?

Histogram
–  Used to assess the shape and spread of sample data.
–  Suitable for use with variable data.
–  Minimum of 50 data points recommended.
–  To draw a histogram
–  Divides sample values into intervals called bins.
–  Bars represent the number of observa;ons falling within
each bin (its frequency).

Watch Out!
Histograms obscure the
‘;me value’ of data and can
obscure data meaning if too
few or many horizontal bars
are used.


Histogram Example

Histogram Interpreta>on
Loca;on -‐ Is the process distribu;on

Varia;on -‐ What is the spread of the
centered, too high or too low? data? Is it too variable?
Customer Customer
Requirement
Process Requirements
Process within
Centered Requirements
Process
Too High
Process
Process too Variable
Too Low

Histogram Exercise
50.64 47.55 50.62 60.00 50.67

49.11 52.22 57.40 62.58 51.14
45.41 56.86 53.77 48.53 49.59
43.91 51.17 54.28 46.99 58.41
40.24 60.02 44.38 45.44 54.82
40.79 50.13 47.00 48.03 42.82
49.63 42.31 51.69 38.13 51.66
43.91 42.86 60.51 51.15 52.17
40.24 49.62 52.69 47.52 52.74
51.18 52.21 49.08 50.10 42.82
Here are 50 data samples.

Present this data as a histogram

Histogram Exercise
Histogram
18
16
Bin
min max count 14
37 40 1 12
40.1 43 7 10
43.1 46 5
8
46.1 49 6
49.1 52 16 6
52.1 55 8 4
55.1 58 2 2
58.1 61 4
0
61.1 64 1
40 43 46 49 52 55 58 61 64
37 40.1 43.1 46.1 49.1 52.1 55.1 58.1 61.1

Scaèr Plot
Y axis is the Dependant variable (Number of cans drank on a hot day)
The X axis is the Independent variable (The Temperature)
Scatterplot of Qty vs Temp
Qty Temp 60
30 70
21 75
40 80 50
52 90
57 93
Qty
59 98 40
33 72
38 75
32 75 30
45 80
53 90
56 95 20
62 98 70 75 80 85 90 95 100
Temp
51 91

Scaèr Plot : Example

Scaèr Plot : Regression Example

Time Series
A sequence of observa;ons over regularly spaced intervals of ;me. For
example:
·∙ Monthly unemployment rates for the past five years
·∙ Daily produc;on at a manufacturing plant for a month
·∙ Decade-‐by-‐decade popula;on of a state over the past century
A plot of the data

versus ;me.

Time Series

Time Series Plot

This ;me series plot shows the monthly sales for two store loca;ons over two
years. The plot reveals that:

Sales

Time
Ø  Store 1 sales show slow, fairly steady growth.
Ø  Store 2 sales started below store 1 sales, but overtook and surpassed store
1 sales by the second year.
Ø  Store 2 had greater monthly sales fluctua;ons than store 1.


Baseline Data
Basic graphical techniques that help explore, present and interpret data
Time Series Chart of Response Time
81.38188981
Run Chart: Column 1
71.38188981
61.38188981
51.38188981
41.38188981
31.38188981
21.38188981
1
3
5
7
119
13
15
17
19
21
23
25
27
29
31
33
35
37
491
43
45
47
49
51
53
55
57
59
61
63
65
67
69
71
73
75
77
79
81
83
85
87
89
91
93
957
99
3
9
Run / Control Chart Pareto
Histogram Scarer Diagram

Step 3: Define how you will measure your

success

Goal Criteria − SMART
The 5 criteria that define a goal so that it can be used in project management
Specific Measurable Aeainable Relevant Time-‐bound

Objec;ves have A goal It should be The objec;ve The goal has to
to be specific achievement arrac;ve for the needs to be set within a
and posi;vely should be project team to relevant to the ;me frame.
described. measurable. reach the goal. aims of the
organisa;on.

Step 4

Brainstorming Techniques
Open Flow -‐ group spontaneously shout out

ideas that are recorded by facilitator or
nominated recorder
Round Robin -‐ group take it in turn to give ideas
that are then recorded
Silent/Sharing -‐ ideas recorded individually on post-‐it

notes in silence and only then shared amongst group

Young Woman or Old Lady?
We may see different

things when looking at
exactly the same
situa;on

LeT & Right Brain Thinking
Words
Colour
Logic
Imagina;on
Linearity
Rhythm
Analysis
Spiritual Awareness
Lists
Holis;cs
Numbers
Crea;vity
Academic

LeV Right

LeT & Right Brain Thinking example

Read out the colour not the word
Why so difficult?

LeV brain = words, right brain = colour

Brainstorm Exercise
Problem: Bad mee;ngs in my business

Brainstorm using silent sharing
-‐ causes of bad mee;ngs

(or class examples)

Fishbone Diagram (Cause and Effect / Ishikawa)

Ishikawas illustrate mul;ple levels of poten;al causes (inputs), and ul;mate effects
(outputs), of problems or issues that may arise in the course of business
Cause Effect
Descrip1on 1 Descrip1on 2 Descrip1on 3
Placeholder Placeholder Placeholder
Problem /
Quality
Characteris1c
Effect that
needs
improvement
Descrip1on 4 Descrip1on 5 Descrip1on 6
Developed by Dr. Kaoru Ishikawa in 1943

Affinity


Now Group common causes


Root Cause
What is a Root Cause ?

5 Whys -‐ Example

Symptom
A well known
monument was
disintegra;ng Why?
Use of harsh
chemicals to clean
pigeon droppings Why so many
pigeons?
They eat spiders and
there are a lot of
spiders at monument
Why so many
They eat gnats spiders?
Ac;on: Turn on the
and lots of gnats
lights at a later ;me.
at monument
Why so many
They are
gnats?
arracted to the Cause
lights at dusk.

5 Why Analysis
Why? Reason
Why 1 Why was our customer unhappy? The service has been delivered to late. The customer was unsa;sfied.
Why was the service not prepared We did not prepare the service on ;me because it took much longer than we
Why2
on ;me? expected.
Because we did not receive all approvals on ;me and underes;mated the
Why3 Why did it take so much longer?
dura;on of the project.
Why did we underes;mate the

Why4 Because we forgot to prepare a detailed list of all tasks.
project dura;on?
Because we were running behind on other projects and failed to review our
Why5 Why did we forget about it?
task list and ;me es;ma;on during the project.
Root Because we didn’t have a checklist to clearly iden1fy all tasks that we must achieve to es1mate 1me accurately.
Cause* We need to develop a systema1c approach to include these factors in future projects.
Only the one who experienced the problem is qualified to perform the analysis. There are usually more than one root cause

Apply 5 Whys


Now Group common causes

Select 3 key group causes and apply ‘5 Whys’

Does the cause (symptom) change to a root
cause?


Step 5

Priori>se
Narrow down to most prac;cal and effec;ve

Impact / Ease
FMEA
Can we error-‐proof it?
Does the countermeasure affect quality, produc;vity,
safety, cost or person?
Can we quan;fy the expected outcome?
Use problem, cause, ac;on spreadsheet
Create a clear and detailed ac;on plan

Impact / Ease Chart

Impact
JUST JUST
PROJECT
PROJECT
Do
JUST Do

PROJECT IT! Do IT!
IT!

JUST

JUST
Do

PROJECT PROJECT Do IT!
IT!

Ease

WHY WHY
NOT?
NOT? WHY

NOT?

NOT NOT WHY
NOW NOT? WHY
NOW NOT?
WHY

WHY NOT?
NOT NOT
NOW NOT?
NOW


Impact / Ease Chart
Must Quick
High
Haves Wins
Business
Impact
Low
Money
Hanging
Low Pits
Fruit
Hard Easy
Ease of
Implementation

FMEA – Failure Mode & Effect Analysis
Severity
Risk
Priority Occurrence
Detec;on

Failure Mode Effect Analysis (FMEA)
Failure Mode & Effects Analysis (FMEA)

Date:
Process Name Process Number
Revision:
A) Severity B) Probability of C) Probability of Risk Preference
Occurance Detec1on Number (RPN)

Failure Mode Rate 1-‐10 Rate 1-‐10 Rate 1-‐10 A x B x C
10 = Most 10 = Highest 10 = Lowest
Severe Probability Probability
1) Select wrong color seat belt 5 4 3 60
2) Seat belt bolt not fully 1ghtened 9 2 8 144
3) Trim Cover clip misaligned 2 3 4 24

Step 6

How?
What data do we need to collect on counter-‐measures?

For how long?
Who collects it?
How is it reported?
Do you need permission?
Is revalida;on required?
Is addi;onal training required?
Are addi;onal resources required?
Have we communicated the counter-‐measure?



Step 7

Step 7
Were the results

consistent with the
expected result?

If not, can you explain the
difference?

What was learnt?

Step 8

Opportunity
•  Standardise
•  Prevent
•  Monitor
•  Document
Close out the project
Complete A3
Can this counter-‐measure be applied elsewhere?


What Did the Team Learn (from what

didn’t go to plan)

Complete A3

7 basic quality tools
  Kaoru Ishikawa
 “95% of quality related problems

  can be solved with
 7 fundamental quan;ta;ve tools”
 Good presenta;on makes data analysis

and decision making easy

7 basic tools
Flow diagram Cause & Effect Check Sheets
31 Before Improvement After Improvement
26
Individuals - Delivery Time Deviation

21
16
11
7.00
6
Mean CL: 0.10
1
-4 -6.80
-9
-14
-19
Histogram Pareto Scarer Plot Run/Control Charts

SUMMARY: 8-‐step problem-‐solving –
Project framework
Start Select Countermeasures 5
4 Brainstorm – Iden;fy Causes
Planning Phase
0 Problem / Opportunity
Select Likely Causes
Implement Solu;on 6
1 Problem Statement / Charter

Is the
Evaluate Solu;on 7
No Cause
a Root
Cause?
Establish the Team. Define Stanadardise or document
2 current state with process team learning 8
Yes
Set a target Brainstorm ac;on op;ons

3 & plan improvement
Finish

Content
Introduc;on
2.  Simula;on 29
7.  SMED 203
9.  TPM 231

Value Stream Mapping
Books
“The Machine That Changed The
World”
“Lean Thinking”
“The first step of the process for fixing

any process is to write down the
process
(what we call the current state)
….You’ve got to know what’s actually

James Womack happening first – most managers
don’t..”
What Are Value Streams?
Value Stream
All ac;ons (both value added and non value added)
required to bring a specific product or service
from ini;al order through to the customer.
A tool used to support achieving a lean future

state process
“Whenever there is a product (or service) for a customer,

there is a value stream. The challenge lies in seeing it.”

3 enterprise value streams:
Raw Materials to Customer -‐ Manufacturing
Product Concept to Launch – Engineering
Order to Cash -‐ Administra1ve Func1ons

The Goal of mapping
Future State
Current Future
State State
Waste
reduc+on
opportunity is
consistently
greater than
40%
Non Value Added Value Added
“Cycle ;me is everything. Once you reduce it, it will become cheaper
and the service becomes faster”
Kenneth Egelund Schmidt, VP and CIO, Carlsberg

The goal of Mapping
Value Stream Determine the Value

Scope Stream to be improved
Current State Understanding how things

Drawing currently operate. This is the
later improvement
Standardize for
founda;on for the future state

Future State Designing a lean flow
Drawing through the applica;on of
lean principles
Implementa;on Developing a detailed plan of
implementa;on to support
Plan
objec;ves (what, who, when)
The goal of mapping!
Implementa;on of
Improved Plan

•  Let’s create our current state value stream map.
•  Select your process.
•  Label the map

–  Process descrip;on
–  Current State Map
–  Date

Step 1 -‐ Customer Requirements
Customers
18,400 pieces/ month

• 12,000 L
• 6400 R
2 shiVs
Tray = 20 pieces
y
1 x Dail
130
.
Ques;ons on customer requirements
Consider the relevance of each ques;on to your process

Iden;fy the product or service family to be mapped?
What is the customer demand?
How many different products/services are offered?
How frequently are products/services delivered?
Any specific info e.g. mul;ple delivery points, delivery
windows?
Calculate TAKT ;me

ENTER THE DATA ON YOUR MAP
131
.
Step 2 -‐ Process Steps
Customers
320 pieces/ month

• 200 A1
• 120 A2
2 shiVs
Pack size = 1
y
1 x Dail
Stamping Spot weld # 1 Spot weld # 2 Assembly #1 Assembly # 2 Shipping
132
.
Ques;ons on process steps

Iden;fy each process step (Flow diagram)

Complete a quick walk through to iden;fy the main processes
(i.e., how many process boxes)

133
.
Step 3 -‐ Process Data
Customers

• 12,000 L
• 6,400 R
2 shiVs
Tray = 20 pieces
y
1 x Dail
Stamping Spot weld # 1 Spot weld # 2 Assembly # 1 Assembly # 2 Shipping

200 T
Cycle ;me= 1 sec Cycle ;me= 39 secs Cycle ;me= 46 secs Cycle ;me= 62 secs Cycle ;me= 40 secs
Change over= 60 min Change over=10 min. Change over=10 min. Change over=0 min. Change over=0 min.
Up;me =85% Up;me =100% Up;me =80% Up;me =100% Up;me =100%
1 x 1 x 1 x 1 x 1 x
134
.
Ques;ons on process data

Cycle ;me (record max and min values here rather than average)
Changeover ;me (if relevant)
Process reliability (up;me)
Where are quality checks -‐ what is the Pass/fail rate?
Number of people in the process
Iden;fy any Batching / batch sizes
Working ;me

135
.
Step 4 –Inventory / Process Delays / Approvals
Customers
18,400 pcs// month

• 12,000 L
• 6,400 R
2 shiVs
Pack size = 1
y
1 x Dail
I Stamping I Spot weld # 1 I Spot weld # 2 I Assembly # 1 I Assembly # 2 I Shipping

5 days 4600 L 1100 L 1600 L 1200 L 2700 L
200 T 2400 R 600 R 850 R 640 R 1440 R
Cycle ;me= 1 sec Cycle ;me= 39 sec Cycle ;me= 46 sec Cycle ;me= 62 sec Cycle ;me= 40 sec
Change over=1 hour Change over=10 min. Change over=10 min. Change over=0 min. Change over=0 min.
1 x 1 x 1 x 1 x 1 x
136
.
Ques;ons on inventory /
Process Delays / Approvals


Is there any work-‐in-‐progress in the process?
Product – number of products
Service – number of orders
-‐ number of clients
-‐ delays / hand-‐offs between process steps
-‐ approvals
How much is present (by product/service family)?

137
.
Step 5 – Inbound Flows of Raw Materials / Informa;on
Suppliers
Customer
500 V coils 18,400 pcs// month

• 12,000 L
• 6,400 R
Tuesday 2 shiVs
and
Thursday Tray = 20 pieces
y
1 x Dail
I Stamping I Spot weld #1 I Spot weld # 2 I Assembly # 1 I Assembly # 2 I Shipping

5 days 4600 L 1100 L 1600 L 1200 L 2700 L
10 T 2400 R 600 R 850 R 640 R 1440 R
1 x 1 x 1 x 1 x 1 x
Slug Brackets Stamping

Currents State Map
Date :
138
.
Ques;ons on materials/input flow

How many different inputs are required?
Product – material
Service -‐ informa;on
How oVen are inputs supplied?
What is the input lead-‐;me?
Any specific info e.g. more than one supplier for a given input?

139
.
Step 6 – Informa;on Flows
6 week forecast
30/ 60/ 90 day forecast
Produc;on Planning Customers.
Supplier
Weekly fax Daily expedite
500 V coils
18,400 pcs// month
• 12,000 L
• 6,400 R
2 shiVs
Pack size = 1
y
1 x Dail

5 days 4600 L 1100 L 1600 L 1200 L 2700 L
200 T 2400 R 600 R 850 R 640 R 1440 R
1 x 1 x 1 x 1 x 1 x
Slug Brackets Stamping

Currents State Map
Date :
140
.
Ques;ons on informa;on flows

What sort of forecast informa;on is used.
Do we get informa;on from the customer?
Which dept. does this informa;on go to in your company?
How long does it stay there before being processed?
Who do they pass it to to inform input suppliers?
What sort of informa;on do you give your suppliers?

141
.
Step 7 – Linking Physical & Informa;on Flows
6 week forecast
Produc;on Planning F.A.L.
Coils r us
MRP
500 V coils 18,400 pcs// month

• 12,000 L
Weekly plan • 6,400 R
Tuesday 2 shiVs
and
Thursday Tray = 20 pieces
y
Daily
shipping
1 x Dail
plan

5 days 4600 L 1100 L 1600 L 1200 L 2700 L
200 T 2400 R 600 R 850 R 640 R 1440 R
Cycle ;me= 1 minute Cycle ;me= 39 minute Cycle ;me= 52 minute Cycle ;me= 62 minute Cycle ;me= 40 minute
1 x 1 x 1 x 1 x 1 x Slug Brackets Stamping
Currents State Map
Date :
142
.
Ques;ons on linking flows

Draw arrows to show links
What sort of planning is used?
What sort of instruc;ons are produced?
Where is the informa;on and instruc;on sent from and to?
Iden;fy any delays in the process flow
Service -‐ Approvals
What happens when there are problems in the process flow?

143
.
Step 8 -‐ Lead Time & Processing Time
6 week forecast
Coils r us
MRP
500 V coils 16 pieces/ day 18,400 pcs// month

• 12,000 L
Weekly plan • 6,400 R
2 shiVs
Daily
(Milk Run) Pack size = 1
y
Daily
shipping
1 x Dail
plan
I Stamping I Spot weld # 1 I Weld + Ass’y I Assembly # 1 I Assembly # 2 I Shipping

5 days 4600 L 1100 L 1600 L 1200 L 2700 L
200 T 2400 R 600 R 850 R 640 R 1440 R
Cycle ;me= 1 minute Cycle ;me= 39 minute Cycle ;me= 52 minute Cycle ;me= 62 minute Cycle ;me= 40 minute
Change over=1 hour Change over=10 min. Change over= 0 min. Change over=0 min. Change over=0 min.
Produc;on Lead Time = 23.6 days
1 x 1 x 1 x 1 x 1 x
Processing ;me = 188 sec
5 days 7.6 days 1.8 days 2.7 days 2 days 4.5 days
1 sec 39 sec 46 sec 62 sec 40 sec Slug Brackets Stamping
Currents State Map
Date :
144
.
Complete Map

Add a ;meline at the very borom recording the process lead ;me and
value adding ;me.

Convert inventory to ;me by using TAKT ;me


.
Current State – Value Stream Map

Example -‐ Sales

Exercise -‐ VSM
Using the data collected in the Lego game, draw a VSM for the
original state (phase 1)

If process ;mes were not measured, then use:

Body: 5 sec
Wings: 25 sec
Tail: 14 sec Rework Scrap
Cockpit, Wheels etc: 27 sec 6 20

Inspec;on: 3 sec

Include travel ;me between sta;ons

Calculate TAKT ;me based on 30 planes required in 8 available
minutes.
Total
WIP1 WIP2 WIP3 WIP4 WIP5 WIP
Translate WIP into seconds
0 10 6 10 0 26

Lego Current State VSM
4 pin
Suppliers)
Production Customer
Manager
Forecast
30 planes in 8 mins
TAKT time
8 mins
batches of 5
10 ft
Main Body Wings Tail Cockpit/Wheels Inspection
C/T (sec) C/T (sec) C/T (sec) C/T (sec) C/T (sec)
5 25 14 27 2
C/O (sec) C/O (sec) C/O (sec) C/O (sec) C/O (sec)
0 0 0 0 0
Yield Yield Yield Yield Yield
80% 95% 100% 100% 100%
Ops: 1 Ops: 1 Ops: 1 Ops: 1 Ops: 1
Raw Material WIP WIP WIP WIP WIP

0 10 5 10 0 5
Total Value %
0 160 80 160 0 80 6 486 NVA 87%
6.3 26.3 14.0 27.0 2.0 76 VA 13%
562
LEAD TIME 9.4 minutes

The Future State

Ques;on 1 – TAKT ;me
Takt is the German word “To Pace” or “Rhythm”.

Simple concept.
Without it, we are guessing at resources required to meet customer demand.
Takt Time = Available Time

Customer Requirements
Example
Takt Time = 480 min (8hr day) -‐ 20 min (breaks)
460 demand per day

Takt Time = 460 min x 60 sec = 27,600 seconds
460 460

Takt Time = 60 seconds -‐ demand is every 60 seconds


Ques;on 2 – Does the process produce to stock or
produce to order?
Customer
Requirement
Produce to Stock

-‐ Stock schedules process
PROCESS SHIPPING
Produce to Order

-‐ Planning schedules process
Customer
Requirement
PROCESS SHIPPING

.
Ques;on 3 – Where can we use con;nuous flow?
Process Step (mins)

Takt ;me 70 62s
60 60
46s
seconds 50
39s 40s
40
30
20
10 1s
0
Stamp Weld Weld Assy Assy
Process Step (mins)

Takt ;me 70
60 60 55s 55s 55s

seconds 50
40
30
20
10
0
Weld Weld/Assy Assy

.
Ques;on 4 – Where can we use pull systems?
Signal Kanban / batch
60
STAMPING 600 LH

320 RH
L Every 60
pieces
WELD + ASSY
R
1.5 days

.
Ques;on 4 ctd – Pull -‐ Suppliers
Produc;on Planning
Coils r us Daily Order
Arach a withdrawal kanban to every coil and send

those Kanban to its own produc;on control
department whenever another coil is used.
Coils

Daily
(milk Run)
Produc;on control place orders with supplier.

Once order is placed, Kanban cards are placed in
slots at the receiving dock indica;ng the arrival
date.
Stamping If there are Kanban in yesterday’s slot, then there is
Coils
a supply issue.

1.5 days
Receiving team can manage the stamping Kanban
directly

.
Lead Time Improvement so far
Total
Stamped Weld / Finished Produc1on
Coils inventory
Parts Assy WIP Goods Lead Time
Turns
6.5 Days
Before 5 Days 7.6 Days 4.5 Days 23.6 Days 10

So far 2 Days 1.5 Days 0 4.5 Days 8 days 30

Ques;on 5 – What point in the process should be
scheduled?
All process steps downstream of the pacemaker process need to occur in
flow.

Preferably scheduling upstream of the pacemaker process is done via a
pull system. (Kanban)

In this example, the scheduling point is the weld/assembly cell

.
Produc;on Levelling & SMED
DAILY DELIVERY SCHEDULE
LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLRRRRRRRRRRRRRRRR
1st shiV 2nd shiV
30 trays LeV, 16 trays Right – 20 pieces per tray
LEVELLED PRODUCTION MIX

RLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLRLLR
1st shiV 2nd shiV

Ques;on 6 – Op;on A – schedule to stock –
upstream processes scheduled by pull system
PRODUCTION CONTROL
Op1on A
Daily Order
20
Batch of kanban 20
20
One kanban
Load-‐levelling box near
at a ;me
shipping dock
20 20
L SHIPPING
R
Product is moved one kanban

at a ;me from Stock to
Shipping. 159
.
Ques;on 6 – Op;on B
PRODUCTION CONTROL
Batch of kanban Op1on B

Load-‐levelling box near Daily Order
produc;on cell
One kanban
at a ;me 20
20
20
20
L SHIPPING
R
An en;re batch of finished

goods is moved to
shipping at once 160
.
Ques;on 7 – What consistent increment of work should be released
and taken away from the pacemaker process?
Weld/assembly cell gets kanban from leV to right at pitch increment
Shift 1 07:00 07:20 07:40 08:00 08:20 08:40 09:10 09:30
Shift 2 16:00 16:20 16:40 17:00 17:20 17:40 18:10 18:30
One row per Left

product type
Drive
L
L
Right
Drive
R
R
One column Kanban
per pitch
increment

.
The Dynamics of Lean
No created
demand
amplifica+on
Separate Combine steps Levelled and Demand signals
capacity planning where you can released in
from produc+on to flow direct from the
instruc+ons small quan11es customer’s
point of use
Reflexive Produc1on Uninterrupted
To only one
Pull all the pulled from FIFO flow back to the
pacemaker
way back to every customer’s
process
raw materials upstream step point of use
Every Every step is:-‐ With just the right No warehouses,

Product Valuable Standard only Cross-‐Docks
Every Capable Inventory of:-‐ and Mixed-‐model
Interval Available Cycle stock Milk Runs
capability Flexible Buffer stock and
and Adequate Safety stock

Ques;on 8 – What process improvements are required for the value
stream to flow as the future state describes?
Changeover
Reduc;on in Changeover ;mes (SMED)
Kaizen Up;me improvement (TPM)
burst
Elimina;on of waste (8-‐step process improvement)
Yield improvement
New technology
Layout improvements (5s)
Etc

Employ PDCA to manage individual improvements


.
Future State Map
6 week forecast
Coils r us
Daily Order Daily order

• 12,000 L
Daily Order • 6,400 R
20 2 shiVs
Daily
(milk Run)
Coils Tray = 20 pieces
y
batch 1 x Dail
20
20
Elim Waste
Stamping Weld & Assy Shipping
10 T
L
Coils
Changeover Weld
Cycle ;me= 1 sec Cycle ;me= 55 sec
Changeover R
Change over < 10 min Change over= 0 min.
1.5 days Produc;on Lead Time = 5 days
Up;me > 95% Up;me = 100% 2 days
1 x 3 x
2 days Processing ;me = 166 sec
1.5 days 1.5 days Weld
1 minute 165 sec Up;me Slug Brackets Stamping
Future State Map
Date :
164
.
Lead ;me improvement
Total
Stamped Weld / Finished Produc1on
Coils inventory
Parts Assy WIP Goods Lead Time
Turns
6.5 Days
Before 5 Days 7.6 Days 4.5 Days 23.6 Days 10

Con;nuous
Flow & Pull 2 Days 1.5 Days 0 4.5 Days 8 days 30
With Levelling 1.5 Days 1 Day 0 2 Days 5 days 48

VSM Symbols
Process
Process
Manufacturing Rework Outside

Transport
Process Process Sources
Data box PUSH flow First-‐In-‐First-‐Out

Finished goods to
Sequence Flow
customer
Supermarket Buffer or Safety Operator Inventory

Stock

VSM Symbols
Kaizen Electronic Timeline

Timeline
Burst Informa;on segment
total
Produc;on Withdrawal Batch Kanban

Batch withdrawal
kanban kanban
Signal kanban Kanban post Pull arrow Physical pull
Level Loading

Recommended Reading
Learning to See: Value Stream Mapping to

Add Value and Eliminate Muda (Lean
Enterprise Ins;tute) (Spiral-‐bound)
by Mike Rother (Author)

Content
Introduc;on
2.  Simula;on 29
7.  SMED 203
9.  TPM 231

5S
Which
creates the
best first
impression?

Exercise: Lerers & Numbers

1.  Record how long it takes to do each step of this
exercise.
2.  Iden;fy how many As, Bs, Cs and Ds are on your sheet.
3.  Write down your ;me and answer for each phase.


Original 5s

What is 5S?
The ‘S’ are five words, which provide the steps to improvement.
Sustain
Standardise
Shine
Straighten /
Set In Order
Sort

1st Step -‐ Sort
•  Major Clean-‐down.
•  Remove unnecessary items.
•  Repair broken tools & equipment.
•  Store frequently used items at the

work area.
•  Store infrequently used items away
from the work area
•  Dispose of items that are not
needed.

Sort
Sort tooling / equipment by frequency of use –
frequency example
Code Descrip1on Ac1on
Keep at
HIGH Hourly
workplace

Store at
MEDIUM Daily/Weekly
dept store

Store away
Quarterly/6
LOW from area
Monthly
or dispose
…….within the LOW category, retrieval MUST s;ll be quick!!

2nd Step – Straighten (Set In Order)
•  A place for everything and everything in

•  To arrange all necessary it’s place.
items -‐ label, classify and make easily visible
to minimise transport
& ergonomic waste.
•  Place according to
frequency of use.
•  Provide safe storage
-‐ e.g. heavy items low,
light items high.


Example – Shadow board

Example – Smart use of Colour
Direct Line Feed

Green -‐ Rivets
Red -‐ Fasteners
Black – General waste

Green – Dry Goods
Blue – Paper

3rd Step -‐ Shine
Iden;fy Cleaning / Maintain on a rou;ne
Maintenance Sec;ons. basis.
It is everybody’s Include un-‐seen areas
responsibility. (e.g. inside storage,
Set targets and work to Hidden files).
them. Incorporate rou;ne
maintenance (TPM).

4th Step -‐ Standardise
•  Use visual controls.
•  Make problems obvious.
•  Improve by con;nuous

assessment and genera;ng
ac;ons.
•  To include rou;ne health and

safety.
…..the system must be controlled
and maintained (using agreed
standards.)

The ‘Visual’ Workplace

The ‘Visual’ Workplace

Check List – Example -‐ TPM
Machine: Gleason Process: Gear Cutting Date: November
1 2 3 4 7 8 9 10 11 14 15 16 17 18 21
Cleaning Item Std / Lub Time (min) T W TH F M T W TH F M T W TH F M
1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1
Hydraulic Tank Clean 2 √ √ √ √
Machine body No swarf 3 √ √ √ √
Machine body Clean 1 √ √ √ √
Machine base Clean 4 √ √
Liquid lines Clean 1 √
Motor Fan Clean 1 √
Lubrication Standard
Pump No excess 1 √ √ √ √
Spindles No excess 1 √ √
Lubricator GP Oil 1 √ √ √ √
Filter No water 2 √ √
Regulator To limits 1 √ √
Lubricator To limits 1 √ √
Check Press Gauge In limits 1 √ √ √ √
Check Temp Gauge In limits 1 √ √ √ √
Check Main Spindle No play 2 √ √ √ √

Standardise -‐ example

5th Step -‐ Sustain
•  Probably the most difficult of the

5S’s.
•  Make it a habit.
•  Sewng review frequency.
•  Checklist matrix.
•  To maintain our habit we need to
prac;ce and report un;l it
becomes a way of life.
•  Visual communica;on instead of
verbal!
…..Ownership !!
Without it the other steps will fail!

Sustain tools
s e
nc
es
2 sta s
= sta s
> sta es
sta s
e
= sta e
t
1 in nce
in e
ta
nc
en
3 1 in nc
2 in nc
0 4 in nc
4 nc
1
s
6S Audit Worksheet
= sta
no ore
in
m
a
in
e
Sc
om
o.
Ar
Ar
Ar
Ar
Ar
3
lN
=
=
C
=
4
5
ta
Tools used to help sustain 5S culture
To
Distinguish between what is needed and what is not needed COMMENTS
Any unnecessary equipment, material or

0 5
tools etc. in the area?
Any unneccessary items on walls,
noticeboards etc..? Any items out of date on 0 5
Sort boards?
Are personal belongings properly stored? 0 5
•  Photos and story boards Do safety hazards exist?
A place for everything and everything in its place

0 5
Are aisle ways and workstations clearly

0 5
indicated?
•  Regular audits and reviews

Straighten Are jigs, fixtures and tools in their correct
0 5
place?
Is all material and WIP in its correct spot? 0 5
Is all material and equipment clearly

0 5
marked?
Cleaning and keeping the workplace organised
•  Newslerer incorpora;ng success Shine

Is equipment clean and free of dirt, oil, and
grease?
Are floors and surfaces free of dirt, oil,

0
0
5
stories and 5S mission

grease and spillages?
Are lines, labels and signs clean and in

0 5
good condition?
Any other cleaning issues present? 0 5
Maintain and monitor the first 3 categories
•  Clear Standards
Is all necessary information visible? 0 5
Lights or equipment left switched on? Air

Standardise 0 5
leaking or energy wasted?
Are cleaning and maintenance checklists

0 5
present and up to date?
Safety equipment/procedures adhered to?

0 5
PPE being worn?
•  Effec;ve training Is area maintaining 6s rules and discipline?

Stick to the rules
0 5
Are 5s audit results reviewed and posted?

Sustain 0 5
Check last audit.
Is posted information up to date? 0 5
Instances where daily housekeeping not

0 5
performed?
Operate safely
Are appropriate controls in place to identify

safety equipment?
Is all safety equipment unobstructed and

Safety
accessible?
Is safety information posted and up to date?
Any other safety issues present?
TOTAL 0 0 0 0 0 0 SCORE 100

5s in Reality
Moving from shed culture

n  closed
n  private
n  individual
To…
…Supermarket Culture
n  Visual management
n  Open
n  Public
n  Accessible

5S Example -‐ USA

5s Example -‐ NHS
Before
AVer

5S soVware files Example
Sort Take ;me to check all files and soVware, and get
rid of any that are unnecessary.
Straighten Organise files and op;mise the use of file folders.
Create shortcuts for the most used files or
programs
Shine Eliminate any files in deleted items,
sent items, temporary files
and the recycle bin
Standardise Establish procedures to maintain computer 5s.
Involve the MIS department
Sustain Include this in 5s audits. How are files
maintained and programs organised and the
;me spent doing so.

Content
Introduc;on
2.  Simula;on 29
The 4th
7.  SMED 203
principle of
9.  TPM 231
Lean

Kanban-‐What does is mean?
•  Kanban: A Japanese term. The actual term means "signal".

•  It is one of the primary tools of JIT (Just In Time)system.
•  It signals a replenishment for materials.

•  It maintains an efficient flow of materials.
•  It is usually a printed card, tote or bin that contains specific
informa;on
-‐ such as part name, descrip;on, quan;ty, etc.

Purpose of using a Kanban System
Control WIP (Work In Progress)

Reduced space required

Increase Quality Control
–  Berer material accuracy with less transac;ons
–  Decrease the amount of paper work needed

Improves housekeeping

Increase Produc;vity
–  Decrease number of ;mes material is handled
–  Decreases the number of ;mes material is counted
–  There will always be one bin of material to work from.

Eliminates confusion
–  It is clear to the user where to get material and to the supplier when to provide it
Kanbans in prac;ce

Two bin Kanban
•  2 bins are used for each part in a storage loca;on.
•  All containers, bins and shelves of storage loca;ons are marked with the
part number, descrip;on and quan;ty of each part.
•  Each container will be filled with a quan;ty of parts to cover a set ;me.
•  Users must empty one bin before using the second.
•  When all of the contents in bin 1 are used, the empty container triggers
a signal.
•  The signal can be the bin itself, a card, a fax etc and should follow a
standard process.
This is the signal to the material supplier to refill the parts bin and place
it back in the storage loca;on.
Kanban labels / cards
Descrip;on Department
Widgets Hometown
Part ID Area
54678943 Room 1
Quan;ty Loca;on
50
A5


What size Kanban?
•  Usage
•  Delivery lead-‐;me from ;me of signal or order
•  Batch size
•  Safety Factor?

Exercise
•  Customer demand for kits is running at between 450 and 470
per day.
•  Each kit requires: 3 x A pieces

8 x B pieces
2 x C pieces
•  One supplier supplies all pieces

•  Delivery takes 3 days from the ;me of order.
•  All pieces are delivered in batches of 2000.
•  You are asked to set up a 2-‐bin kanban in the raw material
supply area for each piece. How many parts would you hold
in each bin for each piece?

Exercise – part two
•  There is not enough space in the material stores to hold
the calculated number of pieces.
•  What are your op;ons?

Kanban Squares
X X X
X
X X
Flow of work
Flow of information

Preferred Environment For Kanban
•  Items should be frequently used

–  or . . . can give slow-‐moving inventory
–  so . . . Standardise components through design
•  Replenishment ;mes should be short
–  or . . . Large inventory buffers are needed
–  so . . . Reduce setup ;mes, transport delays, etc
•  Replenishment ;mes are reliable
–  or . . . Further inventory buffers are needed
–  so . . . Eliminate surprises -‐ breakdowns, rejects, shortages
•  Parts should have a reasonable shelf life
–  or . . . Buffers may go out of date
–  so . . . Minimise the exposure through the others above!
•  Demand rates should be smoothed

Implementa1on keys
•  Keep it Simple
•  P.O.U. (Point Of Use)
–  Stock available as close as possible to
P.O.U.
•  Then Eliminate stockroom
•  Then Eliminate warehouse
•  Involve Suppliers
•  Make it Visual
–  Label shelves and boxes
–  Use water levels
–  Taped /sealed boxes
–  Color codes, Bar Codes
–  Egg carton approach, mistake proof
system
•  Reduce batch sizes and
•  Increase replenishment frequency.
Content
Introduc;on
2.  Simula;on 29
7.  SMED 203
9.  TPM 231

The Batch Size Dilemma
Hate Changes to

Love Long the Plan
Runs

Which Plan is most likely to change?
Plan A:
A B C D E F A
A B C D E F A B C D E F A
Plan B:

Changeover Time Defined
Changeover ;me is measured from

the last good output of the previous process
to
the first good output of the subsequent process.

Example -‐ Before SMED
Typical changeover: 10 – 15 minutes

AVer SMED
Typical changeover: 2.3 seconds (3.5 secs average)

Calin Buie, October 2014

5 steps to quick Changeover

Step 1: observe the current process

Step 2: Differen;ate Internal & External
•  Stage all items before the cri1cal window

•  Develop a checklist for needed inputs
•  Keep high-‐use items close to process
•  Use visual management
•  Place necessary items in order of usage
•  Check all items to ensure proper func1on

•  Maintenance of necessary items
•  Error-‐free checks
•  Cleanup and return items amer cri1cal window

has passed

SMED
DEFINITIONS

Internal ac1vi1es.
Elements which can only be done
during the cri;cal window.
External ac1vi1es.
Elements that can be performed
before or aVer the cri;cal
window.

SMED Analysis
Example Process: 90325 Mould Removal

BEFORE AFTER
Seq Ac1vity Dura1on (secs)
1 Collect ;cket / counter 27
Empty box / collect last shots -‐ Box and tool
2 maker 63 63
3 Stop Robot 10 10
4 Close hopper / purge 115 115
5 Collect tools 5
6 Bagging samples 46
7 Bag of polyethylene 49
8 Poly into barrell 60 60
9 remove robot 20 20
10 Remove air strap 35 35
11 Water off 30 30
12 Curtains removed 30 30
13 Clean top of mould 25
14 Arach liVing strap 50 50
15 Adjust sewngs / disconnect ejec;on 35 35
16 Unclamp mould 20 20
17 Find hoist control 160
18 Hoist to machine 30 30
19 LiV out mould 25 25
20 Disconnect water 25 25
21 Find mould trolley 65
22 Mould on to trolley 25 25
23 Hoist back up safely 20 20
24 Replace hoist control 25
25 Arach last shot to mould 15 15
26 Log book 30
27 White tag 70
28 Arach white tag and wheel mould away 30 30
29 Curtains safe 35
30 Tools away / presentable 15
31 Mould away
Total mould removal 1me 1190 638
Copyright © SQT Training Ltd 46% reduc;on 213

Step 3: Convert Internal to External
Standardise opera;ons to minimise ‘internal’ process ;mes

Step 4: Streamline Internal Opera;ons

Step 5: Streamline External Opera;ons
Standard set-‐up
(5s)

Ac;vity – Quick turnaround
The ‘changeover’ process in the cabin between a

passenger plane landing and taking off again.
Can you
1)  Outline a typical process -‐ List the
steps that occur
2)  Iden;fy some ‘internal’ and
‘external’ ac;vi;es
3)  Convert an internal ac;vity to an
external ac;vity
4)  Streamline internal opera;ons
5)  Streamline external opera;ons

Case Study – Quick turnaround
•  No assigned seats
•  No meals, Only snacks
•  No electronic entertainment
•  No document holders in seats
•  No “safety” cards
•  Flies only Boeing-‐737 aircraVs
–  Reducing pilot training costs
–  Reducing maintenance costs
•  Cabin crew does the cleaning
•  No wai;ng for incoming flights
•  Fewer employees at the gate
–  One agent, ground crew of 6 (SWA)
–  Three agents, ground crew of 12 (Avg.)
•  Internet booking
–  Cut paperwork and administra;ve costs
•  No entry for customers checking in too late
•  "point to point" (city to city), NOT hub-‐and-‐spoke model
•  Short haul flights only

Ryanair’s Traffic Growth
PAX M
60
40
20
02 03 04 05 06 07 08 09 10

Content
Introduc;on
2.  Simula;on 29
6.  Lean Material Systems 191 “Where there is no
standard, there can be no
7.  SMED 203 Kaizen”
8.  Standard Work 220 Taiichi Ohno (1912-‐1990)
Vice President, Toyota
9.  TPM 231

Standard Work
Standard Work is the documenta;on of

the current know-‐how of the best,
most efficient, easiest, safest way to
complete individual tasks or process
steps.

Standard Works enables an Organisa;on
to determine how long it takes to
complete that process.

This enables the business to confidently
and predictably resource people and
equipment to sa;sfy customer
requirements.

Standard Work Example
This is an excellent example of a

retailer who ;es together user-‐
generated content (customer
suggested recipes and contests),
solu;ons selling (search for recipes by
meal type, prep ;me and cook ;me)
and product bundling (click to
purchase ingredients)

Standard Work Instruc>on

Standard Work -‐ Apple

Standard Work -‐ Retail
Comments Comments
• Set Locations
• No contamination
• Monthly 5S Audit

Standard Work Elements
Best combined use of people/machines/materials to do the

job with minimum waste
Benefits of Standard Work
Why Standardized What are we going What is in it for
Work? to do differently? the team member?

1.  Involvement in designing
1.  Establishes rules on how a 1.  Improve motion and
their job.
process is done flow of processes
2.  Provides greater safety in
1.  Build in QUALITY 2.  Provide meaningful/ work.
2.  Lowering COST specific training
3.  The opportunity to
3.  Crea;ng a SAFE work 3.  Implement and sustain contribute to berer
environment standards. quality and produc;vity.
4.  Allowing FLEXIBILITY 4.  Train front line workers 4.  Assist them to work
for changing to be the problem Smarter not Harder.
demands solvers.
2.  Creates baseline for 5.  Provide a help-chain
improvement that supports workers
3.  Experiment, root cause to meet targets
and fix the problems

Tips on documen>ng Standard Work
Map Work
Involve Staff Sequence
Customer
Add Requirements Simple
Cycle Times Language
Process
Outputs
Pictures Key points

Diagrams, Colour Quality Checks
Iden;fy any process requirements and where resourced

Standard Work Exercise
Let’s use what we have learned

about standard work to draw a
pig!
Write an instruction to ensure

that everyone can draw a
standard pig

Content
Introduc;on
2.  Simula;on 29
7.  SMED 203
9.  TPM 231

ShiV in Awtudes

Operator Maintenance Operator Maintenance

I use I maintain & We maintain

I fix
Conven;onal TPM

TPM / Asset Care Objec;ves
1.  Improve produc;vity & eliminate surprise down;me
2.  Create a bright, clean and pleasant work

environment
3.  Develop workforce & improve the organisa;on

What is TPM
5 Major Pillars of TPM
TPM is a Lean tool to op;mize

the effec;veness of opera;ons equipment and tooling
1.  Measure OEE and arack the six losses

2.  Introduce a planned maintenance system (asset care)
to predict and prevent unscheduled down;me
3.  Self-‐maintenance & cleaning performed by trained users
Expands role of the user as first point of early warning and
preven;on
4.  Increase skills of users and service personnel through con;nuous
development
5.  Maintenance preven;on techniques including improved design
Note: These are the areas in which we want to deploy
our service personnel.

OEE & Six losses
Asset Care
Autonomous Maintenance
Educa;on and training

Staff Training
Preven;on techniques &

improved design
Five major pillars of TPM
235
1. OEE & The Six Losses
Equipment failure / breakdowns

Down;me
loss
Set-‐up / adjustments
Minor stopping / idling

Speed loss
Reduced speed
Process errors
Quality loss
Rework / scrap (start-‐up losses)

OEE
Overall Equipment Effec;veness = Availability x Performance x Quality Yield
Availability Down;me loss
Performance Speed loss
Quality Yield Quality loss

OEE
Overall Equipment Effec;veness = Availability x Performance x Quality Yield
Availability = ;me available for produc;on -‐ down;me

;me available for produc;on

Performance = ideal cycle ;me x number of parts produced

opera;ng ;me
Quality Yield = total number of parts produced -‐ defect number
total number of parts produced

What is a World Class OEE?
•  Formula for OEE makes it a severe test. For example, if all three contribu;ng
factors were 90.0%, the overall OEE would be 72.9%.
•  World Class goals for each factor are quite different from each other, as is
shown in the table below.
OEE Factor World Class

Availability 90%
Performance 95%
Quality 99%
Overall OEE 85%
•  Every opera;on is different. Worldwide studies indicate that the average OEE
rate in manufacturing plants is approximately 60%.
•  A World Class OEE is considered to be 85% or berer.

OEE Exercise
Shift Length 8 hours

Breaks 30 minutes Use net ;me
2 x 15 minutes
Downtime 47 minutes Calculate available

;me %
Standard Run rate 60 ppm

Calculate performance
%
Pieces Produced 19,271
Calculate quality %
Reject Pieces 423

Case Study
Theatre Summary Endoscopy Endoscopy Summary

65% planned x
25%
62% efficient
21% = 40% u;lised

40%
35%
50%
29%
U;lised
Theatre
50% planned x 40% u;lisa;on
57% efficient & 29% u;lisa;on
U;lised Under-‐U;lisa;on = 29% u;lised

2. Looking AVer Your Assets
•  Establish teams – typically

service, opera;ons &
engineering
•  Service team must firstly 1 Major

take control of their asset Breakdown
and improve it considerably
through a rigorous
con;nuous improvement
29 Frequent
programme.
Stops
•  One mistake is to
concentrate on major 300 Small Stops
breakdowns only.

Create a “Machine/Process Ledger”
•  Combine
–  Supplier recommenda;ons
–  History
–  Internal knowledge
Opera;ons
Tasks
•  Include ALL maintenance tasks
Removed
tasks carried out by the
team
•  Can any maintenance tasks

be removed or transferred Maintenance
to opera;ons? tasks
•  Introduce ‘judgement
standards


Machine / Process Ledger
1 2 3 4 5 6 7
During Operation
Between Shifts
Maintenance
Changeover
Deep Clean
Production
Frequency
Contractor
Weekend
Section
Minutes
Service
Section Ref
PM
Headings Inspection Item Judgement Standard reason For Inspection
Nos From SOP
from SOP
Safety: To prevent machine

Electrical 7.1.1.1 Main Module Isolator Multimeter: 0 volts m 3
remaining l ive
Prevention of daily i ssued
7.1.2 Lights, Panels & Switches During Operation d 3
being i gnored -‐ Downtime
Attempt to open gates Safety: To prevent unsafe
7.4.1 Interlocks m 5
without a ctivating a t HMI machine a ccess
Activate a nd check a t HMI. Safety: To disable machine
7.4.1 Emergency Stops m 5
Audible a ir dump in a n e mergency
Prevent damage to product
Pneumatics 7.2.1 Main Air Pressure @ 8 0psi 80psi +/-‐ 2 psi d 1
and s low cycle time
Prevent damage to product
7.2.2.2 Coilpick pressure @ 3 0psi 30psi+/-‐ 2 psi d 1
and s low cycle time
Both regulators reading Reading s hould correspond
New Prevent s low cycle time q 2
correctly with manometer
7.3 Clean conveyor trays Periodic cleaning Prevent feed faults q 20
Check feed s upport tray i s Keep tray free of debris
Coilpick Clean tray d 1
clean which can cause misfeeds
rotate a nd check for nicks Prevent damage to roduct
Side 1 &2 7.5.2.1 Feed Wheels d 2
with fingernail and feed faults
rotate a nd check for nicks Prevent damage to roduct
7.5.2.1 check pick wheel d 2
with fingernail and feed faults
Check pick wheel i s clean No build-‐up of dirt i n groove Dirt will cause misfeeds d 1
Easily a ble to rotate freely Prevent wavy coils a nd feed
7.5.2.2 Coilpick wheel d 1
by hand faults
© Lake Region

3. Autonomous maintenance

Autonomous maintenance
Descrip;on Factory focusing step.
From maintenance to 7. Con;nuous Improvement Repair
control. skills
6. Workplace Management / 5s

Understands the
relation between
maintenance and
product quality
Focuses the operators.
They learn advanced 5. Equipment Inspec;on checks
inspection and
maintenance techniques
4. General Inspec;on Training Understands the

functions and structure
of the machines
Equipment
focusing steps. 3. Standards for cleaning & lubrica;on
Secures the basic
condition of
Competence
the equipment
2. Countermeasures for dirt & dust Can find defects and
understand the principles for
improvements of the
equipment
1. Basic cleaning and inspec;on
7 steps are implemented to progressively increase
operators knowledge, par;cipa;on and
responsibility for their equipment
Training
•  Crea;on of the ledgers is priceless

–  Led to berer equipment performance and stability.
•  Improved job sa;sfac;on among the technicians
–  More ;me on higher level maintenance
–  Berer problem solving capabili;es.
•  Operators more involved in assis;ng technicians

–  understanding of equipment has improved
–  able to fault find the problem without calling the
technician.

Preven;on Techniques
Standard Work Data Collec;on Problem Resolu;on
Breakdown Occurrence
Step 2 Sheet (BOC)
Step 3
Total Maintenance
Step 1
Major breakdown Major Breakdown
1 Management Board (MBR) Root Cause Analysis &
Countermeasures
Master Ledger Re-‐occurrence Problem +
29 Frequent stop Ac;vity Sheet (RPAS) Re-‐occurrence
29
Preven;on
+
Small stop Proac;ve maintenance Planned Maintenance &
300 Daily Asset care Tasks
Implement
Step 4 Countermeasures

Case Study
Over a 4 year period, Toyota Deeside reduced reac;ve

maintenance from 80% to <1%.
•  Mistakes to concentrate on major breakdowns

1 Major alone.
Breakdown
29 Frequent •  300 small stops are likely to result in

Stops
–  29 frequents stops which in turn leads
300 Small Stops –  1 major breakdown.

Case Study
•  Lake region:

number of Distal Module stops has reduced by 55%

the number maintenance technician calls to the
machines has reduced by 45%

Ac;vity – TPM
We all tend to use computers these days.
Can you iden;fy some regular

checks that should be performed to
ensure op;mum performance of
your computer or system?
a)  Inspec;on item
b)  Judgement standard
c)  Reason for inspec;on
d)  Frequency
e)  Task ;me?
f)  By whom?

Content
Introduc;on
2.  Simula;on 29
7.  SMED 203 Start Your Lean Journey
9.  TPM 231

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Lean

Copyright © SQT Training Ltd

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ü Everyone par;cipates

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• Experience of Lean /

• What do you hope to get out

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Defects per 100

days for 8 sample

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% of Work Force in Suggestions/Employee

Training of New Absenteeism

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Customer order Product shipment

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10 min Internet access

Meet TIGER WOODS

walks from clinic to theatre

Movement of paperwork, mul;ple

much work in progress

Purchasing or making things

Too much ﬁnished goods

It can take years to recover from a

instruc;ons leading to

Time delays, idle ;me

Relying on inspec;ons, rather than

Taiichi Ohno: Toyota Produc1on System

Copyright © SQT Training Ltd 27

Steven J. Spear: The High-­‐Velocity Edge:

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WS-­‐1 WS-­‐5 WS-­‐3

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Complete a batch of 2 planes.

Teardown one when complete.

Keep one reference for inspection

Takt is the German word “To Pace” or “Rhythm”.

Takt Time = Available Time

Copyright © SQT Training Ltd 36

Assume that there are 8 minutes of available ;me.

A visual picture of our process against demand

Not all waste elimina>on will impact customer delivery – why?

Balance the work so that demand can be met

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Customised Medical Device manufacturer / service provider

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WIP = 1007 orders

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Need to balance Series1

2.00 TAKT TIME

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5 total 175 + store

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ü  Everyone par;cipates

•  Experience of Lean /

•  What do you hope to get out

Steven J. Spear: The High-‐Velocity Edge:

WS-‐1 WS-‐5 WS-‐3

Cause-‐and-‐eﬀect Histogram Checklist / Check Sheet

–  Based on a principle thought through by Vilfredo Pareto (Italian

Loca;on -‐ Is the process distribu;on