Professional Documents
Culture Documents
Advanced Lean
Advanced Lean
Agenda
• Lean Methodology
• Lean Toolkit
• Lean Deployment
• Lean Resources
Advanced Lean
• Lean Overview ~ Recap….
Lean History
Lean Explained
Lean Benefits
Lean Usage
Lean Basic Toolkit
• Lean Methodology
• Lean Deployment
• Lean Resources
Advanced Lean
Lean History Recap…
TOYOTA
Toyota
Production System
People
Just-in-Time
• Single Piece Flow • Autonomation
Jidoka
• Pull Production People • Built-In Quality
• TAKT Time Production • Stopping at Abnormalities
People
Heijunka
• Level Loading
• Sequencing
• Stability
Advanced Lean
Lean Thinking Recap…
Advanced Lean
Lean Explained Recap…
What is Lean?
A strategy, philosophy, process and leadership approach for operating in a superior
way. Results include:
Increased quality
Advanced Lean
Lean Explained Recap…
Price to sell
Bigger profit
Some profit
Cost to produce
Advanced Lean
Lean Explained Recap…
Price to sell
Advanced Lean
Lean Benefits Recap…
Cycle Time
Wait Time
(non value
add) Before
Work Time
(value add) After
Same work
completed in less
Productivity time
Cost
Customer satisfaction Cost/Chaos
Defects
Profit
Lead time
Customer responsiveness
Inventory
Capacity
Space
Quality
Waste!
Cash flow
Cycle time
On time delivery
Methodology
Strengths
Six Sigma • True VOC is • Confirms Data • Data Driven • Few Tools to • Few Tools or
Powerful Quality Analysis Create Change in Direction
Critical X’s
Lean • Value Stream • Standard Work • Observation and • Many Tools for • Communicative
Mapping . . . & Target Sheets Intuition Based Driving Change
• Centered on Stable,
Boundaryless & . . . Assumes Analysis . . . PQ,
• Mixed Model Plan, Repeatable Process
Multi-Generational Data is Good PR, TAKT Time
Kan Ban, Visual
• Automation
Management
Advanced Lean
Lean Usage Recap…
Six Sigma
Hybrid AWO
Project
Effort
Effort
Effort
Time Time Time
Advanced Lean
Lean Usage Recap…
X Energizing
X
Empowering
Lean
Team work,
Success Boundary less / Open mindset GE
Passion for improvement
Factors/ Intuition / Action Values
Impact Customer focus
Toolkit
New problem solving tools and concepts
Process
An improvement methodology focused on action
Solutions
Simple Complex
Advanced Lean
Where are we going…
Advanced tools
Tool
• Creating Continuous
Flow
• Pull production
Basic tools
Tool Challenge
• Value Stream Mapping, • More waste reduction
other lean tools, etc. • Real continuous flow
• Flexible workforce
Old situation Results • Less variance
• Reduction of waste • Less waste
Issues • Learned to ‘see the flow’
• Inventory
• Couple of improvements
• Waiting
• Defects
•… Remaining Issues
• No real continuous flow
• Still significant amount of
No flow in the value
waste.
stream.
Advanced Lean
Lean Toolkit Recap…
Level 1 Level 2
Reduce Variability
Control the Process
Advanced Lean
Lean Tools Overview Recap…
Advanced Lean
Lean Tools Description Recap…
5S
7 Wastes
Mistake proofing
Visual Management
Advanced Lean
5S Recap…
3. S: SHINE (Cleanliness)
Cleaning and looking for ways to keep it clean
4. S: STANDARDIZE (Adherence)
Clearly define Tasks and Procedures
5. S: SUSTAIN/SYSTEMIZE (Self-Discipline)
Stick to the rules, scrupulously
BEST Elimination
> Eliminate the possibility of error
Replacement Use
Use the
the highest
highest level
level
> Substitute a more reliable process
possible
possible for
for the
the
Facilitation
BETTER application.
application.
> Make work simpler to perform
Detection
> Detect the error at the defect source
Mitigation
GOOD > Minimize the effect
Advanced Lean
Visual Management Overview Recap…
Seeing is Believing
Advanced Lean
• Lean Overview … Recap
• Lean Methodology
Five Lean Principles
• Lean Deployment
• Lean Resources
Advanced Lean
Five Lean Principles
Lean Enterprise
Raw Tier 2 Tier 1 General Customer
Materials Suppliers Suppliers Electric
LEAN OFFICE
LEAN ENTERPRISE
Advanced Lean
Five Lean Principles
Lean Thinking
The Fundamental Objective The Fundamental Insight
Provide perfect value to the customer Focus on each product and its value
through a perfect value creation stream rather than organizations,
process with zero waste in: assets, process technologies, and
career paths
Design (concept to customer)
Ask which activities are waste and
Build (order to delivery) which truly create value
Service (order to cash) Enhance value & eliminate waste
Advanced Lean
Five Lean Principles
Define value in from the 1 2 Map all of the steps…value
customers perspective and Specify Value Map the added & non-value added…
express value in terms of a Value Stream that bring a product of service
specific product to the customer
3
5 Establish Flow
Work to
Perfection
The complete elimination of The continuous movement of
waste so all activities create products, services and
value for the customer information from end to end
through the process
4
Implement
Pull
Nothing is done by the upstream process
until the downstream customer signals the
need
Advanced Lean
Five Lean Principles
A capability provided to a customer at the right time at an appropriate
1. Specify Value price, as defined in each case by the customer.
•Value
Value
Advanced Lean
Five Lean Principles
“Whenever there is a product or service for a customer, there is a value
2. Map the stream. The challenge lies in seeing it.”
Value Stream (Womack, Learning To See)
3. Establish Flow Line up all steps that truly create value in a rapid sequence
Continuous movement of products, Require that every step in the process be:
services and information through the
various transactions from end to end Capable – right every time (6 Sigma)
in the process
Available – always able to run (TPM)
Flow appears impractical and
illogical because we have been Adequate – with capacity to avoid bottlenecks and
trained to think in terms of: over capitalization (right-sized tools)
departments, silos
batches, queues
efficiencies and backlogs
Batch Processing – 1 minute per piece Continuous Flow – Make One Move One
A B C A B C
Cycle Time= 30++ Min (weeks) Cycle Time= 12 Min
One more
Okay
please!
supplier customer
Advanced Lean
Five Lean Principles
5. Work to Perfection A continual cycle of process improvements
Future State
Advanced Lean
Lean Advanced Toolkit
Level 1 Level 2
Reduce Variability
Control the Process
Advanced Lean
Lean Tools Description
Reduce Variability
Control the Process
Standardized Work
Advanced Lean
Value Stream Mapping
C T
A VI
P SI
EN O
N
G
L E A N
ENTERPRISE
Advanced Lean
Value Stream Overview
Advanced Lean
Value Stream Overview
• Value Stream Mapping (VSM) is a pencil and paper tool that helps us see and
understand the flow of material and information as a product makes its way through
the Value Stream
• Follow the product or services path starting from the Customer and then move to
the supplier and carefully draw a visual representation of every process
• Ask a set of key questions and draw a “Future State” map of how value should flow
Advanced Lean
Value Stream Mapping
Why Value Stream Mapping is a good place to start your LEAN journey
• it helps you visualize more than just the single-process level, i.e. assembly, welding,
etc.
• it helps you see more than waste it helps you see the sources of waste in your value
stream
• it makes decisions about the flow apparent, so you can discuss them
• it ties together lean concepts and techniques helps you avoid "cherry picking"
• it shows the linkage between the information flow and the material flow
Advanced Lean
Value Stream Mapping
VSM Steps
• Identify the Value Stream for every major product
Product
ProductFamily
Family family/program. Concept to launch - Order to
delivery
Current
CurrentState
State • Map the current state - Identify all the actions that
Drawing
Drawing don’t create value. Challenge every step
Advanced Lean
Value Stream Mapping
Current Future
Flow:
Das h Value S t re am Map – Init ial S t at e Das h – Le an Pro je ct Funne l
Information OPSI 13 WEEK FORECAST OPSI 13 WEEK FORECAST
Material Sales Sales
Forecast Forecast
Prod’n Cont.
4 WEEK
Prod’n Cont.
4 WEEK Too Much
FORECAST Prod’n Cont. FORECAST Prod’n Cont.
13 WEEK 13 WEEK Variation
FORECAST
GEC Weekly CRC Orders FORECAST
GEC Weekly CRC Orders
HLA HLA
Daily Orders Daily Orders He ijunka
Daily Daily
Orders MRP Orders MRP
Too Much
Suppliers Customer Suppliers Too Much Variation Customer
Daily Variation Daily He ijunka
Schedule Schedule
He iju nka
• Portable Unit
• Monitors Patient Vitals
• Produce ~4,000/Qtr Irregular Cre ate S u p e rm arket Irregular
• Over 30,000 Variations
Too Much
Inventory Cre ate S u p e rm arket
Brd s + RIP Brd s + RIP
3 Bd . As s y. 3 Bd . As s y.
$3,300,000 $3,300,000
2,360 Un its Te st WIP+FG 2,360 Units Te s t WIP+FG
19 Da ys Wo rth $1,700,000 19 Da ys Wo rth
$425,000
11 Da ys Wo rth 10 Da ys Wo rth
$425,000
11 Da ys Wo rth
Too Much
$1,700,000
10 Da ys W o rth
As s ’y W IP As s ’y W IP
210 Un its Cre a te S u p e rm arket 210 Un its Inventory
$513,000 $513,000
3 Days Wo rth Heiju nka , J IT 3 Da ys Wo rth
Too Much J IT J IT J IT He iju nka , Late Pt. ID
S MT HA TES T AS S Y TES T CONF SHIP Inventory SMT HA TES T AS S Y TES T CONF SHIP
Long Too Much
Batch Batch Batch Batch
Ra w Bd s 3 2 2 6 4 2 6 Ra w Set
Bd s Ups
3 2 2 6 4 2Variation 6
No n-Value Add No n-Value Add
8 WKS 8 WKS
7 Da ys 3.5 Days 8 Da ys 10 Da ys 10 Da ys 5 Da ys 1,020 Hrs. (98% o f Time ) 1,020 Hrs. (98% o f Time )
7 Da ys 3.5 Days 8 Days 10 Da ys 10 Days 5 Days
S MED
15 Min . 42 Min . 24 Min . 30 Min . 1020 Min . 25 Min . 30 Min . Value Add 15 Min . 42 Min. 24 Min . 30 Min. 1020 Min . 25 Min . 30 Min. Value Add
20 Hrs . (2% o f Tim e ) 20 Hrs . (2% o f Tim e)
2% Value Ad d e d Tim e …98% W as t e Cle arly Id e nt ifie s Op p o rtunit ie s t o Driv e S us t ainab le Chang e
Advanced Lean
Value Stream Deployment
Roadmap
1. Set the strategy
2. Find a change agent (how about you?)
3. Get the knowledge
4. Do an Action Work Out
Action Work Out
Advanced Lean
Trace Collection Process: VSM
EXTERNAL
AGENCY
GECFA
No Phones
Collections
L NL
GE Money
Mainframe EXITS
(Vision Plus)
L
X
L = Locate
NL = No Locate
C = Call made Wait Time
Wait Time: up to 14 days Reduce TAT from 3-9Days
X
Value Add: ~ 35 Min to Less than 4 days
Advanced Lean
Value Stream Map From GE Rail ~ AWO
Before
Lead Time: 76 Days
59 Total Steps
After
Process Flow
Lead Time: 52.35 Days
59 Total Steps
Advanced Lean
Standardized Work
C T
A VI
P SI
EN O
N
G
L E A N
ENTERPRISE
Advanced Lean
Standard Work
Advanced Lean
Standard Work
Office Processes
Normal vs. Abnormal • Often poorly defined
When normal and abnormal work activities are • Examples:
• Standardize Input
undifferentiated, waste almost inevitably occurs. • Hand-off can create huge waiting time.
Reduce time by standardization
Standard Work provides an efficient framework in
which to determine when an abnormality has Flow effect
• Provide clarity about activities
occurred so that it can be addressed. • Reduce process variance
• Makes process reliable
• Exposes more waste
Identify Problems
The devil is in the details. If you do not specify the standard, you allow wastes
to occur that could be eliminated. But more important, it hinders learning and
improvement in the organization.
Specify content, sequence, timing and outcome to prevent and to expose waste.
However, keep in mind that the details have to improve the flow of value as
drawn in a value stream map.
Advanced Lean
Levels of Standardization
Connection
Activity Customer
Advanced Lean
Standard Activity
Customer
Activity
1. TAKT time
2. Work sequence
3. Standard work in process
Advanced Lean
Standard Work: Takt Time
Element 1
Create Standard Work around Takt Time, keeping in mind the changes in Takt Time.
Time
It’s 8:30 am. How are we doing?
60” Takt Time
7 am 8 am 9 am 10 am 11 am noon
Person Orders
A B C D
(60”) (60”) (60”) (12”)
Advanced Lean
Standard Work: Work Sequence
Element 2
Use this
Organization Area Supervisor Part Number
O rganization Area Supervisor
Standard Work Shannon Tubing CFM Cell Fern Bis sonnette Standard W ork Sh eet Part N am e All Tubes
X-Ray Station 1 & 2 J. David Combination Sheet Part Name
Template
No. 10 20 30 40 50 60 70 74 80 90
Manual Auto Travel W eld
1 Check Motor 3 3
F lex
2 Issue DHR 2 2
3 Install Gen. Housing 10 5
4 Install Clips 5 4 O utsid e Cell
Torch
5 Install Term. Strip 6 6
Braze FPI
6 Install/Wire Latch 4 4 X-Ray
7 Jumper Wire to Filter 10 6 M ech. M ech. EDM
M ark Hydro Te st
Clean Clean
W eld End
Finish
Standard Work Scope of O perations # Lots o f To tal M anual & Travel T im e Takt/Rate
Q uality Safety Standard Sta ndard Time
Totals 40 30 Operation Time O perator M an/Trave l T ime
T/T
Raw m ater ial
Ch eck Precau tion W ork -in -Proces s W ork-in-Proce ss 10 0/Day
Fro m : 27 - av g lot = 6
T urns D PU 's
To : Finished Goods
Standard Work Sheet and Standard Work/Combination Sheet defines the Work Sequence
Advanced Lean
Standard Work: Standard WIP
Element 3
Advanced Lean