Transcript I. Review of Lean Topics

Review of Lean Topics
Dewey Warden
I-1
Lean Basics
Value stream mapping
The seven wastes
5S’s
Processes and operations
Process flow and cell design
Process standardization
Overview of quick changeovers
I-2
Value Stream Mapping
It is the simple process of
directly observing the
flows of information and
materials as they occur,
summarizing them visually,
and then envisioning a
future state with a much
better performance.
I-3
Value Stream Mapping
Levels of mapping
Process
Single plant
Multiple plant
Across companies
I-4
Value Stream Mapping
Creating the value stream maps
Walk along the value stream
Look for
–
–
–
–
–
Which steps create value?
Which steps are waste?
Why is order flow so erratic?
Why is quality so erratic?
How can value be enhanced for the end-customer?
I-5
Value Stream Mapping
Creating the value stream maps
Identify all the physical actions required
Identify information actions currently required to
manage the value stream
I-6
The Seven Wastes
Overproduction
Excessive inventory
Unnecessary conveyance
Over processing
Excessive motion
Waiting
Corrections
I-7
The Five Ss
Set in
Order
Sort
Sustain
Standardize
Shine
I-8
Processes and Operations
Processes
– A continuous flow in
which raw materials are
converted to finished
products
Operations
– Any action performed by
workers or machines on
materials, WIP, or
finished products
I-9
Processes and Operations
Quality process
– Focuses on meeting requirements and on minimizing
warranty costs
Cost process
– Seeks to remove excess cost or waste in an organization
Delivery process
– Manages the elements of time and quantity in sourcing
materials, producing and getting product and service to the
customer as required
Innovation
– Maximizes an organization’s success rate
I-10
Processes and Operations
In a lean enterprise
– Value stream maps help to focus an organization on their
processes to promote optimization of the whole company’s
performance by aligning interests across the company
– Process-focused strategies unleash new levels of
productivity
I-11
Process Flow and Cell Design
Wastes in an operation based layout
Source: Productivity Press
I-12
Process Flow and Cell Design
Benefits of a process flow layout
– Positioning equipment in the process sequence for a
smooth flow
– Minimal inventory and delays
Source: Productivity Press
I-13
Process Standardization
Establishes
predictability
Three elements
– Standard cycle time
– Standard work
sequence
– Standard in-process
inventory
Source: Productivity Press
I-14
Quick Changeovers
Separate internal setup from external setup
Convert internal setup to external setup
Streamline all aspects of setup
Source: Productivity Press
I-15