LSSG Black Belt Training

1
LSSG Black Belt Training
Lean An Introduction
2
What is Lean?
LEAN - Like water running downstream - more speed
with less effort!
3
The 5S Philosophy
Benefits of the 5S Philosophy Can you think of a
few?
4
Value Stream Mapping
High level delivery path (flowchart or process
map) from customer request to delivery of product
or service includes materials, people,
information
5
VSM Template
6
Capacity Planning Bottlenecks, and The
Importance of Continuous Flow
Unbalanced Process Capacity is limited by the
slowest step (smallest output in time period!)
Capacity 6,000 units/month
Balanced Process The output of one stage is the
exact input requirement for the next stage!
Capacity 7,000 units/month
7
Reducing Bottlenecks

• Discuss some ways to reduce bottlenecks!

8
Takt Time

• The pacemaker speed or rhythm in a process
• Enables continuous flow and minimum inventory

9
Takt Time Example
Takt time is flow at the speed of customer demand.
Need to complete a unit every 66 sec to satisfy
average customer demand
10
Takt Time Exercise
What would you do?
11
Suggestion Systems

• Employee Suggestions System Implementation
• Can be the lifeblood of an organization
• Formal suggestion systems often fail
• Create open culture

In 1989, Japanese companies averaged 37 ideas per
employee, of which 87 were implemented as
compared to one idea per employee every 8 years
in the U.S. Source All You Gotta Do Is Ask by
Yorke and Bodek
12
Total Productive Maintenance (TPM)
5

• Minimum maintenance quick response
• Prevention by employee teams
• Continuous improvement
• Planned Downtimes

13
Setup Reduction/Quick Changeover

• Single Minute Exchange of Dies (SMED) - Shigeo
  Shingo.
• Requires planning, staging, and storage areas to
  perform internal activities for changeovers
• Uses video to record the current process,
  followed by process improvement.

14
Pull vs. Batch

• Batch/Make to Stock
• Based on forecast
• Large batches fewer setups
• For bottleneck items, larger batches are
  desirable.
• Smaller batches to reduce work-in-process (WIP)
  inventory

• Pull/Make to Order
• Match capacity to demand
• Create flexibility in service
• Cross-train employees
• Align policies and procedures with objectives

15
Kanban Systems
The use of a signaling device (card, bell,
switch, light) to notify the (internal or
external) supplier that additional materials are
needed what is needed (SKU and description),
the quantity needed, and only when it is needed!
Previous Sub-Process or Supplier
Next Sub-Process
16
Ways to Prevent Errors

• Discuss some ways to prevent errors!

John Grout's Poka-Yoke Page at Berry College 
(EDUCATIONAL)
17
Process for Mistake Proofing
18
Facility Layout
3

• Recommended configuration U-shaped
• Why?
• Other Configurations
• Z if obstacles T if merged assembly
• Tool The Spaghetti Chart
• Also called Layout Diagram or Physical Process
  Map

19
Group (Cellular) Technology
Departmental specialization causes wasted motion!
A
A
A
D
D
C
B
B
B
E
E
E
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Group (Cellular) Technology
Combine equipment used, steps taken, distances
traveled, and frequency of trips to determine
ideal cell configurations.
A
A
A
D
D
C
B
B
B
E
E
E
Spaghetti Chart
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Group Technology
Establishing cells reduces movement
A
D
B
E
B
C
D
B
E
A
B
22
Lean Improve Activities

• Plan for and conduct a week long Kaizen event
• Learn by doing, and doing it again
• Repeat Kaizens for key processes

Each new improvement reveals new
problems! Freddy Ballé
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Kaizen Events
2

• Improve process for Lean,
• 3-5 day event
• Cross-functional teams
• Project completion in 30 days
• Support from management
• Walk the process
• Share peak experiences
• Make quick changes

24
Kaizen Event Team
2

• Who do you think the team should include?

25
Kaizen Event - Day 1

• Travel - AM
• Lean Classroom Training - PM
• All participants required to attend half-day Lean
  training (Intro, waste, VSM, takt time, etc.)
• Review plan for the week
• Clarify charter and scope special needs
  available data
• Clarify roles/form sub-teams
• Distribute materials/post white paper on walls

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Kaizen Event - Day 2

• Current State Mapping - AM
• Sub-teams create current process map using large
  yellow post-its
• Label with key data identify missing data
• Identify major opportunities for improvement
• Adjust project scope if required
• Interview Employees/ Collect Data - PM
• Sub-teams time a sample of existing sub-processes
  (with stop-watches)
• Key personnel interviewed for knowledge of
  problems and suggestions for improvement.
• May be preceded by a tour of the entire process

27
Kaizen Event - Day 3

• Complete Current State - AM
• Report-outs of key learnings
• Addition of collected data
• Identify key opportunities
• Experiments to test viability
• Management progress review

• Create Future State - PM
• Perform experiments
• brainstorm improvement opportunities and
  potential benefits
• Create high level future state

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Kaizen Event - Day 4

• Complete Future State Map - AM
• Include full value stream linked to customer
• Return to plant to test proposed final
  recommended changes
• Fine tune improvements
• Create high-level documentation of new standard
  procedures
• Create presentation - PM

29
Kaizen Event - Day 5

• Practice Presentation - am
• Noon - Lunch
• Presentation to management
• Debrief Discuss obstacles to success
• Next Steps/Responsibilities/Kaizen Newspaper
• Create new standard procedures
• Write report /Send to stakeholders
• Celebrate!!!

Goal_________
Date__________ Implementation Team______________
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Standardization and Documentation
What are the reasons for standardizing?
Steps necessary to create SOPs

• Answer the following regarding tasks
• Why is it being done?
• How often?
• Who will do it?
• How will it be done?
• corrective actions if the task is performed
  incorrectly
• who is responsible
• timing for updates and revisions

31
Lean Metrics

• Lead time reduction
• Objective at least 50 of industry average
• Inventory turn reduction
• 52 turns per year 1 week total lead time
• Objective greater than 2X per month
• Productivity
• Objective increase at least 1
• Growth
• Objective at least 3X industry average