If Lean - The Manufacturer · PDF fileJacob Austad. In this Keynote ... •Examples on how...
Transcript of If Lean - The Manufacturer · PDF fileJacob Austad. In this Keynote ... •Examples on how...
In this Keynote
Purpose
• To talk about key things that make Lean work
• Remembering there is more to Lean than tools
Process
• Looking back at the legacy
• Talk about measures• What we can do to make sure we understand the problem
• Examples on how to make sure everyone is on-board
Pay Off
• Input on how to make sure we understand the problem
• The basics on keep getting ideas and test theories
• Thinking as a leader rather than a manager
Looking back - a way to learn?
Toyota Automobile Department set up to manufacture automobiles
1933 1935
Prototype Model A1 passenger car completed
1948
Deming first time in Japan
1950
Ohno begins work on Toyota Production System
Lectures of waste being the prime source of quality issues
1996 1999
Womack and Jones Lean Thinking
From TPS to TMS
FromTPStoTMSFromTPStoTMS
Decoding the DNA of the Toyota Production System
Learning to See(Rother and Shook)
What did we learn?
• We heard about Ohno’s cycle
• The Lean tools• House of Lean• 5 Lean principles• 7 Wastes• Value Stream Mapping• 5S• SMED• Standard Work• One piece flow• Kanban• Etc.
Ability to help solve the problem bringing forward ideas and theories to be tested
What problem are you trying to solve?
How do you know this is the problem?
Two ways to see problems- or only one real?
The traditional way
• Purpose• Did we make the numbers – the
budget?
• Monthly report• A long process to establish (lead time)
• Painting a positive picture
• Data shown in tables
• Managing by spread sheet
• Problem solving based on old data
The Lean way
• Purpose• Looking at trends
• Focus on predictability and managing variation
• Daily Operation Review• How well did we do yesterday?
• What to accomplish today? – how ?
• Weekly Operation Review• Operators and leadership looking at
the coming week – what did we learn?
• Problem solving based on live data – using PDSA
Creating an overview is step 1- the story of why is all you need to know
Fluctuations in demand should be understood. Sometimes fluctuations in demand are created by sales practices.
Inventory is an effect of the organization’s practices. Any attempt to steer inventory levels (e.g., setting targets for how much inventory is acceptable) will most likely drive inventory up (e.g., increase WIP, increase raw material inventory, etc.). An End-2-End view is needed and this might include changing the products or services provided by the business.
Demand Capacity Inventory
Learning about these vital elements will, on a conceptual and principles basis, reveal how well any organization is fulfilling customer demand and, as a result, being
profitable
The Lean Measures- The vital three
Demand Profile • Purpose
• Tosevaria onover me
• Studycontrolledvs.uncontrolleddemand
• Spottrends
• Makingsurewedon’toverreacttocommoncauses
• Tounderstanddemandweshouldask…• Fromwhichchanneldowereceivethedemand?
• Whattypeofdemanddowereceive?
• Orders
• Claims
• Complaints
• RFQ
• Etc.
DemandProfile
(How)doyoucontrolthedemandonyoursystem?
Process Quality
• Purpose• LearnaboutRightFirstTime
(RFT)
• Getinforma onifourprocessisincontrol
• Arewedoingwhatweplannedtodo?
• Doweu lizeourcapacitydoingtherightthingsorarewedoingthingsright?
• Ques on:• Whatwouldyouconsider
asaacceptableprocessquality?
• Whatisyourcurrent(real)level?
Controlleddemandvs.UncontrolledDemand
Step%1% Step%2% Step%x%Step%3%
Backflow%
Input%
Input%–%Backflow%Input% X%
Process%%Quality%
=% Input%–%Backflow%Input% X% Input%–%Backflow%
Input% X%Input%–%Backflow%
Input% =% %"
Input:%How%much%input%does%the%step%receive%from%previous%step?%Backflow:"How%much%is%sent%back%or%needs%rework?%
• Purpose• Toseeifoursystemis
capabletodeliveraccordingtocustomerexpecta onsandwithapredictableperformance• Nogaming–realcustomerexperiencedlead meend-2-end
• Noaverages–measureeachorderinthesequencetheyaredelivered
• Ques on:• Doyoumeasurelead me
tothedateyoupromiseddeliveryorthedatethecustomeroriginallywantedtheFGdelivered?
“Allwearedoingislookingata melinefromthepointwereceiveandordertowecollectthecash….”
Lea / Throughput me d n
Not everything of importance can be measuredDeming
A good education can’t be measured, but one could see if the child does his homework
The question is: how can we incorporate the relevant measures in the daily routines?
Demand Profile• Purpose
• To se variation over time
• Study controlled vs. uncontrolled demand
• Spot trends
• Making sure we don’t over react to common causes
• To understand demand we should ask…• From which channel do we
receive the demand?
• What type of demand do we receive?
• Orders
• Claims
• Complaints
• RFQ
• Etc.
Demand Profile
(How) do you control the demand on your system?
Process Quality
• Purpose• Learn about Right First Time
(RFT)
• Get information if our process is in control
• Are we doing what we planned to do?
• Do we utilize our capacity doing the right things or are we doing things right?
• Question:• What would you consider
as a acceptable process quality?
• What is your current (real) level?
Controlled demand vs. Uncontrolled Demand
Step1 Step2 StepxStep3
Backflow
Input
Input–BackflowInput X
ProcessQuality
= Input–BackflowInput X Input–Backflow
Input XInput–Backflow
Input = %
Input:Howmuchinputdoesthestepreceivefrompreviousstep?Backflow:Howmuchissentbackorneedsrework?
• Purpose• To see if our system is
capable to deliver according to customer expectations and with a predictable performance• No gaming – real
customer experienced lead time end-2-end
• No averages – measure each order in the sequence they are delivered
• Question:• Do you measure lead time
to the date you promised delivery or the date the customer originally wanted the FG delivered?
“All we are doing is looking at a timeline from the point we receive and order to wecollect the cash….”
Lea / Throughput timedn
Wrap up
• We need to go back the Sheward and Deming• Keep our childhood curiosity – asking why and why not!
• Test our assumptions and theories in small scale –learning from the experiment
• Remember PDSA is much stronger than PDCA
• Change the focus from what and how to why!
• After all
It’s better to roughly right than precisely wrong!