Lean 101: An Introduction - University of Waterloo · Lean 101: An Introduction . What is Lean? A...
Transcript of Lean 101: An Introduction - University of Waterloo · Lean 101: An Introduction . What is Lean? A...
What is Lean?
A systematic way of designing or improving a process or value stream that: ◦ Eliminates waste ◦ Improves quality ◦ Reduces costs ◦ Delights customers ◦ Improves employee satisfaction ◦ Increases safety
The History Of Lean
Henry Ford started building the Model T in 1913 ◦ Assembly Line concept (called single piece flow) ◦ Materials were directly delivered to the assembly line ◦ Stamping plant was directly attached to assembly ◦ It took (3) days for raw material to make its way through the
plant into a finished vehicle (cycle time)
Henry Ford also built the Rouge River Complex ◦ Largest component manufacturing site in the world
The History Of Lean
In the 1940’s came Taiichi Ohno (Toyota Motor Company) ◦ studied Ford and GM Facilities ◦ observed the US Military Forces ◦ visited American Supermarkets ◦ built “Toyota City”, equivalent to Ford’s Rouge Complex
Continuous Improvement Culture
• Put the customer first • Build a relationship • Look for Improvements • Solve the problem • Communicate with positive
intent
Priorities
• Be open to change • Give the benefit of the doubt • Support others • Take action • Celebrate success and failure • Be creative • Explain why
Attitudes
Daily Huddle What is it? ◦ Daily two-way discussions between leaders and staff, facilitated
by measures and PDSA display boards
◦ Boards are used as simple visual tools to inform and to engage employees
◦ A stand up meeting
Layout of the Huddle Board •Plan - What to measure as a team •Do - Manually record data and reasons why •Study - Direction of improvement •Act - Action Plan and brainstorming new ideas
Spirit of Continuous improvement Opportunity for everyone to improvement ideas Discard old attitudes - anything is possible Be open to new ideas Consider how to make it work, not that they won’t
work
We can all learn from each other
Standardized Work
Flow No Waiting
•Takt Time
•Continuous Flow •Pull System
•Quick Changeover
Engage Everyone
in a
Patient – Focused Philosophy
Quality No Harm
•Andon
•Problem Solving •Root Cause
•Error Proofing
People & Teamwork
Waste Reduction
Continuous Improvement
Kaizen
Visual Management 5 S - Work Place Organization
• organizing
• cleaning
• developing
• sustaining
a productive and safe work environment
is a METHOD & MINDSET for :
WHAT IS ???
Standardized Work
Flow No Waiting
•Takt Time
•Continuous Flow •Pull System
•Quick Changeover
Engage Everyone
in a
Patient – Focused Philosophy
Quality No Harm
•Andon
•Problem Solving •Root Cause
•Error Proofing
People & Teamwork
Waste Reduction
Continuous Improvement
Kaizen
Visual Management 5 S - Work Place Organization
What is Waste? Any operation that adds cost or time but does
not add value Something the customer does not pay for Anything that is Non-Value Added
The Eight Wastes
Waiting Overproduction Rework Motion Processing Inventory Transportation Not utilizing the Skills of Employees
Waiting Delays and interruptions Whenever people, paperwork or equipment are
not moving or being processed Waiting for a response from an email, voicemail
or approval Link processes together so that one feeds
directly to the next
Overproduction Producing more than is needed, faster than it is
needed or before it is needed Just in Case versus Just in Time Making extra copies or providing more
information than needed Create only what will be used
Rework
Completing a task more than once because it is not done correctly the first time
Errors, mistakes or incomplete information on forms
Lost or incorrectly filed documents Huge $ loss Reduce defects through quality inspection or
error proofing devices
Motion Related to ergonomics Bending, stretching, walking, lifting, reaching Searching in multiple places for a misplaced file or
multiple mouse clicks through a file path Analyze and redesign jobs with the involvement of
employees
Processing Reviews and redundancies Unnecessary activities or duplicate efforts
which add no value Manual data entry Think smaller, simpler and combine steps where
possible
Inventory
Stacks and piles Result of overproduction and waiting Any item in excess of what is required Extra supplies, emails or forms Reduce inventory and fix problems as they
surface
Transportation
Moving paper or items between processes adds no value and increases cost
Material movement which includes mailings and electronic transfers
Taking a file to someone for review when a virtual meeting would suffice
Not Using the Skills of Employees
Underutilized human potential Not involving the Restricting employee’s authority and
responsibility to make routine decisions Challenge and expect employees to contribute
to continuous improvement
Standardized Work
Flow No Waiting
•Takt Time
•Continuous Flow •Pull System
•Quick Changeover
Engage Everyone
in a
Patient – Focused Philosophy
Quality No Harm
•Andon
•Problem Solving •Root Cause
•Error Proofing
People & Teamwork
Waste Reduction
Continuous Improvement
Kaizen
Visual Management 5 S - Work Place Organization