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LEAN MANUFACTURINGShow Course Objectives

COURSE OUTLINE

UNIT 1 LEAN CONCEPTS

LESSON 1Why Lean?

Be customer focused: Be ontime,responsive, flexible, and fast.

Simplify and standardize workflows:Mimic continuous flow, minimize WIP,use visible measures.

Manage capacity: Increase processuptime, reduce setup times, find "lost"capacity.

Eliminate waste: Identify nonvalueadding activities, then modify, combine,or eliminate those tasks.

JiT: Not too early and never late; notjustincase inventory but justintimeproduction and delivery; products mustalways be made right the first time;equipment must always work whenneeded.

LESSON 2Lean Terminology

Terms

Tools

Techniques

LESSON 3Eliminate Waste

Match lot sizes to customer demands:Use kanbans; end WIP.

Use pull scheduling instead of pushscheduling.

Schedule to the ratedetermining step(the bottleneck), then debottleneckprocess lines.

Facilitate fast feedback: Arrangesequential operations next to each otherto ensure fast feedback from internalcustomer operations to internal supplieroperations if something inprocess is notright.

LESSON 4Components of Lean

Overview of the 8 Components of Lean:Value Stream Mapping, WorkplaceOrganization, Predictability &

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Consistency, Setup Reduction, TPM,Visual Factory, Support Processes, andContinuous Improvement.

LESSON 5Value Stream Analysis

Map the process from incoming order tooutgoing product: Define process goals,create the current state map, andestablish process metrics.

Use the current state map to identifypotential improvements, conceive thefuture state.

LESSON 6The Lean Mindset

Eliminating waste is not limited tomanufacturing; the same techniquesapply to the office, sales, finance,maintenance, and even R&D processesand procedures.

Lean & Six Sigma are complementary.

UNIT TESTChallenge

An assessment of the learner’s progress in this unit.

UNIT 2 LEAN PRACTICES

LESSON 1Streamlining theValue Stream

Identify process goals.

Collect and analyze process data.

Create a macrofacility workflow todetermine how to minimize high volumetravel distances.

Conduct a microprocess workflow toapply cellular concepts, identify andremove bottlenecks, and move to pullmanufacturing with kanbans.

LESSON 2WorkplaceOrganization

Apply the 5Ss: Sort (clearing the workarea), Set in Order (designatinglocations), Shine (cleanliness andworkplace appearance), Standardize(everyone doing things the same way),and Sustain (ingraining it in theculture).

LESSON 3Predictability &Consistency

Use DFA/DFM to design quality in.

Conduct GR&Rs to ensure reliablemeasurement systems are in place.

Employ SPC to help ensure processesare predictable and stable.

Reduce variation and improve processcapability with DOE.

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Eliminate the root cause of defects usingproblemsolving and mistakeproofing.

Move to Six Sigma quality.

LESSON 4SetUp Reduction

Apply SMED concepts.

Separate external tasks (external to theprocess) from internal tasks.

LESSON 5TPM

TPM versus PM

Develop operator involvement in theequipment and begin predictivemaintenance practices.

LESSON 6Visual Workplace

Visual Workplace

Use status display of performance fordashboard or balanced measures andCOQ results.

Visual controls, such as sensory alerts,indicate if something is out of place.

Marking on the floor, kanbans, andons,and panelalarms all help build a visualcontrol infrastructure.

LESSON 7Support Processes

Lean techniques require changes inPurchasing, Scheduling,Warehousing/Shipping, and Accountingpractices.

LESSON 8ContinuousImprovement

Fight NIH (notinventedhere) attitudesand leverage successes.

Use kaizen events for rapid, targetedimprovements to achieve the futurestate.

Use a standardized ProblemSolvingModel (e.g. DMAIC or 8D).

Begin an employee idea system.

UNIT TESTChallenge

An assessment of the learner’s progress in this unit.

UNIT 3 IMPLEMENTING LEAN

LESSON 1Lean Starts withPeople

Lean Starts with People

Communicate the why, what, how, andwho.

Provide education in the concepts.

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Train employees in tools and techniquesas needed to achieve a flexibleworkforce.

LESSON 2Data Drives Lean

Focus efforts on projects that lead totangible savings.

Calculation techniques to generate datainclude: Time studies, equipmentloading, TAKT time, staffingrequirements, process yields, and COQ.

Sample Worksheets covered include:Lean Project Summary; Cell TargetWorksheet; Data Collection Form forBasic Equipment and Utility Parameters;ValueAdding Analysis Worksheet;Process ChangeOver/Setup Worksheet;SetUp Reduction Worksheet; and LotSize Worksheet.

LESSON 3Layout Options

Improved layouts are about movingcubic feet (not numbers of items),eliminating crossover points, arrangingthe process in the natural flow order;linking processes to minimize time anddistance; moving equipment together tosimulate a continuous process flow; andputting internal customers and suppliersnext to each other.

Be careful to identify anchors ormonuments; do not move them.

Typical layout options are explored.

LESSON 4Lean InventoryPractices

Minimize trips to and from thewarehouse by designing the warehouseto work for you.

Use ABC inventory categories toprioritize inventory needs and storagelocations.

LESSON 5Roadmap for Lean

Start with the people issues.

Focus on workplace organization (the5S's), then, use value stream analysisand process workflow analysis toestablish effective layouts.

Where to focus next depends on specificneeds.

Use targeted Kaizen events to speedchanges.

Do not overlook the need to modifysupport processes (especially scheduling

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and purchasing).

LESSON 6Lean Pitfalls

Not documenting the financialimpact/savings.

Lack of commitment from leadership.

Using traditional purchasing practices.

Not changing scheduling techniques.

Failure to address workforce issues.

Not mistakeproofing the root cause.

Thinking Lean is just for manufacturing.

Not using beneficial technology.

Not leveraging successes.

Getting too lean.

Failure to hold the gains.

UNIT TESTChallenge

An assessment of the learner’s progress in this unit.

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