Ten x intro to lean overview
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Transcript of Ten x intro to lean overview
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30 different industries
Has worked with over 35 different companies
Has worked in 28 states
And 5 different countries
From New start-ups to 100 year old firms
Small family businesses to Fortune 500 companies
Old Brown field sites to New Green field plant start-ups
And from the shop floor to the boardroom
From dirt clods to clean rooms
26 years of Experience
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Primary Materials – metals, plastics & wood
Solar Energy Start Ups
Utilities
Medical Devices
Biotech
Contract Manufacturing
Forestry & Agriculture
Financial Services
Bakeries
Automotive
Construction Equipment
Food Processing
Consumer Electronics
Defense & Aerospace Electronics
Aerospace Structures
Telco Equipment .
Interior Fixtures & Furnishings
Lighting System Mfg.
26 years of Experience
Multiple Industries
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26 years of Experience
Boeing Commercial Airplane
Alcoa
BF Goodrich Aircraft Sensors
Honeywell Aircraft Equipment
Johnson & Johnson’s BioSense Webster
Iomega
Purcell Systems
PV Power
GreenVolts
Mackay
Ecolite
Novation
Cyrus O’Leary Pies
Washington Trust Bank
Sample of Clients
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Today Presentation
The purpose of todays presentation
• Learn the Principles of Lean Thinking
• Understand the 5 of the laws of Process Thinking
• How People are key
• Problem solving is a method that is necessary
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Why Bother with Lean?
Why bother with the Lean Thinking?
• Customer response times improve
• Costs are reduced
• Errors and defects are eliminated
• Competitive advantages are created
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Industry Week’s Best Plants winners and finalist from 1998 to 2002 results
• Average productivity up 30% per year
• Operational availability of equipment better > 95%
• Though put time of an order reduced by 70%
• Reduced Work In Process Inventory from 10 days
to 2 days, a 80% reduction
Reason To Believe Real Numbers
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So what is Lean ?
• A time based business philosophy (model) − Customer focus− Flow is key - think value streams − Eye on eliminating waste− A management system of people, process
thinking and problem solving− Endless journey of continuous improvement
• Best known as the Toyota Production System (TPS)
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Origins of Lean
Kiichiro & Eiji Toyoda
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The Masters of Lean
Taichi Ohno
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Spirit of Improvement• Challenge:
– Keep costs low– Keep quality high
• Requires:– A new way of thinking and a new spirit of improvement– Training in methods of reducing waste– Leadership at all levels– Implementation builds skill
• Theory is worthless unless it can be applied• We must put the principles into practice to understand them• Improvements can be made at little or no cost
Principles of Lean
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Creating a Common Language
The
Fact
s
How do we get to a common place, the intersection?
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Defining Value1. Any activity that changes the fit, form, or
function of a product or service.
2. Something a customer is willing to pay for it.
1st Law of Process Thinking
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Defining a Value Stream A sequence of operations that transforms
the fit form or function of a product or service.
Three high level types of Value Streams:1. Process and Product Development / Design
2. Transformation / processing
3. Logistics
Value Stream
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Another View of Value
Necessary Activity
“Less is More”Mistake proof
Setup Reduction
Simplify,Standardize,
& Sustain
Unnecessary Activity
Stop doing itToday!
Eliminate!
Process Improvement focus
Non-Value-Added Activity
Value Creating Activity
Creating Value
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1. Processing (VA) - when the fit, form or function of the product or data changes.
2. Inspecting (NVA) - verifying, checking, inspecting and auditing the product or data – a comparison to a standard.
3. Transporting (NVA) - when the product or data changes location.
4. Storing (NVA) - any time when transformation, inspection, or transportation is not happening.
2nd Law of Process Thinking
Activities of Any Process
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Every activity requires these basics components – the “4M’s”
1. Team Members: perform the work and activities of the value stream.
2. Materials: parts, data, off-loaded work, …..
3. Machinery: equipment, facilities, tools, computers, jigs, fixtures, ……
4. Methods: product design, inspection, processing, daily management and infrastructure, includes software.
3rd Law of Process Thinking
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How do we create value in service processes?
Data = Materials • Data = a point in time, describing reality
Data + Questions = Information • Questions = Methods
• Methods = Knowledge
• Knowledge = Intellectual property
Information = Value ($)
How do we create value ?
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We Must Define Waste Better
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Many Different Tools
Waste Elimination
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“The key to eliminating waste is to create flow”
Taichi Ohno
4th Law of Process Thinking
“Without flow, all there is…
is too much complexity” Chris Wood
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Continuous Flow
. . . Means Steady Velocity
Traditional batch production: meandering stream with many stagnant pools and eddys
Lean production: pipeline with fast-flowing product
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Objectives for Every Value Stream• Correct specification of value
• Elimination of wasteful tasks
• Flow where you can
• Pull where you can’t
• Manage toward perfection
Value Stream Objectives
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8 Steps of Continuous Flow
1. Collect data and analyze work flow.2. Design process sequence.3. Minimize the distance between machinery.4. Produce and move one piece at a time.5. Produce at the rate of customer’s consumption.6. Balance operations and standardize work in the
cell.7. Train personnel to operate multiple operations.8. Separate people from machines.
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4 Stages of CFStage 1
Production in Specialized DepartmentsStage 2
Production in Product Cell
Stage 3
Production in Compact Cell with One-Piece Flow
Stage 4
Production in Compact Cell withOne-Piece Flow and Separation Man/Machine
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How to move to Stage 2?
Getting Alignment – Process Walk
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Stage 2
Which of the 8 steps were completed?Stage 2
Production in Product Cell
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8 Steps of Continuous Flow
1. Collect data and analyze work flow.2. Design process sequence.3. Minimize the distance between machinery
Which of the 8 steps were completed in Stage 2?
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Stage 2
Process walk after a Kaizen Workshop
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BeforeStage 2
Before Kaizen Workshop
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Produce at the rate of customer’s consumption.
Determine customer demand by calculatingTakt Time
(Available time/required product)
(420min/day)/210units/day= 2 min/unit
5th Law of Process Thinking
Key to material and capacity planning
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 32
A Complex Case Study
• Aerospace manufacture– Electronic and wiring fabrication/assembly
– 2,500 employees, two locations
– Products/services• Aircraft electrical wiring
• Flight deck electronics
• Electrical bay racks/shelves
• Cabin management/IFE systems
– Sales: $1 billion
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 33
Sample of Work
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 34
A Complex Case Study
• Commercial Aircraft Power Panels– Six power panels– 2’ x 3’ enclosure– 3,000 to 4,000 wires each– 100 to 200 connectors with standards– Completely custom/unique– Engineering defined 10 days before build
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 35
Departmental Layout
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 36
Stage 2 Product Family Layout
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 37
Stage 2- Cell Design
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 38
Stage 3 -Moving Line Layout
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 39
Results Using Lean
Production Flow TimeWIP InventoryFloor Space
Before
21 Days5 Ship Sets
5,499 Sq. Ft.
After
8 Days1.4 Ship Sets2,691 Sq. Ft.
Change
62% less Time72% less WIP
51% less Space
Power Cells
Production Flow TimeWIP InventoryFloor Space
Flight Deck
Production Flow TimeWIP InventoryFloor Space
APO 3
23 Days5 Ship Sets
5,694 Sq. Ft.
7 Days1 Ship Set
3,024 Sq. Ft.
70% less Time80% less WIP
46% less Space
7 Days3 Ship Sets
2,400 Sq. Ft.
3 Days1 Ship Set
1,800 Sq. Ft.
57% less Time67% less WIP
25% less Space
A Complex Case Study
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 40
Recommended Strategy: Model Value Stream
Lean Enterprise
Lean Awareness and Education• Quick look• Lean education• Lean Enterprise model
Lean Strategy• Analysis/Assessment• Alignment/Vision• Implementation Planning
Model VS Implementation• 90-day project• Learning by doing• Example of lean
Systems Resolution• Global issue resolution• KE approach• Project approach
Cell-by-Cell Transition• Strategic sequence• Area by area• Focused effort
KEs
KEs
5S Launch
40
Road Map to Lean Enterprise
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 41
People
• How we manage creates the culture we want• We need to manage so that we have a culture
of learning fast how to do things right
Skill(how to)
Desire(want to)
Knowledge(what to do)
Deep Learning Cycle = the right culture
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 42
People
• In the book The 5th Discipline, Peter Senge outlines what it takes to build a learning organization.
• He states there are 5 key elements:1. Shared Vision2. Team Learning3. Mental Models4. Personal Mastery5. Systems Thinking
Creating a learning organization
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 43
Principles and People
Learning Organization and TPS fit hand and hand:
1. Philosophy• Shared Vision• Mental Models
2. Process Thinking• Systems Thinking
3. People• Personal Mastery
4. Problem Solving• Team Learning
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 44
A3 Thinking
Why aren’t we more effective in our companies?– Communications issues– No common language or definitions within the
organization– Lack of use of facts & data– Leadership does not truly understand their responsibilities
We Lack a systematic way to solve problems!
The A3 problem solving method provides concrete structure to create a tremendously capable workforce.
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A3 Thinking
Heading
PlanDo
Check Act/Adjust
Footnotes
Plan
Do
Check
Adjust(Act)
A3 Sheet of Paper (11”x17”)
A3 Thinking = PDCA Problem SolvingA Scientific Method
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A3 Thinking
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An A3 is a PDCA Story Board
Always the four steps of Plan, Do, Check & Act
Not a form, not even a standardized format
Adjusted for the type of story being told, from
quality problems to company strategy
No exact or specific look
It Tells a Story
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A3 Thinking – Scientific Method of Problem Solving, the PDCA Cycle 48
A3 Thinking Benefits
A3 Thinking Benefits1. Logical thinking process2. Objectivity3. Results and process4. Synthesis, distillation & visualization5. Alignment6. Coherence within and consistency
across7. Systems viewpoint
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One Final Thought
Spirit Ground rules 3P Hoshin Policy Deployment Scientific method – PDCA1.Collect data and analyze work flow.PQ analysis Process walk Value stream mapping2.Design process sequence.Process flow chart Value streams A3 problem solving 4M’s3.Minimize the distance between machinery. 5S Cell layout & design Visual controls4.Produce and move one piece at a time.Setup reduction Pull system SWIP POUS Kanban Poke yoke Six sigma5.Produce at the rate of customer’s consumption.Takt time calculation Level loading Heijunka Plan for Every Part TPM 6.Balance operations and standardize work in the cell.Standard work combination sheet Standard work layout sheets Time observation studies
Line balance chart7.Train personnel to operate multiple processes.
Cross-training Skills analysis matrix TWI – JI, JM, JR8.Separate people from machines.
Chaku-chaku Autonomation/Judoka Andons Right-sized machines