What is lean transformation - January 2017

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What is Lean TransformationDefinition

Thinking win, Win, WIN

What is Lean Transformation?Definition

Marek Piatkowski – January 2017


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Introduction - Marek Piatkowski Professional Background

Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994

TPS/Lean Transformation Consulting - since 1994 Professional Affiliations

TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME

Lean Manufacturing Solutions - Toronto, Canada

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Management (Operating) System Every company has a formal or informal Management (Operating)

System Management System is a way of managing and operating your

business. It allows management and institutions to formulate solutions to problems of organizing:

People Equipment Material Capital

to design, market, sale, produce and deliver or provide services to the customer. We have learned many things about management over the past

3,000 years. But we continuously look for new and better management tools or methods.

The best tools and methods are those which stand the test of time, and which give you a lot of leverage over common problems.

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What is Lean Transformation? Lean Transformation is a practical management system based on

TPS (Toyota Production System) philosophy: Customer first People are the most valuable resource Kaizen - Continuous Improvement Gemba - Shop Floor focused

Lean Transformation is a collection of best know: Business philosophies Operating principles Lean Tools Lean Methodologies

When properly used and applied they will lead any Company to higher profits, greater business success, stability, growth and profitability

Taiichi OhnoCredited with realizing the concept of the Toyota Production System.

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Lean Manufacturing is not “NEW”

Manufacturing has been around for a long time Man has always searched for a better way to manage

manufacturing Man has been inventing new tools, new machines and new methods

for as long as we have been making things

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Venetian Shipyards Construction of the Arsenal

began around 1104, during Venice's Republican era.

It became the largest industrial complex in Europe prior to the Industrial Revolution, spanning an area of about 45 ha (110 acres)

About 1320 Arsenale Nuovo was created, simply a larger and more efficient version of the original arsenal

As far back as 1492 the Venetians were leading builders of ships.

By the 16th century the Arsenal was the most powerful and efficient ship manufacturer in the world.

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=REUYj6LDuwtEAM&tbnid=uT71VO6DMa2SRM:&ved=0CAUQjRw&url=http://sellsword.wordpress.com/2011/08/08/venice/&ei=BL6QU7mmA4akyASprIGwCg&bvm=bv.68235269,d.aWw&psig=AFQjCNFvRV7n8Bo6JDdoG5pnVxzSxl9kjw&ust=1402071533817925

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Venetian Shipyards It was capable of producing

one fully equipped merchant or military vessel per day - in today’s Lean language this translates to a Takt Time of 24 hours.

Even in the seas-oriented states of England and Spain shipbuilding was slower and less efficient than in Venice

Production of similar sized and featured ships elsewhere in Europe took months.

The Arsenal employed 16 000 people

The employees directly engaged in producing ships and the rope, oars, cloth, storage containers, weapons and other goods they required

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=REUYj6LDuwtEAM&tbnid=uT71VO6DMa2SRM:&ved=0CAUQjRw&url=http://sellsword.wordpress.com/2011/08/08/venice/&ei=BL6QU7mmA4akyASprIGwCg&bvm=bv.68235269,d.aWw&psig=AFQjCNFvRV7n8Bo6JDdoG5pnVxzSxl9kjw&ust=1402071533817925

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=bs38RzdCp4wDRM&tbnid=-AIMqxWBBYzlpM:&ved=0CAUQjRw&url=http://echo.mpiwg-berlin.mpg.de/content/shipbuilding/venice_arsenal/lettura_gal&ei=r5iQU_TaC82TyATr2oGQBw&bvm=bv.68235269,d.aWw&psig=AFQjCNFvRV7n8Bo6JDdoG5pnVxzSxl9kjw&ust=1402071533817925

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=bs38RzdCp4wDRM&tbnid=-AIMqxWBBYzlpM:&ved=0CAUQjRw&url=http://www.venicethefuture.com/schede/uk/316?aliusid%3D316&ei=BpmQU5KzEsmsyATRhoLYDA&bvm=bv.68235269,d.aWw&psig=AFQjCNFvRV7n8Bo6JDdoG5pnVxzSxl9kjw&ust=1402071533817925

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Industrial Revolution Between 1765 and 1785 the people of England began to use

machines to make cloth and steam engines to run the machines. A little later they invented locomotives. Productivity began a

spectacular climb. By 1850 Great Britain had become the workshop of the world..

Changes that led to the Industrial Revolution: the invention of machines to do the work of hand tools the use of steam, and later of other kinds of power, in place of the

muscles of human beings and of animals adoption of the factory system

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1913 - Henry Ford introduces a concept of an Assembly Line and Mass

Production

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Foundation of Lean Manufacturing

1913

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TPS(Toyota Production System)

is born

Roots of Lean

1950 - 51

1951

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Toyota Production System and Lean Manufacturing We have learned many things about management over the past

3,000 years. But we are still chasing after new management tools or methods.

The best tools and methods are those which stand the test of time, and which give you a lot of leverage over common problems.

Lean Manufacturing based on Toyota Production System (TPS) is a Management System

It took Toyota Corporation over 70 years to develop the current form of TPS

Lean Manufacturing is a collection of best know: Business philosophies Operating principles Lean Tools Lean Methodologies

which are proven and are logically connected.

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Customer First Customers are the reason for existence and they must always

receive a perfect product or service We must meet customer’s exact order immediately Listen to the voice of the Customer - improvement is always

possible and necessary. Any existing process can be improved - no ifs, buts or maybes

Assure high quality by building it at each process. No defect shall be passed to the customer or to the following process

Customer First thinking drives: Highest Quality Shortest possible Lead Time Lowest Cost

Do you know who your Customers are?

Customer first People are the most valuable

resource Kaizen - Continuous

Improvement Gemba - Shop Floor focused

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People are the most valuable resources Only people are capable of learning, creating and solving problems Machines are assets that depreciate over time. Conversely people are assets that appreciate over time. People must be treated as most valuable assets:

Safe working environment Job Security Intellectual challenge Job that adds value

People enjoy their work when it involves trying out their own ideas, mastering new skills and making visible contributions

Operators are the most knowledgeable of our processes – their involvement is critical to our success




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Kaizen – Continuous Improvement

Kaizen is the continuous pursuit to close the gap between current and expected conditions

Kaizen is a process of eliminating waste in processes involving people, equipment, materials or methods using creative ideas to solve problems

Kaizen means making small improvements as well as large ones. Sometimes the progressive accumulation of even little things is important.

In a true Lean Environment Culture Kaizen is not seen as an “extra” activity – Kaizen is a part od daily management and solving problems




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Kaizen – Continuous Improvement Kaizen can be broadly divided into:

Work Methods Kaizen and Equipment Kaizen

Work Methods Kaizen is central to the development of the Lean Transformation. It is based on Standardized Work. This type of Kaizen is used to:

Study employee methods of working Determine the rules for redistributing and combining work Indicate the layout and storage area of parts Improves work operations themselves

Equipment Kaizen is employed to introduce equipment and automation. Equipment kaizen involves a special crew and outside resources




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Gemba – Shop Floor focused Gemba is the Japanese term for “actual place,” often used for the

shop floor or an office or any place where work actually occurs The term often is used to stress that real improvement in the work

place is based on direct observation of current conditions Gemba - “the area where the action is”. Shop floor is where key value-added activities take place




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Gemba – Shop Floor focused Shop floor is constantly changing. One must be on the Shop Floor

to understand current conditions Input from people on the Shop Floor is extremely valuable and

critical to our success When conducting Gemba we will be asking ourselves questions:

Do I understand this process? Do I understand what is going on? Is there a Standard Process in place? Is the process being followed? Is there a problem? Is there a gap? (actual versus standard) Is this normal or abnormal situation How would I fix this problem? How would I improve this situation? Is the Lab talking to you? Are you listening to it?




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What is Lean Transformation?

Lean Transformation is a systematic methodology for implementing rapid process changes and improvements by elimination of waste

Best accomplished with flexibility in mind, lean thinking, team-oriented and cross-trained people.

Improvement is always possible and necessary. Continuously improve every aspect of the system through Kaizen. Any existing process can be improved - no ifs, buts or maybes

Lean Transformation is "lean“because it uses less of

everything compared with a traditional "mass" production

system

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Changing the World. One Transformation at a timeThis presentation is an intellectual property of W3 Group Canada Inc.

No parts of this document can be copied or reproducedwithout written permission from:

Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631

Cell: 248-207-0416

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