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A Brief Intro To Lean, 5S, 6sigma and Kaizen
A Brief Intro To Lean, 5S, 6sigma and Kaizen
A Brief Intro To Lean, 5S, 6sigma and Kaizen
Contents
1. LEAN ................................................................................................................................................................................ 1
2. Kaizen Methodology ....................................................................................................................................................... 2
3. Six Sigma methodologies ................................................................................................................................................ 3
4. 5S ..................................................................................................................................................................................... 4
5. VALUE STREAM MAPPING (VSM) .................................................................................................................................... 5
1. LEAN
Lean is defined as a set of management practices to improve efficiency and effectiveness by eliminating waste. The
core principle of lean is to reduce and eliminate non-value adding activities and waste.
Lean manufacturing, or lean production, is a system of techniques and activities for running a manufacturing or
service operation. The techniques and activities differ according to the application at hand but they have the same
underlying principle: the elimination of all non-value-adding activities and waste from the business.
Lean enterprise extends this concept through the entire value stream or supply chain: The leanest factory cannot
achieve its full potential if it has to work with non-lean suppliers and subcontractors.
The eight-lean manufacturing mudas can be remembered using the acronym DOWNTIME.
1. Defects
2. Overproduction
3. Waiting
4. Non-utilized talent
5. Transportation
6. Inventory
7. Motion
8. Extra-processing
2.Kaizen Methodology
Kaizen methodology is an approach
that pushes forward the continuous
improvement in an organization,
based on the constant small positive
changes that can result in major and
more significant growth.
When implemented successfully and clearly, Kaizen fulfills three essential needs of employees:
• Connection: Feeling connected to a bigger organizational goal, to their work, and to their co-workers
• Creation: Opportunities to think and solve existing problems with creative, yet practical solutions
• Control: A sense of ownership and awareness throughout the process
Questions to ask:
1. Why is each step in the process being performed?
2. What work is being performed? / What value is being added?
3. Where is the work currently being done / Where should it be done?
4. When is each step being completed / When should it be completed?
5. Who is performing the work / Who should do the job?
6. How is the work being done / How should it be done?
7. How often is each step being performed / How often does it need to be done
3.Six Sigma methodologies
DMAIC works best for an existing business process, for example, when looking to improve the manufacturing or production aspect of a business.
• Define: Identify the need.
• Measure: Assess the current process and its effectiveness.
• Analyze: Use data to evaluate current processes to find where the defects occur or where the areas of improvement are.
• Improve: Make changes and improve the process so it helps you meet your goals.
• Control: Design a system to keep the improved process in place, anticipating potential future roadblocks.
DMADV works best for planning a process that doesn’t yet exist, for example, when creating a new product or improving customer relations.
• Define: Establish the client’s or customer’s need.
• Measure: Use data to assess customer needs, response to a product or service, and the product or service’s capabilities.
• Analyze: Review data and use that information to create new goals or designs to meet customer or client needs.
• Design: Create a product, service, or process that will better address customer needs based on findings.
• Verify: Test the design and either deliver it to the client or put a plan in place to monitor its success and efficacy at addressing customer needs.
• SIPOC, which stands for suppliers, inputs, process, outputs, and customers.
• The high-level process map illustrates the basic steps in your process so you can quickly and easily understand it without having to get down in
the weeds.
• Detailed process map helps you see all the details in a process or part of a process. Because it requires so much detail, this process map is
especially important for finding the root cause of errors or waste in a process.
• Swimlane diagram, also known as a deployment flowchart, divides the process by the person or team who is in charge of that stage. As well as
showcasing cross-functionality, this kind of process map clarifies where handoffs occur.
• Value stream map is a process map that illustrates and analyzes the steps involved in producing a product or delivering a service.
• Sort: Eliminate whatever is not needed by separating needed tools, parts, and instructions from unneeded materials.
• Set in order: Organize whatever remains by neatly arranging and identifying parts and tools for ease of use.
• Shine: Clean the work area by conducting a cleanup campaign.
• Standardize: Schedule regular cleaning and maintenance by conducting seiri, seiton, and seiso daily.
• Sustain: Make 5S a way of life by forming the habit of always following the first four S’s.
LEAN 5S PROGRAM BENEFITS
• Improved safety
• Higher equipment availability
• Lower defect rates
• Reduced costs
• Increased production agility and flexibility
• Improved employee morale
• Better asset utilization
• Enhanced enterprise image to customers, suppliers, employees, and management
5S EXAMPLE
Value stream mapping (VSM) is defined as a lean tool that employs a flowchart documenting every step in the process. Many lean practitioners see
VSM as a fundamental tool to identify waste, reduce process cycle times, and implement process improvement.
The "value stream" portion of the VSM system centers on how value can be added to a product or service by changing the market form or function
to meet the customer’s needs. This includes adding features and functionality to a product or service that benefit the customer without increasing
wasted time and materials (also called muda, the Japanese term for waste) on the company’s side.
Understanding the scope of the value stream under examination is a good start when planning your lean process or value stream map. This map is
a single area in your organization. However, when multiple plants, customers, or suppliers are included, an extended level map is created.
At the kaizen event, the team must complete four important steps:
A. Determine the process family.
B. Draw the current state map.
C. Determine and draw the future state map.
D. Draft a plan to arrive at the future state.
Once these four steps have been completed and the team agrees with the plans and tactics, the VSM team can proceed to the next steps.
Examine the matrix and look for sections that have similar or identical processing steps. Also look for sections that share about 80% of the steps.
Consider items that share many of the same steps and procedures that can be created together—by the same workers using similar or related
steps—more efficiently in a manufacturing cell.
Once you’ve identified similarities, the team must then identify which process family it will concentrate on first.
Calculate the cycle time vs. the inventory time (in days) for the
material and information flow.
A good plan, as shown in the example below, will include the description of the project, name of the project leader, possible team members, a
schedule (or Gantt chart) of events and deliverables, an estimate of costs, and the impact, goals, or benefits.