LSSG Black Belt

Training

Lean: An Introduction

Introduction to Lean 1
 What is Lean?
Elimination of Non-
Value Add Activity
JIT Delivery
Visual Management
Continuous Flow

Genuine Focus on
the Customer
Customer Pull

Culture for
Increase Lean
Offering/Decrease
Changeover
Kaizen Events Lean Tools, Methods
and Measures

LEAN - Like water running downstream - more speed with less effort!
Introduction to Lean 2
 The 5S Philosophy

Seiri Seiton Seiso Seiketsu Shitsuke

(Sort) (Straighten) (Shine) (Standardize) (Sustain)
• Discard • Organize work • Clean the work • Implement best • Monitor
unnecessary area area daily practices performance
materials • Draw current • Empower
state map; Establish employees “The less self-
“When in doubt, procedures discipline you
throw it out.” • “A place for Make workplace need, the
everything, “The best “talk to us” better”
and everything cleaning is not
in its place.” to need any
cleaning’

Benefits of the 5S Philosophy: Can you think of a few?

Introduction to Lean 3
Value Stream Mapping
High level delivery path (flowchart or process map) from customer
request to delivery of product or service – includes materials, people,
information

Introduction to Lean 4
 Capacity Planning: Bottlenecks, and
The Importance of Continuous Flow

Unbalanced Process: Capacity is limited by the slowest step

(smallest output in time period!)

Stage 1 Stage 2 Stage 3

Units
per month 8,000 7,000 6,000
Capacity = 6,000 units/month

Balanced Process: The output of one stage is the exact input

requirement for the next stage!

Stage 1 Stage 2 Stage 3

Units
per month 7,000 7,000 7,000
Capacity = 7,000 units/month

Introduction to Lean 5
Reducing Bottlenecks

Discuss some ways to reduce bottlenecks!

Introduction to Lean 6
 Takt Time

 The “pacemaker speed” or “rhythm” in a process

 Enables “continuous flow” and minimum inventory

TaktTime 
Available Work Time
per Time Period 
Customer Demand

Introduction to Lean 7
 Takt Time Example

Takt time is flow at the speed of customer demand.

Shift (1) 480 min Average 8400 units

Monthly
Breaks (2) 30 min
Demand
Daily 5S (1) 10 min # Days/Month 21 days

Available Work 440 min Daily Demand 400 units

Time/ Day

Takt Time  per time period  

Available Work Time
Customer Demand
440
Takt Time   1.1 min/unit  66 sec/unit
400
Need to complete a unit every 66 sec to satisfy average customer demand

Introduction to Lean 8
Takt Time Exercise

80”
75“
65” Takt
60”
Time=66”
50”
40”
40”
A D
B

C
20”
10”
E

2 2 3 2 1
Number of Operators
What would you do?

Introduction to Lean 9
Suggestion Systems

Employee Suggestions System Implementation

 Can be the lifeblood of an organization

 Formal suggestion systems often fail
 Create open culture
In 1989, Japanese companies averaged 37 ideas per employee, of which
87% were implemented; as compared to one idea per employee every 8
years in the U.S.
Source: All You Gotta Do Is Ask by Yorke and Bodek

Introduction to Lean 10
 5

Total Productive Maintenance (TPM)

 Minimum maintenance – quick response

 Prevention by employee teams
 Continuous improvement
 Planned Downtimes

Introduction to Lean 11
 Setup Reduction/Quick Changeover

 Single Minute Exchange of Dies (SMED) - Shigeo

Shingo.

 Requires planning, staging, and storage areas to

perform “internal activities” for changeovers

 Uses video to record the current process,

followed by process improvement.

Introduction to Lean 12
 Pull vs. Batch
Supplier

Batch/Make to Stock
 Based on forecast Manufa
 Large batches = fewer setups cturer
 For bottleneck items, larger
batches are desirable.
 Smaller batches to reduce Customer
work-in-process (WIP)
inventory Mfg Supplier
Pull/Make to Order
Sub
Match capacity to demand
Mfg Supplier
Final Create flexibility in service
Customers
Assembly
Cross-train employees
Sub Mfg Supplier
Align policies and
procedures with objectives

Mfg Supplier

Introduction to Lean 13
Kanban Systems

The use of a signaling device (card, bell, switch, light) to

notify the (internal or external) supplier that additional
materials are needed –
what is needed (SKU# and description), the quantity needed,
and only when it is needed!

Previous
Sub- Next Sub-
Process or Process
Supplier

Introduction to Lean 14
 Ways to Prevent Errors

Discuss some ways to prevent errors!

John Grout's Poka-Yoke Page at Berry College (EDUCATIONAL)

Introduction to Lean 15
Process for Mistake Proofing

Describe Defect and Defect Rate

Determine Defect Location

Study the Process Flow

Observe the Process

Identify Errors and Determine Cause

Determine Prevention Method

Test/Re-test in Extreme Conditions

Introduction to Lean 16
 3

Facility Layout

 Recommended configuration: U-shaped

 Why?

 Other Configurations
 Z if obstacles; T if merged assembly

 Tool: The Spaghetti Chart

 Also called Layout Diagram or Physical Process Map

Introduction to Lean 17
 Group (Cellular) Technology

Departmental specialization causes wasted motion!

A A A D D

B B B E E E

Introduction to Lean 18
 Group (Cellular) Technology

Combine equipment used, steps taken, distances traveled, and

frequency of trips to determine ideal cell configurations.

A A A D D

B B B E E E

Introduction to Lean Spaghetti Chart 19

 Group Technology

Establishing cells reduces movement

A D
B B E

C
D
A B B E

Introduction to Lean 20
 Lean Improve Activities

 Plan for and conduct a week long Kaizen event

 Learn by doing, and doing it again
 Repeat Kaizen’s for key processes

“Each new improvement reveals new problems!”

Freddy Ballé

The Lean Transformation

Improve Processes

Fight Fires
React

time

Introduction to Lean 21
 2

Kaizen Events

 “Improve” process for Lean,

 3-5 day event
 Cross-functional teams
 Project completion in 30 days
 Support from management
 “Walk” the process
 Share “peak” experiences
 Make quick changes

Introduction to Lean 22
 2

Kaizen Event Team

Who do you think the team should include?

Introduction to Lean 23
 Kaizen Event - Day 1

 Travel - AM
 Lean Classroom Training - PM
 All participants required to attend half-day Lean training (Intro,
waste, VSM, takt time, etc.)
 Review plan for the week
 Clarify charter and scope; special needs; available data
 Clarify roles/form sub-teams
 Distribute materials/post white paper on walls

Introduction to Lean 24
Kaizen Event - Day 2

 Current State Mapping - AM

 Sub-teams create current process map using large yellow post-its
 Label with key data; identify missing data
 Identify major opportunities for improvement
 Adjust project scope if required

 Interview Employees/ Collect Data - PM

 Sub-teams time a sample of existing sub-processes (with stop-watches)
 Key personnel interviewed for knowledge of problems and suggestions for
improvement.
 May be preceded by a tour of the entire process

Introduction to Lean 25
 Kaizen Event - Day 3
Current State Value Stream Map
Complete Current State - AM Supplier
Service
Customer

 Report-outs of key learnings Monday

 Addition of collected data I

RECEIVE
I
PRECUT
I
PRE SPICE
I
FINAL
ASSEMBLY
110 units 125 units 130 units 92 units

 Identify key opportunities CT = 6 min CT=5 min CT=3 min CT=5 min
Lead Time =
FPY=92% FPY=90% FPY= 94% FPY= 95%
503 min
 Experiments to test viability 6 min
138 min
5 min
143 min
3 min
101 min
5 min Process Time =
19 min
 Management progress review Process Efficiency 
Total Process Time

19
Total Throughput Time 522
 0.036 Throughput
Time = 522 min
Process Efficiency  3.6%

Create Future State - PM

 Perform experiments
 brainstorm improvement
opportunities and potential
benefits
 Create high level future state

Introduction to Lean 26
 Kaizen Event - Day 4

 Complete Future State Map - AM

 Include full value stream linked to customer

 Return to plant to test proposed final

recommended changes
 Fine tune improvements

 Create high-level documentation of new standard

procedures
 Create presentation - PM

Introduction to Lean 27
 Kaizen Event - Day 5
 Practice Presentation - am
 Noon - Lunch
 Presentation to management
 Debrief; Discuss obstacles to success
 Next Steps/Responsibilities/Kaizen “Newspaper”
 Create new standard procedures
 Write report /Send to stakeholders
 Celebrate!!!

Goal_________ Date__________
Implementation Team______________

# Action steps to Responsibility Due Date %

achieve goal Date Completed Complete

Introduction to Lean 28
 Standardization and Documentation

What are the reasons for standardizing?

Steps necessary to create SOPs:

Answer the following regarding tasks:

 Why is it being done?

 How often?

 Who will do it?

 How will it be done?

 corrective actions if the task is performed incorrectly

 who is responsible

 timing for updates and revisions

Introduction to Lean 29
 Lean Metrics

 Lead time reduction

 Objective: at least 50% of industry average

 Inventory turn reduction

 52 turns per year = 1 week total lead time

 Objective: greater than 2X per month

 Productivity
 Objective: increase at least 1%

 Growth
 Objective: at least 3X industry average

Introduction to Lean 30