Lean Enterprise Building Blocks Lean Enterprise Building Blocks Lean Enterprise Building Blocks Lean Enterprise Building Blocks

LEAN ENTERPRISE BUILDING BLOCKS
Tools and Systems

for Increasing
Productivity
Presenter
Reza Maleki, Ph.D., P.E., C.Mfg.E.
Senior Business Advisor
Introductions
Reza Maleki
EDUCATION
Ph.D. Engineering
M.S. and B.S. Industrial Engineering/Management
PROFESSIONAL REGISTRATION AND CERTIFICATIONS

Registered Professional Industrial Engineer
Certified Manufacturing Engineer
Lean Certified Practitioner
Certification in Lean Leadership
Academic Associate of Avraham Y. Goldratt Institute

Introductions
PROFESSIONAL WORK EXPERIENCE
Higher Education
Served in Universities in Minnesota,
North Dakota, Wisconsin, and South Dakota
Also served as a visiting professor at Kazakh British Technical
University, in Almaty Kazakhstan.
Consulting and Training
Have worked with companies in Minnesota, North Dakota,
South Dakota, Kentucky, Michigan, and Wisconsin.
Other Professional Experience
Technology Transfer Director
Director of Allied Manufacturing Center
Senior Business Advisor, Impact Dakota, Fall 2013-Present
Impact Dakota, North Dakota’s MEP
An Affiliate of the National Institute for Standards and Technology
Introductions
Guests and Participants
Students
Name
Degree program enrolled in
Previous degrees
Other Guests and Participants

Your Name
Title
Work experience – years, companies
All Guests and Participants

Experience with LEAN (training, education, applications)
What do you hope to accomplish as a result of attending
this training (personal and professional)
Topics Covered
PART I
Productivity - Input/output Model
Approaches to Improving Productivity
PART II
Lean Building Blocks: 5s, Visual System, Standard Work, Quick
Changeover, Plant Layout, Cellular Manufacturing, Quality at Source,
Value Stream Mapping, Root Cause Analysis and Problem Solving
PART III
Lean Building Blocks: Managing Flow (emphasis on pull system and
Theory of Constraints)
SUMMARY
QUESTIONS AND ANSWERS
Tools and Systems

for Increasing
Productivity
PART I
Productivity – Input/Out Model
Examples of Business and Industry Projects
ENTERPRISE
Input Output
Transformation Processes
People Goods
Capital Services
Energy
Materials

Startup Company
ENTERPRISE
Input Output
Transformation Processes
People Goods
Capital Services
Energy
Materials

Regardless of the size, managing all processes and information

flow across and among the functions impacts productivity
Productivity = Output / Input
General Approach to Improving Productivity
Observe, Document,
and Analyze Processes
PROCESS
Y N
PROCESS DECISION PROCESS
PROCESS
Develope Recommendations
for Improved Processes
PROCESS
Y N
PROCESS DECISION PROCESS
PROCESS
Develope Recommendations
for Improved Processes
How?
Lean Approach
Lean Definition
What is Lean About?
Lean has been defined in many ways ……

A systematic approach to identifying and eliminating waste
(non-value added activities) through continuous improvements
in pursuit of perfection.
Key Term:
None-value added activities (as opposed to value-added activities)
Lean Definition
Value Added Non-Value Added

Any activity that increases the Any activity that does not add
market form or function of the market form or function or is not
product or service. necessary.
(These are things the customer (These activities should be
is willing to pay for) eliminated, simplified, reduced,
or integrated)
Typically 95% of all lead time is due to non-value added activities

Waste
Waste (Muda in Japanese)
Defects D
Over-production O
8 Basic Wastes
Waiting (for parts or resources) W

None or under-utilized employee talent N
Transportation T
Inventory I
Motion M
Extra Processing E

How to Improve Productivity?

Improving Productivity
The good news - Most process improvements are no/low cost in nature!
The key is to separate VALUE ADDED and NON-VALUE ADDED activities
(wastes) in a PROCESS. This step is very helpful in identifying areas for
improvements.
Process
Total Time
The good news - Most process improvements are no/low cost in nature!
The key is to separate VALUE ADDED and NON-VALUE ADDED activities
(wastes) in a PROCESS. This step is very helpful in identifying areas for
improvements.
Adding
Value
Waste
Total Time
Using various LEAN tools and techniques to improve productivity through

eliminating or reducing of wastes.
Adding
Value
Waste
Total Time

Adding
Value
Waste
Total Time

Reduction and/or elimination of wastes also offer the added advantage of
SHRINKING THE TIME required to deliver a product or service.
Adding
Value
Waste
Total Time
Total Time
$
Cash Flow
+
Other Competitive
Advantage
Total Time
$
LEAN for all Business Processes - Communication
LEAN for all Business Processes - Communication
AS MARKETING AS SALES AS ENGINEERING

REQUESTED IT ORDERED IT DESIGNED IT
AS IT WAS AS FIELD SERVICE WHAT THE

MANUFACTURED INSTALLED IT CUSTOMER WANTED
LEAN for all Business Processes - Design
Impacts on Inventory – Warehousing – Space – Material Handling – ERP?

How about if you had 200 or more of similar products?
Manufacturing Cost, Price, and Profit Models
Manufacturing (cost) Driven Market Driven
Price
Price Price Price
Profit Profit
Cost Cost
Traditional Thinking Lean Thinking

Cost + Profit = Price Price - Cost = Profit
Lean is a growth strategy for creating value to the end market thus
positioning your organization as the premier provider of choice.
Lean Manufacturing
History
Adam Smith The Wealth of Nations, Division of Labor
A little of history Eli Whitney Inventor of Cotton Gin, Interchangeable parts

Fredrick Taylor One Best way, Scientific Management
Henry Ford Moving Assembly Line, Standard Parts
Kiichiro Toyoda Automatic Loom, Just-in-Time
Edward Deming Quality, Plan-Do-Check-Act
Taiichi Ohno Father of Toyota Production System, JIT, Jidoka
Jim Womack Lean and Lean Thinking
Lean Basic History (7 minutes)

History of Manufacturing
Pre-industrial 1890 Mass 1920 Lean 1980

Craftsmen Employees Cluster of
Perform all tasks contribute employees working
People Self-taught or minimally to total in teams
apprenticeship product Extensive continuing
Limited training training
Highly responsive Non-responsive Extremely
Long lead time Build to stock – responsive
Customer Response
standard product Build to demand
Short lead times
Customized, non- Standardized, Focus on internal /
Product standard products focused on volume external customer
Variation in quality not quality
Independence, Obey management Some discretion,
discretion Repetitive, mind- group effectiveness,
Variety of skills numbing work empowerment,
Work Environment
Responsibility Limited skills, team accountability,
knowledge, work cells
discretion
Manufacturing Systems Metrics
Craft Mass Lean

Cost High Low Low
Quality High Low High
Delivery Long Short Short
Volume Low High Demand
Variety High Low High
Tools and Systems

for Increasing
Productivity
PART II
Waste Reduction and Lean Building Blocks
Lean Building Blocks
An integral part of LEAN Enterprise Certification Program
Lean Building Blocks is an integral part of LEAN Enterprise
Certification Program (LECP).
The LECP helps businesses build internal capacity by providing
their workforce with a working knowledge of the principles and
practices that help with improving COST, QUALITY, and
DELIVERY.
Lean tools, systems, and principles are applicable not just to

manufacturing but also to other businesses as well
An integral part of LEAN Enterprise Certification Program
The LEAN Enterprise Certification Program (LECP) includes:
9 learning modules; about ½ day each
Supplemental readings
Jeopardy style game (quiz) for each module
Practice Exam
2-day kaizen (project) events
National LECP exam administered by the Society of
Manufacturing Engineers.
Lean Enterprise Certification
Concepts and Structure
The foundation of personal development and professional
growth begins with understanding three Lean concepts:
Principles: focuses on the

strategic transformation of
an entire enterprise.
Systems: integrates Lean
knowledge with leadership
experience.
Tools: focuses on the
fundamentals of Lean from
a tactical perspective.
Tools, Systems, and Principles for Improving Productivity
Original
Process
Process
after
removing
Wastes
Waste
Defects D
Over-production O
8 Basic Wastes

Transportation T
Inventory I
Motion M
Extra Processing E

Waste
Waste - Defects
Inspection and repair of material in inventory

Causes of Defects
o Weak process control
o Deficient planned maintenance
o Inadequate education/training/work instructions
o Product design
o Customer needs not understood
Waste - Over-production
Making more than is required by the next process

Making earlier than is required by the next process
Making faster than is required by the next process
Causes of Overproduction
o Just-in-case Logic
o Misuse of automation
o Long Process Set-up
o Un-level scheduling
o Unbalanced work load
Lucy and Ethel Fighting a Losing Game (00:47 minutes)

Waste - Waiting
Idle time created when waiting for parts, materials, machines,

information, help, etc.
Causes of Waiting
o Unbalanced work load
o Unplanned maintenance
o Long process set-up times
o Misuses of automation
o Upstream quality problems
o Un-level scheduling
Waste - None or Underutilized People
The waste of not using people’s abilities (mental, creative,

physical, skill)
Causes of Underutilized People
o Old guard thinking, politics, the business culture
o Poor hiring practices
o Low or no investment in training
o Low pay, high turn over strategy
Waste - Transportation
Transporting parts and materials around the plant

Causes of Transportation Waste
o Poor plant layout
o Poor understanding of the process flow
for production
o Large batch sizes
o Long lead times
o Large storage areas
Waste - Inventory
“Any supply in excess of a one-piece flow through your

manufacturing process”
Causes of Excess Inventory
o Protects the company from inefficiencies and unexpected
problems.
o Unleveled scheduling
o Poor market forecast
o Unbalanced workload
o Unreliable shipments by suppliers
o Misunderstood communications
o Reward system
Waste - Inventory
What Happens
if you reduce Inventory?
Inventory “hides” problems Reduction of inventory without solving of

Inventory cost a lot of money problems causes wreckage
Waste - Motion
Movement of people or machines that does not add value to

the product or service.
Causes of Motion Waste
o Inconsistent work methods
o Poor people/machine effectiveness
o Unfavorable facility or cell layout
o Poor workplace organization and housekeeping
o Extra “busy” movements while waiting
Waste - Extra Processing
Effort that adds no value to the product or service from the

customers’ viewpoint
Causes of Extra Processing
o Product changes without process changes
o True customer requirements undefined
o Lack of communication
o Redundant approvals
o Extra copies/excessive information
Waste
Defects D
Over-production O
8 Basic Wastes

Transportation T
Inventory I
Motion M
Extra Processing E
LEAN Building Blocks include Tools,
Tools, Systems,
Systems, and
Principles that help with reduction and/or elimination
of different types of wastes.
LEAN Building Blocks
Continuous Improvement
Managing Flow Cellular Manufacturing TPM
POUS Quality at Source Quick Changeover
Standardized Work Batch Reduction Teams Value

Stream
Visual 5S System Plant Layout Mapping
Root Cause Analysis and Problem Solving Tools

Lean Building Blocks - Workplace Organization (5S)
Workplace Examples
Disorganized Shipping Area
Cluttered Drawer
Workplace Examples
Messy Corner
Workplace Examples
Do Not Forget
The Garage and Kitchen
The Fundamental Strength
A workplace that is: Resulting in:

Clean, Fewer accidents
Organized, Improved efficiency
Orderly Improved quality
Pleasant Workplace control
Is The foundation for all
other improvement
activities
And therefore…
Reduced waste, and
Reduced cost
Workplace Examples
Workplace Examples
5S – Ideas That Work (3 minutes)

In-class Exercise
The 5S Numbers Game
Lean Building Blocks - Visual Systems
A visual workplace is self-ordering, self-explaining,

self-regulating, and self-improving; where what is
supposed to happen does happen, on time, every
time, day or night – because of visual devices.
A visual device is a mechanism or thing intentionally

designed to influence, guide, direct, limit or even
guarantee our behavior by making vital information
available as close to the point-of-use as possible to
anyone and everyone who needs it without speaking
a word.
The modern gas pump is so highly visual that,

with a little help from you,
it easily substitutes for the gas attendant and the cashier.
Lean Building Blocks - Visual Systems
Lean Visual Workplace is

similar to your favorite games
– you always know the score
and what’s happening
Make your process better

by making it more visual for
everyone to clearly see
Lean Building Blocks - Standardized Work
In Lean, standardized work (also called standard work) is the

cornerstone of any continuous improvement effort.
Standard (revised)
Standard (revised)
Standard (baseline)
Standards are the basis for comparison (before/after)

With no standards you can’t objectively tell what has changed or what
has improved
“Where there is no standard, there can be no kaizen.”
Taiichi Ohno, Vice-president, Toyota Motor Corporation
Toyota Production System

House of Lean
STANDARDIZED WORK is the

Foundation for Improvement.
Why Use Standard Work (2:40 minutes)

Lean Building Blocks - Quick Changeover
Changeover - The elapsed time from when the last part of the
current run is completed until the work center starts running the
first good piece of the next run.
Current Run Setup Next Run
Setup
Improved Setup
Opportunities
Paint Systems
Presses
Emission Control Testing Other
Pizza Shops Examples
Other Fast Food Places
Making Coffee at Home
Getting Dinner Ready for Thanksgiving
Changing Tire on Your Car
Changing Tires: Ferrari F1 Pit Stop Perfection (00:47 minutes)

Changing Tires: Ferrari F1 Pit Stop Perfection (00:47 minutes)

Shigeo Shingo Approach also Known as SMED
Single-Minute
Exchange of Die
(SMED)
SMED History (3:30 minutes)

Shigeo Shingo Approach also Known as SMED
SMED Methodology (a three-step process)
Step 1 Step 2 Step 3
Internal Internal Internal

Setups
Setups Setups
Internal
Setups
External
Setups
External
External External External
External
Setups
Setups Setups Setups
Setups
Reduce Transportation of Tools, Parts, and Materials
An example of
No/Low Cost
Solution
Lean Building Blocks - Plant Layout
Principles of a Good Layout
Straight-line Flow Pattern when possible
Backtracking kept to a Minimum
Predictable Production Time
Little In-process materials storage
Open Floor plans so everyone can see what is going on
Bottlenecks under control
Workstations close together
Minimum of material handling
Easy adjustment to changing conditions
An example of Spaghetti Diagram (also known as flow diagram)
An example of Spaghetti Diagram (also known as flow diagram)
Operator travelled 3,215 ft. to

get first good piece.
98 minutes from last good
piece of previous run to first
good piece of this run.
Retail Example
Retail Example
Manufacturing Example
Lean Building Blocks - Cellular Manufacturing
Cellular Manufacturing is a model for workplace design, and has

become an integral part of lean manufacturing systems.
Cellular Manufacturing is based upon the principals of Group
Technology, which seeks to take full advantage of the similarity
between parts, through standardization and common
processing.
Cell Design Process
1. Group products
2. Assess demand, establish takt time
3. Review work sequence
4. Balance work load
5. Design cell layout
Cell Design Process
Cell Design Example
Cell Design Example
Before – Parts are processed and moved between different departments in large lots
After – Parts are completed within the sell in small lots

Cell Design Example
Lean Building Blocks - Quality at Source
Source Inspection - Operators must be certain that products they pass
to the next work station are of acceptable quality.
The Relative Cost of Fixing Defects
Own Process End of Line Final Inspection Customer
Main focus should be on PROCESS QUALITY, not inspection

Inspection tools:
o Operators have the means to perform inspection at the source,
before they pass it along
o Visible samples or established standards
Lean Building Blocks - Quality at Source
The Relative Cost of Quality (and Manufacturing) during Product Development Cycle
Lean Building Blocks - Value Stream Mapping
A value stream involves all the steps in a process, both value

added and non value added, required to complete a product or
service from beginning to end.
Value Stream
Process 1 Process 2 Process X
Stamping Welding Assembly
Raw Material Finished Product

Conceptual View
Product Family Product

Start with a single product family family
Current State
Understanding how things currently Current state
operate. This is the foundation for the drawing
future improvements
future state
Standardize for
Future State Future state
Designing a lean flow drawing
Develop Implementation Plan

Developing a detailed plan of Work plan &
implementation
implementation to support objectives
(what, who, when)
Example: Current State
MLT (PLT) = Process Time + Inventory Retention Time

Example: Future State
MLT (PLT) = Process Time + Inventory Retention Time

Example: Future State
Break Future State into “Loops”

Ishikawa’s B7 Tools
Other Tools / Topics

Deming’s PDCA and A3 Thinking
Affinity Diagram
Five Why
5W (what, why, where, when, who) 2H
(how, how much)
FMEA (Failure Mode and Effect Analysis)
Value Engineering
Mistake Proofing and Jidoka
Deming’s PDCA
Data collection and analysis is the foundation for continuous
improvement efforts.
You Can’t manage what you don’t

measure.
If you can’t describe what you are
doing as a process, you don’t
know what you are doing. (W. Edward Deming)
Deming is also known for his

PDCA cycle for problem solving.
Deming’s PDCA
Deming’s PDCA is a quality improvement model consisting of a logical
sequence of four repetitive steps for continuous improvement and learning
Plan (Stage 1) Do (Stage 2)

o Define the REAL problem o Implement the solutions on a
o Determine the root cause test basis
o Generate alternative solutions
o Decide which alternative to use
Act (Stage 4) Check (Stage 3)

o Institutionalize improvement o Evaluate results and see if the
o Continue the cycle with new problem was REALLY solved
problems in Stage 1 o Goals achieved?
Take action based on what you learned in the check (study) step: If
the change did not work, go through the cycle again with a Data collection and
different plan. If you were successful, incorporate what you
learned from the test into wider changes. Use what you learned to analysis is essential at
plan new improvements, beginning the cycle again. every stage
Importance of Data Collection and Information Sharing
Versions of a Process
At Least Three Versions
What you think it is... What it actually is... What you would
like it to be...
Mistake Proofing (Poke-Yoke)
Preventing Problems Before they Happen
The term poka-yoke comes from the Japanese words poka (accidental
mistake) and yoke (prevent). Also known as mistake-proofing or
error-proofing.
Shigeo Shingo developed poka-yoke while working at Toyota in the
1960’s. He made a clear distinction between an error and a defect.
Errors are inevitable - people are human and cannot be expected
to concentrate all the time on the work in front of them or to
understand completely the instructions they are given.
Defects are avoidable – and result from allowing a mistake to go
undetected.
The principle behind poka-yoke is to design your process so that
mistakes are impossible or at least easily detected and corrected.
Mistake Proofing (Poke-Yoke) - Example
Mistake Proofing (Poke-Yoke) - Examples
File Cabinet
Customer (supplier): Office equipment
user
Potential Error: File cabinet tipping
over due to multiple top drawers open
Poka-Yoke: Only one drawer can be
opened at a time
Highway Bridges Clearance Signs
Customer (supplier): Drivers of tall vehicles
Potential Error: Vehicles crashing into bridge, tunnel, parking
facility, etc.
Poka-Yoke: Signs or devices to inform driver of vehicle height
restrictions Over-height vehicle
is detected by OVDS
Electronic signal
warns the driver
(visual and audio)
The parts have to be between 0.210” - 0.190”

Tools and Systems

for Increasing
Productivity
PART II
Managing Flow and Theory of Constraints

Stream

Lean Building Blocks - Managing Flow
Inventory Overview
Work-In-Process
1 2 3 4
1 2 3 4 5 6
Raw 1 2 3 4 5 Finished
Materials Goods
$ $ $
$ Invested
HIGH MEDIUM LOW

Flexibility
Inventory Overview
Inventory as a hedge against uncertainties and problems
Inventory Hides Waste

Excess inventory is the root of all evil (Kiyoshi Suzaki, The New Manufacturing Challenge)
Inventory Overview
Inventory is a measure of
total manufacturing
effectiveness
Inventory Overview - The Strategic Nature of Inventory
The size of your inventory relates directly to the percent of your
lead time that is non-value-added!
The size of your inventory relates directly to the percent of your
lead time that is non-value-added!
How to
Transition ?
Applying lean tools and

methodologies including
pull/kanban system
Key Inventory Measure

Company Inventory Turns Turn Days

Average U.S. Manufacturer 7-8 45 - 52
Harley Davidson 21 17
Black & Decker 37 10
Average U.S. Grocery Store 50 7
Toyota 80 - 100 3.7 – 4.7
7-11 Stores 300 + ~1
Push vs. Pull System
Information Flow
Batch Batch
and and
Queue Queue
Process Process Process Customer

Supplier
A B C
Raw WIP WIP FG
Parts Flow
Push System
Production is based on anticipated need dates (forecast).
High utilization and high efficiency drive performance.
Bottlenecks are hidden and lead times expanded.
Maintaining flow is costly.
Push vs. Pull System
Information Flow Kanban
Process Process Process Customer

Supplier
A B C
RM FG
Parts Flow
Pull System
Production is based on actual consumption rates.
Collapsing lead times; simplified scheduling.
Improving flow drives performance.
Material flow is regulated by a visual system which is also referred to as a
“kanban” system.
Kanban
Signals used to operate the pull

system
Signal to Produce or Convey
Includes information about: What,
When, Where, How Much
May include outside suppliers
Can take many forms
o Empty space
o Empty containers
o Kanban cards
o Trigger boards
o Electronic signals
o Computer signals
o Etc.
Kanban Examples
1. When the oil reaches the white

level reordering occurs
2. Kanban card containing
reordering information
Kanban Examples
The Vending Machine

A great illustration to show how a pull system works is the vending machine.
In a typical scenario, the customer pulls product from the vending machine –
the exact item, quantity wanted, and at the time it is needed. Then, the
supplier replenishes only the items that need to be replaced.
Kanban Examples
Pull-Kanban Simple Demo (1:03 minutes)

Kanban Examples
o Kanban signals
o Empty space
o Kanban cards
o Internal suppliers
o External suppliers
Setups
Lot sizes
Machine breakdowns
Other disruptions
Pull-Kanban Simple Demo (1:03 minutes)

Kanban Examples
An information system for:
Controlling and improving the flow of materials and
information
Allocating resources based on actual consumption not on
forecasted demand.
A Pull System is Flexible and Simple

Eliminates waste of handling, storage, expediting,
obsolescence, repair, rework, facilities, equipment, excess
inventory (work-in-process & finished).
Provides visual control of resources.
Pull and Kanban together define the concept of Just-in-Time

Pull/Kanban and Just-in-Time
Pull and Kanban together define the concept of Just-in-Time

Push vs. Pull - Do You Push or Pull?
Push vs. Pull
Push vs. Pull
Use of Kanban Throughout the Supply Chain
What is Kanban: To Do, Doing, Done (00.54 minutes)

Managing Constraint Operations
Work-In-Process
1 2 3 4 5 6
Raw Finished
Materials Constraint Operation Goods
The constraint operation determines overall

capacity of production line. It is the weakest link!
Pipeline Analogy
Which part of the pipe is restricting the flow?
Would making parts A or D bigger help?
Work-In-Process
1 2 3 4 5 6
Raw Finished
Materials Constraint Operation Goods
The constraint operation determines overall

capacity of production line. It is the weakest link!
To protect the constraint capacity, when needed, a buffer to

protect the against fluctuations might help so it is never idle,
and maximum potential capacity can be maintained.
Three critical questions related to the constraint

operation:
Where is the constraint?
Why is it the constraint?
What must be done so that it is no longer the
constraint?
In order to increase capacity of the

production line (value stream), the constraint
operation must be studied and measures put
in place to remove all waste (e.g., scrap,
setup time, downtime, wait time)
In-class Exercise
Theory of Constraints
SUMMARY

Stream

Tools and Systems

for Increasing
Productivity
Presenter
Reza Maleki, Ph.D., P.E., C.Mfg.E.
Senior Business Advisor
Reza Maleki * RezaM@ImpactDakota.com * (701) 367-8664

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LEAN ENTERPRISE BUILDING BLOCKS

Tools and Systems

PROFESSIONAL REGISTRATION AND CERTIFICATIONS

Other Guests and Participants

All Guests and Participants

Tools and Systems

Regardless of the size, managing all processes and information

PROCESS DECISION PROCESS

PROCESS DECISION PROCESS

What is Lean About?

Lean has been defined in many ways ……

Value Added Non-Value Added

Typically 95% of all lead time is due to non-value added activities

Waiting (for parts or resources) W

Typically 95% of all lead time is due to non-value added activities

Typically 95% of all lead time is due to non-value added activities

Using various LEAN tools and techniques to improve productivity through

Using various LEAN tools and techniques to improve productivity through

Using various LEAN tools and techniques to improve productivity through

AS MARKETING AS SALES AS ENGINEERING

AS IT WAS AS FIELD SERVICE WHAT THE

Impacts on Inventory – Warehousing – Space – Material Handling – ERP?

Price Price Price

Traditional Thinking Lean Thinking

Adam Smith The Wealth of Nations, Division of Labor

A little of history Eli Whitney Inventor of Cotton Gin, Interchangeable parts

Lean Basic History (7 minutes)

Pre-industrial 1890 Mass 1920 Lean 1980

Craft Mass Lean

Tools and Systems

Lean tools, systems, and principles are applicable not just to

Principles: focuses on the

Waiting (for parts or resources) W

Typically 95% of all lead time is due to non-value added activities

Inspection and repair of material in inventory

Making more than is required by the next process

Lucy and Ethel Fighting a Losing Game (00:47 minutes)

Idle time created when waiting for parts, materials, machines,

The waste of not using people’s abilities (mental, creative,

Transporting parts and materials around the plant

“Any supply in excess of a one-piece flow through your

Inventory “hides” problems Reduction of inventory without solving of

Movement of people or machines that does not add value to

Effort that adds no value to the product or service from the

Waiting (for parts or resources) W

Managing Flow Cellular Manufacturing TPM

POUS Quality at Source Quick Changeover

Standardized Work Batch Reduction Teams Value

Root Cause Analysis and Problem Solving Tools

A workplace that is: Resulting in:

5S – Ideas That Work (3 minutes)

A visual workplace is self-ordering, self-explaining,

A visual device is a mechanism or thing intentionally

The modern gas pump is so highly visual that,

Lean Visual Workplace is

Make your process better

In Lean, standardized work (also called standard work) is the