Professional Documents
Culture Documents
NAMFLean Pitch 1
NAMFLean Pitch 1
NAMFLean Pitch 1
INTRODUCTIONS
In order to:
• Attract and keep customers
• Be exceptionally tough to compete against
Focus on Speed
• Accelerating job / work flows to and through the
shop
How do we do this?
WORKING
HARDER
WORKING
FASTER
WORKING
SMARTER
!!!!!
Meeting the Challenge
• Requires a new way of thinking.
• Implementation -
– Need to do more than talk.
– We learn by doing.
– Improvements don’t have to be expensive. JUST DO IT!
Lean is...
OR
Rapid
Improvement
Workshop
Formal Rapid Improvement
(Kaizen) Event
• Are 5 days long (Can be very long days) or short
surgical strike of 3 days. In addition, there is a 1-
2 week preparation period before each event and
a 1-2 week follow up period after each event.
25-35% improvement in
Productivity
50% reduction in Floor Space
75% reduction in Work in
Process Inventory
Amazing Potential
• In 3-5 years, the following overall
performance gains are typical of a
Lean Conversion:
Defects reduced by 20% per year, with zero defects
performance possible
Delivery Lead Times reduced by more than 75%
On Time Delivery improved to 99+%
Productivity (sales per employee) increases of
15-35% per year
Inventory (working capital) reductions of more
than 75%
Return on Assets improvement of 100+%
Lean - A set of tools that fit together
g ci n
Work
la e
mer Takt
Ba Lin
Custo lier
n
Supp hips Cells Multi-
e la t ions
R
Time
Process
y
Qualit
ation Lev u r ance
5S
Ma n om Ass
in t Auto el
en
an
ce
Dem
an d One Attack
Pie
c On
Flo e
ty
Spiri w Waste
fe
a ll t
Sa
Sm
Visual Lot
Size
Controls up t a ke
ys tem Set
Sta
nda Mi s
lS rd
Pul c t ion Wo f ing
u o
Red rk Pro
The Spirit of Improvement
• Improvement is everyone's job.
• Think of ways to make ideas work.
• Don’t say “can’t.”
• 50% improvement is OK.
• Don’t substitute money for brains.
• Ask “Why?”, five times.
• Improvement is not made from a conference room.
• More ideas are better, especially from people close to the
problem.
• Follow up to make sure the idea is working.
• Improvement is endless.
WASTE
Hold All WASTE In “CLOSED MITT”
Wastes in Manufacturing
“CLOSED MITT”
• Complexity
• Materials
• Labor
• Idle Materials
• Over production
• Time
• Energy
• Transportation
• Space
Lead time reduction is achieved by
• Defects identifying and eliminating waste.
Map The Process
Waste Elimination
• All waste is lost profit
• Waste -
things we have paid for, but cannot sell!!!
• Define waste as:
– Any action which does not add value or is NOT
immediately needed
The Target:
WASTE
Your Weapon:
LEAN
MANUFACTURING
Your Implementation tool:
Kaizen or RIW
Eliminating Waste
Requires a New Mind Set
After
VALUE ADDED
What does Value Added mean?
Typical Original
Company VA NVA Lead Time
Small
Traditional Original
NVA
Improvement
Manufacturing VA Lead Time
Improvement
Minor
Improvement
Lean Looks at the NVA
first
Lean Waste VA
Reduction NVA Major
Improvement
Causes of Waste
• Layout (distance) • Historic supervisory roles
• Long setup time • Irrelevant performance measures
• Incapable processes • Ineffective production / effective production
• Poor maintenance practices • Lack of workplace organization
• Poor work methods • Suppler quality / reliability
• Lack of training • More . . . . .?
• Lack of adherence
What Job is Next?
Over Production
Excess Inventory / WIP
5S
A place for everything, and everything
in its place, clean and ready for use.
The Five S’s
• The 5S Process
– 5S is a process designed to
organize the workplace, keep it
neat and clean, maintain
standardized conditions, and instill
the discipline required to enable
each individual to achieve and
maintain a world-class
environment.
Make Jobs Easier To Do
5S
The Foundation for Improvement
The 5Ss:
SORT
SIMPLIFY
SWEEP
STANDARDIZE
SELF-DISCIPINE
Pyramid For Success
g”
rin
tu
ac
Identifies
uf
an
how you build
“M
an and ship your “product”
without wasting resources...
Le
A campaign dedicated to
organizing your “Environment,”
s
5S
Why is it important?
Labeled as to what is
in the cabinet
Locations Marked
Colored Tape On Hose Connections
CONTINUOUS FLOW
PRODUCTION
Continuous Flow Production
Definition:
Work coming In
FLOW
Summary of Benefits
• Work flow levels are reduced and progress is visible at a glance
• The ability to cross train is enhanced
• Work team members take ownership of full process and can
help each other
• Quick problem identification and feedback
• Reduced Cycle Time
• Improved quality through cycle of learning
• Information flow and decision making enhanced
• Value-added ratio improved
• Reduces transportation waste
• Reduces material handling
• Helps to identify root causes of quality problems
• Allows for equipment dedication
• Drives set-up times down
Kanban
Is a “signal” that: The signal can be a:
• Card
• Authorizes production • Square
• Authorizes movement • Box
• Pigeon hole
• Limits inventory
• Light
• Drives continuous
improvement • Etc.
• Electronic Signal
• Racks
• Shopping Carts
• MRK ( Manufacturing Ready Kit)
Rules for Kanban Systems
1) Pull from the downstream process (or customer)
drives the system.
2) All product or inventory is under kanban control.
3) Only an “empty” kanban authorizes production.
4) Never pass a known defect downstream.
5) Use gradual kanban reductions to drive
improvement.
Purpose of a Kanban System
2) Authorize production.
Tray = 20 pieces
Daily Ship 2 shifts
Weekly
WeeklySchedule
Schedule Schedule
Tues. &
Thurs. 1x Daily
Ass’y #1 Ass’y #2
Stamping S. Weld #1 S. Weld #2
Shipping
I I I I I I
Coils
1 4600 L 1 1100 L 1 1600 L 1 1200 L 1 2700 L Staging
2400 R 850R 1440R
5 days 600R 640R
C/T=1 sec C/T=39 sec
C/T=46 sec C/T=62 sec C/T=40 sec
C/O=1 hour C/O=10 m
C/O=10 m C/O = 0 C/O = 0
Uptime Uptime =
Uptime = Uptime = Uptime =
=85% 100%
80% 100% 100%
27,600 27,600
sec. avail. 7.6 sec. avail. 1.8
27,600 2.7
27,600 2
27,600 4.5
5 days
days days
sec. avail. days
sec. avail. days
sec. avail. days PLT = 23.6 days
1 sec 39 sec 46 sec 62 sec 40 sec
VAT = 188 sec.
What is a Future State Map?
XYZ
Corporation
Customer
Major Customers C/T = 60 sec
Schedule
Data Box
Boeing, Airbus, I
Inventory
Wire Harnesses Bombardier & Airlines
Killdeer Mtn. Mfg.
Shipment
OXOX
Push
Housings
Pitch = 30 min. Finished Goods
Absolute, Grindley, to Customer
Altek Kanban size = 15
Super
market
Cable Daily
Assy Pull
Connectors Information
Deutsch
Material Info flow
Daily Daily
Weekly
Schedule
Information
Coil Wind, Induct Housing Assy, Cable Rear Cover, Cable Re-seat ATP, Part Mark Shippi
Bond, or Seat & Solder, Fine Sylgard, & & ng
Coarse Cal Solde Cal Weld & Burn -In Altitude Test Final Inspect Production Kanban
r
Withdrawal Kanban
Signal Kanban
Belt.
Facility Mgr.
V.S. Manager
Manager
Colleen Strash / Ed Mudge
777 Value Stream Plan Page 1 of 3
V.S. Person in
Plant Loop Value Stream Objective Goal Weekly Schedule Support Review Schedule
Level (Measurable Charge
Objective ) Reviewer Date
1/19 1/26 2/2 2/9 2/16 2/23 3/2 3/9 3/16 3/23 3/30 4/ 6
Reduce 1 2 3 4 5 6 7 8 9 10 11 12
Lead * Area Layout N7 Factory Larry Hill Bruce Miller Rick
1 - Upgrade old
Time by Pace Space Black Belt Team Jones Feb. 26, 2001
66% Carousel Opened for
Maker
20% Cost - area (N7) New 777 Ed
Reduction - Move Stores Cell.
- Move Classic Prox Gordy
- Set up new 777 cell
Reduce
*Buy In Secure Black Belt
Lead 1
Pace
- Present to Mgmt Mgmt. Buy- Team
Time by Maker - Simulate in Barry
- Present to Stake and Team Bruce Feb. 26, 2001
66%
Holders Consensus
20% Cost - Form Teams
Eric Fast Tour 6 March Bruce
Reduction
Reduce
Lead Process Improve Barry Black Belt
Time by 1 Team Team
66% Pace - Reduce 109 Cal Reduce Barry Feb. 26, 2001
Maker
time Lead Times March 29,2001
20% Cost - Enhance ICT to to 8 days Barry
Reduction eliminate Trace
- Assure 24hr PCC Barry
- N7 vibe By 30th Barry Vibe in mid
Mar. April