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LEAN CONCEPTS The Thinking Approach

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 TECHNICAL THINKING TO

DEVELOP A LEAN SYSTEM

 Tools to Drive Kaizen Activity

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 TECHNICAL TOOLS

 Tools to

Improve

 Tools to

Measure

 Two key questions

UNDERSTANDING SKILLS

 When do I need them? What are they?

LEAN TRANSFORMATION

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 TOOLS TO IMPROVE

Stability

Problem Solving

Standardized Work

 Jidoka

Heijunka

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STABILITY TOOLS TO IMPROVE

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 Traditional Thinking

CULTURAL CHANGE IN THE

 WAY WE THINK

2Call for help

QuickResponse

3

Countermeasure4

1

Lean ThinkingSTABILITY

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PROBLEMS IMPACTING

STABILITY

MATERIAL MAN

METHODMACHINE

• Equipment Failure

• Defects

• Rework

• Parts Shortage

•  Absenteeism

• Morale•  Training

• Design

•  Tooling

STABILITY

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4M’S IMPACTING STABILITY  

Examples:

Good work habits

Proper training

Good attendance

Low turnover

1

2

MAN

MACHINE METHOD

3

Examples:

No breakdowns

Good maintenance

No bad parts

Examples:

No defects

No shortages

No wrong parts

4Examples:

Standard processes

Standard mgmt rolls

Standardized

ownership of

processes

MATERIAL

STABILITY

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 TRADITIONAL THINKING

 To account for down time and instability

Maintain large inventories

 Add more shifts

 Work over time

Purchase more equipment

Not my problem

STABILITY

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LEAN THINKING

 Abnormality Management 

Expose problems and bring them to the surface

Find the real root cause

Fix problems 1 by 1

STABILITY

KEY POINT: 

Everything can’t be done at once! Identify thecritical problem and solve before moving on 

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 TRADITIONAL VS LEAN

Problems to

be SolvedMAN METHOD MATERIAL MACHINE

Customer Demand

1st Shift1st Shift

2nd Shift

1st Shift 1st Shift

Management

 works to

eliminateobstacles

Break down problems,make them manageable, and

solve 1x1

Ideal

Capacity

 Actual

Capacity

 Traditional

 Thinking

Lean

 Thinking

Efficiency Through

Problem Solving

STABILITY

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CULTURAL BARRIERS TO

ELIMINATING PROBLEMS

STABILITY

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ROOT CAUSE:

 Why did this happen?

ROOT CAUSE:

 Why was this passed?

PRACTICAL PROBLEM SOLVING

POINT OF CAUSE

BadComponent

Supplier

InternalProcess

Large Vague Problem

Problem Breakdown

 Why

 Why

 Why

 Why

 Why

5 WHY ANALYSIS

Cause <> Effect

Grasp Current

Condition:

•  Actual vs Standard

• Current vs Ideal

STABILITY

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 WHY STABILITY MATTERS

1. Foundation of Lean 2. 100% Operational Availability through

problem solving

 ACTUAL

PRODUCTION

CAPACITY

IDEAL

PRODUCTION

CAPACITY

STABLE PROCESS

Measurable

• Customer Satisfaction

• Operational Availability

• Increased Efficiency

• Cost Reduction

Immeasurable

• Communication

•  Willingness to Solve Problems

•  Value of Human Development

BENEFITS

STABILITY

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QUESTIONSCLOSING DISCUSSION