Intro to Lean Processing Overview - LSUK

8/2/2019 Intro to Lean Processing Overview - LSUK

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Lean Processing Overview

Stuart Mitton

Director


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A bit about me!


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Agenda

What is Lean?

History of Lean

Companies using lean

Results of Lean Work and Waste

7 Wastes & Lean v Traditional improvements

Why do we need Lean?

Whos involved in Lean? What it all means


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Typical business issues

Manufacturing is very demanding

Shorter lead times required

Improve Productivity of people and equipment

Cost pressures from marketplace

Quality and yield losses hurt

How do we get people more involved?

Measures are historical rather than acompass for the future

Reactive management time prevents planning

Etc.


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What is Lean?

Lean Manufacturingis a term used todescribe a fast, flexible and efficientproduction process that gives the

customer;

What they want

When they want it

At the lowest possible cost


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Lean Origins


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Companies using Lean


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Typical results from our Clients

Lead times reduced from 13 weeks to 11 days PackagingAutomation, Knutsford

500,000 reduction in Finished goods stock Portmeirion Group,Stoke on Trent

Productivity Improvement from 14 batches per day to over 40batches per day Colormatrix Europe Limited, Knowsley

Improvements in productivity negating the need to hire 12 seasonalstaff in 2011 (2010 headcount +12) Scolaquip, Middlewich

Elimination of 165 hours in backlog at constraint process CHK Plc,

Crewe Identification of over 1.6M of extra productivity through Quick

Changeover workshops at TEVA Pharmaceuticals, Runcorn

Output per person improved by 65% - Eatwell (Feasters), Knowsley

Improved morale, motivation and people engagement at all clients


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The basic lean requirement

A detailed Understanding of Work andWaste

VALUE ADDED TASKS transform rawmaterials to finished products (WORK)

NON VALUE ADDED TASKS consume time

effort and resources that dont add any valueto the product we produce (WASTE)


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7 WastesTransport Inventory Motion

Waiting

OverProduction

Defects

OverProcessing


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Traditional improvement vsLean Improvements

NVAVA

NVA

NVAVA

VA

Manufacturing Lead time

Start

TraditionalImp

Lean Imp


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Why we need Lean

Lean helps us to;

Improve product Quality

Reduce internal process Costs

Improve our Delivery performance

Work in a Safer and more organisedworkplace

Create an environment where our Peoplemake a greater contribution


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Whos involved in Lean

transformation?

Improvefuture

Value Set andMaintainStandards

Improve the

process andEliminateWaste

Directors

Managers

TeamMembers


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What does it all mean?

Respect for People -

Create a learning culture

Philosophy Establish amindset for continuous

improvement

Problem solving Understandthe 7W and how to find root

cause

ProcessImprove the processand create standards

Adapted from the Toyota model


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Potential pitfalls

Lack of Senior Management support

Mis-understanding of Lean concepts

Seen as another initiative Piecemeal deployment

Failure to follow through on actions

Lack of engagement with workforce

People don't resist change, they resist beingchanged


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What it all means

Lean is a philosophy and mindset

The tools are great, but we neededucation

People thrive in environments where theyare encouraged to contribute

Leadership is key for success Results can be staggering

Reward and recognition is vital to foster

trust and respect


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Curriculum Vitae

Diploma in Marketing from South Cheshire College

DMS in Business Management from Staffordshire University

PAC deliverer/trainer from SMMT industry forum

NVQ level 3 Business Improvement Techniques

A1 Assessor (in programme)

1987 Rolls-Royce & Bentley Motor Cars, Supplier Development Engineer, latterlyBrand Manager for vehicle accessories and branded products

1995 Cosworth Racing ( F1 & Indy Car engine manufacture), Kaizen Manager

1998 Rolls-Royce Plc ( Aero Engine manufacture), Supplier Development TeamManager

2001 Portmeirion Group (ceramic tableware manufacturer) Lean manufacturingManager

2003 Manufacturing Advisory Service North West, Lead Practitioner

2007 Group operations Manager Fullcolour .com

DirectorLean Solutions UK Limited

Stuart Mitton(Born 1966)

Education & Training

Professional Career

4 year Apprenticeship in Motor Vehicle technology

2 years as Brand Manager Rolls-Royce and Bentley

Trained in Lean and TQM by United Research of North America

Managed and led successful lean implementation in manufacturing and serviceenvironments with a proven track record in lead time reduction, productivityimprovements, quality improvement, cost reduction and Value management

Experience in Lean implementation in many sectors Automotive, Food, Printing,Textile, Aerospace, Ceramics and Plastics

Expertise in Kaizen, Change Management, organisational restructuring and KaizenLean Transformation Initiatives.

Professional Expertise


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Lean Solutions UK LimitedKeepers Lane

The WergsWolverhampton

WV6 8UA

Documents

Intro to Lean Processing Overview - LSUK