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Lean Introduction
1© 2010 RLM & Associates LLC04/19/23
© 2010 RLM & Associates LLC 2
Seven Wastes
Instructor Bios
04/19/23
Bruce DeRuntz is a Professor in the Department of Technology at Southern Illinois University. He received his Ph.D. in Workforce Education and Development. Bruce was a Quality Professional inindustry working for A.O. Smith Automotive Products, Emerson Electric Company and the Illinois Manufacturing Extension Program. He teaches classes in Manufacturing Processes, Quality, Industrial Metrology, and Project Management.
He is a Fellow with the American Society for Quality and holds certifications for Six Sigma Black Belt and Quality Engineer.
© 2010 RLM & Associates LLC 3
Seven Wastes
Instructor Bios
04/19/23
Sam Hoskins comes from the manufacturing sector and has extensive hands-on experience in Lean principles as well as Mistake-Proofing. He spent 12 years as a manufacturing quality engineer and quality manager for an international commercial explosives manufacturer. Sam is a certified Mistake-Proofing trainer and facilitator. He authored the Mistake-Proofing portion of the Ensign-Bickford Company’s successful application for the 2002 Shingo Prize for Excellence in Manufacturing. He has led dozens of successful Mistake-Proofing events which resulted in large gains in quality, productivity, and safety. Sam is an American Society for Quality certified Lean/Six Sigma Black Belt.
© 2010 RLM & Associates LLC 4
Seven Wastes
Instructor Bios
04/19/23
Ron Meier has held faculty positions at Iowa State University and Illinois State University. He teaches Master's Degree level courses in project and quality management.
During the 1980’s and 90’s he managed projects for IBM Global Business Services, Microsoft, and XL Capital Insurance.
Ron is an American Society for Quality Certified Manager of Quality/ Organizational Excellence (CMQ/OE) and Project Management Institute Program Management Professional (PgMP).
Competition
Whether you are the lion or a gazelle - when the sun comes up,
you had better be running!(author unknown)
5© 2010 RLM & Associates LLC04/19/23
04/19/23 © 2009 RLM & Associates LLC 6
LSS Company Stock Performance Research
52 Publicly Traded Organizations with Company-Wide 6 Deployments
Source: Proficiency Systems Research
04/19/23 © 2009 RLM & Associates LLC 7
10 Year Stock Price Increase*
LSS CompaniesNASDAQS&P 500Dow Jones Industrial Average
41.8%
61.2%
50.7%
188.0%Lean Six Sigma
Companies Outperform the Major Indices by More than 300%!!
*January, 1998 – January, 2008
04/19/23 © 2009 RLM & Associates LLC 8
10 Year Stock Price Increase* LSS Companies
0 2.5X 5.0X 7.5X 10.0X 12.5X 15.0X 17.5X
Lean Six Sigma is NOT a Panacea
It is NOT a Substitute for Poor Strategy
15% (8 of 52) Companies Saw a Decrease in Stock Value
…but 85% Saw an Increase!
Course Overview
Participant Expectations: After successful completion of this course you will be able to assist your organization in their continuous improvement efforts by applying your analytical and problem solving skills to enhance organizational efficiencies and effectiveness.
Participant Expectations: After successful completion of this course you will be able to assist your organization in their continuous improvement efforts by applying your analytical and problem solving skills to enhance organizational efficiencies and effectiveness.
9© 2010 RLM & Associates LLC04/19/23
Course Purpose: These materials have been developed specifically to create an understanding of the impact of a Lean Six Sigma initiative as a Business Process Improvement program.
Course Purpose: These materials have been developed specifically to create an understanding of the impact of a Lean Six Sigma initiative as a Business Process Improvement program.
The Goal of this Training is to: a) Enhance your understanding of Lean Six Sigma techniques as a
tool of continuous improvement.b) Provide self-awareness of the impact you can have on your
organizations continuous improvement effortsc) Increase your understanding of the role you play in the success of
this Lean Six Sigma initiative.
The Goal of this Training is to: a) Enhance your understanding of Lean Six Sigma techniques as a
tool of continuous improvement.b) Provide self-awareness of the impact you can have on your
organizations continuous improvement effortsc) Increase your understanding of the role you play in the success of
this Lean Six Sigma initiative.
Course Objectives
10© 2010 RLM & Associates LLC04/19/23
1. Obtain an understanding of and be able to work within a Lean Six Sigma culture
2. Realize daily work is a systematic process-oriented activity
3. Understand the relationships between business functions and processes
4. Implement control mechanisms and monitoring processes to maintain existing processes.
5. Get ready to implement Lean Six Sigma
Defining Lean Six Sigma
What is Lean Six Sigma?
Lean: eliminates WASTE while improving process flow to achieve speed and agility at lower cost
Six Sigma: eliminates DEFECTS and VARIATION
Lean Six Sigma: is an approach to IMPROVE the PERFORMANCE of your organization
11© 2010 RLM & Associates LLC04/19/23
Lean & Six Sigma in the Food Production Industry
Why Lean/Six Sigma are not being implemented
1) Organizations claim to not have the time, money, or the labor resources
2) Education – lack awareness of the benefits
3) Lack of baselines and poor measurement systems
FoodProcessing.com 2009
04/19/23 © 2010 RLM & Associates LLC 12
Status of Lean Six Sigma Deployment
Survey on Consumer and Industrial Products Practice
45% of Food Processing organizations were employing some Lean thinking and practices
10% were using Six Sigma
Grant Thorton LLP 2009
04/19/23 © 2010 RLM & Associates LLC 13
Status of Lean Six Sigma Deployment
Survey on Consumer and Industrial Products Practice
For many food processing organizations 70% of their costs are in raw materials and other direct costs. That leaves only 30% you can control.
Areas to target include: 1. Freight2. Information Technologies 3. Procurement4. Contractual Maintenance
Grant Thorton LLP 2009
04/19/23 © 2010 RLM & Associates LLC 14
Status of Lean Six Sigma Deployment
FDA & USDA Regulatory Issues5S can be used as a tool to maintain cleanliness
and order – which meshes well with the food industry’s regulatory focus on preventing contamination
5S embodies organization and visualization tools therefore empowering employees to self-manage their working environment
Are You Playing the Lean Game? www.foodmanufacturing.com
04/19/23 © 2010 RLM & Associates LLC 15
Status of Lean Six Sigma Deployment
Continuous Improvement Opportunities
The Food industry is facing an explosion of product variation, serious food safety concerns, and increasing raw materials and transportations costs
Lean is a tool to help organizations cut costs
Are You Playing the Lean Game? www.foodmanufacturing.com
04/19/23 © 2010 RLM & Associates LLC 16
Status of Lean Six Sigma Deployment
Team Work
17© 2010 RLM & Associates LLC04/19/23
Lean and Six Sigma are not something extra to add to
your daily roles and responsibilities!
Lean and Six Sigma ARE your daily responsibility.
18© 2010 RLM & Associates LLC04/19/23
The Goals of the Lean Enterprise
Team Work
Team Work - Process improvement efforts are undertaken by teams of people. Below is a list of benefits to utilizing teams:
1. Learning opportunity for employees
2. Sharing of the workload
3. Broader range of input relative to the process
4. Buy-in by all those impacted
5. Increased employee satisfaction
19© 2010 RLM & Associates LLC04/19/23
20© 2010 RLM & Associates LLC04/19/23
Goal 4: Reduce Total Costs – direct and indirect costs associated with a product or service
Lean Goals
Goals of the Lean Enterprise
Goal 1: Improve Quality – both product and service
Goal 2: Eliminate Waste – eliminate activities that do not add value
Goal 3: Reduce Lead Times – focus on quicker response to changes in customer demand
21© 2010 RLM & Associates LLC04/19/23
7. Establish performance metrics to evaluate effectiveness
Lean Goals
How to Achieve Improved Quality
1. Document customer expectations and requirements
2. Review characteristics of service or product design to verify that they meet the customers’ requirements
3. Review your process metrics to verify capability to meet customers’ requirements
4. Identify processes where errors can create defects
5. Conduct problem solving activities to identify root causes
6. Apply error proofing techniques to prevent defects
22© 2010 RLM & Associates LLC04/19/23
Lean Goals
How to Eliminate Wastes1. Identify a product or service that is inefficient
2. Identify associated processes that perform poorly – start with an operation that has the lowest production output
3. Create a Value Stream Map (VSM)
4. Review the VSM and identify wastes
5. Determine metrics for identifying the frequency and severity of the wastes
6. Periodically review the metrics to continue eliminating wastes
23© 2010 RLM & Associates LLC04/19/23
Lean Goals
How to Reduce Lead Times1. Create a Value Stream Map (VSM)
2. Calculate the times required for the value-added steps
3. Review the VSM to identify where you can reduce lead times
4. Identify the constraints in the process and develop a plan to eliminate them or mitigate them
5. Determine metrics to identify the location, duration and frequency of the lead times within the process
6. Once the plan is implemented measure and document the improvements
24© 2010 RLM & Associates LLC04/19/23
Lean Goals
How to Reduce Total Costs1. Determine if improvement efforts will start with new or
existing production lines
2. If the focus is on new products use target pricing, target costing and value engineering
3. If the focus is on existing products – identify the high cost products and apply Kaizen costing and cost maintenance
4. Identify the constraints in the process and develop a plan to eliminate them or mitigate them
25© 2010 RLM & Associates LLC04/19/23
Food Processing Obstacles
Organizational Obstacles to Adopting Lean
1. Lack of persistent and challenging leadership
2. Lack of a clear vision of the future and what can be achieved
3. Failure to link Kaizen processes to everyone’s formal work
4. Lack of patience and follow through
5. Failure to perceive LEAN as a viable strategy for competitive advantage
6. Failure to engage and involve employees at an early stage
7. Lack of constant visibility by management on the shop floor
Author: Brian Heymans Lean Manufacturing and the Food Industry “Continuous Systems Improvement” 2009.
8. CULTURE CULTURE CULTURE CULTURE
26© 2010 RLM & Associates LLC04/19/23
Food Processing Specific Obstacles
Marketplace Obstacles to Adopting Lean
1. Extraordinary long procurement lead times – agricultural products long growing seasons and maturing cycles – not uncommon for procurement cycles to be over a year (dairy, coffee, cocoa, wheat, corn products, soybean and vegetable oils, nuts, meat products, and sugar and other sweeteners)
2. Short shelf life
3. Production lead times are very short
Author: Brian Heymans Lean Manufacturing and the Food Industry “Continuous Systems Improvement” 2009.
Cost of Poor Quality
27© 2010 RLM & Associates LLC04/19/23
What is Quality?
What is Quality – Historical Definition?
Quality: has two meanings:
1. the characteristics of a product or service that bear on its ability to satisfy stated or implied needs;
2. a product or service free of deficiencies. http://www.asq.org/glossary/q.htm
According to Juran, quality means “fitness for use;”
According to Crosby, it means “conformance to requirements.”
28© 2010 RLM & Associates LLC04/19/23
What is Quality?
What is Quality in 2010?
Quality is defined in terms of first pass yields – or in other words the efficiency in which a product comes down the production line. The question is no longer whether the product shipped to the customer will be good but rather, what is the cost of attaining first pass yields of greater than 90% without inspection.
Six Sigma and Leadership. Columbia Business School 2009
29© 2010 RLM & Associates LLC04/19/23
Definition of COPQ
Cost Of Poor Quality COPQ consists of those costs which are generated as a result of
producing defective material
This cost includes the cost involved in fulfilling the gap between the desired and actual product/service quality. It also includes the cost of lost opportunity due to the loss of resources used in rectifying the defect
This cost includes all the labor cost, rework cost, disposition costs, and material costs that have been added to the unit up to the point of rejection
COPQ does not include detection and prevention cost
http://www.isixsigma.com/dictionary
30© 2010 RLM & Associates LLC04/19/23
Definition of COPQ
Cost Of Poor Quality
The Cost of Quality category codes are the following:
1. Prevention Costs (P)
2. Appraisal Costs (A)
3. Internal Error Costs (I)
4. External Error Costs (E)
31© 2010 RLM & Associates LLC04/19/23
Definition of COPQ
Cost Of Poor Quality
32© 2010 RLM & Associates LLC04/19/23
Prevention costs are investments made ahead of time in an effort to ensure conformance to requirements.
Examples: New product review, Quality planning, Supplier capability surveys, Process capability evaluations, Quality improvement team meetings, Quality improvement project, Quality education and training
Appraisal costs are costs incurred to identify defects after the fact.
Examples: Incoming and source inspection/test of purchased material, In-process and final inspection/test, Product, process or service audits, Calibration of measuring and test equipment, Associated supplies and materials
Definition of COPQ
Cost Of Poor Quality
33© 2010 RLM & Associates LLC04/19/23
Internal error costs are the costs of rework and repair before delivery to a customer.
Examples: Scrap, Rework, Re-inspection, Re-testing, Material review, Downgrading
External error costs are the costs of rework and repair after delivery to a customer.
Examples: Technical support calls, Preparation of support answer books, Investigation of customer complaints, Refunds and recalls, Shipping of updated product, Lost sales, Lost customer goodwill, Discounts to resellers to encourage them to keep selling the product, Warranty costs, Liability costs, Government investigations, Penalties, All other costs imposed by law
COPQ “Iceberg”
34© 2010 RLM & Associates LLC04/19/23
Technical Product Quality Costs (5-10% of Sales)
Available or easy to measure costs from:• Inspection• Rework• Warranty• Inventory
• Obsolescence• Scrap• Customer complaints • Legal
Interpersonal Process Quality Costs (20-40% of Sales)
Difficult to measure costs from:
• Lost sales• Expediting• Redundancies• Late payments• Frustrated
employees
•Idle time - people and equipment •Lost customer loyalty•Long cycle times•Excess facilities•Lost reimbursements
Lean Principles
35© 2010 RLM & Associates LLC04/19/23
“Lean production is aimed at the elimination of waste in every area of production including customer relations, product design, supplier networks and factory management. Its goal is to incorporate less human effort, less inventory, less time to develop products, and less space to become highly responsive to customer demand while producing top quality products in the most efficient and economical manner possible.”
http://lean2.mit.edu/
Lean Principles
36© 2010 RLM & Associates LLC04/19/23
Need for Evaluating the Management System
1.How does Kraft engage and align people to determine which problems are important?
2.How does Kraft tackle the important issues, solve the problems, and evaluate proposals rising from the bottom of the organization where the greatest amount of knowledge of the problems exist?
3.How well is work standardized? How are supervisors and managers held accountable?
4.How is Kraft creating the next generation of managers? Especially, Lean and Six Sigma management.
Lean for the Long Term http://lean2.mit.edu/
Lean Management Systems
37© 2010 RLM & Associates LLC04/19/23
Kraft Foods 2011 Sustainability Goals:
Reduce plant energy usage by 25%
Reduce plant energy related carbon dioxide emissions 25%
Reduce plant water consumption by 15%
Reduce plant waste by 15%
Eliminate 150,000,000 lbs of packaging materials
Support agricultural sustainability on key commodities – e.g. coffee and cocoa
Lean Principles
38© 2010 RLM & Associates LLC04/19/23
Wastes
Seven Areas of WASTE
1. Defects
A defect is a product or service that does not conform to the customers’ specifications.
Correcting or repairing a defect in materials or parts adds unnecessary costs because of additional equipment and labor expenses. An example is the labor cost of scheduling employees to work overtime to rework defects.
39© 2010 RLM & Associates LLC04/19/23
Wastes
Examples of Defect Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
40© 2010 RLM & Associates LLC04/19/23
2. Overproduction Producing more product than is required by the
customer. Producing parts at a faster rate than processed
customer orders. Doing this requires more raw product inventory than necessary, over uses machines and people and requires more storage area.
Wastes
41© 2010 RLM & Associates LLC04/19/23
Wastes
Examples of Overproduction Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
42© 2010 RLM & Associates LLC04/19/23
Wastes
Demand-Based Production Decisions
Kraft must create a focus on understanding product demand.
How are demand signals received and passed on to suppliers? There needs to be COLLABORATION. There needs to be a “Smooth” flow of both information and materials to facilitate Lean production.
Demand based signals can eliminate the need for forecasting. There needs to be real-time visibility to deliver the right products – to the right places – at the right times – in the right quantities.
43© 2010 RLM & Associates LLC04/19/23
3. Extra or Over Processing
Wastes
Extra or Over Processing - work that has no relationship to advancing the production line or improving the quality of a product or service.
Example: When an inside sales person must obtain customer information that should have been obtained by the outside salesperson handling the account.
44© 2010 RLM & Associates LLC04/19/23
Wastes
Examples of Extra/Over Processing Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
45© 2010 RLM & Associates LLC04/19/23
Wastes
4. Transportation
Transportation is a secondary required action that does not directly contribute value to the product.
It’s essential to avoid unnecessary transportation of products – (1) transportation adds time to the process and (2) the products can be damaged during transportation.
46© 2010 RLM & Associates LLC04/19/23
Wastes
Examples of Transportation Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
47© 2010 RLM & Associates LLC04/19/23
Wastes
Kraft Reducing Transportation Wastes
Kraft is using software provided by Transportation Warehouse Optimization at its 20 largest plants and distribution centers to optimize outbound truckloads, maximize weight and cube and put more products on fewer trucks.
1500 less trucks on the road and 1,000,000 miles less traveled.
www.kraftfoods.com 2009
48© 2010 RLM & Associates LLC04/19/23
5. InventoryInventory is a drain on an organization’s capital. The more inventory - the higher the carrying costs.
If quality issues arise defective material may be hidden in finished goods.
To remain flexible to ever changing customer requirements and to control product variations inventory must be minimized.
Inventory hides unacceptable change-over times, excessive downtimes and production scheduling inefficiencies.
Wastes
49© 2010 RLM & Associates LLC04/19/23
Wastes
Examples of Inventory Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
50© 2010 RLM & Associates LLC04/19/23
Wastes
Kraft Inventory Wastes?
51© 2010 RLM & Associates LLC04/19/23
Kraft Inventories Dec 31, 2009 –
Raw Materials $1,410,000,000Finished Product $2,365,000,000Total $3,775,000,000
Is this a PROBLEM ?
The total level of inventory was down slightly from $3,881,000,000 on December 31, 2008
Wastes
6. MotionMotion waste refers to people
moving within and outside of their immediate work area to find tools or materials. Any movement of people or machinery that does not contribute added value to the product; i.e., programming delay times and excessive walking distance between operations or operator’s having to walk back and forth to retrieve materials not available in the immediate work area.
52© 2010 RLM & Associates LLC04/19/23
Wastes
Examples of Motion Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
53© 2010 RLM & Associates LLC04/19/23
7. Waiting or Queuing
Idle time between operations or events, i.e. an employee
waiting for machine cycle to finish or a machine waiting for the operator to load new parts.
Periods of inactivity in a downstream process that occur because an upstream activity does not deliver product on time.
Wastes
54© 2010 RLM & Associates LLC04/19/23
Wastes
Examples of Waiting Wastes
1. ___________________________________________
2. ___________________________________________
3. ___________________________________________
4. ___________________________________________
5. ___________________________________________
55© 2010 RLM & Associates LLC04/19/23
Applying the5S Principles
56© 2010 RLM & Associates LLC04/19/23
5S means there is a place for everything and everything is in its place
04/19/23
5S
The organization must remain committed to maintaining these improvements
Start with a firm foundation to ensure improvements are sustainable
5S is the starting point for improvements to a process
57© 2010 RLM & Associates LLC
The Bad and the Ugly
04/19/23
5S
58© 2010 RLM & Associates LLC
The Good
04/19/23
5S
59© 2010 RLM & Associates LLC
Sorting
Definition: Seiri - Clearing Up – Sorting
To sort out necessary and unnecessary items
To store often used items at the work area, infrequently used items away from the work area and dispose of items that are not needed Things to remember
Start in one area, then sort through everything
Discuss removal of items with all persons involved
Use appropriate decontamination, environmental, and safety procedures
Items that cannot be removed immediately should be tagged for later removal
Things to rememberStart in one area, then sort
through everythingDiscuss removal of items with
all persons involvedUse appropriate
decontamination, environmental, and safety procedures
Items that cannot be removed immediately should be tagged for later removal
60© 2010 RLM & Associates LLC04/19/23
Why:Removes wasteSafer work areaGains spaceEasier to visualize the process
Straightening
Definition:Seiton - Organizing – Straightening
To arrange all necessary items To have a designated place
for everything A place for everything and
everything in its place Easily visible and accessible
Things to remember Things used together
should be kept together Use labels, tape, floor
markings, signs, and shadow outlines
Sharable items should be kept at a central location (eliminated excess)
Things to remember Things used together
should be kept together Use labels, tape, floor
markings, signs, and shadow outlines
Sharable items should be kept at a central location (eliminated excess)
61© 2010 RLM & Associates LLC04/19/23
Why:Visually shows what is required or is out of placeMore efficient to find items and documents (silhouettes/labels)Saves time by not having to
search for itemsShorter travel distances
Shining
Definition:Seiso - Cleaning – Shining
Clean everything and find ways to keep it clean
Make cleaning a part of everyday work
Things to remember
“Everything in its place” frees up time for cleaning
Use an office or facility layout as a visual aid to identify individual responsibilities for cleaning. This eliminates “no man’s land”
Cleaning the work area is like bathing. It relieves stress and strain, removes sweat and dirt, and prepares the body for the next day
Things to remember
“Everything in its place” frees up time for cleaning
Use an office or facility layout as a visual aid to identify individual responsibilities for cleaning. This eliminates “no man’s land”
Cleaning the work area is like bathing. It relieves stress and strain, removes sweat and dirt, and prepares the body for the next day
62© 2010 RLM & Associates LLC04/19/23
Why:A clean workplace indicates a quality product and processDust and dirt cause product contamination and potential health hazards.A clean workplace helps identify abnormal conditions
Standardizing
Definition:Seketsu – Standardizing –
Standardizing
To maintain the workplace at a level that uncovers problems and makes them obvious
To continuously improve your office or facility by continuous assessment and action
Things to rememberWe must keep the work place
neat enough for visual identifiers to be effective in uncovering hidden problems
Develop a system that enables everyone in the workplace to see problems when they occur
Things to rememberWe must keep the work place
neat enough for visual identifiers to be effective in uncovering hidden problems
Develop a system that enables everyone in the workplace to see problems when they occur
04/19/23
Why:To sustain sorting, storage and shining activities every day
63© 2010 RLM & Associates LLC
Sustaining
Definition:Shitsuke - Training &
Discipline – Sustaining
To maintain our discipline, we need to practice and repeat until it becomes a way of life
Things to Remember Develop schedules and check
lists
Good habits are hard to establish
Commitment and discipline toward housekeeping are essential first steps toward being world class
Things to Remember Develop schedules and check
lists
Good habits are hard to establish
Commitment and discipline toward housekeeping are essential first steps toward being world class
64© 2010 RLM & Associates LLC04/19/23
Why:To build 5S into our everyday process
Poka-Yoke Methods
65© 2010 RLM & Associates LLC04/19/23
Poka-Yoke
Pronounced POH-kah YOH-kay “To make mistakes impossible” Plain English: “Mistake Proofing”
04/19/23
Poka-Yoke has two parts: Making mistakes impossible (prevention) Making mistakes immediately obvious (detection)
Why is Poka-Yoke important? One of the simplest tools to learn Extremely high impact - often at little cost
Developed by S. Shingo of Toyota
66© 2010 RLM & Associates LLC
Examples of Poka-Yoke
1
6
5
432
7 8
04/19/23 67© 2010 RLM & Associates LLC
The Dual Focus of Poka-Yoke
DefectsMistakesProcess
PreventionPoka-Yoke that focuses here works on mistake prevention or making mistakes impossible.
DetectionPoka-Yoke that focuses here works on mistake
detection or making sure mistakes do not turn into
defects.
People and systems do make mistakes. A portion of those mistakes turn into defects.
68© 2010 RLM & Associates LLC04/19/23
Poka-Yokes All Around Us
Modern automobiles have many Poka-Yokes built into them. How many can you identify?
Physical geometry, such as guide pins or stops, makes incorrect geometry impossible – P or D?
Automated vision inspection – P or D? Limiting mechanisms on equipment controls – P or D? Inspection checklists – P or D?
Examples (Which are Prevention, Which are Detection):
69© 2010 RLM & Associates LLC04/19/23
Summary
What Poka-Yoke IS NOT: Retraining people Disciplining people who make mistakes Work instructions Improving the attentiveness of people Increased human attention or intervention
What Poka-Yoke IS: Poka-Yoke means “mistake proofing” Poka-Yoke focuses on preventing and detecting mistakes Poka-Yoke is directly connected with the occurrence and
detectability tasks of FMEA Poka-Yoke is classified as a control method but can be
considered as a solution to a problem as well if it prevents a problem from occurring
70© 2010 RLM & Associates LLC04/19/23
71© 2010 RLM & Associates LLC04/19/23
What Happens in a Lean Event?
1. Meet with Leadership
72© 2010 RLM & Associates LLC04/19/23
Pre-Event
2. Walk the Process
3. Leadership Kicks off the Event
Team Operating Guidelines
Cell phones, Blackberries, iPhones, etc. turned off
Be on time
Limit side conversations – Only one person speaking at a time
Listen for understanding - Let the person finish before you speak
Have respect for one another – Attack issues and facts…not people or their ideas!
73© 2010 RLM & Associates LLC04/19/23
During the Event
4. Document the Current State
74© 2010 RLM & Associates LLC04/19/23
During the Event
5. Describe/Map an Ideal State – One where there are no constraints inhibiting the flow of work
Non Value-Added ActivitiesActivities that consume resources but create no value in the eyes of the Customer Pure wasteIf you can’t get rid of the activity, it turns to yellow
Non Value-Added – Necessary ActivitiesActivities causing no value to be created but which cannot be eliminated based on current state of technology or thinkingRequired (regulatory, customer mandate, legal) Necessary (due to non-robustness of process, currently required; current risk tolerance)
Value-Added ActivitiesAn activity that transforms or shapes material or informationAnd the customer wants it and is willing to pay for itAnd it’s done right the first time
75© 2010 RLM & Associates LLC04/19/23
Identify Waste
6. Develop a Future State
76© 2010 RLM & Associates LLC04/19/23
Future State Diagram
7. Create an Implementation Plan
8. Implement & Sustain
77© 2010 RLM & Associates LLC04/19/23
Implementation
9. Continuously Improve
Lean Value Stream Analysis
78© 2010 RLM & Associates LLC04/19/23
Lean Value Stream Map
I
Materials5 days
C/T =Uptime =Run Hrs=Breaks=Hrs Avail=Sec. Avail=
C/T =Uptime =Run Hrs=Breaks=Hrs Avail=Sec. Avail=
C/T =Uptime =Run Hrs=Breaks=Hrs Avail=Sec. Avail=
C/T =Uptime =Run Hrs=Breaks=Hrs Avail=Sec. Avail=
C/T =Uptime =Run Hrs=Breaks=Hrs Avail=Sec. Avail=
Stamping
C/T =Uptime =Run Hrs=Breaks=Hrs Avail=Sec. Avail=
I I I I I
500 Ft Rolls
Tues &Thurs
Pieces/Mo
Tray=
Shifts=
Delivery DPMO=
Quality DPMO=
Kraft FoodsWal-Mart
Mon & Wed
79© 2010 RLM & Associates LLC04/19/23
Viewing the Value Stream, from supplier to customer on
one sheet of paper.
Value Stream Analysis
1. Value Stream Analysis helps you visualize the entire system; i.e. order entry, invoicing, shipping, assembly, test, etc
80© 2010 RLM & Associates LLC04/19/23
6. Value Stream Analysis is good for describing what you will do to change business-performance levels
5. Value Stream Analysis conceptualizes Six Sigma projects as well as other improvement efforts
4. Value Stream Analysis forms the basis of an improvement vision and plan by helping understand how door-to-door flow should be performed to optimize costs, cycle times & quality
3. Value Stream Analysis helps you see sources of inefficiency and problems in the delivery of your service or product
2. Value Stream Analysis is a qualitative process allowing you to visualize how your organization should operate
Value Stream Analysis
81© 2010 RLM & Associates LLC04/19/23
Value Stream Analysis puts the relevant information with regard to the total work effort on one sheet of paper - the current-state map
Map information flow; i.e., customer and supplier ordering, material flows, and production control to complete the picture
Overall performance and process-specific problems become visible and analysis can be done as a part of the overall representation of the process
Identify efficiency and effectiveness targets
The final result is a future-state map with a plan that is achieved through Lean Six Sigma projects
Process Management
82© 2010 RLM & Associates LLC04/19/23
Process Management
A Functional Business Unit represents a major group of business processes, which together completely support a stand-alone unit. A Functional Business Unit is static in nature, and has no definite beginning or ending points. A Functional Business Unit is a logical, related, sequential (connected) set of activities and tasks that takes an input from a “supplier,” adds value to it and produces an output that goes to a “customer.” Examples of Functional Business Units include Procurement, Asset Management, Human Resources and Finance Management.
A Functional Business Unit represents a major group of business processes, which together completely support a stand-alone unit. A Functional Business Unit is static in nature, and has no definite beginning or ending points. A Functional Business Unit is a logical, related, sequential (connected) set of activities and tasks that takes an input from a “supplier,” adds value to it and produces an output that goes to a “customer.” Examples of Functional Business Units include Procurement, Asset Management, Human Resources and Finance Management.
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A Business Process is a description of a series of Supporting Activities or sub-processes that together produce a tangible result, usually in support of a function. It manipulates (transforms, controls or manages) information and/or physical things in the business. It is typically described in terms of its inputs, outputs, and/or controls and can be composed of additional processes. An example of a Business Process would be Procure Raw Materials, which supports the overall Business Function of Procurement. Another example would be Recruit & Hire Employees, which supports the overall Business Function of Human Resources.
Process Management
A Supporting Activity or Sub-Process is a portion of a major process that accomplishes a specific objective in support of the major process. A Supporting Activity or Sub-Process is a breakdown of a Business Process and represents a specific activity within the process. An example of a Supporting Activity within Procure Raw Materials would be the creation of a Purchase Order. On the Recruit & Hire Employees side an example of a Supporting Activity would be to make a job offer and negotiate details.
A Supporting Activity or Sub-Process is a portion of a major process that accomplishes a specific objective in support of the major process. A Supporting Activity or Sub-Process is a breakdown of a Business Process and represents a specific activity within the process. An example of a Supporting Activity within Procure Raw Materials would be the creation of a Purchase Order. On the Recruit & Hire Employees side an example of a Supporting Activity would be to make a job offer and negotiate details.
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A Supporting Step walks one through a Supporting Activity and identifies the decision points one will have to make to complete the task. This really defines the flow of how one will do a job.
A Supporting Task is a step involved in performing a specific Supporting Activity or Sub-Process and is a subset of an overall Business Process. They are usually performed by a single unit (a person, a machine or a department). An activity is usually documented in an instruction. An example of a Supporting Task would be the creation of a Purchase Order for a consumable versus stock item. Using a Payroll example for a Supporting Task would be paying employees by direct deposit versus generating a check. Steps in a Supporting Activity are defined to the transaction level, (which become business steps).
A Supplier is an external entity that provides common off the shelf or standard products or servicesA Supplier is an external entity that provides common off the shelf or standard products or services
Process Management
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A Key Process is defined as a process that is important to the success of the business or the customer
Enabling Processes support processes such as order processing, accounts payable and hiring processes
Product/Service Business Processes are involved in producing the delivered product or service such as manufacturing a car or processing an ATM withdrawal
A Customer is any entity, person or another process that receives an output from the process under investigation
Process Management
A Process Management System ensures the outputs of work is:
1. predictable2. meets customer requirements3. performed quickly and at low cost4. aligned to deliver value to the customer5. capable of quickly changing to meet market and customer demands
A Process Management System ensures the outputs of work is:
1. predictable2. meets customer requirements3. performed quickly and at low cost4. aligned to deliver value to the customer5. capable of quickly changing to meet market and customer demands
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Process Member’s are key supporters for the deliverables from the process
Process Owner’s manage a process from end-to-end to ensure an acceptable level of overall performance
Process Architecture
1. Obtain …2. Add …3. Move to …
Sub-Process B
Tasks
Activities
Sub-Process A
We all perform tasks at various levels and are therefore quite familiar with this concept.
Often people think of what they do as a set of repeated activities. To be more effective, their thoughts must transform from activity thinking to process thinking.
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F(X)F(X)YYCause and Effect
is equal to is equal to
The work done or value added by the process.
The work done or value added by the process.
The performance of an output is a function of the process inputs. These inputs are called (X’s) and the manner in which the process combines them provides the resultant output (Y). The function is written as Y = f(X).
88© 2010 RLM & Associates LLC04/19/23
Y Dependent Output from the
Process The Effect It is a Symptom Can Only be
Monitored
X1 . . . Xn Independent Input to the
Process The Cause of a
Problem What Needs to
be Controlled
SuppliersInternal/External
CustomersInternal/External
Process
Transformation(Creating Value)
Requirements and Feedback Requirements and Feedback
Inputs (X’s) Outputs (Y’s)Process
ActivityTasks
Blending of Inputs
Materials InformationPeopleEnergyTools and Equipment
MethodsProceduresProcess rulesCustomer requirements
Definition of a Process
Step AStartIn
spec
tFinishStep B Step C Step D
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Process A Process B Process C Process D Process E
Senior Management Owned
Middle Management
Owned
Process Member and
Process Owner Responsibilities
Process Hierarchy
The many detailed activities, tasks and decisions involved in satisfying a process output.
A core process is directly related to generating revenue, providing services to the customer or creating a strategic advantage for the organization.
Enabling Processes Core Processes Enabling processes do not directly impact the customer. They enable and support the execution of the organizations core processes.
PM SummaryPM Summary PM SummaryPM Summary
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