Waste EliminationNon-Value Adding,but unavoidable with current technology or methods. Any work carried out that does not increase product value

Value Add

Waste

Traditional Focus

• Work Longer-Harder-Faster

• Add People or Equipment

Lean Manufacturing

• Improve the Value Stream to Eliminate Waste

LEAD TIME

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Incidental Work (NVA)E.g. Inspection

Non-Value Adding,but unavoidable with current technology or methods. Any work carried out that does not increase product value

QUALITY PRODUCTS

Defects should never be passed on to the following process

The idea that defects are the responsibility of inspection specialists at the end of the line does not existwww.beyondlean.com

Value Added (VA)E.g. Good Thinking….

….Good ProductsEmployees are not expected to simply routinely do

their job but are expected to contribute to the improvement of their own work operations, utilising

their own personal experience, knowledge and creativity.

On the remaining slides are brief overviews of some of the ‘Lean’ Tools

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Kaizen

The aim of Kaizen

Kai Zen

Change for the Good

Is the Japanese word for continuous improvement & is now a well used word around the world which

translates to:

“The continuous, incremental improvement of an activity to create

more value with less waste, giving quantifiable and sustainable benefit”

Kaizen

To create an environment of continual improvement, utilising the skills and

abilities of all our people to enable quantifiable and sustainable change,

whilst focusing on adding value and removing waste to increase customer

satisfaction and profitability.

7 W

AS

TES

VIS

UA

L M

GT &

C

ON

TR

OL

STA

ND

AR

DO

PER

ATIO

NS

KAIZEN

LEANMANUFACTURE

WO

RK

PLA

CE

OR

GA

NIS

ATIO

N&

HO

US

EK

EEP

ING

PEOPLE, ORGANISATION & CULTURE

Building Blocks

PLAN

KAIZENImprovement

Cycle

DOCHECK

ACT STEP 1PRE DIAGNOSTIC

STEP 2DIAGNOSTIC

STEP 3WORKSHOP

STEP 4AUDIT

STEP 5REVIEW

Kaizen I mprovement Board

Project

A rea

O bj ect ive

T eam Members Date S tar ted

Focus

Current S ituation Future S ituation

Measures

T ools Used

Main Causes

FactsCounter

Measure

ProposalCounter

Measure

1

2

3

Eff ectProposed

A ction List

Results / Benefi t

5C7WC/ E5W

MeasuresQ CDP

Sch Adh

Lead T ime

Concessions

Product ivity

Dist T rav

Velocit y

Category of I ssue

A common approach

Involve everybody in improvement

Continuous innovation and change

Simple, common and easily understood measures Easy to use improvement tools and techniques

GEMBAKAIZEN

Focus in theworkplace

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5C Workplace Organisation & HousekeepingThe 5C’s are actually steps of the technique that begin with ‘C’ and are utilised to create a The 5C’s are actually steps of the technique that begin with ‘C’ and are utilised to create a

workplace suited for visual control and lean production by enabling waste elimination, workplace suited for visual control and lean production by enabling waste elimination, standardisation and continuous organisation of the workplace. standardisation and continuous organisation of the workplace.

This technique was first developed in Japan by Toyota and used 5S’s.

5S's5S'sSeiriSeiriSeitonSeitonSeisoSeisoSeiketsuSeiketsuShitsukeShitsuke

5C's5C'sClear OutClear OutConfigureConfigureClean and checkClean and check

ConformityConformityCustom and PracticeCustom and Practice

5C is a foundation forcontinuous improvement.Without 5C all otherimprovements will be lost.

The aim of 5C is to:-Improve the work environment

Reduce wasteful activitiesEncourage visual controls

Enhance team workingReduce frustrationIncrease efficiency

It is all about having what

you need to do your job when you need it.

No more and no less.

Sust

aina

ble

con

tinu

ous

impr

ovem

ent

! 1.Clear Out

Separate the essentialSeparate the essentialfrom the non-essentialfrom the non-essential

Tools Jig 5, Stage 56

1

21

2

3

2.ConfigureA place for everythingA place for everythingand everything in its place and everything in its place.

3.Clean and CheckClean up the workplace & Checkfor opportunities to improve

4.ConformityEnsures we don’t dowhat we always did

5CPla

nD

oChe

ck

Re

v i

ew

Ka iz e n

ImprovementCycle

5.Custom and PracticeMake the other C’s part of everyday life to maintain improvement

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The 7 Wastes

Overproduction

Waiting

Inventory

Transportation Motion

Over Processing

Rework

11

66

77

55 44

33

22

To produce sooner,fasteror in greater quantitiesthan customer demand.

Raw material, work in progressor finished goods

which is not having value added to it.

People or parts that wait for

a work cycle tobe completed.

Unnecessary movementof people, parts ormachines within

a process.

Unnecessary movement of peopleor parts between processes.

Non rightfirst time.Repetitionor correctionof a process.

Processing beyondthe standardrequired by thecustomer.

is the Japanese word for WASTE.MUDA

Seek it out and get rid!

1

2

34

5

6

7

An 8th waste is the wasted

potential of people

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MIFA - Material & Information Flow Analysis

Component / Sub-Assembly forecasts Finished Goods Forecasts Orders

Raw Materials Components Sub-Assemblies Final Assembly

Supplier CustomerCompany

ProcessA

ProcessB

ProcessC

ProcessD

DespatchGoodsInwards

Production Control

Forecast

OrdersFaxForecast

Weekly Schedule

I I I I

ProductionLead Time

ProcessingTime

Hrs Hrs Hrs Hrs

Days Days Days Days Days

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Continuous Flow Processing

WIP builds up

ProcessA

ProcessB

ProcessC

BATCH MANUFACTURE

Batch manufacturing is oftenorganised by grouping processes,

however this can inhibit material flow

ProcessABC

X ONE PIECE FLOW

Inventory is eliminated between processes allowing the product to

flow through the value stream

PROCESS 1 2 3 4 5 6 7 8 9(Time in hrs)123 DELAY

DELAY

PARTS WAIT UNTILPREVIOUS PARTSARE PROCESSED

LEAD TIME = 7HOURS

PROCESS 1 2 3 4 5 6 7 8 9 (Time in hrs)123

REDUCED LEAD TIME = 3 HOURSPARTS WAIT UNTILPREVIOUS PARTSARE PROCESSED

eg: if the stock between processes is three units the following situation would occur

The introduction of continuous flowsignificantly reduces Lead Time

Benefits of CFP are:Reduced work in progressReduced Lead TimeReduced transportation

Floorspace savingImproved communication

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People and Organisation

Stage 1.I nformation

Stage 3Direction

Stage 2.Support

Stage 4Encouragement

Anger Confusion

Time

Con

fide

nce,

Mora

le&

Eff

ect

ivene

ss

Looking to the past Looking to the future

Hid

den

beh

avio

urO

pen

beh

avio

ur

The Change Curve

Lean Transformation:-Is more than just a new way of manufacturing.It is going to challenge & change the whole organisation.Success depends on the people in the organisation and their acceptance and commitment.

Lean will touch everyone

Clear and consistent

communications

Change the way you do things, be different - be the best!

Good Quality ProductOn time every time

Shared BenefitsCustomer Service

Build a PartnershipLess firefighting

Improved relationships

Invest in job creation Create a long term future

Provide everything for the jobCreate a change environment

Encourage innovationWork together for a common goal

Give people more skillsProvide the tools to be the best

Create a safer & cleaner environment

Have the skills for the jobInvolved in problem solving

Work smarter not harderRaise & solve problems

Create sustainable improvementLess frustration

Ownership of cell targetsTeam working

Innovative culture

Leadership

Change

The WILLto

improve

Inspirethe

BELIEF

Providethe

TOOLS

DO it!

Management

Quality productsHigh productivityFlexibility

Job securityGood working environmentReasonable salary & benefits

Expects Expects

Workforce

You’re not a failureif you don’t make it.You’re a successbecause you try.

“If we always do whatwe always did then

We’ll always get whatwe always got”

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Visual Management and Control

Visual Controls are simple, clear and concise visibleindicators such as charts, diagrams, lights, measurements,floor markings,locations and signs.

Every day use of lights beingused to display actions, allowingyou to take control yoursituation.

Vice A1234

Handle A1234(H)

PlateBXY2

SpannerAB

MandrelABC

A1

A2 A3

A4

A5 A6Empty

Assembly Barchart

Aircraft No. Schedule Finish:Schedule Start:

Build Sequence DAY 1 DAY 2 DAY 3 DAY 4 DAY 5 DAY 6 DAY 7

AssemblyOperator No.1

AssemblyOperator No.2

AssemblyOperator No.3

AssemblyOperator No.4

Operators DateActual

12/10 13/10 14/10 15/10 16/10 19/10 20/1013/10 14/10 15/10 16/10 17/10 20/10 21/10

FINALINSPECT

POSITIONPLATES

FITGUIDES

1

REMOVEFROMJIG

LOADMOUNTING

RIVETBLOCKS

REMOVESUBASSY

FITCOVER

DISMANTLEANDDEBURR

FUEL GUAGE 24WEEK NO.

MON TUE WED THU FRI SAT SUN

PLANNED

ACTUAL

% COMPLETE

0 25 50 75 100

1010

10 9

10 10 10 10 10

11 10

A picture paintsa 1000 words

Always geteveryone in

the workplaceinvolved

What we can’tsee we can’t

improve

The aim of all these indicators is to make it immediatelyobvious to everyone the current situation or desired statusof a machine, resource, assembly or cell and to expose theABNORMAL undesired status so that action can be taken

to rectify it immediately.

SHADOWBOARD

Visibility of partsstatus,quantity & order level.

Poka Yoke

Colour coding

5C driven initiative

Targets

Achievements

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Cause & Effect Analysis

Foreign bodies found on RawMatl' / M/c

Out of date clamping devices

Wrong Specification

In process measuringnode

Gauges not calibrated

Method Sheet

No visualstandards

M/c capability

No plant maintenance

After sales service Poor Lighting

Spindle Speed

No Budget

Repairs

Replacements

Lack of Training

Shift Changeover

Careless checkingNew Operator

measuring equip'ineffective

Out ofspecification parts on CNC103

Overloaded

Method sheets do notcontain inspectioninstructions

New measuringequipment

Measurement Method Machinery

Money Manpower Materials

Problem SolvingBrainstorming

This technique can be used to pool together a list of views,opinions, facts or feelings about a particular issue, or to

generate new ideas that can promote unconventional‘creative thinking’. All team members have the opportunity to share their ideas, which are written down for discussionafter the brainstorming session has finished.

Brainstorming helps out of the box thinking which can often lead to being the most innovative ideas for improvement, or

solving a problem.

‘Out of the box’ thinking

The 5 Why’s

Never accept the first answer given when questioning to solve a problem, probe by asking ‘WHY’ at least 5 times………..

The 5 Why’s is simply a way of finding the root causeof a problem. The technique is essentially a questioningattitude which aims to get to root cause quickly andsimply by asking ‘Why’ 5 times in succession

Why, Why, Why, Why, Why????

Children are very good at this technique as they are forever asking WHY? And it makes you think and answer.

02040

6080

100120 A B C

ParetoPareto Analysis AnalysisPareto Analysis is a simple but effective problemprioritisation tool.

Simply a frequency distribution of attribute data arranged by category.

Commonly known as "ABC Analysis" or "the 80 / 20 Rule".

Its one of the most effective yet simple tools available. An effective ongoing improvement tool. Identifies the most significant problems to be worked on first. Has varying applications for use in manufacturing.

80% of the wealth is owned by 20 % of the people 80% of holidays are taken during 20% of the year 80% of overtime is worked by 20% of the workers

Benefits

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Standardised Operations

Standard Operations enableour daily life to become:

A method of ensuring manufacturing consistency,using less effort and less time to become more

productive and reduce waste.

StandardOperationSequence

Standard Operation sequence help to bring order out of chaos

High qualitySafe operations

Good productivityConsistent processes

Orderly workplaceClear training

Highq

uality S

af e

op

era

tion

s

Good

productivity

Consistent

processes

Ord

erly

workplace

Clear

training

SIMPLE & SAFE

STANDARD OPERATIONS CHART

RawMaterial

FinishedGoods

OP 1 OP 2

OP3

OP4 OP5

The standard operations chart definesthe motion and sequence of operations

WORK INSTRUCTION CHART

StepWorkInstruction Notes

CarePoints Photo

1

H&S Quality Knack

2

3

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Levelled ProductionThe pre-requisite of Just in Time working.Levelled production maximises the benefits of Just in Time by smoothing both the quantity and variety of parts over a production period.

Levelled Production

C F P

ContinuousFlow Processing

Takt time

PullSystem

60

Overworked

Under-utilised

60

Non-Levelled Production Levelled Production

Avoids overburdening through even distribution of workConsistent production supporting customer demandImproved labour effectiveness

Benefits of Production Levelling are:

Mins Mins

ProductProduct

Cycle time

2030

10

Mins

Product

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Sequential PullFill-up PullFactors for type of pull

High product varietyLarge product sizeShort shelf lifeManuf LT > Cust LTHigh variable demandUnreliable processHigh piece cost

xx

xxx

x

OK BEST

Pull SystemPull systems relyon the customerorder ‘pulling’

material throughthe productionsystem when it

is required.

The system canbe thought of

as a chainreaction,initiatedby the customer

withdrawing parts.

Rawmaterials

FinishedGoods

Supplier CustomerManufacturing site

Fill-up Pull

Sequential Pull

all parts are available in this system (like a supermarket)kanbans are used to authorise replenishment and control build sequencethe rate of production is controlled through the levelling board

parts are built to order. Customer lead time must exceed production lead timeproduction is triggered at the point at which the variant is defined, via a sequence listtablet kanban is used to authorise production or withdrawal, but does not specify variantFIFO principles must be used to ensure production sequence equals demand sequence

KANBAN

Kanban is not a system,but a means of communicatingcustomer orders through the

manufacturing process.

There are 3 main types:- Production Instruction Kanban

Parts Withdrawal Kanban Tablet Kanban PI PW T

ProcessA

DespatchArea

ProcessB

PI PW PI PW

Levelling Board

Customer

ProcessA

DespatchArea

ProcessB

T T

Levelling Board

Customer

T T

Production ControlSequence

List

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Takt Time

A B D E FC

10

30

0

20

Mins

ProcessA B D E FC

10

30

0

20

Mins

Process

‘Takt’ Time ‘Takt’ Time

‘Takt is the German word for ‘beat’ and represents the pace at which the customerrequires the product. Takt is therefore used to determine the rate which parts

have to be produced throughout the shift.

Takt Time = Total production time available* Total customer demand

eg: Total time available = 5 Hrs Customer demand = 10 units

*(does not include breaks,meetings & clean up time)

Therefore = 5 x 60minstakt time 10 units

= 300 mins 10 units

= 30 mins

This means that each process needs to complete one unit every 30 mins to satisfy thecustomer demand of 10 units in 5 hours.

Current FutureTakt allows the work to bebalanced, which frees upmachines and operators.

WorkBalancing

Benefits of Takt time are:Easily managed processesConsistent qualityEmployee accountability

Employee safetyImproved efficiency

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Just In Time

Levelled Production

C F P

ContinuousFlow Processing

Takt time

PullSystem

What is Just In Time?

“Manufacturing and conveyingwhat is needed,

when it is needed,in the amount that is needed,

at the quality requiredand in the

shortest possible lead time”

Just In Time is:-

JIT has 3 parts,based on one pre-requisite.

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“Vision without action is merely a dream. Action without vision just passes the time. Vision with action can

change the world.”Author: Joel Barker

“When the winds of change come, some people build walls, others build windmills.”

Author: Brian Mayne