Lean Manufacturing Training Series Lean Overview ©2003 Georgia Tech Research Corporation. All Rights Reserved. LO-30813 Lean Overview and Simulation

Lean Manufacturing Training Series

Lean Overview©2003 Georgia Tech Research Corporation. All Rights Reserved. LO-30813

Lean Overview and Lean Overview and SimulationSimulation


Lean Overview2

©2003 Georgia Tech Research Corporation. All Rights Reserved. LO-30813

Workshop StaffWorkshop Staff

Instructor President and Owner,

Buzz Electronics Enterprises


Lean Overview3


EDI ServicesEDI Services

Advanced Technology Development Center (ATDC)

Economic Development Services Business and Industry Services


Lean Overview4


Business & Industry ServicesBusiness & Industry Services

Energy Environmental Information Technology Marketing and Strategic Planning Process Productivity Quality & International Standards

Lean Enterprise


Lean Overview5


Regional Field Office NetworkRegional Field Office NetworkAlbany

Athens

Augusta

Brunswick

Carrollton

Cartersville

Columbus

Dalton

Douglas

Dublin

Gainesville

Griffin

Macon

Newnan

Rome

Savannah

Warner Robins

(229) 430-4188

(706) 542-8900

(706) 737-1414

(912) 634-4860

(770) 836-6665

(770) 387-4002

(706) 649-1661

(706) 272-2702

(912) 389-4717

(478) 275-6543

(770) 531-4550

(770) 233-5577

(478) 751-6362

(770) 254-7592

(706) 802-5957

(912) 963-2509

(478) 953-3155

www.edi.gatech.edu/lean


Lean Overview6


Learning ObjectivesLearning Objectives

Learn techniques to improve profitability. Experience the impact of Lean practices

on a production process. Learn techniques for reducing inventory

levels. Learn how to eliminate waste.


Lean Overview7


You Will Learn AboutYou Will Learn About

The differences between traditional and lean manufacturing

Identifying areas of wasteThe impact of waste reduction on:

Productivity Quality Profitability Customer Satisfaction


Lean Overview8


Workshop AgendaWorkshop Agenda

1. Introduction & Orientation Production Round 1

2. Lean BackgroundLean Tools 1-6

3. Production Round 2

4. Lean Tools 7-12Production Round 3

5. How to Implement LeanSummary with Q&A

Break

Lunch

Break

Break

Lean Overview

Lean Manufacturing Training Series9


Lean Overview and Lean Overview and SimulationSimulation

Orientation to Buzz Electronics Enterprises (BEE)


Lean Overview10


Buzz Electronics EnterprisesBuzz Electronics Enterprises

Product Catalog


Lean Overview11


The Blue AvengerThe Blue Avenger

Basic model for

every day use


Lean Overview12


The Red DevilThe Red Devil

Industrial model for

commercial use


Lean Overview13


The Gold BuzzThe Gold Buzz

Premium model for the

sophisticated user


Lean Overview14


The Bottom LineThe Bottom Line

The Blue Avenger Sells for $20 Materials cost $5.00

The Red Devil Sells for $30 Materials cost $7.50

The Gold Buzz Sells for $50 Materials cost $10.00

Labor Cost = $7.50/person/shiftFacilities Cost = $10.00/table/shift


Lean Overview15


BEEBEE Production Process Orientation Production Process Orientation1. Sales Representative2. Production Scheduler3. Kitter(s)4. Material Handler5. Spring Assembler6. Resistor Assembler7. LED Assembler8. Diode Assembler9. GoldBuzz Assembler10. Inspector11. Reworker12. Warehouse/Shipping Clerk13. Packager14. Industrial Engineer(s)15. Instruction Crib Attendant

Processes Customer OrdersGenerates Factory Orders from forecastOrganizes raw materials for Factory OrdersMoves product between ALL workstationsInserts springsInserts resistorsInserts LEDsInserts diodesProduces complete boardConducts functional tests (all boards)Repairs failed boardsMatches boards to Customer OrdersPackages finished productPerform engineering functionsControls work instructions


Lean Overview16


BEEBEE Production Facility Orientation Production Facility Orientation

Sales Sales OfficeOffice

Production Production ControlControl

ReworkReworkAreaArea

Diode Diode AssemblyAssembly

Kitting Kitting AreaArea

GoldBuzzGoldBuzzAssemblyAssembly

Inspection Inspection AreaArea

ResistorResistorAssemblyAssembly

Finished Finished Goods Whse.Goods Whse.

WIP WIP StorageStorage

LED LED AssemblyAssembly

SpringSpringAssemblyAssembly

Shipping Shipping DockDock


Lean Overview17


BEEBEE Circuit Board Orientation Circuit Board Orientation

A B C D E

1

2

3

4

5

Blue, Red, or Gold Boards

C-3


Lean Overview18


BEEBEE Product Components Orientation Product Components Orientation

Resistors

Diodes

Buzzers

Transistors

Springs

Jumpers

LED’s

-+

-+

+-


Lean Overview19


BEE Product RoutingBEE Product Routing

Blue

LEDx1

Test

9v

Springsx5

Resistorx1

Diodesx2

Red

LEDx1

Resistorsx3

Test

9v

Springsx5

Gold

Springsx8

TEST

9v

Resistorsx3

Transistorsx2

Jumperx1

Buzzerx1


Lean Overview20


Example Circuit Board AssemblyExample Circuit Board Assembly

Red Devil

A B C D E1

2

3

4

59v


Lean Overview21


Inserting ComponentsInserting Components


Lean Overview22


Production BatchingProduction Batching

6 per batch

4 per batch

Hand-crafted 1-at-a-time


Lean Overview23


BEEBEE Production Scheduling Process Production Scheduling Process

Customerorderforms

Factoryorderforms

FinishedGoods

Warehouse

Customerorders

(demand)

Production forecast

Shipments to

customers


Lean Overview24


BEEBEE Customer Service Targets Customer Service Targets

4 minutes after order



Promisedshipments

tocustomers

Blue

Red

Gold

All orders are filled “first-in, first-out”Late shipments are discounted by 30%


Lean Overview25


BEEBEE Company Policies Company Policies

1. All shifts are 20 minutes.

2. Keep busy at all times.

3. Yell if you need parts.

4. Handle all parts first in-first out.

5. Only the material handler can move parts.

6. Stay at your workstation.

7. The boss is always right!

Lean Overview



Round 1Round 1

Let’s Get To Work!!


Lean Overview27


ResultsResults

Production Round # (20 Minutes)

>20 5% 22 53>20 13% 11 2118 25% 4 8

1

Mfg. Cycle Time (Min)

% On-Time

Delivery

Initial Units In Process

including FG

# Units in Ending WIP including

FG


Lean Overview28


ResultsResults


Sales ($)

Total Costs ($)

Profit ($)

1464

# of Units Sold

(late+ontime)

1 660.00 1,004.50 -344.50


Lean Overview29


A Manufacturing Background Lean Manufacturing Foundation: Waste Reduction Lean Manufacturing: Basic Concepts Lean Manufacturing: Further Concepts

Lean Manufacturing AgendaLean Manufacturing Agenda


Lean Overview30


Profile of a Traditional ManufacturerProfile of a Traditional Manufacturer

Characteristics of your operation:


Lean Overview31


Profile of a Traditional ManufacturerProfile of a Traditional Manufacturer

Inventory built to forecast Inventory used to satisfy customer

demand Excessive work in process (WIP) Large batch sizes Focused on a small piece Cost-cutting focus Department/work center efficiency

measures


Lean Overview32


Customer Requirements

1800’s 1900’s1700’s Time 2000

• High volumes/High Inventories• Cost cutting focus/Efficiency

• Mass production/Automation• Assembly lines/Divided labor

TRADITIONAL

• Custom-made, one at a time• Highly skilled craftsperson• Non-standardized work• Non-interchangeable parts

CRAFT

Manufacturing HistoryManufacturing History


Lean Overview33


Manufacturing TodayManufacturing Today

Speed Quality

And Flexibility

At the Lowest Prices

Global competition is drivingCustomers to seek and expect:


Lean Overview34


Manufacturing HistoryManufacturing HistoryCustomer

Requirements

1800’s 1900’s1700’s Time 2000


CRAFT

• Mass production/Automation• Assembly lines/Divided labor• High volumes/High Inventories• Cost cutting focus/Efficiency

TRADITIONAL

AnotherApproach?


Lean Overview35


concept by TPS; terminology by Womack an umbrella for good business practices a strategy for decreasing the time between

order placement AND delivery of goods or services

What is Lean Manufacturing?What is Lean Manufacturing?


Lean Overview36


A systematic approach to

identifying and eliminating waste

(non-value added activities)

through continuous improvement

by flowing the product

at the pull of the customer

in pursuit of perfection.

-- The MEP Lean Network

NIST DefinitionNIST Definition


Lean Overview37


Lean ThinkingLean Thinking

“Where’s the bottleneck in my

company?”

“A group of interacting, interrelated, or interdependent elements forming a complex whole.”

American Heritage Dictionary, 3rd Edition

Lean Thinking begins with the SYSTEM


Lean Overview38


A Manufacturing Background

Lean Manufacturing Foundation:

Waste ReductionLean Manufacturing:

Basic ConceptsLean Manufacturing:

Further Concepts



Lean Overview39


Foundation of Lean ManufacturingFoundation of Lean Manufacturing

Waste identification and reduction Value adding vs. non-value adding 5S Layout/Flow Point-of-Use Storage Setup Time Reduction Batch Size Reduction


Lean Overview40


What’s Stopping Industry?What’s Stopping Industry?


Lean Overview41


Waste DefinedWaste Defined

Does NOT add value Does NOT result in conformance to

customer specs Customer would NOT pay

for it!


Lean Overview42


Value AddedValue Added

Transform materials to product Meets customer expectations Customer would pay for it!


Lean Overview43


Non-Value AddedNon-Value Added

Does not add value Is not necessary Should be eliminated, simplified,

reduced, or integrated


Lean Overview44


Studying WasteStudying WasteVALUE ADDEDVALUE ADDED Drilling

MachiningCutting

WeldingAssembling Parts

Painting

Storing

Set - ups Inspecting

Moving

Conveying WaitingDeciding

Reworking

Traveling

Transporting

Paperwork

NON-VALUE NON-VALUE ADDEDADDED

NON-VALUE ADDED BUT ESSENTIALNON-VALUE ADDED BUT ESSENTIAL


Lean Overview45


Where is Waste?Where is Waste?

Overproducing Defects - Rework or Scrap Inventory Waiting of parts/people/machines/

paperwork Transportation of parts, people, paper Extra Processing Motion of people, machines Unused employee ideas


Lean Overview46


Waste in Your PlantWaste in Your Plant

Product Leadtime

95% 5%

Traditional Focus

Lean Focus

Value Adding activitiesNon-Value Adding activities


Lean Overview47



Lean Background

Lean Manufacturing Tools 1-6


How to Implement Lean


Lean Overview48


Lean Manufacturing ToolsLean Manufacturing Tools

1) 5S

2) Layout/Flow

3) Point-of-Use Storage

4) Setup Time Reduction

5) Batch Size Reduction

6) Using Takt Time to Balance


Lean Overview49


5S5S

A safe, clean, neat arrangement of the workplace which provides a specific location for everything and eliminates anything not required.


Lean Overview50


A Place for EverythingA Place for Everything


Lean Overview51


5S Workplace Organization5S Workplace Organization

1. Sort

2. Set in Order

3. Shine

4. Standardize

5. Sustain


Lean Overview52


Benefits of 5SBenefits of 5S

Removes safety hazards Eliminates waste caused by disorder

Searching for parts and tools Highlights abnormal situations Working with poorly-maintained equipment

Increases employee morale and pride Impresses current/potential customers


Lean Overview53


Layout/FlowLayout/Flow

The physical positioning of - processes, - departments, - equipment, and - work areas

to optimize an organization’s effectiveness in achieving its operating objectives.


Lean Overview54


Traditional Layout/FlowTraditional Layout/Flow

Departmental Specialty


Lean Overview55


Lean Layout/FlowLean Layout/Flow

Product Focus


Lean Overview56


Point-of-Use StoragePoint-of-Use Storage

Raw materials stored where used Frequent, small shipments from vendors Requires trustworthy workforce Simplifies physical inventory tracking


Lean Overview57


Point-of-Use Storage of PartsPoint-of-Use Storage of Parts


Lean Overview58


Printer Cart with Paper Storage Printer Cart with Paper Storage


Lean Overview59


Benefits of Point-of-Use StorageBenefits of Point-of-Use Storage

Reduces material handling requirements

Easier to determine raw material needs

Reduces waiting for parts


Lean Overview60


Setup TimeSetup Time

The time from the last good product of the previous run to the first consistently good product of the next run. Gathering necessary items Exchanging parts Positioning parts Making adjustments


Lean Overview61


Benefits of Setup Time ReductionBenefits of Setup Time Reduction

Increases overall capacity Improves machine uptime Reduces start-up waste Makes smaller batches economical Reduces lead time


Lean Overview62


Batch Size ReductionBatch Size Reduction

…Producing smaller amounts between runs

Large Batch Size

Is it me or does this seem

inefficient?

One-Piece Flow

Kathy, reducing batch size was a

great idea!


Lean Overview63


Benefits of Batch Size ReductionBenefits of Batch Size Reduction

Reduces overall lead time Reduced WIP and inventory costs Less impact from quality problems Easier to maintain FIFO/lot control Greater flexibility Less reliance on forecasts


Lean Overview64


Takt TimeTakt Time

Speed at which a product must be manufactured in order to satisfy customer demand

Calculated Value


Lean Overview65


Takt Time CalculationTakt Time Calculation

=Takt TimeTime Available

DemandExample:

Time Available = 8 hours per dayDemand = 100 widgets per day

TaktTime=

8 hours

100 widgets0.08 hours = = 4.8 minutes


Lean Overview66


Takt Time/ Cycle Time Bar ChartTakt Time/ Cycle Time Bar Chart

Takt time = 1.35

1.8

1.5

1.2

.9

.6

.3

0OP. 1 2 3 4 5 6 7 8

Min

utes


Lean Overview67


Benefits of Takt TimeBenefits of Takt Time

Indicates what is required of process Provides target for production Paces production to demand Used to determine resource needs Used to balance production process


Lean Overview68


QuestionQuestion

How can Round 1 be improved?

Lean Overview



Round 2Round 2



Lean Overview71


ResultsResults


>20 5% 22 53>20 13% 11 2118 25% 4 8

5 51% 13 847 67% 7 247 100% 4 5

1


% On-Time

Delivery


including FG


FG

2


Lean Overview72


ResultsResults


Sales ($)

Total Costs ($)

Profit ($)

1464

652412

# of Units Sold

(late+ontime)

1 660.00 1,004.50 -344.50

2 2,620.00 1,732.00 888.00


Lean Overview73


Lean Manufacturing Tools 1-6Lean Manufacturing Tools 1-6

1) 5S

2) Layout/Flow

3) Point-of-Use Storage

4) Setup Time Reduction

5) Batch Size Reduction

6) Using Takt Time to Balance

DID IT WORK?


Lean Overview74



Lean Background





Lean Overview75


Lean Manufacturing Tools 7-12Lean Manufacturing Tools 7-12

7) Visual Controls

8) Quality at the source

9) Standardized Work

10)Workforce/management practices

11)Pull Systems – Make to Order

12)Total Productive Maintenance (TPM)


Lean Overview76


Visual ControlsVisual Controls

Simple visual signals Efficient Self-regulating Worker managed


Lean Overview77


Types of Visual Controls Types of Visual Controls

Lights

Cards

Inventory


Lean Overview78


Types of Visual ControlsTypes of Visual Controls

Red Zone

Yellow Zone

Green Zone

Part #17086910Shaft

Standard Pack: 100 pcs.Number of Signals: 10

Part #17089234Clutch

Standard Pack: 30 pcs.Number of Signals: 15

Information


Lean Overview79


Visual Control in an Office SettingVisual Control in an Office Setting


Lean Overview80


Visual Control in a FactoryVisual Control in a Factory

In the aerospace industry, it’s critical that mechanics know where all their tools are to avoid foreign object damage.


Lean Overview81


Benefits of Visual ControlsBenefits of Visual Controls

Immediate understanding of condition Improved safety and housekeeping Reduced potential defects Reduced work-in-process Self-regulating Easy to use


Lean Overview82


Quality at the SourceQuality at the Source

Places responsibility for quality on the worker doing the job

Promotes doing the job right the first time

Pass Fail


Lean Overview83


Benefits of Quality at the SourceBenefits of Quality at the Source

Reduces need for rework Prevents work on defective product Simplifies prevention and repair of

defects


Lean Overview84


Standardized WorkStandardized WorkWhere there is no Standard, there can be no Kaizen. -- Masaaki Imai

Three Elements of Standard Operations:

1. Takt Time

2. Work Sequence

3. Standard WIP

Standard Operations Sheet

Debur

Machine

Drill

Grind

QA

Clean

2

4

356

1

Takt Time

4 min

Cyc Time

4 min

Std WIP

= 6

Quality Chk Safety Focus # of Emp

2

Make it V

isible!


Lean Overview85


Why the Emphasis on Standardization? Why the Emphasis on Standardization?

Continue to revise the standard; IMPROVE!!!

It is the foundation for continuous improvement -----------(promotes Kaizen)

Makes MBWA more effective

Builds trust

Improves Training/Cross Training

Encourages/provokes “How can this work even – better?” thinking among employees

Promotes team environment


Lean Overview86


Workforce PracticesWorkforce Practices

Cross-trained employees Multi-skilled workers Employee problem-solving teams Team-based cells Continuous improvement philosophy

These require effective leadership, a culture change, and respect for the workforce!


Lean Overview87


Benefits of Workforce PracticesBenefits of Workforce Practices

Increased morale and job security Quicker response to schedule changes Efficient handling of problems Improved communication, cooperation,

and trust Better understanding of the “big picture” Increased acceptance of management

decisions Increased flexibility


Lean Overview88


Management PracticesManagement Practices

Must be a partnership NOT a quick fix Requires discipline Requires senior

management commitment Avoids “yet another

program” syndrome


Lean Overview89


The Waste of Work-in-ProcessThe Waste of Work-in-Process

Ties up capital Decreases flexibility Increases opportunity for scrap Requires more physical space Lowers customer satisfaction


Lean Overview90


Push vs. Pull SystemsPush vs. Pull Systems

Pull System

End-of-line authorizes production to replace only what has been consumed

Push System

Schedules production based on forecast

11 22 33Product Flow Product Flow

Signal Flow

Signal Flow


Lean Overview91


Characteristics of a Push SystemCharacteristics of a Push System


Lean Overview85

©2003 Georgia Tech Research Corporation. All Rights Reserved. LO-Working 30327

Characteristics of a Push SystemCharacteristics of a Push System

Forecast driven production schedule

Keep machines and people busy

Not responsive to real-time changes

Takes a lot of management effort

“I don’t need any of this

stuff!”

“Sorry, the schedule says

you do.”


Lean Overview92


Characteristics of a Pull SystemCharacteristics of a Pull System


Lean Overview85

©2003 Georgia Tech Research Corporation. All Rights Reserved. LO-Working 30327

Characteristics of a Pull SystemCharacteristics of a Pull System

Production controlled by actual demand

Limited inventory of each item

Easy to see and respond to changes in demand

Managed at the point of use


Lean Overview93


Benefits of a Pull SystemBenefits of a Pull System

Manufactures only what is needed Improves communication of customer

needs Provides common system for moving

material Eliminates scheduling complexities Reduces lead time and WIP Inventory counts quick and easy


Lean Overview94


11 22 33Product Flow Product Flow

Signal Flow

Signal Flow

XX

How Does Pull Work?How Does Pull Work?

X


Lean Overview95


Lean production is not possible without highly reliable equipment.

Proactive, productive maintenance eliminates equipment-related waste and improves equipment reliability.

Proactive, productive maintenance is a shared responsibility.

Total Productive MaintenanceTotal Productive Maintenance

Basic Principles:


Lean Overview96


Benefits of TPMBenefits of TPM

Unplanned downtime 50-60%

Breakdown costs 70-80%

Spare parts costs 15-30%

Product defects 85-90%

Lead times 50-75%

On time deliveries 50-95%

2 - 5 Years:


Lean Overview97


QuestionQuestion

How can Round 2 be improved?

Lean Overview



Round 3Round 3



Lean Overview100


ResultsResults


>20 5% 22 53>20 13% 11 2118 25% 4 8

5 51% 13 847 67% 7 247 100% 4 5

4 100% 14 113 100% 12 94 100% 8 2

1


% On-Time

Delivery


including FG


FG

2

3


Lean Overview101


ResultsResults


Sales ($)

Total Costs ($)

Profit ($)

1464

652412

762612

6 300.00 60.00 240.00

Round 3 Total Profit 2,115.00

# of Units Sold

(late+ontime)

1 660.00 1,004.50 -344.50

2 2,620.00 1,732.00 888.00

Export Subtotal

1,875.003 2,900.00 1,025.00


Lean Overview102



Lean Background





Lean Overview103


Manufacturing HistoryManufacturing History

Customer Requirements

1800’s 1900’s1700’s Time 2000

• Mass production /Automation• Assembly lines / Divided labor• High volumes / High Inventories• Cost cutting focus / Efficiency

TRADITIONAL

• Reduced WIP• Reduced inventories• Multi-skilled workforce• Production based on demand

LEAN


CRAFTCRAFT


Lean Overview104


Lean vs. TraditionalLean vs. Traditional

LEANSimple and visual Demand driven Inventory as needed Run by value adders Small lot sizes Minimal lead time

TRADITIONAL Complex Forecast driven Excessive inventory Overhead run Batch production Long lead time


Lean Overview105


OperationsSupply Chain

Administrative

Product Development

Inventory Management

Total Quality

Metrics

Product Lead Time

Where Lean AppliesWhere Lean Applies

A holistic approach to eliminating waste in the entire system


Lean Overview106


• Determining the product families

• Understanding how the shop floor currently operates. (Foundation for future state.)

• Designing a lean flow & how to get there.

•DO IT!

Product Family

Current-State Drawing

FUTURE-STATE DRAWING

Implementation

REPEAT

Value Stream Mapping

107

Value Stream Map IconsValue Stream Map IconsGeneral IconsGeneral Icons

Material FlowMaterial Flow

Information FlowInformation Flow

Manual Information Flow

Electronic Information Flow

Production ScheduleLook

Ship Scheduledaily

Ship Scheduledaily

Movement of ProductionMaterials

Movement of Finished Goods

Inventory Truck Shipment

Rail Shipment

I1 X daily

Process Outside Sources Data Box Operator Kaizen Burst

Supplier/Customer

C/T = 20 secS/U = 10 minUptime = 90%

Process

F I F O

ABC

Pull of MaterialsSupermarketFirst in/First out Buffer

ABC

Production Instruction

Card

Leveling Box

R

B

GMaterial

Withdraw CardKanban

PostSignal

Kanban

Current State Map: Buzz Electronics

Processing Time = 195 sec

CT = 30

Resister

1 person

C/O = 60

CT 20

Kitting

2 people

C/o 0

CT = 50

Spring

1 person

C/O 60

CT = 15

Test

1 person

C/O = 0

CT = 30

LED

2 people

C/O = 60

CT = 10

Ship

2 people

C/O = 0

30 Secs

5 Red, 5 Blue

Supplier

C/O = 40

Diode

1 person

C/O = 0

I30I I

64I I

7I

I6I

I12I I

4I I

0I

Customer

30 Secs

Production Control

Buzz

Industrial Engineer

Sales

20 Min Forecast

Factory Order Forms

Production Reports

Quality Report

Shipping Report

Customer Orders

Order every 10 Sec

300 sec

640 sec

20 sec 50 sec 30 sec

60 sec

40 sec

70 sec 120 sec

30 sec

40 sec 0 sec

10 sec15 sec

Lead Time = 1425 sec

TAKT Time = 10 Sec


Lean Overview109


How to Get Lean by Cutting WasteHow to Get Lean by Cutting Waste

Understand WHAT and WHERE waste exists Map value streams Measure each process Identify non-value added activities

Create a PLAN to eliminate waste IMPLEMENT plan to eliminate waste MEASURE and review results, then REPEAT


Lean Overview110


Lean Building BlocksLean Building Blocks

Batch Reduction

Standardized Work Setup Reduction Teams

Quality at Source

5S System Visual Plant Layout

POUS

Cellular/FlowPull/Kanban TPM

ValueStreamMapping

Continuous Improvement


Lean Overview111


SummarySummary

Continuous improvement in steps Tried many ideas and made adjustments Cut lots of waste and increased capacity Shared information and cross-trained

employees Changed our management style Bottom line benefits:

Improved service to the customer (throughput) Reduced work-in-process inventory Increased profits!


Lean Overview112


Ideas to Take BackIdeas to Take Back

Lean Manufacturing does work Gain buy-in from top management Form a team to lead implementation Build employee awareness and buy-in


Lean Overview113


To Learn How Lean Fits Your PlantTo Learn How Lean Fits Your Plant

Call Georgia Tech for a free consultation Read books on lean manufacturing Ask us for an on-site Executive Briefing Tour a plant Have the Lean Overview presented in your

plant

Learn, Plan, Implement, Succeed!


Lean Overview©2003 Georgia Tech Research Corporation. All Rights Reserved. LO-30813

114

How Georgia Tech Can HelpHow Georgia Tech Can Help

Lean Manufacturing Executive Briefing Attend a network meeting Lean Manufacturing Courses On-Site Coaching Services Assisting your suppliers www.edi.gatech.edu/lean


Lean Overview115


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Lean Manufacturing Training Series Lean Overview ©2003 Georgia Tech Research Corporation. All Rights Reserved. LO-30813 Lean Overview and Simulation