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Lean Implementation since 1991
LEAN PRINCIPLES
October 2012 Copyright AL Consul8ng Group 2012
Lean Implementation since 1991
Focus on Added Value for Customer by ������
optimizing used Ressources by��� ���
Involvment of All staff
Lean System
October 2012 Copyright AL Consul8ng Group 2012
Lean Implementation since 1991
The suggested Lean system
• Autonomous team for Improvement, services, project, production (GAP) • A3 - QRQC • KPI with targets • Improvement ideas • Daliy meeting • Strict application of standard
Lean Innovation Ø Project management Ø MRPG2
ü ISQ ü Trend lines
Ø QFD matrix Ø Blue Star Ø Patent search Ø Business Intelligence
• Customer, Shareholder and People satisfaction • Eliminate non added value by focusing on flow • Incremental innovation (continuous improvement) • Breakthrough innovation
Lean Manufacturing Ø VSM Ø 5S/Visual management Ø Auto-Quality Ø TRS / TPM - Maintenance Ø Hoshin - SMED Ø Kanban Ø MRPG1
ü BS, Pareto, Ishikawa, Tracking chart, 8D…
TOP 10 : Réunion quotidienne des GAP ISQ : Innovation Questionnary MRPG : Problem solving methodology in team VSM : Value Stream Mapping
3 Components
October 2012 Copyright AL Consul8ng Group 2012
An involving Human
Organization
Meaningful concepts
Lean
Practical tools
Lean Implementation since 1991
The « Lean system » : meaningful concepts • Customer, Shareholder and People satisfaction • To eliminate non added value by focusing on flow • Incremental innovation (continuous improvement) • Breakthrough innovation
An involving Human
Organization
Meaningful concepts
Lean
Practical tools
October 2012 Copyright AL Consul8ng Group 2012
Lean Implementation since 1991
• Customer, Shareholder and People satisfaction
The « Lean system » : meaningful concepts
• A beCer quality of produced products or provided services
• 100 % On Time Delivery
• A more flexible and smoother produc8on
Reduced costs and delivery 8me
Always increase customer satisfaction
October 2012 Copyright AL Consul8ng Group 2012
Lean Implementation since 1991
6
Time
Innovation + KAIZEN + sustain current level (PDCA) P
erfo
rman
ce
Only Innovation
Innovation and Continuous Progress
Lean Implementation since 1991
7
Two ways to achieve progress
INNOVATION
– « Big steps»
– Uses new methods
– Involves mainly Experts
– Large Investments
– Focused on technology
KAIZEN
– « Small steps » – Uses common Know How
– Involves everybody – Constant implementation and Team Work
– Directed to the people
+
Lean Implementation since 1991
1. Abandon fixed ideas, refuse the way things are today 2. Instead of explaining why something cannot be done, think of ways
to make it happen 3. Implement good ideas for improvement immediately 4. Look for perfection getting 60% now! 5. Correct errors locally right away 6. Generate new ideas from difficulties 7. Look for the root cause, apply the "5 why" and then find the solution 8. Use ideas from 10 people instead of waiting for a brilliant idea from
one single person 9. Test and then validate 10. Measure the progress 11. Copy and then Improve 12. Improvement never ends
The 12 KAIZEN State of Mind The « Lean system » : meaningful concepts
October 2012 Copyright AL Consul8ng Group 2012
Lean Implementation since 1991
9
Current situation About your processes :
This is what you believe they are :
What they really are :
What they could be :
VA VA
VA VA
VA VA
Lean Implementation since 1991
Criteria for the ideal flow
Ü Pure
Ü Regular
Ü Simple
Ü Reliable
Ü Speedy
MATERIAL
AND
INFORMATION
FLOW
The « Lean system » : meaningful concepts
October 2012 Copyright AL Consul8ng Group 2012
Lean Implementation since 1991
11
The « Lean system » : meaningful concepts
Total Time
A.V. Time
A.V
Non A.V.
A.V.
Non A.V. Le
ad T
ime
Lead
Tim
e
q Reduce the lead time by eliminating waste and variability
Lean Implementation since 1991
12
The « Lean system » : meaningful concepts • The Wheel of the 7 Wastes
WASTED MOVEMENT
WAITING
REJECTS REWORKS
USELESS OPERATIONS
TRANSPORT
STOCKS OVERPRODUCTION
Lean Implementation since 1991
13
WASTE: anything that does not add value to the work
q Eliminate waste to increase the propor8on of added value > Work beCer, more efficiently
Constant resources, more activity
AD
DE
D V
ALU
E
WA
ST
ES
Work Work
