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Lean Manufacturing One Page Overview The Fast Eat The Slow! Key Tools Lean Typical results from lean: 90% reduction in lead times Voice of the Customer: Systematically 90% reduction in all inventories explores and links customer requirements 100% increase in productivity to design, parts, and production character- Simplified 50% reduction in errors istics. Fewer injuries How to Double Your Speed, Core Ideas Line Graph: Show data trends over time. 1. Determine and create value. The Y-axis (left) shows the defects, time, Productivity and Profitability 2. Use "pull" systems instead of "push" sys- cost and the X-axis (bottom) shows time tems to avoid overproduction. (minute, hour, day, week, etc.). 3. One piece flow—Make the work "flow," one piece at a time; minimize interruptions. Flowchart or Value Stream Map: Show 4. Eliminate the seven speed bumps using the the flow of work through a process: all five S's (see list on reverse side). activities, decisions, and measurements. 5. Use the "five whys?" of root cause problem solving to eliminate defects.Lean thinking will Value Added Flow Analysis: Systemati- invariably free up cash, people, and space. cally identifies delays and rework opportu- The most difficult step is the first one. nities in a process. Demand immediate results. Pick a pilot area that's open to change and jump right in. Line up Glossary the machines and work steps. Eliminate delays. Slash the inventories. Dramatic reductions in lead Cell: a close arrangement of people and machines in times, inventories, space, and defects should be a processing sequence to facilitate flow. possible in six to twelve months. Kanban: Japanese word for card, ticket, or sign. It's Set big, hairy audacious goals (BHAG) a key tool for managing flow in a pull system. In a • 50% reduction in defects every year grocery store, it's the card at the back of the shelf • 100% on-time delivery indicating the product is sold out or back ordered. Quick Reference Card • Reduce order-to-ship time to less than a day Andon: Visual signal that alerts workers to problems. $3.00 • Increase Inventory turns per year Andon is like a dashboard with warning lights to alert © 2008 Jay Arthur • Reduce time-to-market by 75% you to problems. KnowWare® International, Inc. (dba Lifestar) 2696 S. Colorado Blvd., #555 • Reduce costs (hours/widget) Heijunka: Level out the work load. Denver, CO 80222 Get Started Immediately Jidoka: Automation with the human touch. • Reorganize your company by product and value (888) 468-1537 or (303) 756-9144 Takt Time: a German word for rhythm or meter. In stream. Topple the silos and implement flow. (888) 468-1536 or (303) 753-9675 (fax) lean, takt is the rate of customer demand. It's like a [email protected] • Move machines and people into product cells. speedometer. Takt Time = Available hours worked • Help your remaining suppliers implement "lean." per day/Required production to meet demand. To learn more about Lean, consider our • Lean Simplified Training Video Improve each value stream multiple times. Poka-Yoke: Mistake-proofing a process so that a www.qimacros.com/store/lean-training-video • Right-size your machines and tools. person cannot make an error. The Five S's The Seven Speed Bumps Design for One-Piece Flow Purpose: To remove the waste, we turn to the five Purpose: To accelerate flow, you will want to Purpose: Stop producing big batches of product; S's. The principles of reorganizing work so that it's eliminate the seven speed bumps all of which are Start producing one piece at a time. simpler, more straightforward, and visually man- considered "Muda"—non-value added waste—it is 1. Focus on the part, product or service itself. ageable are: any activity which absorbs money, time, and people Follow the product through its entire production 1.Sort — keep only what is needed. Pitch every- but creates no value. cycle looking for opportunities to reduce delay, thing else. The workplace often becomes 1. Over production (the most common type of inventory, waste, and rework. cluttered with products, tools, and waste waste) which creates inventories that take up In a hospital you would follow a patient from materials that don't really belong there. Get rid of space and capital. admission to discharge. them. 2. Excess inventory caused by over production. In a printing company, you'd follow a job from 2.Straighten — A place for everything and 3. Waiting—Don't you hate standing in line? So do start to delivery. everything in its place. Establish standardized your products or services. So do employees. In a manufacturing plant places for incoming raw materials, tools, etc. , you'd follow the Are they always waiting for something? product from order to delivery. 3.Shine — clean machines and work area to 4. Unnecessary movement of work products. expose problems. 2. Ignore traditional boundaries, layouts, etc. In When you break the silos into cells, the products other words, forget what you know. 4.Standardize — develop systems and proce- don't have to travel so far between processes. dures to monitor conformance to the first three 3. Realign the work flow into production "cells" to 5. Unnecessary movement of employees. Are rules. (This includes the define and measure eliminate delay, rework, and scrap. parts and tools too far from where they're aspects of Six Sigma's DMAIC.) 4. "Right size" the machines and technology to needed? Walking is waste. 5.Sustain — maintain a stable workflow. (This support smaller batches, quick changeover, and 6. Unnecessary or incorrect processing. Why includes the Analyze, Improve, and Control one-piece flow. This often means using simpler, have people watch a machine that can be taught phases of Six Sigma.) slower, and less automated machines that may to monitor itself? actually be more accurate and reliable. 7. Defects leading to repair, rework, or scrap. Lean Production vs Mass Production The goal of flow is to eliminate all delays, inter- Lean thinking will help you reduce or eliminate ruptions and stoppages, and not to rest until you Build to Order Make and Sell numbers 1-5. Six Sigma will help you reduce 6-7. succeed. Focus the improvement effort to avoid Speed Scale wasting valuable time and money. Economies of Economies of When you rearrange your production or service floor Effective Efficient into production cells with right-sized machines and Focus on mission- and profit-critical processes Pull (from Customer) Push (to Customer) quick change over, you can quickly reduce most of and issues first! these common kinds of waste by 50-90 percent. Small Lots Large Batches Common measures of flow: Get Started: Quick changeover Changeover unimportant • Lead (or cycle) time: time product stays in the 1. Flowchart the value stream; add times to each system Production Cells Functional Silos step, decision or arrow. • Value-added ratio: Right-sized Machines Big, Fast Machines 2. Analyze each element for non-value added (Value-added time)/(lead time) Interchangeable parts work—delay or rework. • Travel distance of the product or people doing Fast to respond Slow to change 3. Redesign the flow to eliminate as much of the the work Adaptive Rigid, inflexible non-value added work as possible and standard- • Productivity: (people hours)/unit General knowledge Specialized knowledge ize the ongoing process. • Number of handoffs • Quality rate or first pass yield.
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