Select the right “Lean” tool to manage outcomes and expectations

1. Lean Tools Select the right “Lean” tool to manage outcomes and expectations Anand Subramaniam

2. 2 “The significant problems we face cannot be solved at the same level of thinking we were at when we created them.” - Albert Einstein

3. 3 Highlights Lean Tools Lean Tools - Others

4. Lean Tools

5. What is Lean? Elimination of waste Toyota Production System (TPS) Philosophy Produce only what is needed, when it is needed, with no waste Methodology Determination of value added in the process Tools Five Ss, Kaizen event, standardised work, etc 5

7. Process walks

8. Pareto Charts

9. Cause & Effect

10. PDCA

11. Brainstorming

12. Process Mapping

13. Spaghetti Diagrams

14. Histograms

15. Check sheets

16. Flowcharts

17. 5 W -5S-7W-VSM

18. Takt time

19. Poka-Yoka% of Problems 6 Sigma DOE Taguchi Plan – Do - Check – Act 7 QC Tools Check Sheet Cause & Effect Diagram Graphs & Charts Pareto Control Chart Histogram Scatter Diagram Easy Medium Difficult 20% 20% 60% Degree of Difficulty

20. 7 Lean - Tools 5S 8 W (Waste) Jidoka / Andon / PokaYoke / Mistake Proofing Single minute exchange of die (SMED) Standard Operating Proced-ures Kaizen Tools Kanban Total Preventa-tiveMainten-ance Takt time Through-put time Spaghetti diagram Value Stream Mapping Kaizen blitz or event

21. 5 S Seiri (Sort)—Separate necessary from unnecessary items, including tools, parts, materials, and paperwork, and remove the unnecessary items Seiton (Straighten)—Arrange the necessary items neatly, providing visual cues to where items should be placed Seiso (Sweep)—Clean the work area Seiketsu (Standardise)—Standardise the first three Ss so that cleanliness is maintained Shitsuke (Sustain)—Ensure that the first four Ss continue to be performed on a regular basis 8

22. 8W - Waste (Muda) Types Transportation Inventory Motion Waiting Over-production Over-processing Defects Standards lacking 9 Tim Woods

23. Common Causes of Waste Long setup time Lack of training Layout (distance) Poor maintenance Poor work methods Incapable processes Inconsistent performance measures Ineffective production planning Lack of workplace organisation Poor supply quality / reliability 10

24. Jidoka and Andon Jidoka is the ability for machines to be self-dependent and error proof without any human interaction Prevents defects from passing from one step in the system to the next Enables swift detection and correction of errors Andon is a visual or audible signaling device used to indicate there is a problem in the process 11

25. Poka-Yoke (Mistake-Proofing An approach for mistake-proofing processes using automatic devices or methods to avoid simple human or machine error, such as forgetfulness, misunderstanding, errors in identification, lack of experience, absentmindedness, delays, or malfunctions 12

26. Single Minute Exchange of Die(SMED) Used to reduce changeover or setup time, which is the time needed between the completion of one procedure and the start of the next procedure Steps Separate internal activities from external activities Convert internal setup activities to external activities Streamline all setup activities 13

27. Standardised Work Written documentation of the way in which each step in a process should be performed Not a rigid system of compliance, but a means of communicating and codifying current best practices 14

28. Takt Time The speed with which customers must be served to satisfy demand for the service Cycle time is the time to accomplish a task in the system System cycle time is equal to the longest task cycle time in the system—the rate at which customers or products exit the system, or “drip time” 15

29. Takt Time - Calculation TAKT time is how many minutes or seconds are needed to make one part when considering the daily volumes, to be produced in that work-cell and the total time available to perform the job TAKT time is NOT the time it takes to manufacture the product. It is based on customer demand Who is the customer The next operation Customer orders 16

30. TAKT Time Net Available Operating Time (NAOT) • Time per shift - 480 minutes • Breaks (2 @ 10´) - 20 minutes • Clean-up - 20 minutes • Lunch - 30 minutes • NAOT per shift - 410 minutes Customer Requirements • Monthly - 26,000 units/month • No. Working Days - 20 days/month • CR/Day - 1,300 units/day TAKT Time • 410 x 60 x 3 shifts (73,800) divided by 1,300 • 57.769 seconds per part or 57 seconds 17

31. Throughput Time Time for an item to complete the entire process, which includes: Queue time Waiting time Transport time Actual processing time 18

32. Spaghetti Diagram 19

33. Value Stream Mapping Process map of the value stream Includes information & transformational processing Value-added steps: “Would the customer be willing to pay for this activity?” Non-value-added steps Necessary (required for business operation) Unnecessary 20

34. 21 Kaizen Blitz Determine and define the objectives Determine the current state of the process Determine the requirements of the process Create an implementation plan Continue the cycle Implement the improvements Check the effectiveness of the improvements Document and standardise the improved process

35. 22 Kanban Withdrawal kanban Machine Centre Assembly Line Bin Part A Bin Part A Material Flow Card (signal) Flow Production kanban

36. Total Preventative Maintenance Idle workers use their time more effectively and maintain workstations to help in the prevention of various problems that would halt production Advantages of flexible workers: - Quality inspections - Operation of several machines

37. Cellular Manufacturing Work cells are central to the idea of one piece flow Ideally these work cells focus on a low range of similar products Product continually moves around the cell to each operation until complete at the end of the “U” – this optimises flow from one station to the next

38. Heijunka Heijunka —“make flat and level”; eliminate variation in volume and variety of “production” Level customer demand 25

39. Lean Tools - Others

40. Voice of Customer (VOC) - Key Factors Customer Feedback Kaizen Process Understand Customer Experience Customer Data Analysis Customer Data Collection

41. 28 Brainstorming – Ideas for Improvement Too many emergencies (“rush” projects) Lack of Communication Timeliness (Process takes too long) Lack of Streamlined process Unrealistic job expectations Brainstorm Process not followed or forms incomplete / inadequate / incorrect Mentoring / coaching / training needed Too Many Steps in Process One size does not fit all Need to educate the customer Lack of prioritisation

42. Cause & Effect 29

43. 30 Value Stream Map

44. 31 “Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away.“ - Antoine de Saint Exupery

45. 32 Good Luck http://www.linkedin.com/in/anandsubramaniam