You are on page 1of 18

Lean Processing Overview

Stuart Mitton Director

A bit about me!

Agenda
What is Lean? History of Lean Companies using lean Results of Lean Work and Waste 7 Wastes & Lean v Traditional improvements Why do we need Lean? Whos involved in Lean? What it all means

Typical business issues


Manufacturing is very demanding
Shorter lead times required Improve Productivity of people and equipment Cost pressures from marketplace Quality and yield losses hurt How do we get people more involved? Measures are historical rather than a compass for the future Reactive management time prevents planning Etc.

What is Lean?
Lean Manufacturing is a term used to describe a fast, flexible and efficient production process that gives the customer;
What they want When they want it At the lowest possible cost

Lean Origins

Companies using Lean

Typical results from our Clients


Lead times reduced from 13 weeks to 11 days Packaging Automation, Knutsford 500,000 reduction in Finished goods stock Portmeirion Group, Stoke on Trent Productivity Improvement from 14 batches per day to over 40 batches per day Colormatrix Europe Limited, Knowsley Improvements in productivity negating the need to hire 12 seasonal staff in 2011 (2010 headcount +12) Scolaquip, Middlewich Elimination of 165 hours in backlog at constraint process CHK Plc, Crewe Identification of over 1.6M of extra productivity through Quick Changeover workshops at TEVA Pharmaceuticals, Runcorn Output per person improved by 65% - Eatwell (Feasters), Knowsley Improved morale, motivation and people engagement at all clients

The basic lean requirement


A detailed Understanding of Work and Waste
VALUE ADDED TASKS transform raw materials to finished products (WORK) NON VALUE ADDED TASKS consume time effort and resources that dont add any value to the product we produce (WASTE)

7 Wastes
Transport Inventory Motion

Waiting

Over Production

Over Processing

Defects

Traditional improvement vs Lean Improvements


VA NVA
Start

VA

NVA

Traditional Imp

VA

NVA

Lean Imp

Manufacturing Lead time

Why we need Lean


Lean helps us to;
Improve product Quality Reduce internal process Costs Improve our Delivery performance Work in a Safer and more organised workplace Create an environment where our People make a greater contribution

Whos involved in Lean transformation?


Improve future Value
Directors

Set and Maintain Standards Improve the process and Eliminate Waste

Managers

Team Members

What does it all mean?


Philosophy Establish a mindset for continuous improvement Process Improve the process and create standards Respect for People Create a learning culture Problem solving Understand the 7W and how to find root cause
Adapted from the Toyota model

Potential pitfalls
Lack of Senior Management support Mis-understanding of Lean concepts Seen as another initiative Piecemeal deployment Failure to follow through on actions Lack of engagement with workforce

People don't resist change, they resist being changed

What it all means


Lean is a philosophy and mindset The tools are great, but we need education People thrive in environments where they are encouraged to contribute Leadership is key for success Results can be staggering Reward and recognition is vital to foster trust and respect

Curriculum Vitae
Professional Career
1987 Rolls-Royce & Bentley Motor Cars, Supplier Development Engineer, latterly Brand Manager for vehicle accessories and branded products 1995 Cosworth Racing ( F1 & Indy Car engine manufacture), Kaizen Manager 1998 Rolls-Royce Plc ( Aero Engine manufacture), Supplier Development Team Manager 2001 Portmeirion Group (ceramic tableware manufacturer) Lean manufacturing Manager 2003 Manufacturing Advisory Service North West, Lead Practitioner 2007 Group operations Manager Fullcolour .com Stuart Mitton
(Born 1966)

Professional Expertise
4 year Apprenticeship in Motor Vehicle technology 2 years as Brand Manager Rolls-Royce and Bentley

Director Lean Solutions UK Limited

Trained in Lean and TQM by United Research of North America Managed and led successful lean implementation in manufacturing and service environments with a proven track record in lead time reduction, productivity improvements, quality improvement, cost reduction and Value management Experience in Lean implementation in many sectors Automotive, Food, Printing, Textile, Aerospace, Ceramics and Plastics Expertise in Kaizen, Change Management, organisational restructuring and Kaizen Lean Transformation Initiatives.

Education & Training


Diploma in Marketing from South Cheshire College DMS in Business Management from Staffordshire University PAC deliverer/trainer from SMMT industry forum NVQ level 3 Business Improvement Techniques A1 Assessor (in programme)

Lean Solutions UK Limited Keepers Lane The Wergs Wolverhampton WV6 8UA

You might also like