Professional Documents
Culture Documents
Advanced Lean
• Lean Methodology
• Lean Toolkit
• Lean Deployment
• Lean Resources
Advanced Lean
• Lean Overview ~ Recap….
Lean History
Lean Explained
Lean Benefits
Lean Usage
Lean Basic Toolkit
• Lean Methodology
• Lean Deployment
• Lean Resources
Advanced Lean
Lean History Recap…
TOYOTA
Toyota
Production System
Just-in-Time
• Single Piece Flow
People
Jidoka
• Autonomation
• Pull Production People • Built-In Quality
• TAKT Time Production • Stopping at
People Abnormalities
Heijunka
• Level Loading
• Sequencing
• Stability
Advanced Lean
Lean Thinking Recap…
Advanced Lean
Lean Explained Recap…
What is Lean?
A strategy, philosophy, process and leadership approach for
operating in a superior way. Results include:
Reduced cycle times (product development and production)
Increased quality
Advanced Lean
Lean Explained Recap…
Price to sell
Bigger profit
Some profit
Cost to produce
Advanced Lean
Lean Explained Recap…
Price to sell
Advanced Lean
Lean Benefits Recap…
Cycle Time
Wait Time
(non
value Before
add)
Work
Time After
(value Same work
add)
completed in
Productivity less time
Cost
Customer satisfaction Cost/Chaos
Defects
Profit
Lead time
Customer responsiveness
Inventory
Capacity
Space
Quality
Waste!
Cash flow
Cycle time
On time delivery
Relentless Focus on Reducing non value adding
activities
Advanced Lean
Lean Usage Recap…
Methodology
Strengths
Six • True VOC is • Confirms • Data Driven • Few Tools to • Few Tools or
Sigma Powerful Data Quality Analysis Create Change Direction
in Critical X’s
Advanced Lean
Lean Usage Recap…
Six Sigma
Hybrid AWO
Project
Effort
Effort
Effort
Time Time Time
Advanced Lean
Lean Usage Recap…
X Energizing
Empowering
X
Lean
Team work,
Success Boundary less / Open mindset GE
Passion for improvement
Factors/ Intuition / Action Values
Impact Customer focus
Toolkit
New problem solving tools and concepts
Process
An improvement methodology focused on
action
Solutions
Simple Complex
Advanced Lean
Where are we going…
Advanced tools
Tool
• Creating Continuous
Flow
• Pull production
Basic tools
Tool Challenge
• Value Stream Mapping, • More waste reduction
other lean tools, etc. • Real continuous flow
• Flexible workforce
Old situation Results • Less variance
• Reduction of waste • Less waste
Issues • Learned to ‘see the flow’
• Inventory
• Couple of improvements
• Waiting
• Defects
•… Remaining Issues
• No real continuous flow
• Still significant amount of
No flow in the value
waste.
stream.
Advanced Lean
Lean Toolkit Recap…
Level 1 Level 2
Reduce
Variability
Control the
Process
• Value Stream Mapping
Sophistication
• MUDA
• Mistake proofing
• Intro to Value Stream
Mapping
• Visual Management
Advanced Lean
Lean Tools Overview Recap…
Advanced Lean
Lean Tools Description Recap…
5S
7 Wastes
Mistake proofing
Visual Management
Advanced Lean
5S Recap…
3. S: SHINE (Cleanliness)
Cleaning and looking for ways to keep it clean
4. S: STANDARDIZE (Adherence)
Clearly define Tasks and Procedures
5. S: SUSTAIN/SYSTEMIZE (Self-Discipline)
Stick to the rules, scrupulously
BEST Elimination
> Eliminate the possibility of error
Replacement Use the highest level
> Substitute a more reliable
process
possible for the
BETTER
Facilitation
application.
> Make work simpler to perform
Detection
> Detect the error at the defect
source
GOOD
Mitigation
> Minimize the effect
Advanced Lean
Visual Management Overview Recap…
Advanced Lean
• Lean Overview … Recap
• Lean Methodology
Five Lean Principles
• Lean Deployment
• Lean Resources
Advanced Lean
Five Lean Principles
Lean Enterprise
Raw Tier 2 Tier 1 General Customer
Materials Suppliers Suppliers Electric
LEAN OFFICE
LEAN ENTERPRISE
Advanced Lean
Five Lean Principles
Lean Thinking
The Fundamental Objective The Fundamental Insight
Advanced Lean
Five Lean Principles
Define value in from 1 2 Map all of the steps…
the customers Specify Value Map the value added & non-
perspective and Value Stream value added…that
express value in terms bring a product of
of a specific product service to the customer
3
5 Establish
Work to Flow
Perfectio
The complete n The continuous
elimination of waste movement of products,
so all activities services and information
create value for the from end to end through
4 the process
customer Implemen
t
Nothing is done
Pull by the upstream
process until the downstream
customer signals the need
The Tools get you there…The Principles keep you
there
Advanced Lean
Five Lean Principles
•Value
Value
Advanced Lean
Five Lean Principles
“Whenever there is a product or service for a customer,
2. Map the there is a value stream. The challenge lies in seeing it.”
Value
Stream (Womack, Learning To See)
Identify all of the steps currently Value stream
required
to move products from order to All activities, both value added
delivery and non-value added, required
to bring a product (or provide a
Challenge every step: Why is this capability) from raw material
necessary? Would the customer (initialization) into the arm of
think the product is worth less if the customer
this step could be left out? 3 Main Value Streams:
Many steps are only necessary 1. Raw material to
because of the way firms are customer
organized and previous decisions
about assets and technologies 2. Concept to launch
3. Order
Mapping the VS – See the whole to cash
and improve the
system
Advanced Lean
Five Lean Principles
A B C A B C
Cycle Time= 30++ Min Cycle Time= 12
(weeks) Min
Applying the right tools at the right stage
Advanced Lean
Five Lean Principles
4. Implement PullNothing is done downstream until required
upstream
A system of cascading Through lead time compression
production and delivery & correct value specification, let
instructions in which nothing customers get exactly what’s
is done by the upstream wanted exactly when it’s wanted:
supplier until the
downstream customer At the pull of the
signals the need customer/next process
Using signals (kanbans)
One
Okay
more
please!
supplier customer
Advanced Lean
Five Lean Principles
5. Work to PerfectionA continual cycle of process improvements
There is always more waste
People learn and exercise more creativity
Involve employees in the process, training them as
you proceed.
Continuous improvement leads to innovation
Next Future State
Use root cause analysis to solve problems promptly
and permanently.
Make objectives visible
Future State
Advanced Lean
Lean Advanced Toolkit
Level 1 Level 2
Reduce
Variability
Control the
Process
• Value Stream Mapping
Sophistication
• MUDA
• Mistake proofing
• Intro to Value Stream
Mapping
• Visual Management
Advanced Lean
Lean Tools Description
Reduce Variability
Control the Process
Standardized Work
Advanced Lean
Value Stream
Mapping
CT V
PA IS
IO
EN N
G
L E A N
ENTERPRISE
Advanced Lean
Value Stream Overview
Advanced Lean
Value Stream Overview
• Value Stream Mapping (VSM) is a pencil and paper tool that helps
us see and understand the flow of material and information as a
product makes its way through the Value Stream
• Ask a set of key questions and draw a “Future State” map of how
value should flow
Advanced Lean
Value Stream Mapping
• it helps you visualize more than just the single-process level, i.e.
assembly, welding, etc.
• it helps you see more than waste it helps you see the sources of
waste in your value stream
• it makes decisions about the flow apparent, so you can discuss them
• itForms thelinkage
shows the Blueprint forthe
between a Lean Implementation
information Plan
flow and the material
flow
Advanced Lean
Value Stream Mapping
VSM Steps
• Identify the Value Stream for every
Product Family major product family/program. Concept
to launch - Order to delivery
Implementation
Plan • Develop actions and drive toward future
state
After completion….look for other opportunities to
improve
Advanced Lean
Value Stream Mapping
Current Future
Flow:
Dash Value Stream Map – Initial State Dash – Lean Project Funnel
Information OPSI 13 WEEK FORECAST OPSI 13 WEEK FORECAST
Material Sales Sales
Forecast Forecast
Prod’n Cont.
4 WEEK
Prod’n Cont.
4 WEEK Too Much
FORECAST Prod’n Cont. FORECAST Prod’n Cont.
13 WEEK 13 WEEK Variation
FORECAST
GEC Weekly CRC Orders FORECAST
GEC Weekly CRC Orders
HLA HLA
Daily Orders Daily Orders Heijunka
Daily Daily
Orders MRP Orders MRP
Too Much
Suppliers Customer Suppliers Too Much Variation Customer
Daily Variation Daily Heijunka
Schedule Schedule
Heijunka
• Portable Unit
• Monitors Patient Vitals
• Produce ~4,000/Qtr Irregular Create Supermarket Irregular
• Over 30,000 Variations
Too Much
Inventory Create Supermarket
Brds + RIP Brds + RIP
3 Bd. Assy. 3 Bd. Assy.
$3,300,000 $3,300,000
2,360 Units Test WIP+FG 2,360 Units Test WIP+FG
19 Days Worth $1,700,000 19 Days Worth
$425,000
11 Days Worth 10 Days Worth
$425,000
11 Days Worth
Too Much
$1,700,000
10 Days Worth
Ass’y WIP Ass’y WIP
210 Units Create Supermarket 210 Units Inventory
$513,000 $513,000
3 Days Worth Heijunka, J IT 3 Days Worth
Too Much J IT J IT J IT Heijunka, Late Pt. ID
SMT HA TEST ASSY TEST CONF SHIP Inventory SMT HA TEST ASSY TEST CONF SHIP
Long Too Much
Batch Batch Batch Batch
Raw Bds 3 2 2 6 4 2 6 Raw Set
Bds Ups
3 2 2 6 4 2Variation 6
Non-Value Add Non-Value Add
8 WKS 8 WKS
7 Days 3.5 Days 10 Days 10 Days 5 Days 1,020 Hrs. (98% of Time) 1,020 Hrs. (98% of Time)
8 Days 7 Days 3.5 Days 8 Days 10 Days 10 Days 5 Days
SMED
15 Min. 42 Min. 24 Min. 30 Min. 1020 Min. 25 Min. 30 Min. Value Add 15 Min. 42 Min. 24 Min. 30 Min. 1020 Min. 25 Min. 30 Min. Value Add
20 Hrs. (2% of Time) 20 Hrs. (2% of Time)
2% Value Added Time…98% Waste Clearly Identifies Opportunities to Drive Sustainable Change
Advanced Lean
Value Stream Deployment
Roadmap
1. Set the strategy
2. Find a change agent (how about you?)
3. Get the knowledge
4. Do an Action Work Out
Action Work Out
Advanced Lean
Trace Collection Process: VSM
EXTERNAL
AGENCY
GECFA
No Phones
Collections
L NL
GE Money
Mainframe EXITS
(Vision Plus)
L
X
L = Locate
NL = No Locate
C = Call made Wait Time
Wait Time: up to 14 days Reduce TAT from 3-9Days
X
Before
Lead Time: 76 Days
59 Total Steps
After
Process Flow
Lead Time: 52.35 Days
59 Total Steps
Advanced Lean
Standardized Work
CT V
PA IS
IO
EN N
G
L E A N
ENTERPRISE
Advanced Lean
Standard Work
Advanced Lean
Standard Work
Identify Problems
Advanced Lean
Levels of Standardization
Connection
Activity Customer
Advanced Lean
Standard Activity
Customer
Activity
Advanced Lean
Standard Work: Takt Time
Element 1
Create Standard Work around Takt Time, keeping in mind the changes in
Takt Time.
TAKT Time = the frequency at which a product or service must be
competed
in order to meet customer needs
Rate of Customer Demand = Rate of Producing/Servicing
Time
It’s 8:30 am. How are we doing?
60” Takt Time
7 am 8 am 9 am 10 am 11 am noon
Person Orders
A B C D
(60”) (60”) (60”)(12”)
Advanced Lean
Standard Work: Work Sequence
Element
2
Use this
Organization Area Supervisor Part Number All Parts
Organization Area Supervisor
Standard Work Shannon Tubing CFM Cell Fern Bissonnette Standard Work Sheet Part Name All Tubes
X-Ray Station 1 & 2 J. David Combination Sheet Part Name
Templat
Step Operation Name
10 20 30 40 50 60 70 74 80 90 Weld End Finish Weld End Finish
No.
Manual Auto Travel Weld
1 Check Motor 3 3
Flex
2 Issue DHR 2 2
3 Install Gen. Housing 10 5
4
5
6
Install Clips
Install Term. Strip
Install/Wire Latch
e 5
6
4
4
6
4
Torch
Braze
Outside Cell
FPI
X-Ray
7 Jumper Wire to Filter 10 6 Mech. Mech. EDM
Mark Hydro Test
Clean Clean
Weld End
Finish
Raw material
Quality
Check
Safety Standard
Precaution Work-in-Process
# Lots of
Standard
Work-in-Process
27 - avg lot = 6
Total Manual & Travel Time Takt/Rate
Operator Man/Travel Time
Time
100/Day
Turns DPU's
To: Finished Goods
Standard Work Sheet and Standard Work/Combination Sheet defines the Work Sequence
Advanced Lean
Standard Work: Standard WIP
Element 3
Advanced Lean
Standard Connection
Connection
Customer
Advanced Lean
Relation with other Lean Tools
Kaizen
Standard Work provides a basis for Standard
improvement, because it exposes
waste by abnormalities. These
abnormalities are then subject to
Kaizen Events to improve the
processes. Not Here …
Advanced Lean
Summary
Standard Work
…prevents waste to occur.
…exposes waste and is the basis for continuous
improvement.
…increases your flexibility.
Advanced Lean
Introduction to Single-Piece-
Flow (Continuous Flow)
CT V
PA IS
IO
EN N
G
L E A N
ENTERPRISE
Advanced Lean
Single-Piece-Flow in a Cell
Single-Piece-Flow A B C
Carrying out one-piece-at-a-time
processing in order to eliminate
stagnation of work (queue) in and
between processing steps. A B C
Advanced Lean
Batch Vs Single Piece Flow
Advanced Lean
Why Use Single Piece Flow ?
Advanced Lean
Where to start?
Single Facility
(door-to-door)
Multiple
Service Facilities
Advanced Lean
Which process area?
Supplier = Customer ?
Yes
A main characteristic for office processes is that the customer of the process is often the
supplier of the needed information for doing the whole value stream, as well. Therefore,
the customer often has to wait for the whole lead time of the process.
Start within the area with the
biggest potential of lead-time reduction.
No
Start with the pace-maker process.
That are the process steps in the value stream
that are closed to the customer.
Advanced Lean
Roadmap - Creating Continuous Flow
• Cell Content
Start looking at what items you should have in the cell.
• Actual Work
Then analyze actual work to be done in the cell.
• System, Item, and Lay-out
Optimize System, Item, and Cell Lay-out for creating continuous flow.
• Work Distribution Going to reduce waste out
of:
Distribute the Work among the People
• Steps
• Implement, Sustain, and Improve • People activities
Actual implementation of Continuous Flow in a Cell • System activities
• Item design
• Lay-out
Advanced Lean
Questions for Creating Continuous
Flow
Key questions
Cell Content
• Do you have the right end items?
• What is the Takt Time?
Actual Work
• What are the work elements necessary to make one piece?
• What is the actual time required for each work element?
System, Item and Layout for Flow
• Is your System suitable for flow?
• Is your item design for optimal continuous flow?
• How can the process be laid out so one person can make one piece as efficiently
as possible?
Work Distribution
• How to use your people efficiently?
• How will you distribute the work among the people?
Advanced Lean
Do you have the right items?
1. Flexibility
Cell for multiple items
+ More flexible for
changing demand
+ Pushes you to create
short changeover time
Cells for one item (waste reduction) Cells for multiple items
A B A& B A& B
Advanced Lean
Identify Items for cell
Start with the product or service, that is the customer’s only interest in GE.
To simplify, identify the product/service families:
A group of products/service that go through the same or similar ‘downstream’ steps.
A X X X X X
Item
B X X X X X
C X X X After analyzing, you
might come up with the
conclusion to have step
5, 6 and 7 in one cell.
2. Similarity of processing steps
When required steps of the different products vary too much, then separate cells.
For example, item C does not look to be suitable for the cell.
Advanced Lean
Do you have the right items?
Time
Max. ~ 30%
Total Work Content (see also next section) of the
product going through the cell should not variance
more than 30%, otherwise take them apart.
A B
Available Time
TAKT time: It’s the heartbeat of the process
Required Output
(Customer Demand)
Advanced Lean
What are the Work Elements? (for making
one piece)
Work element
‘smallest increment of work done by a person (not a system)
that could be moved to another person’
Advanced Lean
Process Study Form
e n ts
el e m
wo rk
s as
wa ste
o us
y o bvi
an
c l u de
o t i n
Do n
Use this
Template Microsoft Excel
Worksheet
Advanced Lean
Paper Kaizen
First analyze the Total Work Content, and design improvement on paper …
Current Improved
K
Paper Kaizen
240 Approach of immediately leaving
Total Work Content for one item
in the cell are activities A-K. out wasteful steps. You eliminate
some waste on paper before
210
implementation.
J
I K
180
H
Time
A A
Advanced Lean
Operator Balance Chart
… then connect to Takt TIme.
Advanced Lean
Is your System suitable for flow?
Should you have one integrated system, or different small systems connected by a simple workflow tool?
Advanced Lean
Is your item ideally designed for
flow?
Are your items optimal designed for creating continuous flow?
Advanced Lean
Cell Layout
How can the process be laid out so one person can make one
piece as efficiently as possible?
Advanced Lean
Office Cell Layout
Physical…
• Multi-functional
• Co-located
• One piece flow
• Balanced – waste removed
• Cross trained team
Incoming • Staffed within the ‘interval’
Forms Out • Standard work
… or Digital
A cell can also be designed digital. Think of setting operators
work in a flow by aligning systems.
Workflow IT can help to let differ systems work together in a flow.
Advanced Lean
How to use your operators
efficiently?
Advanced Lean
How will you distribute the work?
E E E 30
D H D D
B G B B 15
F
A A A 0
Incoming 1 2 1 2
Forms Out
Advanced Lean
Implementation Stages
Process associate
4. Sustaining the Flow
involvement
Paper Kaizen & Initial Mock-up Debugging Sustaining
Process Design
½-2 days 2-4 weeks
Advanced Lean
Stage 1 – Initial Process Design
Advanced Lean
Stage 2 – Mock-Up
Advanced Lean
Stage 3 – Debugging
In this stage the process begins operating and is improved to the point
where it can process items as designed.
Make sure that you can still meet customer demand during transition (temporary additional resources
needed?)
Involvement of quality and IT for kaizen opportunities until it operates as designed.
The cell’s success is everyone’s responsibility.
Implement improvement ideas quickly.
Operator Balance Chart and the new standard way of working must be kept up to date.
Do not underestimate the effect of transition on the process associates. It requires good change
management.
Mark milestones that prove you’re making progress.
Near the end of debugging period the work elements should be carefully re-listed and re-timed.
Advanced Lean
Debugging Checklist
Is there real one-piece flow? Can the process associate “make one,
move one”? Are the items go through the cell in a flow?
Do process associates perform the work as specified in the operator
balance chart and the new standard way of working? If not, why?
Do the team leader and supervisor understand their job
responsibilities?
Does the information flow? Do the process associates, team leader,
and supervisor know: Takt Time, what to process, how many to
process, how many items are done, what problems are occuring, etc..?
Are the system, item, and cell layout right?
Does the cell use the minimum amount of equipment and inventory?
Can the cell change over between different end items in time?
Does the cell reduce lead time?
Advanced Lean
Stage 4 – Sustaining
In this stage you move from the debugging phase into daily
operation.
Cells must start on time. Standard work, measurements and
visual management should be put in place to control the
continuous flow in the cell.
It is rare to find a system that maintains a steady state. Things
are either improving or slipping backward. So, the best way to
maintain the continuous flow performance is to keep
improving.
Advanced Lean
Introduction to Pull Production
CT V
PA IS
IO
EN N
G
L E A N
ENTERPRISE
Advanced Lean
What Is a Pull System ?
Advanced Lean
What Is a Push System ?
Advanced Lean
Differences Between Push & Pull
• Planning
• Work Authorization
Advanced Lean
Why Use Pull ?
Schedule :
Customer need :
Inventory :
SHORTAGE SHORTAGE
Advanced Lean
Why Use Pull ?
Conventional ‘Push’ system : WIP = ?
Breakdown
Breakdown
Advanced Lean
Pull Characteristics
• Standardized application
• Visibility
• Simplicity
• Standard lot sizes
• Discipline
• Versatility/Flexibility
Advanced Lean
How does Pull work ?
Legend
Supermarket
END CUSTOMER
Material
Information
2
1
1 Sequence / Timing
9
2nd LEVEL
SUPPLIER
10
3 4 5 9
2nd LEVEL
SUPPLIER
8 7 6 10
Advanced Lean
How does Pull work ?
Max>
Pull
Pull Replenish
Pull
Min>
Advanced Lean
Heijunka
Heijunka is the foundation of the Toyota Production system, and is the
process of leveling and sequencing an operation.
There are three main elements of Heijunka…
Just-in-Time
Jidoka
Heijunka
Advanced Lean
Kanban
A Kanban is a signal used by a downstream operation
to request a material replenishment
Kanban
Supplying Using
Process Process
Required
Part/ material
● Cards ● Bins
● Carts
● Labels
Advanced Lean
Jidoka
Jidoka allows machines/processes to operate autonomously by
shutting down automatically if an abnormality occurs. This prevents
defective products from passing to the next process.
There are two main elements of Jidoka…
Just-in-Time
Jidoka
Abnormal
Heijunka
Advanced Lean
• Lean Overview
• Lean Methodology
• Lean Toolkit
• Lean Deployment
• Lean Glossary
• Lean Resources
Advanced Lean
Lean
Deployment
Lean Deployment Roadmap
1. Set the strategy
2. Find a change agent (how about you?)
3. Get the knowledge
4. Seize or create a crisis to motivate change
5. Map your value streams, creating a future state
plan
6. Eliminate waste by executing the plan
7. Expand the scope to other areas
Don’t Wait!! – “Opportunities multiply as they are
seized”
Advanced Lean
Lean Deployment
Investment Required
Expense
5%
Technical
30%
Cultural
65%
Advanced Lean
Lean Deployment
Advanced Lean
Lean Deployment
Kaizen: Change for the better
• Continuous ≠ slow
Advanced Lean
Lean Deployment
Kaikaku
Vision
Kaizen = Evolutionary Change
u
kak
Kaikaku = Revolutionary Change en
Kaiz
ai
K
ku
ika
Improvement
en
Ka
Kaiz
aku
Kaik
zen
Kai
en
Kaiz
Time
Value
Value Flow Pull Perfection
Streams
PROCESS Lean
(Elimination of Waste)
Fron Senio
t r
Line Mgmt
FLOW Lean .
s
(Flow and Pull Improvement)
Focus
Process Lean Flow Lean
• Lean for waste elimination & • Focuses establishing lean workflow
process efficiency Use of Technology for flow
• Empowered teams for speed of Wing to wing improvements
execution Establish Pull With customer
• Tap knowledge residing in grass involvement
root level . Six Sigma for complex problems
•Simple Communication
Responsibilities clearly demarcated
Advanced Lean
Lean Deployment
Why some companies fail?
1. Too busy managing day-to-day – no time for continuous
improvement and organizational learning
Advanced Lean
Agenda
• Lean Overview
• Lean Methodology
• Lean Toolkit
• Lean Deployment
• Lean Resources
Advanced Lean
Lean Resources
For all references on Lean training material, Lean Initiatives, Genpact Project
examples, visit the Lean Community on the Genpact Support Central
http://gecishome.gecis.ge.com/portal/page?_pageid
=33,872304&_dad=portal&_schema=PORTAL
r y
sito
o
Rep
an
Le
Advanced Lean
Lean Rewards & Recognitions
Advanced Lean
Closing Words
Advanced Lean