1. The Principles Of Lean Repair Dr David J Horton Copyright© 2011 Beta Management Systems - All Rights Reserved

2. A collection of complementary systems for reducing the various wastes in manufacturing processes

3.  The minimisation of excess inventory through continuous flow processes and demand smoothing.  The minimisation of equipment downtime through the application Planned Maintenance Techniques.  The minimisation of scrap, rejects, and customer dissatisfaction through the application of Statistical Process Control techniques

4. What are some of the problems we face? Work not available on time Work delivered incomplete Poor quality Work delivered out of sequence Too much inventory Poor planning Too much transportation Cannibalisation of equipments Working in isolated groups

5. Over Production Too much WIP Too many spares Too much waiting Too many faults

6. Isolated Islands All in isolation, working blind to a production schedule

7. Like a Tooth Paste Tube

8. Pushing from the front end Large inventory Too much WIP

9. Ensuring that the previous process only provides what the next process needs, when it needs it

10. Continuous Flow JIT ~Just in Time

11. The final stage of the process must always dictate the pace of supply

12. The Supermarket Pulling system JIT ~Just in Time Lasso the work and Pull it through the system from the finish of the process

13. What are the methods available?

14.  Kaizen  Value Stream Flow Processes  Kanban  JIT ~ Just In Time  Cellular Manufacture  Total Planned Maintenance  SPC ~ Statistical Process Control  SMED ~ Single minute exchange die

15. Then take Control with the 7W’s First clear out with 5S

16. Seiri = Sort Seiton = Set in Order Seiso = Shine Seketsu =Standardise Shitsuke = Sustain

17.  Overproduction  Inventory  Transport  Process waste  Idle time  Operator motion  Bad quality

18. Monitor progress with 3 simple Metrics

19. Quality

20. Cost

21. Quality Cost Delivery

22. The 7 QCD’s  Not Right First Time  Delivery Schedule Achievement  People Productivity  Stock Turns  Overall Equipment Effectiveness  Value Added Per Person  Floor space Utilisation

23. Cellular Manufacture One Piece Flow

24. Value Stream Process divided into Cells

25. Each Cell matched to the customers delivery requirements

26. Value Stream Process divided into Cells Visual Kanbans passed back down the process Each Cell matched to the customers delivery requirements

27. Takt Time Synchronised pace of production to match the pace of sales Takt Time = Your available work time Customers demand rate

28. Takt Time Synchronised pace of production to match the pace of sales Takt Time = Your available work time Customers demand rate

29. Op 1 Op 2 Op 4Op 5 21 mins Per cell Op 3 Takt Time 21 mins Per cell 21 mins Per cell 21 mins Per cell 21 mins Per cell A series of cells each equating to a duration 21 mins

30. Each tick of the Metronome = 21 mins Takt Time Finished Product

31. Time Optimum Time Balance the process 21 mins Op 1 Op 2 Op 3Op 4 Op 5

32. Op 1Op 2 Op 3 Op 4Op 5 Op 1 Op 3 21 mins per cell 21 mins per cell 21 mins per cell 21 Mins per cell 21 mins per cell Op 5 Balance the process

33. This is supported by the following complementary systems

34. Visual Kanbans

35. Kaizen / Andon Management Boards

36. Statistical Process Control Maintaining Quality standards by Statistically Monitoring the Process

37. Rapid Machine Changeovers (SMED)

39. Beta Management Systems Copyright© 2011 Beta Management Systems - All Rights Reserved