Introduction to Lean Emily Varnado

What is lean? A philosophy focused on preserving value with less work Minimizing waste to maximize efficiency Set of tools and concepts Competitive advantage Lean principles Improved productivity, profitability Mapping process from raw material to finished goods Produce more with less time, inventory, capital, resources Highlighting what should be changed to streamline the processes Continuous flow of materials from start to finish, eliminating anything getting in the way= waste Focuses on total system efficiency rather than specific activities Streamlining production flow, get rid of wasted effort, time, and processes Pie chart: total manufacturing effort Small- value added activity- adding value to product, what is meaningful to the customer Non value added activity- not required by the process or customer Expand value added activity, minimize non value added Makes the job easier for workers Calender- value added time, machining, finishing, assembly non value added time- order entry, moving, inspection, repair, rework, scheduling Focues more on minimizing non value added time to increase overall system efficiency Identify actions to eliminate and reduce Cycle time- reduce waste shortening waiting time for customer Implement as a total system rather than in parts Colored bins for easy visual identification Poka yoke of standardized inventory Can easily identify problems Flexible layout Pull- act to needs only to replenish stock consumed

History of Lean 1799- Eli Whitney Perfected interchangeable parts 1913- Henry Ford Formed the assembly line, flow production 1930s- Kiichiro Toyoda, Taiichi Ochno, and company Created Toyota Production System Eli Whitney- known for inventing the cotton gin, took a contract with the U.S. Army to manufacture gun, origin of interchangeable parts Henry Ford- used Whitney’s interchangeable parts with moving conveyors to form assembly lines to cut down waste, lined up fabrication steps in process sequence and used gauges TPS- revolutionized lean- “Just in time production”, flexible manufacturing to change products essentially to design out overburden and inconsistency and eliminate waste.

Muda Transportation Inventory Motion Waiting Over- processing Over production Defects “…only the last turn of a bolt tightens it- the rest is just movement.” –Shigeo Shingo Muda= uselessness, key concept of in the TPS T

How to identify waste? Stage 1 Value Stream Map Simulation model Flowchart

How to identify waste? Stage 2 Value added processes Non value added processes

Tools of Lean 5S Heijunka Kaizen Bottleneck Analysis Kanban

5S Sort Set in order Shine Standardize Sustain Eliminates waste that results from a poorly organized work area (e.g. wasting time looking for a tool). Makes it easy to identify a problem- minimize error Organize the work area:Sort (eliminate that which is not needed) Set In Order (organize remaining items) Shine (clean and inspect work area) Standardize (write standards for above) Sustain (regularly apply the standards)

Kaizen Translation: Change for better Gather group of employees Collaborate Test ideas Determine success Repeat Gather employees of various talents Collaborate to create improvement ideas Collectively test ideas Determine success/ failure/ modifications Repeat to have continuous improvement Gather employees to proactively work together to achieve incremental goals towards improvements of the system Various talents collaborate to continual waste elimination Plan Check Do Adjust

Kanban Japanese Translation: billboard Just in time production Real time scheduling Fine tuning optimization Real time scheduling, optimizes resources, inventory levels, supplier/ user relationship Stabilizes and standardizes processes Produce only the exact quantity

Heijunka Translation: Smoothing of production Flexible production Reduce lead times Minimizes finished goods inventories Pull parts through production based on customer demand instead of pushing parts through production based on projected demand. Relies on many lean tools, such as Continuous Flow, Heijunka, Kanban, Standardized Work and Takt Time.

Bottleneck Analysis Observation Simulation modeling Time studies Can strengthen weakest link

Why use lean? Minimize Maximize Unnecessary cost Wasted effort Customer value Competitive edge Minimizing unnecessary costs Maximizing customer value Minimizing waste- time, money, resources Improving inefficient procedures Saving money Increasing efficiency Saves money- reduces overhead, reworked material Simplifies processes

Questions?