LSSG Green Belt Training

1. LSSG Green Belt Training Lean: An Introduction Introduction to Lean

2. Elimination of Non-Value Add Activity Visual Management JIT Delivery Continuous Flow Genuine Focus on the Customer Lean Customer Pull Culture for Lean Increase Offering/Decrease Changeover Kaizen Events Lean Tools, Methods and Measures What is Lean? LEAN - Like water running downstream - more speed with less effort! Introduction to Lean

3. 7 Types of Waste Intro to LSS

4. Seiri (Sort) Seiton (Straighten) Seiso (Shine) Seiketsu (Standardize) Shitsuke (Sustain) • Discard unnecessary materials “When in doubt, throw it out.” • Organize work area • Draw current state map; • “A place for everything, and everything in its place.” • Clean the work area daily • Establish procedures • “The best cleaning is not to need any cleaning’ • Implement best practices • Empower employees • Make workplace “talk to us” • Monitor performance • “The less self-discipline you need, the better” The 5S Philosophy Benefits of the 5S Philosophy: Can you think of a few? Introduction to Lean

5. Value Stream Mapping High level delivery path (flowchart or process map) from customer request to delivery of product or service – includes materials, people, information Introduction to Lean

6. Stage 1 Stage 2 Stage 3 Units per month 8,000 7,000 6,000 Stage 1 Stage 2 Stage 3 Units per month 7,000 7,000 7,000 Capacity Planning: Bottlenecks, and The Importance of Continuous Flow Unbalanced Process: Capacity is limited by the slowest step (smallest output in time period!) Capacity = 6,000 units/month Balanced Process: The output of one stage is the exact input requirement for the next stage! Capacity = 7,000 units/month Introduction to Lean

7. Takt Time • The “pacemaker speed” or “rhythm” in a process • Enables “continuous flow” and minimum inventory Introduction to Lean

8. Takt Time Example Takt time is flow at the speed of customer demand. Need to complete a unit every 66 sec to satisfy average customer demand Introduction to Lean

9. 75“ 80” Takt Time=66” 65” 60” 50” 40” 40” A D B C 20” 10” E 2 2 3 2 1 Number of Operators Takt Time Exercise What would you do? Introduction to Lean

10. 5 Total Productive Maintenance (TPM) • Minimum maintenance – quick response • Prevention by employee teams • Continuous improvement • Planned Downtimes Introduction to Lean

11. Setup Reduction/Quick Changeover • Single Minute Exchange of Dies (SMED) - Shigeo Shingo. • Requires planning, staging, and storage areas to perform “internal activities” for changeovers • Uses video to record the current process, followed by process improvement. Introduction to Lean

12. Supplier Manufa cturer Customer Pull vs. Batch Batch/Make to Stock • Based on forecast • Large batches = fewer setups • For bottleneck items, larger batches are desirable. • Smaller batches to reduce work-in-process (WIP) inventory • Pull/Make to Order Match capacity to demand Create flexibility in service Cross-train employees Align policies and procedures with objectives Introduction to Lean

13. Kanban Systems The use of a signaling device (card, bell, switch, light) to notify the (internal or external) supplier that additional materials are needed – what is needed (SKU# and description), the quantity needed, and only when it is needed! Previous Sub-Process or Supplier Next Sub-Process Introduction to Lean

14. Ways to Prevent Errors Great source!! See: John Grout's Poka-Yoke page at Berry College, Rome, Georgia Introduction to Lean

15. Describe Defect and Defect Rate Determine Defect Location Study the Process Flow Observe the Process Identify Errors and Determine Cause Determine Prevention Method Test/Re-test in Extreme Conditions Process for Mistake Proofing Introduction to Lean

16. 3 Facility Layout • Recommended configuration: U-shaped • Why? • Other Configurations • Z if obstacles; T if merged assembly • Tool: The Spaghetti Chart • Also called Layout Diagram or Physical Process Map Introduction to Lean

17. Group (Cellular) Technology Departmental specialization causes wasted motion! A A D D A C B B B E E E Introduction to Lean

18. Group (Cellular) Technology Combine equipment used, steps taken, distances traveled, and frequency of trips to determine ideal cell configurations. A A D D A C B B B E E E Spaghetti Chart Introduction to Lean

19. Group Technology Establishing cells reduces movement D A B B E C D B E B A Introduction to Lean

20. Fight Fires React Improve Processes The Lean Transformation time Lean Improve Activities • Plan for and conduct a week long Kaizen event • Learn by doing, and doing it again • Repeat Kaizen’s for key processes “Each new improvement reveals new problems!” Freddy Ballé Introduction to Lean

21. 2 Kaizen Events • “Improve” process for Lean, • 3-5 day event • Cross-functional teams • Project completion in 30 days • Support from management • “Walk” the process • Share “peak” experiences • Make quick changes Introduction to Lean

22. Standardization and Documentation What are the reasons for standardizing? Steps necessary to create SOPs: Answer the following regarding tasks: • Why is it being done? • Howoften? • Who will do it? • How will it be done? • corrective actions if the task is performed incorrectly • who is responsible • timing for updates and revisions Introduction to Lean

23. Lean Metrics • Lead time reduction • Objective: at least 50% of industry average • Inventory turn reduction • 52 turns per year = 1 week total lead time • Objective: greater than 2X per month • Productivity • Objective: increase at least 1% • Growth • Objective: at least 3X industry average Introduction to Lean