Lean and Quality Systems: Capturing the Relationship

1. Lean and Quality Systems: Capturing the Relationship

2. Agenda • Introduction and overview • Capturing the relationship between Lean and ISO • Applying Lean tools to ISO 9000 • Using ISO 9000 fundamentals during Lean implementation • Conclusion

3. Introduction and Overview

4. Introduction and Overview Definition of Lean A systematic approach to identifying and eliminating waste (non-value added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.

5. Introduction and Overview Quality Systems Specifies requirements for a quality management system that can be used by an organization to address customer satisfaction by meeting customer and applicable regulatory requirements. (ISO/DIS 9001:2000)

6. Capturing the Relationship Discussion Do Quality and Lean Systems Clash?

7. Capturing the Relationship

8. Capturing the Relationship Discussion Are there conflicts between Lean and ISO?

9. Capturing the Relationship Similarities Between Lean and ISO • Address processes • Require resources • Involve cross-functional teams • Expand across the value stream • Identify improvement opportunities

10. Capturing the Relationship (Cont’d) Similarities Between Lean and ISO • Serve as a mechanism for continuous improvement • Have measurable objectives • Impact cost, quality, delivery • Other?

11. Capturing the Relationship

12. Lean Improves Quality

13. Applying Lean Tools to ISO 9000 Have you ever seen ISO documentation that looks like...

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15. Applying Lean Tools to ISO 9000 Step 1: Understand ISO requirements • Generic, baseline series • Widely applicable • Define the basics

16. Applying Lean Tools to ISO 9000 Step 2: Determine if ISO processes are value added or non-value added.

17. Applying Lean Tools to ISO 9000 • Value Added • Any activity that increases the market form or function of the product or service. • (These are things the customer is willing to pay for.) • Non-Value Added • Any activity that does not add market form or function or is not necessary. • (These activities should be eliminated, simplified, reduced or integrated.)

18. Applying Lean Tools to ISO 9000 Waste in an ISO system

19. Applying Lean Tools to ISO 9000 Waste in an ISO system (cont’d)

20. Lean Factory One Piece Flow Cellular Takt Time Pull/Kanban POUS Setup Reduction Quality @ Source Teams Batch Reduction Applying Lean Tools to ISO 9000 Step 3: Use Lean tools to eliminate waste. Standardized Work Workplace Organization Visual Plant Layout

21. Applying Lean Tools to ISO 9000 Step 3: Use Lean tools to eliminate waste (cont’d). Value Stream Mapping • Map by element or value stream • Identify current state of information and product flows, inventories, lead times, processing times, available time, participants • Develop a future state plan

22. Applying Lean Tools to ISO 9000 Step 3: Use Lean tools to eliminate waste (cont’d). 5S • Sort Necessary vs. unnecessary • Set Organize • Shine Clean it up! • Standardize Apply to all areas • Sustain Make it a habit

23. Applying Lean Tools to ISO 9000 Step 3: Use Lean tools to eliminate waste (cont’d). Quick Changeover • Document revisions • Corrective actions Continuous Flow • Contract review • Design

24. Quality Improves Lean

25. Using ISO 9000 Fundamentals During Lean Implementation Segments vs. System Lean is often defined as an activity rather than a system.

26. Using ISO 9000 Fundamentals During Lean Implementation The Lean Challenge • Are improvements implemented? • Are improvements really improvements? • Are improvements maintained over time? • Are improvements spread throughout the organization? • Are improvements identified? • Shift to shift • Department to department

27. Using ISO 9000 Fundamentals During Lean Implementation The Lean Challenge An effective ISO system can provide the foundation for sustained Lean success.

28. The Process ModelQuality Management System CONTINUAL IMPROVEMENT Management Responsibility C u s t o m e r S a t i s f a c t i o n C u s t o m e r R e q u i r e m e n t s Resource Management Measurement, Analysis, Improvement Product Realization Input Output Product

29. Conclusion Capture the Relationship By integrating Lean and ISO activities, the activities support the same goals. Best Practices Cost Reduction Quality Improvement Quick Delivery continuous Improvement World Class

30. Conclusion Thank you for participating in Lean and ISO 9000: Capturing the Relationship Discussion