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World Class Lean Manufacturing Basics - ADDVALUE - Nilesh Arora

Get all basics details about lean manufacturing, lean training, lean consulting.

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World Class Lean Manufacturing Basics - ADDVALUE - Nilesh Arora

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  1. “Lean – Key to World Class Organization” by Best Performing Consulting Organization AddingValueInTotality!!

  2. KAIZEN (Original Definition) = KAI = CHANGE = ZEN = GOOD (FOR THE BETTER) = KAIZEN = CONTINUAL IMPROVEMENT

  3. Lean - What is it ? • Lean – Continual Improvement (at) • Gemba – the ‘real place’/ the work place. • Lean helps organization focus & improve: • Productivity • Quality • Cost • Delivery • Safety • Morale Using Lean tools / paradigms Which in turn focuses on MUDA or Waste Elimination ! Assist ….. attain World Class Organisation

  4. Leanfocuses on 3Ps Process Improvements People Involvement Physical Workplace Improvements The final objective being reforming our ORGANIZATIONS…

  5. Basic Concepts

  6. Basis of Lean Activity = Useful work + Wasteful work Activity = Work + Muda • The essential notion: • All work can be improved • All work processes contain waste • Reducing or eliminating waste enhances customer service. LEANattacks MUDA

  7. Lean focuses on Identifying Reducing Eliminating Muda, from our Gemba through the use of specific Lean tools. (starting with common sense !)

  8. Lean also Focuses on : Mura & Muri ! Mura = Inconsistencies • File cleared at times in • 1 week or in 5 ! this is Mura. • * At times 6 forms to be filled, • some times only 2 - Mura • Happens sometimes. • Happens some places. • Happens to some people. • All this is Mura ! • Muri = Physical Strain • Bend to work? • Bad chairs (back ache) • Wasteful walk?– far part locations ? • Strain involved in locating ! • Repeat tiring action? • All this is Muri

  9. Process Improvement Observation Use of New Paradigms Short Time Zero Investment Human Development & Empowerment Profits & Savings - Plenty Lean – What Is It ?

  10. LEAN is: Focused Improvement. Improvement is different from Focused Improvement Improvement Focused Improvement Lean Paper does not burn in sunlight Paper burns • Improvement is like sunlight: • Lot of energy, but dispersed(wasted) • Small improvements • Slow progress. • Focused improvement concentrates the energy: • Little energy, but concentrated and aligned • Enables significant (large) improvements • Small time required • Rapid progress

  11. Using Lean STOP:if you want to use Lean for making small improvements continuously. OK:if Lean for largeimprovements. GO: if Lean in strategicareas.

  12. What really isLean? • Extracting money by eliminating waste • from process is Lean. • Lean is process improvement: • which is significant (large) • done in strategically important areas • speedily • in sustainable manner • Using data, not opinion. • Using tools & techniques – not anyhow.

  13. Lean Umbrella Lean TFM TPM TQM TSM THM

  14. Lean is a JourneyThe Destination is to become a ‘Lean Manufacturer’or to attain the status of World Class Manufacturing (WCM)Any implemented improvement is Lean 1 3 2 Muda Elimination. Create ‘Flow’ Move to 85% OEE. Equipment to be overall effective (robust) Mura Elimination. No process inconsistencies Three Pillars Of Lean / Lean Mfg / W.C.M

  15. Lean follows a PDCA & SDCA Cycle SDCA – Standardize-Do-Check-Act PDCA – Plan-Do-Check-Act Towards an efficient and responsive Results for Effectiveness & Competitiveness SDCA PDCA SDCA PDCA SDCA

  16. Lean Process A P Improvement C D P: Plan D: Do C:Check A:Act A S C D A P S: Standardize D: Do C:Check A:Act C D A S C D Time

  17. Who should do Lean?? TOP MANAGEMENT MIDDLE MANAGEMENT SUPERVISORS WORKERS Innovation Lean Maintenance (Current Status)

  18. Who should do Lean ?? TOP MANAGEMENT MIDDLE MANAGEMENT SUPERVISORS WORKERS Managers have more scope to do LARGE Lean improvements; not workers! Innovation Lean Maintenance (Current Status) • Lean introduction & • direction should be top-down • -- AVCI

  19. Integrating Strategy, Policy Deployment & Lean Business Strategy Formulation World Class Manufacturing Strategy Annual Policy Deployment Implementation Plan GO Competitive Reality Vision as Goals and Targets Catchball PDCA process Own Reality Gap Analysis 2 - Vision for theFuture I m p r o v e m e n t Vision 3 - KaizenStrategy Past Today 1 - Baseline Time

  20. Lean Implementation Change Culture First (Conventional way) Change System First (Lean Way) WHAT WE DO VALUES - ATTITUDES C U L T U R E Where Do You Start - From Top or Bottom?

  21. Sr. Mgmt. Lean Flow VALUE STREAM IMPROVEMENT (Elimination of Muda between operations) Lean Process ELIMINATION OF WASTE (Elimination of Muda within operations) Front Lines FOCUS

  22. Who should do Lean?? TOP MANAGEMENT MIDDLE MANAGEMENT SUPERVISORS WORKERS Innovation Lean Maintenance (Current Status)

  23. TOP MANAGEMENT MIDDLE MANAGEMENT SUPERVISORS WORKERS Who should do Lean ?? Managers have more scope to do LARGE Lean improvements; not workers! Innovation Lean Maintenance (Current Status) • Lean introduction & • direction should be top-down • -- AVCI

  24. Integrating Strategy, Policy Deployment & Lean Business Strategy Formulation World Class Manufacturing Strategy Annual Policy Deployment Implementation Plan GO Competitive Reality Vision as Goals and Targets Catchball PDCA process Own Reality Gap Analysis 2 - Vision for theFuture I m p r o v e m e n t Vision 3 - KaizenStrategy Past Today 1 - Baseline Time

  25. Lean Implementation Change Culture First (Conventional way) Change System First (Lean Way) WHAT WE DO VALUES - ATTITUDES C U L T U R E Where Do You Start - From Top or Bottom?

  26. Sr. Mgmt. Lean Flow VALUE STREAM IMPROVEMENT (Elimination of Muda between operations) Lean Process ELIMINATION OF WASTE (Elimination of Muda within operations) Front Lines FOCUS

  27. Impact of Lean Implementation • Typical results of Lean workshops have been: • 50~70% reduction in processing time • 20~40% increase in efficiency • 20~40% savings in costs • 40%-60% reduction in errors • 50% release of space • Significant improvement in team spirit /morale • Empowering of human resource • Discovery of new capabilities

  28. ADDVALUE Services VALUE ADDED COACHING-VAC® BUSINESS COACHING LIFE COACHING Operation Excellence Counselling Team Excellence Therapy AddingValueInTotality!! Business Excellence Astrology

  29. AddValue at a glance Best Performing Consulting Organization Business Coaching Life Coaching

  30. Thank You

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