1 / 35

Survivor: Lean Island Journey of Lean and Cultural Impact

Speakers. David VelieBBA from Lee University13 Years of Manufacturing Consulting 2 ? Years. Craig ToddBSIM from University of Cincinnati; MBA from Xavier14 Years of ManufacturingConsulting 3 ? years. Total Companies of Lean Implementation = 24. Goals of Today. Better understanding the concept of Lean and what it means.? The Cultural Impact of Lean. Real Life implementation stories..

woodrow
Download Presentation

Survivor: Lean Island Journey of Lean and Cultural Impact

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    1. Survivor: Lean Island Journey of Lean and Cultural Impact American Society for Quality November 16, 2004

    2. Speakers David Velie BBA from Lee University 13 Years of Manufacturing Consulting 2 ˝ Years Craig Todd BSIM from University of Cincinnati; MBA from Xavier 14 Years of Manufacturing Consulting 3 ˝ years

    4. Goals of Today Better understanding the concept of Lean and what it means.  The Cultural Impact of Lean. Real Life implementation stories.

    5. What about YOU Your current role at your company. Your understanding of Lean and the importance of cultural change. Where is your company on the Lean Journey. Most important – your role as the Survivor and Champion.

    6. What is Lean? Cultural Shift Customer Focus Stages of Lean Waste Elimination Focus Expectations through measurements Sustainability

    7. Stages of Lean Level 1 – Waste Elimination

    13. Stages of Lean Level 1 – Waste Elimination

    14. Waste or Non-Value Added An activity that takes time, resources or occupies space but does not add value to the final product. Affects negatively the Quality, Cost and Delivery of the final product to the customer. Causes your customer to go to your competition for business.

    15. Where to focus

    16. 9 Wastes Waiting Motion Transportation Processing Overproduction Defects Inventory Excessive Information Untapped Creativity

    17. Overall Operational Process Understanding Current Process 5S Takt Time vs. Current Process Measurements Improvements and Waste Elimination New Process Sustainability

    18. Understanding Current Process Macro level of Plant Cell Layout Value Mapping Benchmarking: Current Quality measurements: FPY Cost – Labor Standards, Material Variances Delivery – On-Time

    19. 5S Sort Set in Order Sweep Schedule Sustain

    21. Takt Time Calculation

    22. Time Observations §      The Time Observation Form (TOF) is used to record the elements of work/activity that the operator is performing and to generate a reasonable amount of time required to perform these work elements. The TOF is used to initial cycle times for all operators and their activities being performed. §      The Steps to filling our a TOF are: §      Observe the steps that the operator goes through to complete one cycle of work (1 piece/batch worth of parts). §      Record those observed steps on the TOF. Ask the operator to perform that same series of steps for the next 10 cycles (depends on the time) as closely as possible. §      Time and record the running time for each element for 10 cycles. §      Calculate and record the cycle time for each cycle of work. Use the best cycle time (realistic, fully trained, repeatable) to set the standard. Record the best element times that add up to this cycle time (in the “Task Time” column) for determining the operator work balance. §      The Time Observation Form (TOF) is used to record the elements of work/activity that the operator is performing and to generate a reasonable amount of time required to perform these work elements. The TOF is used to initial cycle times for all operators and their activities being performed. §      The Steps to filling our a TOF are: §      Observe the steps that the operator goes through to complete one cycle of work (1 piece/batch worth of parts). §      Record those observed steps on the TOF. Ask the operator to perform that same series of steps for the next 10 cycles (depends on the time) as closely as possible. §      Time and record the running time for each element for 10 cycles. §      Calculate and record the cycle time for each cycle of work. Use the best cycle time (realistic, fully trained, repeatable) to set the standard. Record the best element times that add up to this cycle time (in the “Task Time” column) for determining the operator work balance.

    23. Takt Time vs. Cycle Time

    25. Standard Operations Sheet

    26. Kaizen Results Achieved

    27. Sustainability Start up Meetings – Daily Production Meetings – Weekly Link to Support Groups Managing, Measuring, Mentoring

    28. Cultural Shift

    29. Cultural Shift

    30. Why do this….

    33. Establish foundation

    34. Goals of Today Better understanding the concept of Lean and what it means.  The Cultural Impact of Lean. Real Life implementation stories.

    35. Where Lean goes next is up to you…

More Related