I-I-11

Review of Lean TopicsReview of Lean Topics

Dewey WardenDewey Warden

I-I-22

Lean BasicsLean Basics

Value stream mappingValue stream mapping

The seven wastesThe seven wastes

5S’s5S’s

Processes and operationsProcesses and operations

Process flow and cell designProcess flow and cell design

Process standardizationProcess standardization

Overview of quick changeoversOverview of quick changeovers

I-I-33

Value Stream MappingValue Stream Mapping

It is the simple process of It is the simple process of directly observing the directly observing the flows of information and flows of information and materials as they occur, materials as they occur, summarizing them visually, summarizing them visually, and then envisioning a and then envisioning a future state with a much future state with a much better performance.better performance.

I-I-44

Value Stream MappingValue Stream Mapping

Levels of mappingLevels of mapping

ProcessProcess

Single plantSingle plant

Multiple plantMultiple plant

Across companiesAcross companies

I-I-55

Value Stream MappingValue Stream Mapping

Creating the value stream maps Creating the value stream maps

Walk along the value streamWalk along the value stream

Look forLook for– Which steps create value?Which steps create value?

– Which steps are waste?Which steps are waste?

– Why is order flow so erratic?Why is order flow so erratic?

– Why is quality so erratic?Why is quality so erratic?

– How can value be enhanced for the end-customer?How can value be enhanced for the end-customer?

I-I-66

Value Stream MappingValue Stream Mapping

Creating the value stream maps Creating the value stream maps

Identify all the physical actions requiredIdentify all the physical actions required

Identify information actions currently required to Identify information actions currently required to manage the value streammanage the value stream

I-I-77

The Seven WastesThe Seven Wastes

OverproductionOverproduction

Excessive inventoryExcessive inventory

Unnecessary conveyanceUnnecessary conveyance

Over processingOver processing

Excessive motionExcessive motion

WaitingWaiting

CorrectionsCorrections

I-I-88

The Five SsThe Five Ss

Set in Order

ShineStandardize

Sort

Sustain

I-I-99

Processes and OperationsProcesses and Operations

ProcessesProcesses– A continuous flow in A continuous flow in

which raw materials are which raw materials are converted to finished converted to finished productsproducts

OperationsOperations– Any action performed by Any action performed by

workers or machines on workers or machines on materials, WIP, or materials, WIP, or finished productsfinished products

I-I-1010

Processes and OperationsProcesses and Operations

Quality processQuality process– Focuses on meeting requirements and on minimizing Focuses on meeting requirements and on minimizing

warranty costswarranty costs

Cost processCost process– Seeks to remove excess cost or waste in an organizationSeeks to remove excess cost or waste in an organization

Delivery processDelivery process– Manages the elements of time and quantity in sourcing Manages the elements of time and quantity in sourcing

materials, producing and getting product and service to the materials, producing and getting product and service to the customer as requiredcustomer as required

InnovationInnovation– Maximizes an organization’s success rateMaximizes an organization’s success rate

I-I-1111

Processes and OperationsProcesses and Operations

In a lean enterpriseIn a lean enterprise– Value stream maps help to focus an organization on their Value stream maps help to focus an organization on their

processes to promote optimization of the whole company’s processes to promote optimization of the whole company’s performance by aligning interests across the companyperformance by aligning interests across the company

– Process-focused strategies unleash new levels of Process-focused strategies unleash new levels of productivityproductivity

I-I-1212

Process Flow and Cell DesignProcess Flow and Cell Design

Wastes in an operation based layoutWastes in an operation based layout

Source: Productivity Press

I-I-1313

Process Flow and Cell DesignProcess Flow and Cell Design

Benefits of a process flow layoutBenefits of a process flow layout– Positioning equipment in the process sequence for a Positioning equipment in the process sequence for a

smooth flowsmooth flow

– Minimal inventory and delaysMinimal inventory and delays

Source: Productivity Press

I-I-1414

Process StandardizationProcess Standardization

Establishes Establishes predictabilitypredictabilityThree elementsThree elements– Standard cycle timeStandard cycle time– Standard work Standard work

sequencesequence– Standard in-process Standard in-process

inventoryinventory

Source: Productivity Press

I-I-1515

Quick ChangeoversQuick Changeovers

Separate internal setup from external setupSeparate internal setup from external setup

Convert internal setup to external setupConvert internal setup to external setup

Streamline all aspects of setupStreamline all aspects of setup

Source: Productivity Press