2. What is Lean?
Lean is a process improvement and management
philosophy modeled heavily on Toyota
Based on three beliefs of how process
improvement can be achieved:
Minimize waste in all forms
Continually improve processes and systems
Maintain respect for all workers
3. What is Waste?
What does waste mean to Lean?
Over Production – Creating more product or components than needed.
Ties up $ as inventory.
Inventory – Excess raw materials, finished products, and Work-in-
Process (WIP). Ties up $ and incurs storage and handling costs.
Waiting – Delays that prevent work. Also delays getting paid by the
customer.
Unnecessary transport or human motion– Unnecessary movement of
workers and material (physical distance). Increases lead time and labor
costs.
Unnecessary processing – Extra steps that don’t add value.
Defects – Increases material and rework costs.
4. How do you reduce waste?
Over Production
Use a pull system instead of a push system
Just-in-time Manufacturing
Inventory
Production control with Kanban
Reduce batch sizes
5. How do you reduce waste?
Waiting
Continuous Flow Manufacturing
Synchronization
Remove bottlenecks
Movement or Transport
Reduce Travel distance
Reduce unnecessary movement
Convert functional layouts to cellular layouts
6. How do you reduce waste?
Unnecessary processing
Identify work that does not add value and find ways
to remove it
Defects
Standardize work and quality
Improve quality of craftsmanship will direct hand
offs
7. Where do you begin?
Establish a Baseline
Understand the business
Breakdown the flow process
Ask questions and then ask more.
Investigate
Apply Lean tools
Don’t Work in a Vacuum
8. LEAN TOOLS
Process Flow Diagrams
Spaghetti Diagrams
Swimlane Diagrams
Value Stream Maps
9. Process Flow Diagram
The Process Flow Diagram (PFD) shows the
logical and physical flow of product or component
within a given system
10. Process Flow
Diagram Examples
Chemical Processes
Image: www.heatingoil.com
Software Application Development
“Getting Things Done”
Image: www.zenhabits.net
Image: www.techjini.com
13. Swimlane Diagrams
Swimlane Diagram – A diagram that categorizes
groups of activities in a manufacturing process
By operator, department, or location
Each group is shown on one lane
Actions within each group are shown in sequence
within each lane
Connections between lanes represent transfers of
material or information between groups
The Swimlane can visually emphasize the
complexity of a process and highlight problem areas
18. Widget Example – Baseline State
Making a hypothetical widget requiring cutting,
polishing, welding, testing operations
Swimlane Diagram Layout and Spaghetti Diagram
Baseline widget is transferred between 3 operators and travels 80’.
19. Widget Example – Lean State
Making a hypothetical widget requiring cutting,
polishing, welding, testing operations
Swimlane Diagram
Layout and Spaghetti Diagram
Lean widget only needs 1 operator and travels the minimum distance.
Manufacturing is now continuous.
20. Widget Example - Using Lean
Capture the baseline sequence
Capture the order of operations
Where are operations done and on what
equipment?
Which employees do what and when – how far do
they move?
How long does it all take? How long until first
article is complete?
21. Widget Example - Adding Value
If each operation uses a batch size of 100 and takes 1 hour,
then:
Total Production Time and Total Lead Time are 400 hours (!).
Total distance traveled is 80’.
If batch size is reduced to 20, then:
Total Lead Time is 80 hours (LARGE % reduction)
Total distance traveled is 400’.
If widgets are produced by one operator continuously, then:
Total Lead Time is 4 hours (AMAZING).
Total distance traveled is negligible.
22. Value added with Lean
Reductions in waste
Reductions in labor costs
Time Savings
Total Production Time
Total Lead Time
faster payments, more throughput, more jobs
Other improvements
Quality
Organization
Efficiency
Utilization
Quantifying wherever possible
23. What is the Key to Lean?
Continuous Improvement
Continuous product and process improvement and the
elimination of non-value added activities is at the core of
lean philosophy.
Improving the flow of material through new ideal system
layouts at the customer's required rate would reduce
waste in material movement and inventory.
Incremental
There is always room for further improvement
24. What is the Key to Lean?
Continued Pursue Perfection
Lean Office
5S
Synchronization
Kaizen
Poke Yoke
