1. Company XYZ
Lean
Company XYZ Lean
Assessment
2009
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2. Company XYZ
Lean
Company XYZ
Lowest Cost – Highest Value – Shortest Lead Time
1X1 Respect Separate Man from
production Machine
(continuous
Teamwork
Flow) Training
Just-In-Time Jidoka
Company XYZ Poka-yoke
Pull Systems
Trust Quality at the source
Postponement
Standardized
of
Work Heijunka Problem Solving
differentiating
processes Stability
Shop Floor Focus Bias for Action
Kaizen as a Way of Life
Customer First Respect for People
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3. Company XYZ
Lean
• Continuous Improvement Statement
Quoted text from Company Handbook Pages 1
& 2.
“… customer-oriented,
market-focused company.”
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4. Company XYZ
Lean
Continuous Lean Company
Market Customer
Teams
Improvement
Vision
Focused Oriented
Business Metrics
Plan
Executive
Team
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5. Company XYZ
Lean
• Why
• Global Competition.
• Survival
• Company XYZ Current Status
• Proven Systems
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6. Company XYZ
Lean
• Principles Of Lean
Three Steps
1. Stabilize
2. Flow
3. Sustain
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7. Company XYZ
Lean
• Baseline Audit
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8. Company XYZ
Lean
• Waste
Eliminate Waste Eng. Purch.
1. Overproducing
2. Waiting
HR Sales
3. Transport
4. Inventory
5. Defects Cust.
Mfg.
6. Motion Serv.
7. Over processing
8. Mess
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9. Company XYZ
Lean
• Visual Management
Basic 5S
1. Sort
2. Scrub
3. Straighten
4. Standardize
5. Sustain
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10. Company XYZ
Lean
• Visual Management
1. Sort
•Is It Needed Daily, Weekly, Monthly?
•Is It Production Or Maintenance?
•Is It The Correct Tool/Item?
•Place Items In Question In “Red Square”.
•What Is It?
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11. Company XYZ
Lean
• Visual Management
“Red Square” Area
1. Establish the boundaries
2. Identify unneeded, misplaced items
3. Move to holding area
4. Tag Safety problems
5. Dispose of truly unneeded items
6. All Shifts Must Agree
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12. Company XYZ
Lean
• Visual Management
2. Scrub & Shine
•Clean Area.
•Clean Machines.
•Tag Safety Issues.
•Identify What Is Needed To Keep Clean.
•Identify Items That Need Repair.
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13. Company XYZ
Lean
• Visual Management
3. Straighten
•Give Necessary Items A Home.
•Label Items.
•Paint Where Needed.
•Determine Any Layout Changes.
•Examine Material Flow
•Make Carts, Racks, etc.
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14. Company XYZ
Lean
• Visual Management
4. Standardize
•Reduce Waste Through Standardization.
•Update Visuals As Necessary.
•Follow Color Codes.
Cleaning Schedules.

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15. Company XYZ
Lean
• Visual Management
5. Sustain
•Determine How Best Sustain.
•What Tools Needed To Sustain.
•Develop Feedback Method.
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16. Company XYZ
Lean
• Value Stream
Mapping
Foundry XYZ
Current State 7-21-05
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17. Company XYZ
Lean
• Value Stream
Mapping
Foundry XYZ
Future State
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18. Company XYZ
Lean
• Takt
Customer Demand (Units)
Available Work Time (seconds)
Eg. 5,000 Sets/day = 549 Sets/hr
9.1 Hrs.
3600 Sec.s = 6.6 Sec.s/Set
549 Sets
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19. Company XYZ
Lean
• Balance
Establish Balance Of
Machine and
Operator Times To
Takt Time Or
Target.
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20. Company XYZ
Lean
• Pitch
•The time it takes to make one
pack out unit. (skid, box etc. )
Example
Takt of 6.6 Sec. times 824 sets per
skid is 5,438 seconds or 90 minutes.
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21. Company XYZ
Lean
• Heijunka
•Sequential planning.
•Run multiple combinations in a short
time.
•Small lot sizes in short runs.
•Creates level schedule.
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22. Company XYZ
Lean
• Kanban
•A visual signal.
•Involves people because systems do not think.
•Decreases space needed for inventory
•Increased available money by reducing inventory.
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23. Company XYZ
Lean
How You Do It
Right Things Wrong Right Things Right
•Developed a quality plan without •Held a well organized meeting that made
customer Input. a decision in an accurate, timely manner.
•Built product correct but missed •Product built correct and shipped on time.
How You Do It
shipment.
Wrong Things Wrong Wrong Things Right
•Held an unnecessary meeting poorly. •Spent many hours preparing for an
•Built product wrong and did not ship. unnecessary meeting.
•Wrong product shipped on time.
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24. Company XYZ
Lean
Deming Cycle:
• Accredited his teacher W.A. Shewhart with
the Plan Do Check Act (PDCA) cycle. (1931)
• Deming tried to change it to plan do study
act (PDSA)
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25. Company XYZ
Lean
• Standardize • Plan
• Do • Do
• Check • Check
• Act • Act
A S A P
C D C D
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26. Company XYZ
Lean
• Jidoka Or Autonomation
•Separate human work from machine work.
•Develop defect-prevention devices.
•Mistake Proofing or Poka Yoke.
•Apply to assembly operations.
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27. Company XYZ
Lean
THE 1-10-100-1000 RULE
DEFECT FREE
$1
DEFECT FIXED IN PLANT.
$10
DEFECT FIXED
AT CUSTOMER $100 CUSTOMER EXPRESSES
THEIR DISAPPOINTMENT
WITH OTHERS
$1000
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28. Company XYZ
Lean
VA Move
7% 1%
Quick Changeover
Install
6%
Remove
Typical Process Before Quick
13%
Changeover Performed.
Adjustment Is 42 % Of
External
1%
Look Adjustment Changeover. Only 7% Is Value
42%
4%
Added. How much waste can
Wait
4% we eliminate with simple
Work
5%
changes?
Gage
17%
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29. Company XYZ
Lean
• Total Productive Maintenance

Track down time.

Use data to predict or prevent
failures.

Strengthen communications between
Maintenance and Production.

Utilize problem solving.
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30. Company XYZ
Lean
• NON-judgmental / NON-blaming
‘What’ and ‘How’ overrides ‘Who’ is wrong
Allows “real” issues to emerge
Decreases negative blaming activity
Increases trust
Increases quality of communication
Increases capability
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31. Company XYZ
Lean
“I hear and I forget, I see
and I remember, I do and
I Learn”
Confucius
Circa 500 BC
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32. Company XYZ
Lean
“I hear and I forget, I see
and I remember, I do and
I Learn”
Confucius
Circa 500 BC
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