a simple presentation to introduce the concept

1. An Introduction to

2. PRESENTATION OBJECTIVES
The aim of this presentation is to help you;
 Understand the concept of Lean manufacturing and how it developed.
 Have a clear understanding of the benefits of Lean manufacturing.
 Understand that each of you is a crucial part of the Lean journey.
 Understand and identify the different types of waste in our process.
 Understand the 5s’s.
 Begin to get an understanding of the Lean tools and techniques.

3. WHAT IS LEAN?
The core idea is to maximize customer value while minimizing waste.
Simply, lean means creating more value for customers using fewer resources.
The ultimate goal is to provide a perfect product to the customer through
a perfect value creation process that has zero waste.
Eliminating waste throughout the whole process, instead of at isolated
points, creates systems that deliver robust and repeatable results, and require
less time to make products at far lower cost and with fewer defects.
Employees become more engaged in the manufacturing process, sharing
ideas, leading improvements and driving positive change in all departments.
Information management becomes much simpler and more accurate.
Information displayed will highlight improvement opportunities, be relevant and
understandable, and recognise and celebrate success.

4. DEFINITION OF WASTE
Waste is classed as anything or any part of the process that the
customer is unwilling to pay for.
Example: Soldering of a part = value added
Set-up time for soldering = Unavoidable waste
Time spent searching for correct fixtures and tools =
avoidable waste.
Not all waste is avoidable. Although the customer will not pay for the cost of
setting up the soldering fixture, it is not possible to remove that step from the
process.
The next best option is to reduce the set-up time by ensuring the process is as
efficient and Lean as possible.
There are many ways to achieve this, which we will explore later on.

5. 8 BASIC TYPES OF WASTE
Waste from overproduction
Waste from waiting times
Transportation waste
Processing Waste
Inventory Waste
Waste of motion
Waste from product defects
Waste of operators skills and knowledge

6. WASTE FROM OVERPRODUCTION
If you –
• make more product than is required by the next
process.
•make it earlier than is required by the next process
•make product faster than is required by the next
process.
you overproduce

7. WASTE FROM WAITING TIMES
Results in operator or machine idle time.
Causes of Waiting Waste:
•Unbalanced work load & un-level scheduling
•Unplanned maintenance
•Long process set-up times
•Upstream quality problem.

8. WASTE FROM TRANSPORTATION
Transporting parts and materials around the plant
without adding value
Causes:
Poor plant layout
Poor understanding of the process flow for
production
Large batch sizes, long lead times, and large
storage areas

9. PROCESSING WASTE
Effort that adds no value to the product or service
from the customers viewpoint.
Examples of over processing;
• Over polishing an area that does not require it.
• Tolerances that are too tight.
• Rejecting parts for a cosmetic flaw which will not
be seen by the customer.
• Making more parts than we have on order in
case of defects.
Causes:
•Undefined customer requirements.
•High reject rates causing a ‘just in case’
mentality.
•Pursuing perfection rather than fit for purpose.

10. INVENTORY WASTE
Maintaining excess inventory of raw materials,
parts in process, or finished goods. All storage is
an added cost to the process.
Causes of excess inventory;
•Acts as a safety net against inefficiencies and
unexpected problems.
•Product complexity (hundreds of different parts
used to make each end product).
•Unbalanced workload, unlevelled scheduling
•Batch production.
•Unreliable shipments by suppliers

11. INVENTORY HIDES PROBLEMS
WIP inventory
level
Unreliable
suppliers Scrap Rework

12. LESS INVENTORY EXPOSES PROBLEMS
Unreliable
suppliers Scrap Rework
WIP inventory
level

13. WASTE OF MOTION
This term refers to the extra steps taken by employees and equipment to
accommodate inefficient process layout, defects, reprocessing, overproduction
or excess inventory. Motion takes time and adds no value to the product.
To move and add value is called work. To move and not add value is called
motion. Motion then, means moving without working, moving and adding cost
Examples of motion waste;
• Taking 10 steps to carry a product to the next production stage when, perhaps
by adding a conveyor or improving the cell layout this could be reduced to two.
• Walking across the factory to fetch a tool or part required for the job you are
working on.
• Spending time searching for a tool to carry out a production task.
• Bending to pick up a part from the floor regularly instead of having it in front of
you.

14. DEFECTS, REJECTS, REWORK & SCRAP
A defect is anything which stops the product being made to specification first time.
A reject is anything which is produced or purchased with a defect and requires more
resource and cost to put right.
Rework is the process of rectifying a defect in a reject. This requires excess resource
and does not guarantee a salvageable product.
Scrap is any product or material which cannot be used to add value to a process.
All of the above are undesirable and are non value added steps. There is the
added risk that a defect may not be spotted and be allowed to reach a
customer. This damages the brand reputation and can have wide reaching
implications.
By putting in place logical control points throughout the process, providing
sufficient training and the correct equipment, we can catch any defects before
they move through unnecessary value adding steps. Correct placement of
these control points also removes the need for end of line inspection, which is
an added cost.

15. LEAN TOOLS – STANDARD WORK
Standard work means that production processes and guidelines are very
clearly defined and communicated, in a high level of detail, so as to eliminate
variation and incorrect assumptions in the way that work is performed.
The goal is that production operations should be performed the same way
every time, unless the production process is intentionally modified.
Ideally, the people who perform the process tasks should be the people who
take an active role in defining and writing the standard work. This is because
the people who do the task every day know best how to perform it to the best
standard – to not use this knowledge and experience is the final waste
category in Lean manufacturing.

16. VISUAL MANAGEMENT
Simple signals that provide an immediate understanding of a situation or
condition.
Reasons for using visual management tools:
1. To make problems visible.
2. To help workers and management stay in direct contact with the workplace.
3. To clarify targets for improvement.
4. To communicate health and safety requirements.
5. To enable continuity and traceability in a process.
A good rule of thumb is that anybody should be able to walk into a department
and, within two minutes, be able to understand the basic process and controls in place.
This can be achieved using colour coding, schematic production layout pictures, signs
and floor marking.
The same applies to any information boards, within two minutes you should be able to
read and understand everything on display.
Any information which is not being read and understood is waste.

17. VISUAL CONTROLS EXAMPLES

18. 5S
Sort-Everything in the work area. Sort through, then sort out. When in doubt, throw it out!
Set- In Order-Organize everything that remains.
Shine - Clean everything; walls, floors, equipment, cabinets, desks, tooling, etc.
Standardize - Make it obvious where things belong, using lines, labels, signs, shadow
boxes, shadow boards, etc.
Sustain - Create rules, guidelines, cleaning charts, action lists, etc. Use display boards,
newsletters, and give recognition to sustain successes.
The 5S System is a Japanese series of activities designed to improve
workplace organization and standardization.
These activities, all of which begin with the letter S, include:

19. QUICK SET-UPS (SMED)
Single Minute Exchange of Die (SMED) concept is to take a long set-up change of
perhaps 4 hours in length and reduce it to 3 minutes.
Single minute exchange of die does not literally require die changes to be performed in
only one minute, it merely implies that die changes are to be accomplished under a
single digit of time(nine minutes or less).
The concept of SMED can be adapted to suit any operation where a process change
over is required.
SMED will have a system to reduce the time needed for set-up changes.
Internal set-up:
Can be performed only when a process is stopped
External set-up:
Can be performed in advance

20. SMED PRINCIPLES
Separate internal set-up from external set-up
Identify which parts of the changeover can be completed without stopping production.
Convert internal set-up to external set-up
Where possible, find ways to enable as much of the set-up process to be done without
stopping production.
Have all changeover parts ready before the machine or current process is finished.
Streamline all aspects of set-up
This may be achieved by doing things like converting equipment to quick release,
keeping a changeover trolley containing all equipment required for the next process and
displaying visual prompts and guides.
Perform set-up activities in parallel or eliminate them entirely
See If you can reduce two steps to one by modifying equipment or process. Identify and
eliminate any unnecessary steps.

21. TPM (TOTAL PRODUCTIVE MAINTENANCE)
TPM combines preventive maintenance and total quality concepts.
TPM aims at improving existing plant conditions and at increasing the knowledge and
skills of frontline personnel In order to achieve zero accidents, zero defects, and zero
breakdowns.
TPM goes beyond preventive maintenance, to optimise the operation of the equipment.
TPM assigns basic preventative maintenance work including inspection, cleaning,
lubricating, tightening and calibration to the production workers who operate the
equipment.
In TPM, the engineers are freed up for the higher value-added maintenance activities
such as improving the equipment, performing overhauls and improvements, fixing
problems and providing training.

22. SELF INSPECTION
The main responsibility for quality inspection is done in-line by workers, not by separate
quality inspectors who inspect sample lots.
Inspection is carried out during production, by the operators. In reality this happens
already because as you handle a part you will subconsciously inspect it by sight and by
touch.
Although some independent Quality Control (QC) inspectors are often still used in lean
companies, their role is minimized (ideally there are no QC inspectors because they also
are considered a waste in Lean Manufacturing)

23. QUESTIONS?