a

• is a continuously improving towards the ideal through the relentless reduction of waste

  lean
• muda?


  waste
• a way of doing business that focuses on the customer and looks for ways to always be adding value to any operation or process

  lean
• waste identification

  • every activity within a process can be categorized as either Value Added (VA) or Non Value Added (NVA)
• Value Added is defined as nay activity that the Customer or the Business is willing to pay for

  • In other words anything that adds value to product or service
• Non Value Added is defined as any activity that the Customer or Business is not willing to pay for

  • also called Waste within a Process
• fill

  A) Optimize

  B) Minimize

  C) Eliminate

  
• 8 wastes downtime

  1. Defects
  2. Over Production
  3. Waiting
  4. Non-Utilized Resources
  5. Transportation
  6. Inventory
  7. Motion
  8. Extra Processing
• Defects

  • Scrap/Rework from a poorly running process
  • Missing data
  • Wrong data
  • Docs, not in good order

  Cause

  • Poor manufacturing methods
  • poor communication of requirements
  • damaged goods
  • lost goods
  • poor/no training
  • misunderstandings
  • storage concerns
• Over production

  • Producing more than needed
  • production should be driven by customer demand, not by the machine capability or process capability
  • building reports that are not needed

  Causes:

  • Inventory is viewed as security
  • Process not capable
  • no standard practices, lack of adherence
  • poorly performing suppliers
  • ineffective maintenance
  • long setup times
  • lack of workplace organization
  • poor forecasting and production plan/schedule
  • lack of training
  • producing to speculative demand
  • departmental layouts
• waiting

  idle time such as:

  • watching equipment and or maintenance
  • waiting for material
  • waiting for paper work and or inspection
  • waiting for a meeting

  Causes:

  • Two dependent activities are not fully synchronized
  • Insufficient amount of storage containers
  • poor layout
  • poor work balance
  • unreliable equipment
  • approval processes (including testing)
  • Un-empowered workforce
  • confusion of responsibilities or requirements
• • Non-utilized Skills - any failure to utilize the time and talents of people causes:
  • few improvements
  • 99.9% is good enough
  • doing my job mentality
  • lack of employee involvement
  • lack of team activities
  • poor morale
  • blame the person, not the process

  causes:

  • blame the person, not the process
  • hide the problems
  • status quo never challenged
  • poor suggestion program
  • lack of accountability
• Transportation

  • all material movement or handling is considered non value added by the customer
  • transportation does not add value and should be minimized or eliminated
  • lifting, pushing, pulling, and placing can be sources of injury

  causes:

  • batch processing
  • poor layout/distance between operations
  • long changeoer
  • large lots
  • finite storage areas
• inventory

  • excessive raw, WIP, or finished goods inventory is wasteful
  • inventory should exist for two reasons:
  • strategic buffers to compensate for variation
  • satisfy customer demand

  causes:

  • Acceptance of overproduction
  • blind reliance on MRP systems/forecasting
  • inventory is "comforting"
  • long changeovers
  • butter against down time instead of addressing TPM
  • lost inventory-WIP and FG
• Motion

  • any movement of people or machines which does not contribute value to the product or service
  • motion can be wasted within a work cell
  • motion can be wasted between work cells

  causes:

  • poor work arrangement
  • poor work layout
  • poor facilities
  • lost items
  • poor standards
  • poor tool design
  • poor ergonomic design
  • sorting product
  • off-site inspection
• 4 pillars of lean

  • Value
  • flow
  • pull
  • perfection

  all of these are applied in the context of an overall value stream
• a set of specific activities that create and position your products or services into the hand of your customers

  value stream
• map of all the actions (both value and non-value) required to bring a product or service through the process into the hands of the customer

  value stream mapping
• assessment and planning tool of lean practitioners

  value stream practitioners
• value stream is not always neat and pretty
• value stream management is a process for planning and linking lean initiatives through systematic data capture and analysis
• • all the steps, both VA and NVA, required to take a product or service from raw material to the waiting arms of the customers
  • all of the activities required to transform a customer request into a good or service
• 4 primary symbols used to crate a basic process flow map

  • process step
  • transport
  • delay
  • decision
• process step


  a rectangle is used to illustrate a process is defined as a step within the process that physically alters the transaction, product, or service
• transport

  • a block arrow is used to illustrate a transportation
  • defined as as step within the process that physically or virtually moves the transaction, product or service
• delay


  a block "D" is used to illustrate a delay defined as a delay within the process that is either planned or unplannned
• decision

  • a diamond is used to illustrate a decision
  • a decision is defined as a sleep within the process that has multiple exit paths
• takt time:

  • derived from the german word taktzeit
  • pace a process should perform at in order to match the rhythm of the customer
• fill

  A) available times

  B) customer demand

  
• total available time less schedule downtime such as breaks, lunch, etc

  available time
• the average quantity required by all customers of the process

  customer demand
• TIME ELEMENT OF VALUE STREAM MAPPING

  • Lead time equals the total time it takes from receiving an order to delivering an item
  • Cycle Time is the Total Time required to perform every step of a process
  • 'Every Step of the Process' includes the Non-Value Added Steps or Waste inherent in the Process
• Fill

  A) Value Added

  B) Non-Value Added

  C) Cycle Time

  D) Lead Time

  
• Supplier Driven

  A) Make-to-stock (Push)

  
• Customer driven

  A) Make-to-Order (Pull)

  
• Fill

  A) Push System

  
• Fill

  A) Pull System

  
• Three elements in any pull system

  • "When to Make" Signal - the authorization to produce (Kanban pull signal)
  • "What to make" - specific Kanban part number
  • "Quantity to Make" - Kanban quantity (lot size)
• A tool used to achieve just-in-time production.

  kanban
• in manufacturing it means signal and functions as a visual means of communicating

  kanban