Transcript Workshop A Performance Boosting Tools

Workshop A
Performance Boosting Tools
Reality Check: Are you a Lean,
Mean Manufacturing Machine ?
The Matrix: Performance
Measurement System
Producing Profitability through
Lean Manufacturing
What is Lean Manufacturing ?
 Why should I adopt Lean Manufacturing ?
 How can I apply Lean Manufacturing ?
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Valueadded
Kaizan
TPM
5s
SU
Six
Sigma
Flow
Bus
Info
What is Lean Manufacturing?
A long-term philosophy to propel a box
plant to higher profitability
 A business strategy that focuses on rapid
continuous low-cost improvement in
processes and productivity
 A tactical plan that integrates several tools
into a complete package
 A relentless attack on waste using a set of
tried and true tools and techniques
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Why adopt Lean Principals ?
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Increase capacity
Reduce inventories
Reduce Cycle Times / Lead times
Lower space/facility requirements
Lower overall costs
Improve employee moral through increased
involvement
Increase sales through focus on customer and
value-added activities
Where did Lean Manufacturing
come from?
Lean Techniques are Not New
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James Womack & Daniel Jones
– The Machine That Changed the World (1990)
– Lean Thinking (1996)
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Toyota Production System (1950’s – 1970’s)
– JIT / Kanban / SU Reduction / SOP / 5s / Flow
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Motorola (1986-1988)
– Six Sigma / Variation Reduction / Process Capability
Major Concepts
1.
Waste
Seven types
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2.
Overproduction
Waiting
Material Movement
Excess Inventory
Excess Motion
Defects
Unnecessary Processing / Converting
Value
Those things the customer wants and is willing to pay for.
3.
Value Stream
All activities required to design, order, produce and deliver a product
or service.
Goal of Lean Manufacturing
Focusing on the value stream, identify
those things that create value vs. those
that do not and relentlessly attacking
waste.
Major Tools
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Value Stream Analysis
– Identify Value-added vs. non-value added activities
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Six Kaizan Events
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5s Housekeeping
Flow
Set-up reduction
TPM
Defect/Variation Reduction
Business Processes/Information
Value Stream Mapping
Identifying Value Added vs. Non-value
added Activities
 Product families = items/orders with a
common process or machine routing
 Target each product family for
improvement efforts
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Kaizen Events
Short burst of intense activity and effort (3-5 days)
 Biased toward action over analysis
 Consist of multi-functional team assembled to
achieve a specific goal or solve a specific problem
 Focused on improving the value stream and
achieving flow
 Managed with daily reviews to resolution
 Goal driven – Solving Problems and eliminating
waste
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Kaizen Event # 1
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5s+1 Housekeeping
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Sort
Set in order
Shine
Standardize
Sustain
+1 = Safety
Kaizen Event # 2
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Flow
– material, people and activities
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Macro Level and machine/dept level
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Lean Tools:
– Spaghetti Diagram
– Flow Charts
Kaizen Event # 3
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Set-up Reduction
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Lean Tools:
– “Pit Stop” Set-up mentality
– Video Tape and Set-up Analysis
– Internal vs. External SU activities
Kaizen Event # 4
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TPM = Total Productive Maintenance
Goal is to minimize downtime & maintain
capability of equipment
 Lean Tools:
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– Develop Daily Operator PM and Maintenance PM
– Develop equipment critical spare parts list
– 5s Program contributes toward TPM
Kaizen Event # 5
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Defect / Variation Reduction
– Six Sigma Tools
Pareto Charts
 Histograms
 Process Mapping (KPIV, KPOV)
 Cause & Effect Analysis
 FMEA
 Capability Analysis
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Kaizen Event # 6
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Business Process / Information Flow
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Design Process
Quotation
Order Entry
Manufacture Order
Shipping Order
Customer Feedback
Accounting / Administration
Keys to Successful Lean
Manufacturing
Education and Communication
 Employee Involvement & empowerment
 Create a culture tolerant of experimentation
- allow people to successfully make mistakes
 Break the paradigm that Inventory is an Asset
 Incorporate Lean concepts into you culture
and ongoing strategic plan – not a “project”
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Are you a Lean Mean
Manufacturing Machine ?