Agenda Welcome and Introductions MLC Overview Introduction to Lean - - PowerPoint PPT Presentation

Agenda

❖Welcome and Introductions ❖MLC Overview ❖Introduction to Lean ❖The 8 Wastes ❖Personal Kanbans ❖Standard Work Exercise ❖Error Proofing ❖5S ❖Kaizen ❖Sustaining and Maintaining the Concepts ❖What will you do Monday?

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Introductions

❖Introduction activity!

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Agenda

❖Welcome and Introductions ❖MLC Overview ❖Introduction to Lean ❖The 8 Wastes ❖Personal Kanbans ❖Standard Work Exercise ❖Error Proofing ❖5S ❖Kaizen ❖Sustaining and Maintaining the Concepts ❖What will you do Monday?

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MLC Overview – www.michiganlean.org

Our Mission: Transform Michigan's organizations and economy by developing and supporting lean systems thinkers. Core Values

• Respect for people
• Inclusion of all learners at any level and with any experiences
• Teaching and learning

Goals To have a significant impact on Michigan public, private, and educational organizations and their employees, students, educators, customers, and clients, that results in:

• Increased knowledge of lean practices and principles
• Improved service
• Improved quality
• Improved safety
• Increased creation and retention of jobs in Michigan through implementation of lean

practices and expanded knowledge of lean principles

• Improvement in Michigan’s dashboard and the dashboards in Michigan organizations

Members and Activities Today, the MLC has more than 950 members representing 15-plus industries and a broad spectrum of lean expertise, from novice to advanced. Geographically, our membership covers the entire state--from Detroit to Grand Rapids to the Upper Peninsula. We host monthly events and an annual conference that are open to members and non-members

• alike. Our presenters are leaders in business, government, and consulting.

Agenda

❖Welcome and Introductions ❖MLC Overview ❖Introduction to Lean ❖The 8 Wastes ❖Personal Kanbans ❖Standard Work Exercise ❖Error Proofing ❖5S ❖Kaizen ❖Sustaining and Maintaining the Concepts ❖What will you do Monday?

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Cheaper Better Faster: Toyota helps feed Hurricane Sandy Victims

Continuous Improvement Video

In small groups, discuss….

• WHAT is something you noticed, learned, or

something that stood out?

• SO WHAT makes this important? So what can

you conclude or hypothesize?

• NOW WHAT are you going to do with this?

A dynamic process of continuous improvement and learning by empowered associates, in a culture of mutual trust and respect, focused on eliminating waste and maximizing value for our customers.

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• Respect for People

▪ Includes all stakeholders ▪ Problems are solved by people closest to the work ▪ Safe and clean environment ▪ No wasteful work

• Humility

▪ Understanding that you don’t really know more about how

to fix the problem than the person doing the work

• Continuous Improvement

▪ Go and see (Go to the Gemba) ▪ No blame: It’s the process, not the person ▪ Problem Solving using PDCA

Plan Do Check Act Plan Do Check Act

• PDCA is the primary tool

▪ Methods and tools like 5S and Kanbans are shortcuts that

have developed over time

• Focus on the problem you’re trying to solve and

move through the PDCA cycle

▪ You’ll reinvent the tools if you don’t know them

Plan Do Check Act

• Customer Service
• Quality
• Efficiency
• Staff Morale and Working Relationships
• Communication & Cooperation
• Safety

So you can have:

• More even workloads
• Less fire-fighting
• Less work
• Less stress

Lean…

…is about a mindset, a philosophy, a culture…

What is lean?

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Conventional Workplace Lean Workplace

Leader tells people what to do. Leader teaches people what to do. People go to the leader for help. When help is needed, the leader goes to see what is happening. Work standards are unknown or unavailable. Work standards are simple and visual. All that matters is that you do your job right. If you see a mistake, you take the time to get it fixed. Only a few people solve problems. Everyone is a problem solver.

Lean…

• Begins and ends with what the customer values
• Is a long-term, dynamic system of continuous

improvement and learning

• Involves all employees
• Values and respects people
• Frees up resources—people, materials,

machines, money

• Uses visual management so abnormal

conditions can be spotted at a glance

Agenda

❖Welcome and Introductions ❖MLC Overview ❖Introduction to Lean ❖The 8 Wastes ❖Personal Kanbans ❖Standard Work Exercise ❖Error Proofing ❖5S ❖Kaizen ❖Sustaining and Maintaining the Concepts ❖What will you do Monday?

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https://youtu.be/wg1RFIStA1M

The 8 Wastes – Activity

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The 8 Wastes – Take Home Activity

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Agenda

❖Welcome and Introductions ❖MLC Overview ❖Introduction to Lean ❖The 8 Wastes ❖Personal Kanbans ❖Standard Work Exercise ❖Error Proofing ❖5S ❖Kaizen ❖Sustaining and Maintaining the Concepts ❖What will you do Monday?

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• Literally translated to “signboard” is a method

used to signal for replenishment

• Signals how much and what needs to be

delivered to what location

• Uses the philosophy of “take one, make one” as

inventory is consumed…the kanban (signal) is sent upstream to call for replenishment

• Kanban Cards – notifies

a supplier that something is needed, and the amount needed

• Electronic Kanbans –

many electronic versions

• f the physical cards are

being created

• Do you need cards?

No, kanban can be simple visual signals, such as the presence or absence of a part

Large Variety Small Stack Readily Visible

• Visualizes tasks, projects, goals, and commitments and

provides a signal for next steps

• Helps us prioritize and complete
• Aids in managing work by volume and highest value
• Works with your brain to help you be successful

http://www.personalkanban.com/pk/

• Two Simple Rules:

▪ Visualize your work ▪ Limit your work in progress

• Benefits

▪ Aids in task prioritization ▪ Organizes your allotted time ▪ Provides a place for miscellaneous to-do items and notes ▪ Increases likelihood of completing a task ▪ Foundation for improvement efforts in your work flow ▪ Supports communication and coordination with your

supervisor

❖ Laminated cards and dry erase markers allow for re-use ❖ Kanban flow follows the PDCA cycle ❖ Pink burst used to denote hot topics/actions

Use white boards or magnetic boards

• Opportunities / Future Options
• Hopper / To Do
• In Progress / Doing
• Waiting
• Done / Completed Since Last Meeting

▪ I Felt Awesome / I Felt Okay / I Felt Awful ▪ Planned/Unplanned

• Today / This Week
• High Priority / Low Priority
• Cool / Warm / Hot
• Quick Tasks / Projects
• Plan / Do / Check / Adjust
• Repeat Daily / Weekly / Monthly

Tips for success….

• Make it a

habit!

• If what you’re

doing isn’t working… try something different!

Share personal kanban ideas

In small groups, discuss…

• What you think/how you feel about Lean

Fundamentals (Respect, Humility, and Continuous Improvement), the 8 Wastes, and Personal Kanbans

• Key learning points for you
• What you’ll do differently based on what you’ve

learned today

• How you might create your own growth in these

skills

Agenda

❖Welcome and Introductions ❖MLC Overview ❖Introduction to Lean ❖The 8 Wastes ❖Personal Kanbans ❖Standard Work Exercise ❖Error Proofing ❖5S ❖Kaizen ❖Sustaining and Maintaining the Concepts ❖What will you do Monday?

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Standard Work

Lean Fine Arts Company

Our one and only job is to draw fine Pig artwork! We have been drawing fine Pigs for over 100 years and our customer expects consistency! We have been so good, our demand is through the roof and you new hires need to get with it, ASAP! Now draw me some pigs so we can make money!

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• Do you think the customer is happy?
• Are all the pigs the same?
• Were the work directions clear?
• How was the training you were given to draw

your pig?

• How could we improve the training and

directions to get our result to be closer to the same?

Standard Work

This time let’s use a paper template and standard work document

Standard Work

Standard Work (what the pig should look like)

Standard Work

Definition: The current best documented method to safely and efficiently organize work elements in a repeatable sequence that we know of TODAY.

First I… Then I… Then I...

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Standard Work

Why Standard Work Instructions?

PEOPLE DEFINED RESULTS Standardized Work

People using repeatable standard processes get defined results

Lean Method

PEOPLE

People doing “whatever it takes” often get undefined results

Result 1

Result 3

Result 2 Traditional Method

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Standard Work

“WITHOUT STANDARDS, THERE CAN BE NO IMPROVEMENT” – TAIICHI OHNO What does this mean?

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Standard Work

Sharing Our Experiences: What standard work have you seen work, or not work? Share the good, bad and ugly!

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Agenda

❖Welcome and Introductions ❖MLC Overview ❖Introduction to Lean ❖The 8 Wastes ❖Personal Kanbans ❖Standard Work Exercise ❖Error Proofing ❖5S ❖Kaizen ❖Sustaining and Maintaining the Concepts ❖What will you do Monday?

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Error Proofing

Sorting and Inspection Co.

❖Our company goal is to find all the letter “F’s” for our clients ❖We get paid by the F, so its imperative that we find them all ❖Work is piling up, so work through your task as fast as you feel comfortable ❖OK, go to work!

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Error Proofing

How many got more than 25? More than 30? More than 35? More than 40? 45? 46? 47?………

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Error Proofing

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Error Proofing

In 100% inspection there is an 80% chance of finding the problem (if it exists). If two people inspect the item, the chance of finding the problem drops even further! Why? Inspector 1 thinks inspector 2 will catch the defect while inspector 2 thinks inspector 1 will catch it. Net result: nobody inspecting.

• From Juran / Deming

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Error Proofing Levels

Inspect for defects “after the fact” Instruction / Tell Visual management and signs Make it difficult for humans to do it wrong Automatic shut down if error occurs Physically impossible to make a mistake

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Which are detection, which are prevention?

Agenda

❖Welcome and Introductions ❖MLC Overview ❖Introduction to Lean ❖The 8 Wastes ❖Personal Kanbans ❖Standard Work Exercise ❖Error Proofing ❖5S ❖Kaizen ❖Sustaining and Maintaining the Concepts ❖What will you do Monday?

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❖THE NUMBERS GAME ❖Pretend that you have 36 items that you use every day in your work area. ❖In 15 seconds find all of the numbers from 1 – 36 -- IN ORDER.

5S

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“What can we get rid of?” “Where does it go?” “What needs to be fixed?” “How do we fix it?” “When in doubt, move it out!”

5S Sort

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❖How many items do we use each day? ❖Try again? ❖In 15 seconds find all of the numbers from 1 – 36 -- IN ORDER.

5S

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“The basic point of workplace

• rganization is to fix/set the

layout of tools or equipment so that everything is readily available when it is needed.”

5S Straighten/Store

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5S Straighten/Store

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❖Organize everything that remains; make locations visible and self-explanatory ❖Designate storage locations

5S Straighten/Store

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“A place for everything and everything in it’s place”

5S Straighten/Store

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❖VISUAL MANAGEMENT is key (see next section) ❖Labeling ❖Signage ❖Floor markings, etc.

5S Straighten/Store

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1 2 3 4 5 6 7 8 9 10

Audio and Visual Controls

5S Straighten/Store

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5S Straighten/Store

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3/4” 7/8” 1/2”

5S Straighten/Store

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BEFORE AFTER

• Installed dispenser for easy access and reach
• Improved ergonomics – no more bending and

twisting

• Safe work area
• Bubble wrap roll on floor – Have to bend and

twist constantly to reach roll.

• Unnecessary motion–Extra steps to reach roll
• Unsafe condition – Trip hazard

5S Straighten/Store

Identifying the Need for 5S and Waste Reduction

• Do we need 5S? Can you identify any “waste”?

5S Straighten/Store

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Before After

5S Straighten/Store

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Before After Create a Place for Everything, and Everything in Its Place

5S Straighten/Store

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❖Try again? ❖In 15 seconds find all of the numbers from 1 – 36 -- IN ORDER.

5S

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• Still, What’s Missing?

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❖Try again? ❖In 15 seconds find all of the numbers from 1 – 36 -- IN ORDER.

5S

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• How much time can you save or what can you learn

about your organization with these principles?

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5S

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1 Second 3 Hrs/Yr 21 Min/Yr 4 Min/Yr 1 Min/Yr Min/Yr Min/Yr 5 Seconds 17 Hrs/Yr 2 Hrs/Yr 21 Min/Yr 4 Min/Yr 1 Min/Yr Min/Yr 30 Seconds 2 Wks/Yr 10 Hrs/Yr 2 Hrs/Yr 25 Min/Yr 6 Min/Yr 1 Min/Yr 1 Minutes 3 Wks/Yr 21 Hrs/Yr 4 Hrs/Yr 50 Min/Yr 12 Min/Yr 1 Min/Yr 5 Minutes 17 Wks/Yr 2 Wks/Yr 21 Hrs/Yr 4 Hrs/Yr 60 Min/Yr 5 Min/Yr 30 Minutes 10 Wks/Yr 2 Wks/Yr 25 Hrs/Yr 6 Hrs/Yr 30 Min/Yr 1 Hour 21 Wks/Yr 4 Wks/Yr 50 Hrs/Yr 12 Hrs/Yr 1 Hrs/Yr 6 Hours 25 Wks/Yr 5 Wks/Yr 1 Wks/Yr 6 Hrs/Yr 1 Day 20 Wks/Yr 5 Wks/Yr 24 Hrs/Yr 1 Time per month 1 Time per year 50 Times per day How often you do the task: How much time you shave 5 Times per day 1 Time per day 1 Time per week

❖Do you have areas in your company that look like this? Its just like the first slide of chaotic numbers!

5S

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“A clean workplace makes the unspoken statement that quality work is expected.”

5S Shine

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Cleaning is Inspection, Inspection is Detection, Detection is correction!

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5S Shine

5S (‘Do’ Phase)

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Good housekeeping habits should be everyone’s responsibility, including management and staff. STANDARDS (expectations) must be set and visual.

5S Standardize

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Requires self-discipline

 Discipline is consistently working by the

rules and standards of clearing, locating, and cleaning and commitment from everyone in the organization “Inspect what you expect”

5S Sustain

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Housekeeping Audit Scorecard

Department:______________ Date:________________

Item 1 2 3 4 5 Comments

Machine and surrounding workspace Tables & Desks Tool and other storage cabinets Drawing packages and other information packets Shop floor (tape areas) Total Grand Total Instructions:

• 1. Enter one of the numbers at the top of the column for each item.
• 2. Use the audit legend below for the meaning of each number
• 3. Total each column, enter the value, and sum these in the grand total space.
• 4. All areas are to be graded including assembly, sub-assembly, material storage, and the office areas.

Audit Legend:

• 1. Not good.
• 2. Only necessary equipment is in the area. All other things have been disposed of or transferred to the appropriate department.
• 3. All necessary items are in their designated place.
• 4. The area is clean, free of debris and dirt.
• 5. Agreed upon procedures are posted, information is shared.

5S

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❖ 1) Sort (Sort through & Sort

• ut)

❖ Keep what’s needed --

eliminate what’s not…

❖ 2) Straighten (Set-in-Order &

Set Limits)

❖ Where shall we put it? How

shall we store it?

❖ 3) Shine (and inspect through

cleaning)

❖ Clean it up and prepare to

keep it clean.

❖ 4) Standardize (and share

information)

❖ Design and implement Visual

Controls

❖ Standardize tools and

procedures

❖ 5) Sustain (Self-Discipline) ❖ Train everyone to new

standards

❖ Audit system ❖ Continue to improve

5S

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Agenda

❖Welcome and Introductions ❖MLC Overview ❖Introduction to Lean ❖The 8 Wastes ❖Personal Kanbans ❖Standard Work Exercise ❖Error Proofing ❖5S ❖Kaizen ❖Sustaining and Maintaining the Concepts ❖What will you do Monday?

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Kaizen—a Japanese term that means “improvement” or “change for the better.” Kaizen Event—A problem solving activity that engages a team in finding the root causes of a problem and/or identifying waste in a process, followed by developing experiments to improve the system to the mutual benefit of customers and employees. Typical Kaizen Goals Improved safety, quality, delivery, cost (sqdc) in that order…. NEVER to eliminate positions people will be reassigned if needed

Follows the problem solving model

Plan ➔ Do ➔ Check ➔ Act

• Form a Team
• Go and See (Go to the Gemba)

The Problem = Gap between Current Conditions and Goal

• Understand the Current Situation
• Identify Waste and Unsafe Acts and Conditions
• Look for Root Causes
• Create Improved Process using some of the tools

we’ve learned today (Personal Kanbans, Standard Work, Error Proofing, 5S)

• Use Newspaper to Keep Track of Planned Work
• Report Out

Plan Do Check Act

• Make work safer
• Make work easier
• Make work more interesting
• Build skills and capabilities
• Support strategic goals
• Improve organizational engagement, learning, and

growth

Agenda

❖Welcome and Introductions ❖MLC Overview ❖Introduction to Lean ❖The 8 Wastes ❖Personal Kanbans ❖Standard Work Exercise ❖Error Proofing ❖5S ❖Kaizen ❖Sustaining and Maintaining the Concepts ❖What will you do Monday?

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Sustaining And Maintaining Improving your process exercise I need a Volunteer I am going to improve your process!

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Sustaining And Maintaining

# of Occurrences Time to complete

WHY DID THE PRODUCTIVITY TANK?

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Sustaining And Maintaining It always gets worse before it gets better. Period.

Whatarewegonnadoaboutit!

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Sustaining And Maintaining

“Transformation in any organization will take place under a leader. It will not be spontaneous. A leader possesses knowledge, personality, and persuasive power.” ~ Dr. Deming

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Sustaining And Maintaining

• Help each other and not backstab
• Continuous education
• Positive reinforcement
• Promoting the ‘right’ leaders
• Coaching
• Changing behaviors – find a way for

success instead of failure

• PDCA, PDCA, PDCA!

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Sustaining And Maintaining

Sharing Our Experiences: Give me examples of Learning Curve success stories, and failures!

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Agenda

❖Welcome and Introductions ❖MLC Overview ❖Introduction to Lean ❖The 8 Wastes ❖Personal Kanbans ❖Standard Work Exercise ❖Error Proofing ❖5S ❖Kaizen ❖Sustaining and Maintaining the Concepts ❖What will you do Monday?

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Today we learned about:

• Introduction to Lean
• The 8 Wastes
• Personal Kanbans
• Standard Work Exercise
• Error Proofing
• 5S
• Kaizen
• Sustaining and Maintaining the Concepts

In small groups, discuss…

• What you think/how you feel about the different ideas and tools
• Key learning points for you
• What you’ll do differently based on what you’ve learned today
• How you might create your own growth in these skills

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Reflection

What went well What should we change

Everyone stand up and come to the front of the room and let’s discuss the training…

Books of Significance

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