Understand the terms, terminology, and benefits of Lean Manufacturing.

Conduct value stream maps of the current state, identify the potentials for reduced waste and improved flow, and develop a future state map.

Participate in the development of a site-specific lean implementation roadmap.

Avoid the common pitfalls encountered during lean implementation.

Be customer focused: Be on-time, responsive, flexible, and fast.

Simplify and standardize workflows: Mimic continuous flow, minimize WIP, use visible measures.

Manage capacity: Increase process uptime, reduce set-up times, find “lost” capacity.

Eliminate waste: Identify non-value adding activities, then modify, combine, or eliminate those tasks.

JIT: Not too early and never late; not just-in-case inventory but just-in time production and delivery; products must always be made right the first time; equipment must always work when needed.

Terms

Tools

Techniques

Match lot sizes to customer demands:
Use kanbans; end WIP.

Use pull-scheduling instead of push scheduling.

Schedule to the rate-determining step (the bottle-neck, then remove bottle-neck in the process lines)

Facilitate fast feedback: Arrange sequential operations next to each other

ensures fast feedback from internal customer operation to internal supplier operation if something in-process is not right.

Overview of the 8 Components of Lean: Value Stream Mapping, Workplace Organization, Predictability & Consistency, Set-up Reduction, TPM, Visual Factory, Support Processes, & Continuous Improvement.

Mapping the process from incoming order to outgoing product: Define process goals, create the current state map, & establish process metrics.

Using the current state map to identify potential improvements, conceive the future state.

Eliminating waste is not limited to manufacturing; the same techniques apply to the office, sales, finance, maintenance, and even R&D processes and procedures.

Lean & Six Sigma are complementary

An assessment of the participant's progress in this unit.

Identify process goals.

Collect & analyze process data.

Create a macro-facility workflow to determine how to minimize high volume travel distances.

Conduct a micro-process workflow to apply cellular concepts, identify and remove bottlenecks, & move to pull manufacturing with kanbans.

Apply the 5S's: Sort (clearing the work area), Set in Order (designating locations), Shine (cleanliness and workplace appearance), Standardize (everyone doing things the same way), &  Sustain (ingraining it in the culture).

Use DFA/DFM to design quality in.

Conduct GR&Rs to ensure reliable measurement systems are in place.

Employ SPC to help ensure processes are predictable & stable.

Reduce variation,&  improve process capability with DOE.

Eliminate the root cause of defects using problem-solving and mistake-proofing.

Move to Six Sigma quality.

Apply SMED concepts.

Separate external tasks (external to the process) from internal tasks.

TPM versus PM

Develop operator involvement in the equipment and begin predictive maintenance practices.

Use status display of performance for dashboard or balanced measures and COQ results.

Visual controls such as sensory alerts indicate if something is out of place.

Marking on the floor, kanbans, andons, & panel-alarms all help build a visual control infrastructure.

Lean techniques require changes in Purchasing, Scheduling, Warehousing/Shipping, & Accounting practices.

Fight NIH (not-invented-here) attitudes and leveraging successes.

Use kaizen events for rapid, targeted improvements to achieve the future state.

Use a standardized Problem-Solving Model (e.g. DMAIC or 8-D).

Begin as employee idea system.

An assessment of the learner's progress in this unit.

Communicate the why, what, how, & who.

Provide education in the concepts.

Train employees in tools & techniques as needed to achieve a flexible workforce.

Focus efforts on projects that lead to tangible saving.

Calculation techniques to generate data include: Time studies, equipment loading, TAKT time, staffing requirements, process yields, & COQ.

Sample Worksheets covered  include: Lean Project Summary; Cell Target Worksheet; Data Collection Form for Basic Equipment and Utility Parameters; Value-adding Analysis Worksheet; Process Change-Over/Setup Worksheet; Set-Up Reduction Worksheet; Cubic Feet Analysis Worksheet; & Lot Size Worksheet

Improved layout are about moving cubic feet (not numbers of items), eliminating crossover points, arranging the process in the natural flow order; linking processes to minimize time and distance; moving equipment together to simulate a continuous process flow; & putting internal customers and suppliers next to each other

Be careful to identify anchors or monuments; do not move them.

Typical layout options are explored.

Minimize trips to and from the warehouse by designing the warehouse to work for you.

Use ABC inventory categories to prioritize inventory needs and storage locations.

Start with the people issues

Focus on workplace organization (the 5S's), then, use value stream analysis and process workflow analysis to establish effective layouts. 

Where to focus next depends on specific needs.

Use targeted Kaizen events to speed changes.

Do not overlook the need to modify support processes (especially scheduling and purchasing)

Not documenting the financial impact/savings.

Lack of commitment from leadership.

Using traditional purchasing practices.

Not changing scheduling techniques.

Failure to address workforce issues.

Not really mistake-proofing the root cause.

Thinking Lean is just for manufacturing.

Not using beneficial technology.

Not leveraging successes.

Getting too lean.

Failing to hold the gains.

An assessment of the learner's progress in this unit.