Lean Manufacturing Tools
5S Visual Workplace
5S Visual Workplace creates a work environment that is clean, well organized and
efficient. It provides your organization with a rapid, visible achievement while
preparing your workforce for other advanced improvement efforts.
Implementation: In general, we teach and implement 5S in a few target areas over
a one to three week period while training your internal facilitator(s) to lead the
program thereafter. Implementation is best achieved through a combination of class
time and hands-on efforts on the shop floor.
Summary: The 5S Visual Workplace is a great way to begin any improvement
initiatives.
Standardized Work Instructions
Standardized Work Instructions (SWI’s) are specific instructions that allow processes
to be completed in a consistent, timely, and repeatable manner. By implementing
SWI’s, employees will increase production, improve quality, and enjoy a safer,
predictable working environment.
Implementation: SWI’s are best facilitated through minimal classroom training and
maximized hands-on application of these proven techniques. Stopwatches are not
required for a successful implementation, but employee/operator participation is
critical.
Summary: Creating SWI’s is a critical part of improving processes and achieving
Lean goals. This step should be taken early in any improvement effort, even if
significant process changes follow.
Value Stream Mapping
Value Stream Mapping is used to illustrate the flow and relationship between work
processes. A key component of VSM is differentiating value adding activities from
non-value adding activities.
Reducing or eliminating non-value adding activities is of paramount importance and
a principle goal of Lean Manufacturing. Upon careful and detailed examination of
your processes through VSM, it soon becomes obvious where improvement
opportunities lie.
Implementation: Utilizing the skills and experience of your area employees and
operators is essential. We engage in a powerful discovery process that exposes
hidden non-value adding activities. Once these items are known, the stage is set for
significant progress toward eliminating them. Going through the Value Stream
Mapping process may be quick and relatively easy for simple operations, or it may
take much more time with considerable difficulty when examining complex
operations.
Summary: Mapping your processes and where value and non-value adding
activities occur will yield a baseline of information from which tremendous
improvement opportunities can be realized.
Total Productive Maintenance (TPM)
TPM is a powerful program for planning and achieving minimal machine downtime.
Equipment and tools are literally put on “proactive” maintenance schedules to keep
them running efficiently and with greatly reduced downtime. Machine operators take
far greater responsibility for their machines upkeep. Maintenance technicians are
liberated from mundane, routine maintenance, enabling them to focus on urgent
repairs and proactive maintenance activities. A solid TPM program allows you to
plan your downtime and keep breakdowns to a minimum.
Implementation: We have developed an aggressive approach to teaching,
implementing, and preparing your associates to take over the TPM program as
quickly as possible. Within 2 to 3 weeks of focused efforts and coaching, we create
your internal “TPM Champions” capable of leading the program for years to come.
Summary: TPM is an outstanding program that drives improvement initiatives and
facilitates many other Lean activities. Without a strong TPM program, becoming truly
Lean would be a difficult if not impossible task in an environment heavily dependent
on machinery. Buy-in at the shop floor level is generally quite high as TPM is an
exciting undertaking!
Kaizen Blitz Events
Kaizen Blitz Events (also known as “Kaizen Events”) are highly focused
improvement events designed to address and resolve important business issues
and/or constraints.
Implementation: Using a team of anywhere from 4 to 12 employees, we critically
evaluate and scrutinize the area or issues to discover where opportunities for
improvement exist. We find real solutions and begin implementing the needed
changes immediately.
This is a team effort best engaged in by associates from the area of focus,
supporting areas, and internal customers. By the end of each Kaizen Event,
substantial improvements have been made, plans and responsibilities for longer
range improvements are assigned, and bottom-line results are expected.
Kaizen Events function best when focused on “real constraints” rather than general
improvements. Achieving the best results through Kaizen Events requires highly
skilled facilitators. Though we train your designated staff to lead the events in the
future, facilitators necessarily require substantial understanding and experience to
achieve the best possible results.
Summary: Kaizen Blitz events correct constraining factors in a fast, efficient, and
powerful way. When these efforts are focussed on “real constraints” they usually
have immediate and long-term major effects on profitability, safety, quality, and
throughput