LSSG Green Belt
Training
Lean: An Introduction
Introduction to Lean 1
What is Lean?
Elimination of Non-
Value Add Activity
JIT Delivery
Visual Management
Continuous Flow
Genuine Focus on
the Customer
Customer Pull
Culture for
Increase Lean
Offering/Decrease
Changeover
Kaizen Events Lean Tools, Methods
and Measures
LEAN - Like water running downstream - more speed with less effort!
Introduction to Lean 2
The Four Rules of the
Toyota Production System (TPS)
1. All work shall be highly specified
2. Direct customer-supplier connection
3. Visual Management
4. Use scientific method for improvement
Intro to LSS 3
7 Types of Waste
Sources of Waste Example Projects
Overproduction JIT Production
Waiting Time Time Value-Add Improvement
Transportation Process Flow Improvement
Inventory Inventory Reduction
Motion Layout Changes
Processing Pull Implementation
Product Defects Quality at the Source
Intro to LSS 4
The 5S Philosophy
Seiri Seiton Seiso Seiketsu Shitsuke
(Sort) (Straighten) (Shine) (Standardize) (Sustain)
• Discard • Organize work • Clean the work • Implement best • Monitor
unnecessary area area daily practices performance
materials • Draw current • Empower
state map; Establish employees “The less self-
“When in doubt, procedures discipline you
throw it out.” • “A place for Make workplace need, the
everything, “The best “talk to us” better”
and everything cleaning is not
in its place.” to need any
cleaning’
Benefits of the 5S Philosophy: Can you think of a few?
Introduction to Lean 5
Value Stream Mapping
High level delivery path (flowchart or process map) from customer
request to delivery of product or service – includes materials, people,
information
Introduction to Lean 6
Capacity Planning: Bottlenecks, and
The Importance of Continuous Flow
Unbalanced Process: Capacity is limited by the slowest step
(smallest output in time period!)
Stage 1 Stage 2 Stage 3
Units
per month 8,000 7,000 6,000
Capacity = 6,000 units/month
Balanced Process: The output of one stage is the exact input
requirement for the next stage!
Stage 1 Stage 2 Stage 3
Units
per month 7,000 7,000 7,000
Capacity = 7,000 units/month
Introduction to Lean 7
Takt Time
The “pacemaker speed” or “rhythm” in a process
Enables “continuous flow” and minimum inventory
TaktTime
Available Work Time
per Time Period
Customer Demand
Introduction to Lean 8
Takt Time Example
Takt time is flow at the speed of customer demand.
Shift (1) 480 min Average 8400 units
Monthly
Breaks (2) 30 min
Demand
Daily 5S (1) 10 min # Days/Month 21 days
Available Work 440 min Daily Demand 400 units
Time/ Day
Takt Time per time period
Available Work Time
Customer Demand
440
Takt Time 1.1 min/unit 66 sec/unit
400
Need to complete a unit every 66 sec to satisfy average customer demand
Introduction to Lean 9
Takt Time Exercise
80”
75“
65” Takt
60”
Time=66”
50”
40”
40”
A D
B
C
20”
10”
E
2 2 3 2 1
Number of Operators
What would you do?
Introduction to Lean 10
5
Total Productive Maintenance (TPM)
Minimum maintenance – quick response
Prevention by employee teams
Continuous improvement
Planned Downtimes
Introduction to Lean 11
Setup Reduction/Quick Changeover
Single Minute Exchange of Dies (SMED) - Shigeo
Shingo.
Requires planning, staging, and storage areas to
perform “internal activities” for changeovers
Uses video to record the current process,
followed by process improvement.
Introduction to Lean 12
Pull vs. Batch
Supplier
Batch/Make to Stock
Based on forecast Manufa
Large batches = fewer setups cturer
For bottleneck items, larger
batches are desirable.
Smaller batches to reduce Customer
work-in-process (WIP)
inventory Mfg Supplier
Pull/Make to Order
Sub
Match capacity to demand
Mfg Supplier
Final Create flexibility in service
Customers
Assembly
Cross-train employees
Sub Mfg Supplier
Align policies and
procedures with objectives
Mfg Supplier
Introduction to Lean 13
Kanban Systems
The use of a signaling device (card, bell, switch, light) to
notify the (internal or external) supplier that additional
materials are needed –
what is needed (SKU# and description), the quantity needed,
and only when it is needed!
Previous
Sub- Next Sub-
Process or Process
Supplier
Introduction to Lean 14
Ways to Prevent Errors (Poka-Yoke)
Introduction to Lean 15
What’s wrong with this picture?
Faculty break room at GSU’s Alpharetta Center
Photo by Satish Nargundkar
Introduction to Lean 16
Process for Mistake Proofing
Describe Defect and Defect Rate
Determine Defect Location
Study the Process Flow
Observe the Process
Identify Errors and Determine Cause
Determine Prevention Method
Test/Re-test in Extreme Conditions
Introduction to Lean 17
3
Facility Layout
Recommended configuration: U-shaped
Why?
Other Configurations
Z if obstacles; T if merged assembly
Tool: The Spaghetti Chart
Also called Layout Diagram or Physical Process Map
Introduction to Lean 18
Group (Cellular) Technology
Departmental specialization causes wasted motion!
A A A D D
B B B E E E
Introduction to Lean 19
Group (Cellular) Technology
Combine equipment used, steps taken, distances traveled, and
frequency of trips to determine ideal cell configurations.
A A A D D
B B B E E E
Introduction to Lean Spaghetti Chart 20
Group Technology
Establishing cells reduces movement
A D
B B E
C
D
A B B E
Introduction to Lean 21
Lean Improve Activities
Plan for and conduct a week long Kaizen event
Learn by doing, and doing it again
Repeat Kaizen’s for key processes
“Each new improvement reveals new problems!”
Freddy Ballé
The Lean Transformation
Improve Processes
Fight Fires
React
time
Introduction to Lean 22
2
Kaizen Events
“Improve” process for Lean,
3-5 day event
Cross-functional teams
Project completion in 30 days
Support from management
“Walk” the process
Share “peak” experiences
Make quick changes
Introduction to Lean 23
Standardization and Documentation
What are the reasons for standardizing?
Steps necessary to create SOPs:
Answer the following regarding tasks:
Why is it being done?
How often?
Who will do it?
How will it be done?
corrective actions if the task is performed incorrectly
who is responsible
timing for updates and revisions
Introduction to Lean 24
Lean Metrics
Lead time reduction
Objective: at least 50% of industry average
Inventory turn reduction
52 turns per year = 1 week total lead time
Objective: greater than 2X per month
Productivity
Objective: increase at least 1%
Growth
Objective: at least 3X industry average
Introduction to Lean 25