Lean Flashcards
What is Lean
Lean is a philosophy and approach whose core idea and objectives are to:
- maximize customer value while minimizing waste
- understand customer value and focus on key processes to continuously increase it
Lean Core Principles
- Identify value (customer)
- Map the value stream
- Create Flow (towards customer)
- Establish pull (system)
- Seek Perfection (continuously improve)
What is Six Sigma
Six Sigma is a set of techniques and tools for process improvement.Six Sigma focuses on reducing process variation and enhancing process control, whereas lean drives out waste (non-value added processes and procedures) and promotes work standardization and flow. The distinction between Six Sigma and lean has blurred, with the term “lean Six Sigma” being used more and more often because process improvement requires aspects of both approaches to attain positive results.
Lean Six Sigma is a fact-based, data-driven philosophy of improvement that values defect prevention over defect detection. It drives customer satisfaction and bottom-line results by reducing variation, waste, and cycle time, while promoting the use of work standardization and flow, thereby creating a competitive advantage. It applies anywhere variation and waste exist, and every employee should be involved.
Six Sigma
Eliminating non-value-adding activities
Lean - Categories of Waste
Downtime
Defects Overproduction Waiting Non-Utilized Talent Transportation Inventory Motion Excess-Processing
Lean - Categories of Waste
Over Production
Overproduction waste is created when more items are produced than are needed by the next step in a process or by the customer. If too many items are produced by one step in a process, they will be left in storage until the next step in the process is ready to handle them.
Lean - Categories of Waste
Inventory
Unnecessary inventory waste includes all items that aren’t immediately needed by a customer or process - this means any items that must be stored, including raw materials, work in progress, and finished goods. Overproduction usually results in unnecessary inventory.
Lean - Categories of Waste
Transport
Transport waste includes the unnecessary movement of goods, materials, and information, and inefficient workspace planning.
Lean - Categories of Waste
Process Waste
Process waste includes any additional steps in the manufacturing process. Process waste can also include all overly complex designs that add too much value to a product that customers aren’t prepared to pay for.
Lean - Categories of Waste
Rejects
Rejects are a major source of waste in manufacturing environments. When an item is rejected, for whatever reason, the entire item may be scrapped, or the defective part may be sent for repair. If the item is scrapped, all resources invested in that item are wasted, with no gain to be had. The costs of the raw materials, labor, and transport involved must be carried by the organization with no way to recover them from customers.
Lean - Categories of Waste
Waiting
Waiting is usually caused by unrealistic or badly planned scheduling and process delays. Delays include holdups due to delivery problems and downtime. Delays can also include process and design changes.
Lean - Categories of Waste
Unnecessary motion waste involves the nonessential movement of people around the workspace. Unnecessary motion includes excessive bending, stretching, and reaching for tools or materials. This indicates a poorly designed workspace, which could be redesigned, eliminating unnecessary motion waste.
Lean Tools
Just in Time
Just-in-time (JIT) is a production and material requirements planning methodology that reduces waste by ensuring materials are delivered just as they are needed for the next step in a production process. Materials arrive at the exact time and place they are to be used, with no waiting or storage needed. To be successful, a JIT environment must be tightly controlled, regulated, and coordinated.
Lean Tools
Kanban
Kanban is an inventory control system that indicates when material or stock is needed by a process, and tells an upstream supplier to send material downstream.
Standard work is the documentation of the time, sequence, and best practices required to complete a task successfully.
Lean Tools
Value Stream Mapping
Value stream mapping involves charting or capturing the steps in the value stream –documenting the sequence of production activities, the flow of information and material, and human movement during a process. Value stream mapping is useful for showing how value is created, where waste occurs in a process, and for showing employees how their work fits into the bigger production picture
Lean Tools
Kaizen
Kaizen involves constantly improving a process through incremental steps, rather than through a leap caused by re-engineering or redesigning a process. Change can be forced to happen quickly with a kaizen blitz, in which a team spends concentrated time learning Lean techniques, focusing on a process, deciding on improvements, and implementing them to improve that process.
Waste Elimination - 5S
Sort
Involves separating needed from unneeded items, inspecting and listing items that need repair, and clearing out the clutter
Straighten
Entails arranging and organizing the tools, equipment, inventory, and supplies remaining after the sort stage. It means finding ‘a place for everything and everything in its place’
Scrub
It means cleaning the work area, doing root cause analyses on sources of dirt and grime, and making corrections, removing trash, and defining the standards of cleanliness to adhere to. It also includes repairing any broken machinery
Standardize
It involves recording 5S activities and best practices, and incorporating them into the normal work routine
Sustain
Involves monitoring adherence to each of the 5S steps. In this stage, you maintain the improvements made in the first four steps, and establish 5S as the normal way of doing business.
5S Practices
Sort
Sort
Remove unneeded items from the workspace.
Record what has been discarded and where retained items are stored.
Inspect the work area for potential problems.
Houseclean the work area.
Inspect and list items that need repair.
Determine the source of dirt and grime in the workspace.
Conduct process owner and supervisory reviews of each best practice.
5S Practices
Straighten
Straighten
Analyze the workspace conditions in relation to the work or process being conducted.
Determine the optimum location for tools, equipment, inventory, and supplies.
Create and record the name and location of each item.
Decide where each needed item belongs at what step in the process.
Decide how and where items should be put away within the workspace.
Use organizational tools such as tool outlines, color codes, and labels.
Make sure there is a place for every needed item, and each item is in its place.
Determine if any needed items are missing, and replace or track items down.
Mark aisles and mark areas for movable equipment and boxes.
Conduct process owner and supervisory reviews of each practice.
5S Practices
Scrub
Scrub
If needed, divide the workspace into zones.
Assign individual responsibilities to workers within the workspace or zone.
Deep clean the workspace, including equipment.
Perform root cause analysis on sources of dirt and grime determined during the Sort stage, and introduce conditions for correction.
Perform root cause analysis on damaged or broken items and equipment found during the Sort stage, and introduce conditions for correction.
Provide instructions and training for cleaning and maintenance of workspace, tools, and equipment.
Use inspection checklists.
Conduct process owner and supervisory reviews of each practice.
5S Practices
Standardize
Standardize
Record 5S activities and incorporate them into the work normal routine.
Record and incorporate standard visual inspection tools such as tool outlines, color codes, and labels.
Set process standards, and determine standard equipment, materials, and supplies.
Determine standard inspection methods and routines.
Determine short-term solutions and long-term strategies for dealing with anticipated problems and scope creep.
Monitor normal routines so that aberrations are noticeable.
Maintain and monitor the workplace to ensure it is clean and organized.
5S Practices
Sustain
Sustain
Encourage commitment to the first four steps.
Maintain communication with, and between, process owners, supervisors, and management.
Monitor adherence to the standards for each of the 5S steps.
Establish and perform regular evaluations of each step, and determine areas for improvement.
Pola-Yoke-Mistake-proofing
Waste Elimination Tool
Checklist
Screening
Signaling
Control Methods
Standard Work
Waste Elimination Tool
Maximize performance and minimize waste Work Processes Action Sequences Quality Checklists Safety Checks
