Lecture 16 Flashcards
Lean Principles
Eliminate waste, or anything that does no help us satisfy the customer.
Lean thinking
Techniques or systems that are focused on improving quality
Lean
A productive system whose focus is on optimizing process through the philosophy of continual improvement.
It is the pursuit of perfection
The Eight Wasts
Overproduction Waiting Unnecessary transportation Inappropriate process Unnecessary inventory Unnecessary or excess motion Defects Underutilization of employees
Lean Tools
Kaizen Visual Managment Five S Poke-Yoke Value Stream Map
Kaizen
Philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, supporting business processes, and management.
Toyota Production System
Kaizen Cycle
Standardize an operation.
Measure the standardized operation (find cycle time and amount of in-process inventory).
Analyze measurements against requirements.
Innovate to meet requirements and increase productivity.
Standardize the new, improved operations.
Continue the improvement cycle.
Visual Management
Provides a platform for open communication or information sharing between lean management and employees, as well as between individuals, cells, and departments.
Examples of Visual Management
Scoreboards
Production control charts
Team communication boards
Application of Visual Management
Goal-setting and performance tracking
Scheduling and production control
Idea sharing and team communication
Report kaizen results and awards
Five S’s
A sequential process that companies follow to literally “clean up their acts.”
The Five S’s
Sort Set in Order Shine Standardize Sustain
Sort
Organizing by getting rid of the unnecessary
Set in Order
Neatness that is achieved by straightening offices and work areas
Shine
Cleaning plant and equipment to eliminate dirtiness that can hid or obscure problems
Standardize
Standardizing locations for tools, files, equipment, and all other materials.
Sustain
Discipline in maintain the prior four S’s.
Poka-Yoke
“Fail-safing” or “mistake-proofing”
Technique for avoiding simple human error in a workplace.
Value Stream Mapping
A material & information flow map that analyses the flow of material & information required to bring a product or service to a customer.
Why use VSM?
Provides a good understanding of the overall process and highlights the areas with biggest improvement opportunities.
Identifies wastes.
How is VSM done?
Current State / As-Is VSM
Future State / To-Be VSM
Building Blocks of VSM
Customer Value Add (CVA) Activities
Business Value Add (BVA) Activities
Non Value Add (NVA) Activities
Customer Value Add (CVA) Activities
Activities that add value to customer’s product/service
Customers are willing to pay for these activities
Strive for competitive advantage
What we want to do
Business Value Add (BVA) Activities
Type I Muda
Business required activities that do not add value to customer’s product/service
Identify potential for automation to reduce activity time
What we have to do
Non Value Add (NVA) Activities
Type II Muda
Activities that generate “Waste”
Need to be eliminated
What we do not want to do
Objective of Lean principles
Eliminate Type II Muda, and minimize Type I Muda
