Alternate Hourly Lean Introduction
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I used this presentation at a kickoff meeting at one of our other sites. I had worked with the management team to define their Hoshin Plan prior to this and we wanted to share it with the plant.
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Alternate Hourly Lean Introduction
- 1. Going Lean An Introduction to Lean Principles
- 12. Inventory Hides Waste Sea of Inventory Employee Availability Finished Goods Raw Materials Long Transportation Communication Problems Machine Downtime Poor Scheduling Quality Problems Line Imbalance Long Setups Supplier issues House Keeping Employee Availability
- 13. Reducing Inventory Uncovers Opportunities to Improve, Opportunities That Must Be Addressed! Employee Availability Poor Scheduling Long Setups Long Transportation Communication Problems Machine Downtime Quality Problems Line Imbalance Supplier issues House Keeping Employee Availability
- 23. A value stream is all of the value-adding activity AND all of the non-value adding activity (pure waste and incidental waste) required to provide a product/service to a customer 2. Map the Flow of Value in Our Cell Process A Process B Process C Raw Material Customer Finished Product Value Stream
- 25. 3. Make Value Flow in Our Cell Continuous Flow - Make One - Move One Batch Processing How long to make a pack of 10 units? How long to make a pack of 10 units?
- 26. 4. Establish Pull from Our Cell’s Customer(s) Okay! One more please! Customer Supplier
- 27. 5. Seek Perfection in Our Cell PDCA
- 28. Lean Tools
- 46. Recap
- 49. Lean Emphasis Resource distribution Opportunity for improvement by reducing waste and creating additional value Value Waste Initial Process Value Waste General Process Reduction Waste and Value Both Decrease Waste Only Reduction Value Waste Target & Reduce Waste Maintain Value Value Maintained Resources Decrease Value Creation Value Waste Apply Resources to Create More Value Value Increased Resources Focused
- 52. Expected Lean Results Costs Defects (99%) Inventory (10 fold) Lead Time (90%) Machine Downtime Space (50%) Capacity Customer Responsiveness Efficiency Employee Satisfaction Flexibility – Demand Flux
- 53. Internl Lean Resources Harold Philbrick Darrell Bryant Dennis Dempsey