Advanced Lean Training Manual Toolkit.ppt

1. Advanced Lean
The connection between two activities (hand-offs) is one of the biggest
causes of waste in the office.
Make sure that to standardize the connect between activities. Direct and
unambiguous specifying:
• …people involved
• …form and quantity to be provided
• …way requests are made by each customer
• …expected time in which the requests will be met (!)
• …
It creates a clear supplier-customer relationship. This will reduce the
possibility for variance, which increases the quality standard in the office.
Standard Connection
Customer
Connection
Hand-offs (connection) are a big cause of waste in the office.

2. Advanced Lean
Standardization makes abnormalities soon appear. By looking at the root
causes of the abnormalities, you understand what is going on, and give the
possibility to adjust.
Two solutions: (1) eliminate the abnormality, or if not possible (2) adjust
the standard to the new situation.
Standardization increases your awareness of changes. And through this
awareness you are able to adjust to these changes quickly, which increases
your flexibility.
Standardization helps to create a flexible multi-disciplinary workforce. It is
easy for a person to take over work from another person.
Standardization and Flexibility
Don’t “Manage” a Standard … Detect the Abnormality

3. Advanced Lean
Value Stream Mapping
First implement the improvements of the Future State
(e.g. continuous flow, 5S, etc.). Then use Standard
Work to standardize all the activities in and between
the processes. It will expose waste (by abnormalities)
and also prevents waste (keep everybody focused on
normal way of working).
Creating Continuous Flow
Standard Work helps to reduce variance allow the flow of value. Less
variance improves the capability to create real continuous flow.
Mistake Proofing / Poke-Yoke
Standard Work is the prerequisite for implementing Mistake
Proofing. Mistake Proofing has to prevent to have defects
going further on the line. If no standard, then defects
difficult to detect
Relation with other Lean Tools
Normal Abnormal

4. Advanced Lean
Not Here …
Look Here …
Visual Management
Standard Work is the prerequisite for good
visual management. It sets the standards
for the work. Visual management has the
objective to make abnormalities visual, so
actions can be make right away.
Kaizen
Standard Work provides a basis for
improvement, because it exposes waste by
abnormalities. These abnormalities are then
subject to Kaizen Events to improve the
processes.
Relation with other Lean Tools
Standard
Don’t “Manage” a Standard … Detect the Abnormality

5. Advanced Lean
Standard Work
 …prevents waste to occur.
 …exposes waste and is the basis for continuous improvement.
 …increases your flexibility.
Two levels of Standardization
1. Standard Activity
2. Standard Connection
Don’t “Manage” a Standard … Detect the Abnormality
Summary

6. Advanced Lean
Introduction to Single-Piece-Flow
(Continuous Flow)
L E A N
E N T E R P R I S E

7. Advanced Lean
Single-Piece-Flow in a Cell
Cell
An arrangement of people, systems, items,
and methods with the processing steps
placed right next to each other (physically or
digitally) in sequential order, through which
parts are processed in a continuous flow.
A B C
A B C
Single-Piece-Flow
Carrying out one-piece-at-a-time
processing in order to eliminate
stagnation of work (queue) in and
between processing steps.
Digital Cell
Incoming
Forms
Output
Physical Cell

8. Advanced Lean
The Next Process is the Customer … Never Send Defects !
Catches Defects too Late
• How many more do you have?
• Where are they in the process?
• What is the root cause?
Catches Defects Immediately
• You only have one
• You know where it occurred
• Resolve the root cause immediately
Batch Single Piece Flow
From: The Toyota Production System
Batch Vs Single Piece Flow

9. Advanced Lean
Why Use Single Piece Flow ?
CTQ Batch
Production
Single Piece
Flow
Quality Risk L J
WIP L J
FIFO K J
Lead time L J
Productivity * J K
Changeover time ** J L
• * Single Piece Flow productivity can be improved by balancing processes versus
Takt Time
• ** Changeover time impact can be reduced by SMED or reducing changeover
frequency, but, in this case, by increasing finished goods inventory.
Single piece flow is always better with respect to FIFO

10. Advanced Lean
Where to start?
Creating Single-piece-flow
Process Level
Single Facility
(door-to-door)
Multiple
Service Facilities
Across Companies
1st time
Value Stream
Mapping
Prerequisites
A. Value Stream Mapping
See the flow
B. An (potential) area for
Cell

11. Advanced Lean
Yes
A main characteristic for office processes is that the customer of the process is often the
supplier of the needed information for doing the whole value stream, as well. Therefore,
the customer often has to wait for the whole lead time of the process.
Start within the area with the
biggest potential of lead-time reduction.
Which process area?
Supplier Customer
= ?
No
Start with the pace-maker process.
That are the process steps in the value stream
that are closed to the customer.

12. Advanced Lean
1. Cell Content
Start looking at what items you should have in the cell.
2. Actual Work
Then analyze actual work to be done in the cell.
3. System, Item, and Lay-out
Optimize System, Item, and Cell Lay-out for creating continuous flow.
4. Work Distribution
Distribute the Work among the People
5. Implement, Sustain, and Improve
Actual implementation of Continuous Flow in a Cell
Roadmap - Creating Continuous Flow
We are going to look at the cell with Eyes for Flow
Going to reduce waste out of:
• Steps
• People activities
• System activities
• Item design
• Lay-out

13. Advanced Lean
Cell Content
• Do you have the right end items?
• What is the Takt Time?
Actual Work
• What are the work elements necessary to make one piece?
• What is the actual time required for each work element?
System, Item and Layout for Flow
• Is your System suitable for flow?
• Is your item design for optimal continuous flow?
• How can the process be laid out so one person can make one piece as efficiently
as possible?
Work Distribution
• How to use your people efficiently?
• How will you distribute the work among the people?
Questions for Creating Continuous Flow
Key questions

14. Advanced Lean
Do you have the right items?
Cell for multiple items
+ More flexible for
changing demand
+ Pushes you to create
short changeover time
(waste reduction)
1. Flexibility
Think carefully about assigning right items to your cell.
Here are some guidelines:
Cells for one item Cells for multiple items
A B A&B A&B

15. Advanced Lean
Identify Items for cell
1 2 3 4 5 6 7
A
B
C
A group of products/service that go through the same or similar ‘downstream’ steps.
Start with the product or service, that is the customer’s only interest in GE.
To simplify, identify the product/service families:
Map together in one
Value Stream Map.
After analyzing, you
might come up with the
conclusion to have step
5, 6 and 7 in one cell.
Process Steps & Equipment
X X X X
X X X X
X X X
X
X
When required steps of the different products vary too much, then separate cells.
For example, item C does not look to be suitable for the cell.
2. Similarity of processing steps

16. Advanced Lean
Purpose: Match Customer Demand Pace with Production Pace
How often should we finish an item to serve the customer on time?
TAKT time: It’s the heartbeat of the process
Do you have the right items?
Total Work Content (see also next section) of the
product going through the cell should not variance
more than 30%, otherwise take them apart.
3. Variance of different product types
Time
Max. ~ 30%
B
A
4. Takt Time (production pace)
Available Time
Required Output
(Customer Demand)

17. Advanced Lean
What are the Work Elements? (for making one piece)
Work element
Each process consist of a series of work elements. By collecting all the
work elements in the cell, you get the total work content of the cell.
‘smallest increment of work done by a person (not a system)
that could be moved to another person’
Breaking work in elements helps you to expose and identify waste
Calculate the actual work by using a Process Study Form
Guidelines
• Get REAL data, do not rely on standard time or data from the past. Get it yourself.
• Time each work element seperately, otherwise you can include waste. Once timed individual
elements then time operator’s complete cycle from start to finish. Compare to see the waste.
• Time an experienced operator who is fully qualified to perform the job.
• Seperate operator work time from system cycle time.

18. Advanced Lean
Process Study Form
Low est
Repeatable
Date/Time
Notes
Work Element
Process Study
Operator
Observed times
Process Observer
Process Steps
System
Cycle Time
Full Process Study Template
Use this
Template

19. Advanced Lean
Paper Kaizen
A
B
C
D
E
F
G
J
I
K
Current Improved
30
60
90
120
150
180
210
240
Paper Kaizen
• Elimination: C and J
• Time reduction: A and F
First analyze the Total Work Content, and design improvement on paper …
Time
H
A
B
D
E
F
G
K
I
H
…then have a critical
look on the work
elements and design
improvement on
paper (Improved) to
reduce wastes.
First understand all
the work elements
that make the total
work (Current)…
Approach of immediately leaving
out wasteful steps. You eliminate
some waste on paper before
implementation.
Paper Kaizen
Total Work Content for one item
in the cell are activities A-K.

20. Advanced Lean
Operator Balance Chart
30
60
90
120
150
0
Takt Time
110 sec.
A
B
D
E
F
G
K
I
H
1 2
A
B
D
E
F
G
K
I
H
1 2 3
Takt Time
82 sec.
180
210 Takt Time
205 sec.
Operator Balance Chart (OBC)
Picture of distribution of work among
operators in relation to Takt Time.
… then connect to Takt TIme.
A
B
D
E
F
G
K
I
H
1
• Simple
• Visual
• Quantative
• No guesswork
= Operator

21. Advanced Lean
Is your System suitable for flow?
Is your system able to handle the Takt Time?
Effective System Cycle Time < (Fastest Takt Time – 20-25%)
• Fluctuation in demand
• Equipment is often less flexible than people
Should you have one integrated system, or different small systems connected by a simple workflow tool?
• Is it working in batch or
single piece?
• Easy to replace (price)?
• Easy to maintain?
• Easy to use?
• Is it optimal design to
support continuous flow?
If a System (or Machine) is
part of Continuous Flow
Cell, you should make sure
it is appropriate enough for
handling the Flow.
Also ask the follow questions about your System:
Valuable? - Does the System add value?
Capable? - Does the System create no defects?
Available? - Is the System always available when needed?
Adequate? - Is the System not a bottleneck for the flow?
Flexible? - Is the System flexible to adjust for changes?

22. Advanced Lean
Are your items optimal designed for creating continuous flow?
• How is the item presented in an easy, simplified, proper way?
• Are there any changes you can make on the item, so it takes less time
for the operator to process?
• Are the items easy accessible, at their fingertips?
Is your item ideally designed for flow?
Ideally for a process
• with high volume, low variety
• with high frequency of use
• with stable input
For example
• Pay-roll
• Policy request processing
• Customer Service Centers

23. Advanced Lean
How can the process be laid out so one person can make one
piece as efficiently as possible?
• Avoid isolated islands of activities.
• Minimize inventory accumulation between processes.
• Remove (physical and digital) obstacles for the operator
Make value creating activities easily accessible.
• Design good ergonomics.
• Keep manual, operator-based work steps close together to allow
flexible work element distribution.
Cell Layout

24. Advanced Lean
Office Cell Layout
Out
Incoming
Forms
• Multi-functional
• Co-located
• One piece flow
• Balanced – waste removed
• Cross trained team
• Staffed within the ‘interval’
• Standard work
Cellular environment is an area of continuous flow.
Physical…
… or Digital
A cell can also be designed digital. Think of setting operators work
in a flow by aligning systems.
Workflow IT can help to let differ systems work together in a flow.

25. Advanced Lean
45
15
30
0
Takt Time
45 sec.
1 2 3 4
Buffer for variance
Option A
Balance the line
How to use your operators efficiently?
Number of operators:
Total Work Content (after paper Kaizen)
Takt Time – buffer for variance
Example 134
45 - 3
= 3.2 operators
1 2 3 4
Option B
Lean Option
Lean Option
• Maximize operator work.
• Let Op. 4 do other things
Continuous Improving
• More variance reduction,
reduces buffer.
• Eliminate by reducing
more waste.

26. Advanced Lean
How will you distribute the work?
Specialize Do it all
45
15
30
0
Takt Time 38 sec.
A
B
D
E
F
G
H
1 2
A
B
D
E
F
G
H
1 2
F
G
H
A
B
D
E
60
75
2x Takt Time
What is the optimal way of distribution the work?
There are a lot of way
to distribute the work
among operators,
here two examples:
How will you design
that in your physical
or digital layout.
Out
Incoming
Forms

27. Advanced Lean
Implementing the Flow consists of four stages:
1. Initial Process Design
2. Mock-up
3. Debugging (!)
4. Sustaining the Flow
Avoid making things permanent, until stage 4,
because it is a real learning-by-doing implementation.
Implementation Stages
Paper Kaizen & Initial
Process Design
Debugging
Mock-up Sustaining
Process
associate
involvement
½-2 days 2-4 weeks

28. Advanced Lean
Introduction to Pull Production
L E A N
E N T E R P R I S E

29. Advanced Lean
A system in which each process takes what it needs from the
preceding process when it needs it and in the exact amount
needed.
• Employs a variety of visual signaling devices and uses the concept
of Kanban
• Just-in-time focused
• Controls production system and limits inventory
• Simplifies or eliminates documentation
Customer pulls the flow
What Is a Pull System ?

30. Advanced Lean
A system in which products are pushed through production or
distribution, based on a schedule.
• “Ready or not, here I come!”
• Products are produced only when scheduled
• Assumes receiving work centers will be ready for the products
when they arrive
• Output continues without regard to actual downstream needs
• Response is delayed and the system disrupted due to short-
interval changes
What Is a Push System ?

31. Advanced Lean
• Planning
• Push: Work is completed based on a planning system
• Pull: Work is completed based on authorization from
downstream users
• Work Authorization
• Push: Work is immediately sent to downstream user upon
completion
• Pull: Work is not forwarded to next operation until requested
Differences Between Push & Pull

32. Advanced Lean
A conventional system, based on a schedule, generates
unneeded inventory (overproduction) because true
customer needs never fit perfectly with schedule. For the
same reason, it can also generate shortages.
SHORTAGE
Schedule :
Customer need :
Inventory :
SHORTAGE
Why Use Pull ?
Pull ensures best inventory control with high customer satisfaction

33. Advanced Lean
Why Use Pull ?
PROCESS #1
Yield=2/h
PROCESS #2
Yield=1/h
PROCESS #3
Yield=2/h
RAW MATERIAL WORK IN PROCESS FINISHED GOODS
Conventional ‘Push’ system :
Breakdown
WIP = ?
PROCESS #1
Yield=2/h
PROCESS #2
Yield=1/h
PROCESS #3
Yield=2/h
RAW MATERIAL WORK IN PROCESS FINISHED GOODS
Pull System : Standard WIP = 3
Breakdown
Pull improves work in process management

34. Advanced Lean
• Standardized application
• Visibility
• Simplicity
• Standard lot sizes
• Discipline
• Versatility/Flexibility
Pull Characteristics

35. Advanced Lean
1st LEVEL SUPPLIER
END CUSTOMER
2nd LEVEL
SUPPLIER
PROCESS #3 PROCESS #2 PROCESS #1
2nd LEVEL
SUPPLIER
2nd LEVEL
SUPPLIER
Material
Information
Supermarket
Legend
1 Sequence / Timing
1
9
9
9
4
3 5
2
6
10
10
10
7
8
How does Pull work ?

36. Advanced Lean
How does Pull work ?
Min/Max is the most often used methodology to manage
supermarket/buffer inventory level.
Min>
Max>
Pull
Pull
Pull
Replenish
High performance companies use Kanban to
communicate needs to preceding process.

37. Advanced Lean
Reduction in variation experienced by the customer
Heijunka is the foundation of the Toyota Production system, and is the process
of leveling and sequencing an operation.
There are three main elements of Heijunka…
1. Leveling: Overall leveling of a process to reduce variation in output
2. Sequencing: Managing the order in which work is processed (Mixed Production)
3. Stability or Standard Work: Reduce process variation
Heijunka
Customer Demand Leveling
Jidoka
Just-in-Time
Heijunka
Toyota
Production System
Heijunka

38. Advanced Lean
Kanbans are used to signal the supplying process that more
material is needed
A Kanban is a signal used by a downstream operation
to request a material replenishment
Using
Process
Supplying
Process
Kanban
Required
Part/ material
l Bins
l Labels
l Cards
l Carts
Kanban

39. Advanced Lean
Fix the process (problem) before moving on
Jidoka allows machines/processes to operate autonomously by shutting down
automatically if an abnormality occurs. This prevents defective products from
passing to the next process.
There are two main elements of Jidoka…
1. Autonomation: Automation with human intelligence – operate autonomously
2. Stop at Every Abnormality
Abnormal
Jidoka
Just-in-Time
Heijunka
Toyota
Production System
Jidoka