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Lean Basics
• Lean History
• Waste
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Lean Basics - History
Pin Factory
20 pin per worker
18 Steps
10 worker – 48K pins
Adam Smith (1723 – 1790)
3
Division of L...
Cotton Gin
A cotton gin is a machine that quickly and easily separates
cotton fibers from their seeds, allowing for much g...
Eli Whitney : (December 8, 1765 – January 8, 1825) was an
American inventor best known for inventing the cotton gin.
Lean ...
Henry Ford (July 30, 1863 – April 7, 1947)
He was an American industrialist, the founder of the Ford
Motor Company, and sp...
(June 11, 1894 – March 27, 1952)
He was a Japanese entrepreneur and the son of Toyoda Loom Works founder
Sakichi Toyoda. H...
(October 14, 1900 – December 20, 1993)
Statistical Methods
Plan - Do - Check – Act
14 Principles of Management
Lean Basics...
Taiichi Ohno (February 29, 1912 – May 28, 1990)
He was a Japanese businessman.
He is considered to be the father of the To...
Jams P. Womack
He is a author of “The Machine That Changed the World”. The
book has been translated into eleven languages....
Lean Trucking…
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ignite2shine
Lean is simple
My Goal ?
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To see waste…….
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Lean is simple
Ground Rules…
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Lean is simple
What is Lean ?
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Why Lean ?
Customer
More Price
More Profit
More Salary
organization
Organizational Pressure
Supplier
Employees
Price reduc...
Thus the key to profitability is :Cost reduction
key to profitability
Old equation: Cost + Profit = Price
New equation: Pr...
Waste
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8 Forms of Waste
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1. WASTED HUMAN TALENT
2. DEFECTS
3. INVENTORY
4. OVERPRODUCTION
5. WAITING TIME
6. MOTION
7. TRANSPORTATION
8. PROCESSING...
I’ve made a few
changes to the
process.
Staff
Staff
Staff
Manager
I wish someone
would ask OUR
opinion…!
Staff
Staff
1. Wa...
@*&#!
!
A negative outcome from process failure
Another
defect!!
2. Defects
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Items in greater quantities than can be immediately processed or used.
Did I really
order this
much??
3. Inventory
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www....
Generating more work than is really required
Staff
Hey…are these
multiple orders for the
same thing? @#$&*!!
I didn’t get ...
People waiting for items (patients, supplies, specimens, etc.) to process
5. Waiting
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Unnecessary human movement
Why can’t I get
anything done?
6. Motion
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Unnecessary movement or relocation of items
I have orders to
run some tests.I’ll bring the patient
right over.
Waiting Are...
Please
approve.
Please
approve.
Please
approve.
Please
approve.
Please
approve.
Please
approve.
8. Over Processing
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www....
I’m the final
approval.
The final
approval?!!
Applying effort to activities that are not required in the process
Please
ap...
Lean House
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Part Needed
At Time Needed
In Amounts Needed
What is Just In Time ?
Produce and convey what customers want, when they
want...
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Lean is simple : Just in Time
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Lean is simple : Just in Time
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Lean is simple : Just in Time
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Lean is simple : Tact time
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Lean is simple : Tact time
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Lean is simple : Tact time
Calculate Tact time ?
Monthly Req. = 7500 Nos.
No. of Working Days = 25 Nos.
Time : 2-Shifts
39...
Lean is simple : Tact time
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Lean is simple : Tact time
Calculate Tact time ?
Let us assume a factory 200 manned machine across press-shop , paint-
sho...
Cycle Time ?
The time a workstation (or process) can produce a unit of input is
its cycle time.
Lean is simple : Cycle Tim...
A B c D E
2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit
Workstation Cycle Time
Lean is simple : Cycle T...
A B c D E
2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit
30 unit / hour 20 unit / hour 12 unit /hour 60 ...
A B c D E
2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit
30 unit / hour 20 unit / hour 12 unit /hour 60 ...
A B c D E
2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit
Process cycle time =
Process capacity =
jit : P...
A B c D E
2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit
Process cycle time = 2+3+5+1+4 = 15 min.
Proces...
A B c D E
2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit
30 unit / hour 20 unit / hour 12 unit /hour 60 ...
EduQsteps
A B c D E
2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit
30 unit / hour 20 unit / hour 12 unit...
Process cycle time =
Process capacity =
5 min.
60/5 = 12 unit per hour
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jit : Process Cycle Time & Capacity
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Lean is simple : Review
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Lean is simple : DL utilization
DL utilization Process DL utilization
A = 12 / 30 = 40%
B = 12 / 20 = 60%
C = 12 / 12 = 10...
www.eduqsteps.com
A B C D E
Lean is simple
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Lean is simple : Manpower planning
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Lean is simple : Manpower planning
A B c D E
3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit2 Min. /Unit
30 unit / hou...
A B c D E
2 Min. /Unit 3 Min. /Unit 2.5 Min. /Unit 1 Min. /Unit 4 Min. /Unit
30 unit / hour 20 unit / hour 24 unit /hour 6...
A B c D E
2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit
Balanced Cycle Time ?
12 unit / hour 12 unit /h...
Rightsizing the right way
A B C D E A B C D E
Lean is simple : Manpower planning
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Lean is simple : JIT (Just in time)
Required Manpower
The required or min. no. of manpower in process =
Lead time / Takt T...
Supplier
Customer
Inventory
JIT :What – When – How Much
Lean is simple : inventory
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Supplier
Customer
Inventory
Having excess inventory / Over Inventory
Lean is simple : inventory
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ig...
Supplier
Customer
Inventory
Delay in supply of material / Goods
Lean is simple : inventory
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Lean is simple : inventory
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5S Inventory Management
1. Short the supplier.
2. Set in order the suppliers.
3. Clean The P...
Lean is simple : 80/20 Analysis
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Lean is simple : 80/20 Analysis
Pereto Principle :
Pareto Principle The 80/20 principle originated from Vilfredo Pareto, a...
Lean is simple : 80/20 Analysis
 Poor Time Management.
1 2 3 4 5 6 7 8 9 10
2
3/4/5/6/7/8
/9/10
Traditional
Approach Cust...
Lean is simple : 80/20 Analysis
The first step in the process of organizing data is to identify the sources of data. You c...
Lean is simple : 80/20 Analysis
After identifying the sources of data, it is important to verify the integrity and
accurac...
Lean is simple : 80/20 Analysis
After ensuring data accuracy, tabulate the data by using the identified sources. For
examp...
Lean is simple : 80/20 Analysis
Data is usually available in the numerical sequence of product or part number, or in
alpha...
Lean is simple : 80/20 Analysis
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Lean is simple : 80/20 Analysis
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Lean is simple
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WHAT IS KANBAN?
 KAN - SIGN
 BAN - BOARD
 KANBAN IS USED AS COMMUNICATION TOOL. .
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Basic Types
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PULL SYSTEM
STORE ASSEMBLY
Card
Card
Lean is simple
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KANBAN
Production Ordering
Kanban
(In-Process Kanban)
Withdrawal Kanban
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Production Ordering Kanban
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Withdrawal Kanban
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Calculation of No. of Kanban Cards in Float
KANBAN = (Demand * Lead Time + Safety Inventory )
----------------------------...
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Lean is simple : Jidoka
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Lean is simple : Jidoka
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Lean is simple : Jidoka
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Lean is simple : Jidoka
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Lean is simple : Jidoka
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Lean is simple : Jidoka
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Lean is simple : Jidoka
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Lean is simple : Jidoka
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Lean is simple : Jidoka
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Lean is simple : Jidoka
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Lean is simple : Jidoka
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Lean is simple : Jidoka
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Lean is simple : Jidoka
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Lean is simple : Jidoka
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Lean is simple : Standardized work
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Lean is simple : Standardized work
Why Standardized work is required ?
Eli Whitney
10
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Lean is simple : Jidoka
Standard Parts
10
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Lean is simple : Standardized work
Standard Parts
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Lean is simple : Standardized work
Standard Parts
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Lean is simple : Standardized work
Enclosed : Muda Find Out Sheet
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Lean is simple : Standardized work
Enclosed : PCS 10
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Lean is simple : Standardized work
Enclosed : SWCT 11
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Lean is simple : Standardized work
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Lean is simple : VSM
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Lean is simple : Value Stream Mapping
Order To Cash
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Lean is simple : Value Stream Mapping
Order To Cash
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Lean is simple : Value Stream Mapping
Order To Cash
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Lean is simple : Value Stream Mapping
The Understand Phase: In this phase, you thoroughly document all the
steps in your c...
Lean is simple : Value Stream Mapping
Floor Plan
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Lean is simple : Value Stream Mapping
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Lean is simple : Value Stream Mapping
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Lean is simple
“KAIZEN”
(Japanese)
Kai Zen
(Change) (Better)
Make it better
(Improvement)
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Lean is simple
 The water flow will not stop when the tank is
full.
by Banjongsak (Thailand)
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ig...
Lean is simple
 Water will stop by itself when the tank is
full.
by Banjongsak (Thailand)
Floating valve
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Lean is simple
 Difficult to take a left turn.
by El-Kashef Osman (Egypt)
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Lean is simple
by El-Kashef Osman (Egypt)
 U-turn zone makes left turns easy.
U-turn zone
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Lean is simple : Standardized work
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Lean, Lean Manufacturing, Lean Production, toyota production system, TPS

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Lean manufacturing, Lean Enterprise, or lean production, often simply, "lean", is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Working from the perspective of the customer who consumes a product or service, "value" is defined as any action or process that a customer would be willing to pay for.

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Publié dans : Industrie automobile
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Lean, Lean Manufacturing, Lean Production, toyota production system, TPS

  1. 1. 1 ignite2shine www.ignite2shine.com
  2. 2. Lean Basics • Lean History • Waste 2 ignite2shine www.ignite2shine.com
  3. 3. Lean Basics - History Pin Factory 20 pin per worker 18 Steps 10 worker – 48K pins Adam Smith (1723 – 1790) 3 Division of Labor Theory ignite2shine www.ignite2shine.com
  4. 4. Cotton Gin A cotton gin is a machine that quickly and easily separates cotton fibers from their seeds, allowing for much greater productivity than manual cotton separation. Lean Basics - History Eli Whitney : (December 8, 1765 – January 8, 1825) was an American inventor best known for inventing the cotton gin. 4 ignite2shine www.ignite2shine.com
  5. 5. Eli Whitney : (December 8, 1765 – January 8, 1825) was an American inventor best known for inventing the cotton gin. Lean Basics - History Standard Parts 5 ignite2shine www.ignite2shine.com
  6. 6. Henry Ford (July 30, 1863 – April 7, 1947) He was an American industrialist, the founder of the Ford Motor Company, and sponsor of the development of the assembly line technique of mass production. His introduction of the Model T automobile revolutionized transportation and American industry. Lean Basics - History 6 ignite2shine www.ignite2shine.com
  7. 7. (June 11, 1894 – March 27, 1952) He was a Japanese entrepreneur and the son of Toyoda Loom Works founder Sakichi Toyoda. His decision to take Toyoda Loom Works into automobile manufacturing would create what would eventually become Toyota Motor Corporation, the world's largest automobile manufacturer. He invented the system called “ Just In time” Lean Basics - History Kiichiro Toyoda 7 ignite2shine www.ignite2shine.com
  8. 8. (October 14, 1900 – December 20, 1993) Statistical Methods Plan - Do - Check – Act 14 Principles of Management Lean Basics - History William Edwards Deming 8 ignite2shine www.ignite2shine.com
  9. 9. Taiichi Ohno (February 29, 1912 – May 28, 1990) He was a Japanese businessman. He is considered to be the father of the Toyota Production System, He wrote several books about the system, including Toyota Production System Lean Basics - History 9 www.ignite2shine.com ignite2shine
  10. 10. Jams P. Womack He is a author of “The Machine That Changed the World”. The book has been translated into eleven languages. He was the research director of the International Motor Vehicle Program (IMVP) at the MIT in Cambridge, and is the founder and chairman of the Lean Enterprise Institute. Lean Basics - History 10 www.ignite2shine.com ignite2shine
  11. 11. Lean Trucking… 11 www.ignite2shine.com ignite2shine
  12. 12. Lean is simple My Goal ? 12 www.ignite2shine.com ignite2shine
  13. 13. To see waste……. 13 www.ignite2shine.com ignite2shine
  14. 14. Lean is simple Ground Rules… 14 www.ignite2shine.com ignite2shine
  15. 15. Lean is simple What is Lean ? 15 www.ignite2shine.com ignite2shine
  16. 16. Why Lean ? Customer More Price More Profit More Salary organization Organizational Pressure Supplier Employees Price reduction  On time Delivery  Good Quality  Low Price 16 www.ignite2shine.com ignite2shine
  17. 17. Thus the key to profitability is :Cost reduction key to profitability Old equation: Cost + Profit = Price New equation: Price - Cost = Profit Cost Profit Fixed Price Profit 17 Why Lean ? www.ignite2shine.com ignite2shine
  18. 18. Waste 18 www.ignite2shine.com ignite2shine
  19. 19. 8 Forms of Waste 19 www.ignite2shine.com ignite2shine
  20. 20. 1. WASTED HUMAN TALENT 2. DEFECTS 3. INVENTORY 4. OVERPRODUCTION 5. WAITING TIME 6. MOTION 7. TRANSPORTATION 8. PROCESSING WASTE 8 Forms of Waste 20 www.ignite2shine.com ignite2shine
  21. 21. I’ve made a few changes to the process. Staff Staff Staff Manager I wish someone would ask OUR opinion…! Staff Staff 1. Wasted Human Talent 21 www.ignite2shine.com ignite2shine
  22. 22. @*&#! ! A negative outcome from process failure Another defect!! 2. Defects 22 www.ignite2shine.com ignite2shine
  23. 23. Items in greater quantities than can be immediately processed or used. Did I really order this much?? 3. Inventory 23 www.ignite2shine.com ignite2shine
  24. 24. Generating more work than is really required Staff Hey…are these multiple orders for the same thing? @#$&*!! I didn’t get my order yet… I’ll send another fax. Pharmacist 4. Over Production 24 www.ignite2shine.com ignite2shine
  25. 25. People waiting for items (patients, supplies, specimens, etc.) to process 5. Waiting 25 www.ignite2shine.com ignite2shine
  26. 26. Unnecessary human movement Why can’t I get anything done? 6. Motion 26 www.ignite2shine.com ignite2shine
  27. 27. Unnecessary movement or relocation of items I have orders to run some tests.I’ll bring the patient right over. Waiting Area Sigh…..!! 7. Transportation 27 www.ignite2shine.com ignite2shine
  28. 28. Please approve. Please approve. Please approve. Please approve. Please approve. Please approve. 8. Over Processing 28 www.ignite2shine.com ignite2shine
  29. 29. I’m the final approval. The final approval?!! Applying effort to activities that are not required in the process Please approve. + ?? ? 8. Over Processing 29 www.ignite2shine.com ignite2shine
  30. 30. Lean House 30 www.ignite2shine.com ignite2shine
  31. 31. Part Needed At Time Needed In Amounts Needed What is Just In Time ? Produce and convey what customers want, when they want in exactly the amount they want. 31 www.ignite2shine.com ignite2shine
  32. 32. 32 www.ignite2shine.com ignite2shine
  33. 33. 33 www.ignite2shine.com ignite2shine
  34. 34. Lean is simple : Just in Time 34 www.ignite2shine.com ignite2shine
  35. 35. Lean is simple : Just in Time 35 www.ignite2shine.com ignite2shine
  36. 36. Lean is simple : Just in Time 36 www.ignite2shine.com ignite2shine
  37. 37. Lean is simple : Tact time 37 www.ignite2shine.com ignite2shine
  38. 38. Lean is simple : Tact time 38 www.ignite2shine.com ignite2shine
  39. 39. Lean is simple : Tact time Calculate Tact time ? Monthly Req. = 7500 Nos. No. of Working Days = 25 Nos. Time : 2-Shifts 39 www.ignite2shine.com ignite2shine
  40. 40. Lean is simple : Tact time 40 www.ignite2shine.com ignite2shine
  41. 41. Lean is simple : Tact time Calculate Tact time ? Let us assume a factory 200 manned machine across press-shop , paint- shop, assy., that works for 480 min. a day, 25 days a months. The factory has machine downtime of 7% and has defect level 15%. Average repair time per defect is 5 min. If the total order for this factory is 50000 Nos. The tact time will be…………… Answer : Time available = 480 * 200 * 25 = 2400000 Min. The discounted for Machine down Time = 168000 Min. (Avl. 2400000-168000 = 2232000 min.) Total discount for repairing = 15% of 50000 Nos. = 7500 * 5Min. = 37500 Min. Net Time Available : 2232000 – 37500 = 2194500 Min. Tack Time = 1294500 / 50000 = 43.49 min. per unit. 41 www.ignite2shine.com ignite2shine
  42. 42. Cycle Time ? The time a workstation (or process) can produce a unit of input is its cycle time. Lean is simple : Cycle Time 42 www.ignite2shine.com ignite2shine
  43. 43. A B c D E 2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit Workstation Cycle Time Lean is simple : Cycle Time 43 www.ignite2shine.com ignite2shine
  44. 44. A B c D E 2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit 30 unit / hour 20 unit / hour 12 unit /hour 60 unit / hour 15 unit / hour Workstation Capacities Lean is simple : Capacity Workstation Capacities ? 44 www.ignite2shine.com ignite2shine
  45. 45. A B c D E 2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit 30 unit / hour 20 unit / hour 12 unit /hour 60 unit / hour 15 unit / hour Workstation Capacities 45 Longest Cycle Time , Lowest Capacity Lean is simple : Capacity www.ignite2shine.com ignite2shine
  46. 46. A B c D E 2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit Process cycle time = Process capacity = jit : Process Cycle Time & Capacity 2+3+5+1+4 = 15 min. 60/15 = 4 unit per hour 46 www.ignite2shine.com ignite2shine
  47. 47. A B c D E 2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit Process cycle time = 2+3+5+1+4 = 15 min. Process capacity = 60/15 = 4 unit per hour Lead Time = Lean is simple : Lead Time Processing time (15) + Waiting time (0) = 15 Min. 47 www.ignite2shine.com ignite2shine
  48. 48. A B c D E 2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit 30 unit / hour 20 unit / hour 12 unit /hour 60 unit / hour 15 unit / hour Bottleneck 48 jit : Process Cycle Time & Capacity www.ignite2shine.com ignite2shine
  49. 49. EduQsteps A B c D E 2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit 30 unit / hour 20 unit / hour 12 unit /hour 60 unit / hour 15 unit / hour Throughput Rate = Lean is simple : Throughput Rate 12 unit per hour 49 10 08 WIP www.ignite2shine.com ignite2shine
  50. 50. Process cycle time = Process capacity = 5 min. 60/5 = 12 unit per hour 50 jit : Process Cycle Time & Capacity www.ignite2shine.com ignite2shine
  51. 51. Lean is simple : Review 51 www.ignite2shine.com ignite2shine
  52. 52. Lean is simple : DL utilization DL utilization Process DL utilization A = 12 / 30 = 40% B = 12 / 20 = 60% C = 12 / 12 = 100% D = 12 / 60 = 20% E = 12 / 15 = 80% Lead time / Process cycle time* No. of Operators = PDL 15 / 25 = 60% 52 www.ignite2shine.com ignite2shine
  53. 53. www.eduqsteps.com A B C D E Lean is simple 53 www.ignite2shine.com ignite2shine
  54. 54. Lean is simple : Manpower planning 54 www.ignite2shine.com ignite2shine
  55. 55. Lean is simple : Manpower planning A B c D E 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit2 Min. /Unit 30 unit / hour 20 unit / hour 12 unit /hour 60 unit / hour 15 unit / hour Increasing the no. of operators of a non-bottleneck workstation will not increase overall process capacity. 1 Min. /Unit 60 unit / hour 55 www.ignite2shine.com ignite2shine
  56. 56. A B c D E 2 Min. /Unit 3 Min. /Unit 2.5 Min. /Unit 1 Min. /Unit 4 Min. /Unit 30 unit / hour 20 unit / hour 24 unit /hour 60 unit / hour 15 unit / hour Bottleneck Process capacity = 60/4 = 15 unit per hour Lean is simple : Manpower planning 56 www.ignite2shine.com ignite2shine
  57. 57. A B c D E 2 Min. /Unit 3 Min. /Unit 5 Min. /Unit 1 Min. /Unit 4 Min. /Unit Balanced Cycle Time ? 12 unit / hour 12 unit /hour 12 unit / hour Lead Time = 15 Min. Process cycle time = 5 min. DLU = 100 % Lean is simple : Manpower planning 57 www.ignite2shine.com ignite2shine
  58. 58. Rightsizing the right way A B C D E A B C D E Lean is simple : Manpower planning 58 www.ignite2shine.com ignite2shine
  59. 59. Lean is simple : JIT (Just in time) Required Manpower The required or min. no. of manpower in process = Lead time / Takt Time 59 www.ignite2shine.com ignite2shine
  60. 60. Supplier Customer Inventory JIT :What – When – How Much Lean is simple : inventory 60 www.ignite2shine.com ignite2shine
  61. 61. Supplier Customer Inventory Having excess inventory / Over Inventory Lean is simple : inventory 61 www.ignite2shine.com ignite2shine
  62. 62. Supplier Customer Inventory Delay in supply of material / Goods Lean is simple : inventory 62 www.ignite2shine.com ignite2shine
  63. 63. Lean is simple : inventory 63 5S Inventory Management 1. Short the supplier. 2. Set in order the suppliers. 3. Clean The Purchase System. 4. Standardize the process. 5. Sustain the Standards. www.ignite2shine.com ignite2shine
  64. 64. Lean is simple : 80/20 Analysis 64 www.ignite2shine.com ignite2shine
  65. 65. Lean is simple : 80/20 Analysis Pereto Principle : Pareto Principle The 80/20 principle originated from Vilfredo Pareto, an Italian economist, who in the late 1800's studied the distribution of wealth in various countries. He consistently found that 80% of the wealth was owned by 20% of the population in these countries. His observation is popularly known as the "Pareto's Principle" or the "80/20 Rule." 65 www.ignite2shine.com ignite2shine
  66. 66. Lean is simple : 80/20 Analysis  Poor Time Management. 1 2 3 4 5 6 7 8 9 10 2 3/4/5/6/7/8 /9/10 Traditional Approach Customers Time Spend 80% of the Revenues 20% of the Revenues 80/20 Approach Customers 20% of the Revenues 80% of the Revenues 1 Traditionally sales people spend an equal amount of time an each customer. An 80/20 analysis reveals the customer 1 and 2 provide 80% of the revenues. 66 www.ignite2shine.com ignite2shine
  67. 67. Lean is simple : 80/20 Analysis The first step in the process of organizing data is to identify the sources of data. You can use sources such as customer invoices, purchase orders, accounts payable checks, credit memos, and processed orders. However, to include an adequate amount of historical data for analysis purposes, you need enough data to establish a trend. In some cases, data is available. For example, you may conduct a small study of customer calls or study sales data from several years. Using inadequate data may distort the analysis. 67 www.ignite2shine.com ignite2shine
  68. 68. Lean is simple : 80/20 Analysis After identifying the sources of data, it is important to verify the integrity and accuracy of that data. This ensures that conclusions are based on reliable and correct data. When using the reports that are generated from the business unit's computer, you must review system data with the management team. Discrepancies must be investigated. 68 www.ignite2shine.com ignite2shine
  69. 69. Lean is simple : 80/20 Analysis After ensuring data accuracy, tabulate the data by using the identified sources. For example, you can tabulate data based on the products and their sales values. 69 www.ignite2shine.com ignite2shine
  70. 70. Lean is simple : 80/20 Analysis Data is usually available in the numerical sequence of product or part number, or in alphabetical order. However, this format cannot be used to identify items that comprise 80% of total value and draw any meaningful conclusions. For example, the data shown above should be sorted by descending dollar value. Calculating the cumulative dollar and percentage values of the data also helps identify the 80/20 items. 70 www.ignite2shine.com ignite2shine
  71. 71. Lean is simple : 80/20 Analysis 71 www.ignite2shine.com ignite2shine
  72. 72. Lean is simple : 80/20 Analysis 72 www.ignite2shine.com ignite2shine
  73. 73. Lean is simple 73 www.ignite2shine.com ignite2shine
  74. 74. WHAT IS KANBAN?  KAN - SIGN  BAN - BOARD  KANBAN IS USED AS COMMUNICATION TOOL. . 74 www.ignite2shine.com ignite2shine
  75. 75. Basic Types 75 www.ignite2shine.com ignite2shine
  76. 76. PULL SYSTEM STORE ASSEMBLY Card Card Lean is simple 76 www.ignite2shine.com ignite2shine
  77. 77. 77 www.ignite2shine.com ignite2shine
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  79. 79. KANBAN Production Ordering Kanban (In-Process Kanban) Withdrawal Kanban 79 www.ignite2shine.com ignite2shine
  80. 80. Production Ordering Kanban 80 www.ignite2shine.com ignite2shine
  81. 81. Withdrawal Kanban 81 www.ignite2shine.com ignite2shine
  82. 82. Calculation of No. of Kanban Cards in Float KANBAN = (Demand * Lead Time + Safety Inventory ) -------------------------------------------------------------- Part Per Container 82 www.ignite2shine.com ignite2shine
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  86. 86. Lean is simple : Jidoka 86 www.ignite2shine.com ignite2shine
  87. 87. Lean is simple : Jidoka 87 www.ignite2shine.com ignite2shine
  88. 88. Lean is simple : Jidoka 88 www.ignite2shine.com ignite2shine
  89. 89. Lean is simple : Jidoka 89 www.ignite2shine.com ignite2shine
  90. 90. Lean is simple : Jidoka 90 www.ignite2shine.com ignite2shine
  91. 91. Lean is simple : Jidoka 91 www.ignite2shine.com ignite2shine
  92. 92. Lean is simple : Jidoka 92 www.ignite2shine.com ignite2shine
  93. 93. Lean is simple : Jidoka 93 www.ignite2shine.com ignite2shine
  94. 94. Lean is simple : Jidoka 94 www.ignite2shine.com ignite2shine
  95. 95. Lean is simple : Jidoka 95 www.ignite2shine.com ignite2shine
  96. 96. Lean is simple : Jidoka 96 www.ignite2shine.com ignite2shine
  97. 97. Lean is simple : Jidoka 97 www.ignite2shine.com ignite2shine
  98. 98. Lean is simple : Jidoka 98 www.ignite2shine.com ignite2shine
  99. 99. Lean is simple : Jidoka 99 www.ignite2shine.com ignite2shine
  100. 100. Lean is simple : Standardized work 10 0 www.ignite2shine.com ignite2shine
  101. 101. Lean is simple : Standardized work Why Standardized work is required ? Eli Whitney 10 1 www.ignite2shine.com ignite2shine
  102. 102. Lean is simple : Jidoka Standard Parts 10 2 www.ignite2shine.com ignite2shine
  103. 103. Lean is simple : Standardized work Standard Parts 10 3 www.ignite2shine.com ignite2shine
  104. 104. Lean is simple : Standardized work Standard Parts 10 4 www.ignite2shine.com ignite2shine
  105. 105. Lean is simple : Standardized work 10 5 www.ignite2shine.com ignite2shine
  106. 106. Lean is simple : Standardized work 10 6 www.ignite2shine.com ignite2shine
  107. 107. Lean is simple : Standardized work 10 7 www.ignite2shine.com ignite2shine
  108. 108. Lean is simple : Standardized work Enclosed : Muda Find Out Sheet 10 8 www.ignite2shine.com ignite2shineignite2shine
  109. 109. Lean is simple : Standardized work Enclosed : PCS 10 9 www.ignite2shine.com ignite2shine
  110. 110. Lean is simple : Standardized work Enclosed : SWCT 11 0 www.ignite2shine.com ignite2shine
  111. 111. Lean is simple : Standardized work 11 1 www.ignite2shine.com ignite2shine
  112. 112. Lean is simple : VSM 11 2 www.ignite2shine.com ignite2shine
  113. 113. Lean is simple : Value Stream Mapping Order To Cash 11 3 www.ignite2shine.com ignite2shine
  114. 114. Lean is simple : Value Stream Mapping Order To Cash 11 4 www.ignite2shine.com ignite2shine
  115. 115. Lean is simple : Value Stream Mapping Order To Cash 11 5 www.ignite2shine.com ignite2shine
  116. 116. Lean is simple : Value Stream Mapping The Understand Phase: In this phase, you thoroughly document all the steps in your current business processes. This phase is necessary to get a clear picture of your current process flow. The Simplify Phase: Here, you take a look at the process from the customers’ point of view, and identify all activities that do not add any direct value for the customer or to the business. This phase is completed when you streamline your process so that it’s simpler and more customer-focused. The act Phase: In this phase, you apply the process changes that you identified in the Understand and Simplify phases of the USa project. 11 6 www.ignite2shine.com ignite2shine
  117. 117. Lean is simple : Value Stream Mapping Floor Plan 11 7 www.ignite2shine.com ignite2shine
  118. 118. www.eduqsteps.com Lean is simple : Value Stream Mapping 11 8 www.ignite2shine.com ignite2shine
  119. 119. www.eduqsteps.com Lean is simple : Value Stream Mapping 11 9 www.ignite2shine.com ignite2shine
  120. 120. Lean is simple “KAIZEN” (Japanese) Kai Zen (Change) (Better) Make it better (Improvement) 12 0 www.ignite2shine.com ignite2shine
  121. 121. Lean is simple  The water flow will not stop when the tank is full. by Banjongsak (Thailand) 12 1 www.ignite2shine.com ignite2shine
  122. 122. Lean is simple  Water will stop by itself when the tank is full. by Banjongsak (Thailand) Floating valve 12 2 www.ignite2shine.com ignite2shine
  123. 123. Lean is simple  Difficult to take a left turn. by El-Kashef Osman (Egypt) 12 3 www.ignite2shine.com ignite2shine
  124. 124. Lean is simple by El-Kashef Osman (Egypt)  U-turn zone makes left turns easy. U-turn zone 12 4 www.ignite2shine.com ignite2shine
  125. 125. Lean is simple : Standardized work 12 5 www.ignite2shine.com ignite2shine
  126. 126. Lean is simple : Standardized work 12 6 www.ignite2shine.com ignite2shine
  127. 127. Lean is simple : Standardized work 12 7 www.ignite2shine.com ignite2shine
  128. 128. Lean is simple : Standardized work 12 8 www.ignite2shine.com ignite2shine
  129. 129. Lean is simple : Standardized work 12 9 www.ignite2shine.com ignite2shine
  130. 130. Lean is simple : Standardized work 13 0 www.ignite2shine.com ignite2shine
  131. 131. Lean is simple : Standardized work 13 1 www.ignite2shine.com ignite2shine
  132. 132. Lean is simple : Standardized work 13 2 www.ignite2shine.com ignite2shine
  133. 133. Lean is simple : Standardized work 13 3 www.ignite2shine.com ignite2shine
  134. 134. Lean is simple : Standardized work 13 4 www.ignite2shine.com ignite2shine
  135. 135. Lean is simple 13 5 www.ignite2shine.com ignite2shine
  136. 136. Lean is simple 13 6 www.ignite2shine.com ignite2shine

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