Lean - Foundation Level (copy)
INTRODUCTION (copy)
Learning Objectives
Start “thinking Lean”
Acquire basic knowledge of Lean tools for removing waste and enhancing customer value
Begin to apply Lean in your area of work through Lean projects
Get certified as Lean Expert
Agenda
Module 1 - What is Lean ? (copy)
Module I - What is Lean?
What is Waste?
What is Value?
How Lean helps us Understand?
Pricing Model
Lean helps us understand what adds value to our customers
True
False
Value is
any activity that consumes time, resources, or space
A capability provided to customer at the right time, place and as defined by the customer
Repetitive tasks that can be automated
Module 2 History of lean (copy)
How Lean Started?
How Lean Started? ….continued
Takzeit is
Peak production to meet customer demand
Pulse rate at which each “unit” needs to be completed to meet customer demand
Productivity improvement to meet customer demand
Employees at peak to meet customer demand
Module 3 - Lean Principles (copy)
The 5 Lean Principles
1. Specify Value
1. Specify Value - How do we Define Value Added (VA)?
1. Specify Value - Non-Value Added (NVA) Activity
1. Specify Value - Value add / Non value added Activities
2. Identify the Value Stream
3. Flow
4. Pull
5. Perfection
Which of the following is not a criteria to define value-added activities?
It must transform the product or service.
The customer must be willing to “pay” for it.
It must be done correctly the first time.
The management must be willing to “pay” for it.
Identify VA/NVA
Сombine elements from the left column with the elements on the right
Chasing a late stationery order
Value Add
Online order of flight tickets
Value Add
Receiving unwanted products into a warehouse
Non Value Add
A customer extending their order
Non Value Add
Module IV - Lean Concepts and Tools (copy)
Lean Concepts and Tools
Value Stream Map
An example
Identifying Muda
8 Wastes: Defects
8 Wastes: Overproduction
8 Wastes: Waiting
8 Wastes: Non-utilized Talent
8 Wastes: Transportation
8 Wastes: Inventory
8 Wastes: Motion
8 Wastes: Motion Example
8 Wastes: Extra Processing
Mudas – Summary
Kaizen
KANBAN (Pull system)
Standardization
ANDON – Visual Controls
TAKT Time
Available Time
TAKT Time
Line balancing
Continuous Flow using Cells
Continuous Flow – Implementation
Reducing Waiting Time: An Illustration (Banking Unit)
Reducing Waiting Time: An Illustration (Banking Unit)
5S – Making Improvements Visible
5 S
Mistake Proofing
Poka Yuke
Which of the following illustrates an activity that does not add value?
Waiting for review prior to sending the resolution
Ordering parts from a supplier
Accumulating parts in front of the next work centre
Delivering the product to the customer
Place for everything and everything in its place is an example of
Line Balancing
Mistake Proofing
VSM
5S
There is only one way to connect a projector socket with a laptop/desktop, if done incorrectly it is detected 100%. This is an example of:
Line Balancing
Mistake Proofing
VSM
5S
Module V – Case Studies (copy)
Case Study 1
Lean Life Cycle in DMAIC Framework
Stage 1 - VSM (Phases & Tasks)
VSM Effort Analysis
VA & NVA Identification
Stage 2 – VSM with VA & NVA
DILO (Day-In-Life-Of)
Analyze -> Improve
What’s in for the customer……
Benefits and Value adds for the Customer……
Top 3 Recommendations
Stage 3 - Proposed New Process
Next steps ahead……
Brief Notes on Terms Used
Next Steps (copy)
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