精益生产LeanAwarenessWorkshop

1LeanAwarenessDomesticArrangementsQuestionsMobilephonesTimingsWhoarewe?£310M4WhyChange?5WhyChange?ImproveDonothingDeclineTimeImprovementCompanyXCompetitorIfyoudonothingthenyouwillfallbehindyourcompetitionastheyimprove!!!6BenefitsofLeanProduceMoreEfficientlyRemoveUnnecessaryCostImproveCustomerLeadTimesControlInventoryBetterOptimiseLayout&SpaceDeliverBetterQuality&ServiceAlowcostapproachtoimprovementthatallowscompaniesto:Improvementresults&culturalchange7VALUE-ADDv‟sNON-VALUEADD8VAv‟sNVALeanfocusesontheeliminationofNon-valueAdd(NVA)activitiesTraditionalapproachtoproductivityfocusesonimprovementtoValueAdd(VA)elements(process,equipmentimprovementsetc)Typically95%NVA~5%VA9ValueAddv‟sNonValue-Add(other)CurrentlyNecessaryAnyworkthatiscarriedoutwhichis“necessary”underthe“current”conditionsbutdoesnotactuallyaddvalueAction=ReduceWasteEverythingelseAction=RemoveValueAddAnyprocessthat:•“changesthestate(characteristic,natureorshape)oftheproductinlinewithcustomerrequirement”•experienced&wantedbythecustomer•customeriswillingtopayforAction=Maintain105PRINCIPLESOFLEAN11TheJourneytoLeanValueValueStreamFlowPullPerfection12ActivitiesaddValueif:Increasethe“worth”oftheservice/producttothecustomerChangethe„state‟(&customerwantsthat)Customerexperiencesit,wantsitandispreparedtopayforitEverythingElseIs……Non-ValueAddingi.e.WasteValuev‟sWaste13EndtoEndValueStreamsSales&MarketingActivityOrderReceipt&ProcessingManufactureScheduling&ProcurementPackaging&StorageDespatchGetPaidChasepaymentsIssueCredit/DebitnotesMonthlyReportsInvoice14Escalators…15…v‟sLifts!16132=FlowofMaterialsTraditionalPUSHSystemv’s…Eachworkstationmakeswhatit’sbeengiven=(Uncontrolled?)PilesofWork17132=FlowofMaterialsFullBoxesEmptyBoxesEachworkstationonlymakesenoughtofillthereturnboxes…ThePULLSystem18PursuePERFECTION195PrinciplesofLean1.Learntodefine“value”throughtheeyesofthecustomer2.Identifyallactivitieswithinthecompanythatbringvaluetothecustomerandremovethoseactivitieswhicharewasteful3.FreeupconstraintstomaketheprocessFLOW4.OnlymakewhatisPULLEDbycustomerdemand.5.Continuouslyimproveprocessesthroughconstanteliminationofwaste.20HowmuchofwhatwedoaddsVALUE?OVER-PROCESSING5%95%OVERPRODUCTIONTypicallylessthan5%ofactivityisvalueadding.However,oftenwepileresourcesintoimprovementofthe5%andignorethe95%opportunityQuestionsBallGame237WASTES(+1)24„TIMWOODS‟isStealingTime!TransportInventoryMotionWaitingOver-productionOver-processingDefectsSkills(Talent)25TRANSPORTHowmanytimesarematerialshandled?Howfardotheytravel?Whatdoesitcostthebusiness?26BeforeAfterStringDiagram27INVENTORYHowmuchdoesthiscost?Whydoesithappen?Howmuchspaceistakenupbymaterial?Hiddenqualityproblems,obsolescence?28MOTIONExcesswalking,bending,stretching.Howmuchexcessmovementdoyoudoeachday?Howlongdoesthistake&what‟sthecost?29WAITING&DELAYSOperatorsorequipmentidle.Waitingforpaperwork,instruction,stock,clearance.Howoftendoesitoccur?Whydoesithappen?Howmuchdoesitcost?30OVERPRODUCTIONWhatdidn‟tyoubuild?Howmanyshortageswerecreated?Howmuchdidthiscost(extraLabour,materialsetc)?31OVERPROCESSINGCouldthingsbedonemoresimply?Areyoudoingmorethanthecustomerrequires?Istheprocess„fitforpurpose‟?32TheSpaceRace!33DEFECTS/REWORKRightfirsttimeperformance?Howmuchdoesadefectcost?Canyouaddvaluetwice?Whatdodefectsdotoproduction?34UnusedSkillsWhatextraskillsdopeoplehave?Howcouldthesebeused?Whatwillbethebenefit?Highturnover,lowmorale,Highabsenteeism.QuestionsActivityListinGroupsunderthe7+1WasteHeadingsexampleswithinyourorganisationsANDpossibleimprovementopportunity.tivityLunchfor30minutes3738VISUALMANAGEMENT39…Everyoneknows,withinafewseconds,what‟sgoingon…40VisualManagementFamiliarExamples?AirportsSupermarketsDriver‟sSeat414243TheVisualFactory44TheVisualFactoryFailureCodes45AreTheFilesInOrder?46AreTheFilesInOrder?47IsAnythingMissing?48Visual…Locations/FootprintsShadowBoardAreasofResponsibilityClearlocationsMethodInstructions49…ManagementManningBoardF/manT/LTeamMembersHolsAbsCourseALCommunicationBoardProductionControlBoardDate26/07/00Build443Previousshift:-432=96.2%PreviousShiftinfoUKR4-3servoerror-40minsnowOK.AproninnermultilightcurtainfaultT/Ltomonitor,norootcausefoundRadsupportweldseparation-supplierpart,visualcheckrequireduntilnewpartsarrive.DashmatahanBstudweldfaults-10mins.ColletschangedEOST/LconfirmGeneralInfoFordchairmanvisittodayat13:00Lunchboxmeetingtodayat12:15QPS/WESsuperintendantreview28/07/00SafetyInfoGroupSafetyaudittodayat09:00APTreviews,handinbyFriday28/07/00SafetyBoardQualityBoardCostBoardTeamBoardsReviewPerformancePerformanceGraphsStatusBoards50Customer‟sViewAvisuallywellorganisedplantreflects:AcompanyinControlofQualityCostDeliveryAWorkingCulturecommittedtodeliveringVALUEIt‟seligibilityforbusiness51Weuseitathome52VISUALCONTROL53TYPESOFVISUALDISPLAYAndon(Alarmlights)•usedtoalertappropriateindividualstoabnormalitiesorneedsintheworkarea.•Red-operationormachinedown.Helpneeded•Yellow-operation“down”waitingE.g.tooling•Green-normaloperation54PRIORITIES:55HEALTHANDSAFETY:56ENVIRONMENT:57WorkplaceOrganisation(&5S)1.Sor