overview of 3 day lean & kaizen course content

LEAN & KAIZEN Course ContentDay1 Day1

WORLD CLASS MANUFACTURINGThe origin of Lean Manufacturing

Global Competition

Characteristics of WCM

Traditional and Lean approaches

LEAN MANUFACTURINGWhat is Lean Manufacturing

Value Added & Non value added

Improvement traditional vs Lean

CHARACTERISTICS OF LEAN

PRODUCTIONCellular Factory Layout

Multi-skilled Operators

5s and Visual Control

Andon LightsKanban and SupermarketsRapid ChangeoverTotal Quality ApproachRight-sized, flexible EquipmentWater StridersMoving Production LinesTotal Preventive Maintenance Continuous ImprovementMore……

LEAN PRODUCTION SYSTEMLean Production HouseLean Production House JIT – Continuous FlowJIT – Continuous Flow Takt TimeTakt Time Pull ProductionPull Production JidokaJidoka

LEAN & KAIZEN ContentDay 2STANDARD WORK & 3Ts Element 1: Takt timeElement 1: Takt time

Element 2: Standard work sequenceElement 2: Standard work sequence

Element 3: Line BalancingElement 3: Line Balancing

Element 4: Standard work in Process Element 4: Standard work in Process (SWIP) (SWIP) 3Ts – Takt Time, Cycle Time & Lead 3Ts – Takt Time, Cycle Time & Lead timetime

PULL PRODUCTION & KANBAN Overproduction Continuous flow Push vs Pull system Kanban system

STANDARD OPERATION REVIEW(Exercises)

Day3Day3 STANDARD OPERATION STANDARD OPERATION TOOLTOOLSSKaizen Target and ScopeStandard work sheetTime observation sheetPercent loading chartStandard combination sheetProgress Result ReportKaizen Newspaper

TOTAL PRODUCTIVE MAINTENANCE (TPM)

KAIZEN WORKSHOP KAIZEN WORKSHOP

Day1 WORLD CLASS MANUFACTURING

Class outlines:Class outlines:

The origin of Lean Manufacturing

Global Competition

Characteristics of WCM

Traditional and Lean approaches

Day1LEAN MANUFACTURING

Class outlines:Class outlines:

What is Lean Manufacturing

Value Added & Non value added

Improvement traditional vs Lean

Day1CHARACTERISTICS OF LEAN PRODUCTION

Tools and practices commonly associated Lean Production System

Cellular Factory LayoutMulti-skilled Operators5s and Visual ControlAndon LightsKanban and SupermarketsRapid Changeover Total Quality Approach

Right-sized, flexible EquipmentWater StridersMoving Production LinesTotal Preventive Maintenance Continuous ImprovementMore……

Day1LEAN PRODUCTION SYSTEM

Class Outlines:Class Outlines:

Lean Production HouseLean Production House

JIT – Continuous FlowJIT – Continuous Flow

Takt TimeTakt Time

Pull ProductionPull Production

JidokaJidoka

Day2STANDARD OPERATION

Class Outlines:Class Outlines: Element 1: Takt timeElement 1: Takt time

Element 2: Standard work sequenceElement 2: Standard work sequence

Element 3: Line BalancingElement 3: Line Balancing

Element 4: Standard work in Process (SWIP)Element 4: Standard work in Process (SWIP)

3Ts – Takt Time, Cycle Time & Lead time3Ts – Takt Time, Cycle Time & Lead time

Day2PULL SYSTEM & KANBAN

Class Outlines:Class Outlines:

Overproduction

Continuous flow

Push vs Pull system

Kanban system

Day2Standard Operations Exercise

Example 1 of Exercise

Data

1 shift (8 hours)

2 - 15 minute breaks

1 - 15 minute crew meeting

Requirements 290 per month

20 days per month

WIP 26

Heads 5

Day3Day3STANDARD OPERATION TOOLSSTANDARD OPERATION TOOLS

Class outlines:Class outlines: Tools used in Standard Operation

Kaizen Target and Scope

Standard work sheet

Time observation sheet

Percent loading chart

Standard combination sheet

Progress Result Report

Kaizen Newspaper

Day3Total Productive Maintenance

Class Outlines:Class Outlines:

Day3KAIZEN WORKSHOP

Class Outlines:Class Outlines:

What is Kaizen?

Roles and benefit of Kaizen events

Key roles for Successful Kaizen Events

Phase 1: Planning & prepare for Kaizen Event

Phase 2: Implementation – the event itself

Phase 3: Follow up

What is Kaizen?

KAIZEN = CONTINOUS IMPROVEMENTKAIZEN = CONTINOUS IMPROVEMENT

IMPROVEMENT IMPROVEMENT WITHOUT WITHOUT ENDINGENDING

In JapaneseKAI

ChangeZEN

Good

KAI ZEN = Change for better

The small, gradual, incremental changes applied over a long period can be add up for a major impact on business in the future.

The spirit of Kaizen

Throw all your concrete

head

10 people’s ideas is

better than 1

Kaizen with LESS COST or NO COST

Think how it would work NOT won’t

Don’t seek for perfection

Correct the mistake the moment you

found

Improvement has NO limits

Don’t accept excuses

Ask WHY 5 times Problem gives

your brain a chance to work

Why Kaizen?

To continuously eliminate waste without removing the value added activities in the process

Processing

Transportation

Waiting

Movement

MUDA

Take all FOUR

I need ONE!

DefectsDefectsOver

Production

InventoryInventory

Why Kaizen?

Benefits to the Company

Eliminates hidden cost – 11 wastes

Improve value added – QQuality, CCost & DDelivery

Benefits to YOUYOU

Improved work place – eliminate unnecessary movement & delay

Improve the best methods

YOU HELP THE COMPANY TO MEET QCD

Key roles for a Successful Kaizen event

Upper ManagementUpper ManagementThe initiation MUST come from Upper Management

Build the culture of continuous improvement

Additional training on the concept of cell design, one piece flow, Pull production, TPM, 5s’

Kaizen is not about eliminating people but eliminate waste for better work place

Production ManagerProduction Manager

Work with KPO Choose areas

Identify problems

Identify leaders

To guide and support the Kaizen team - Lean principles

Phase 1: Planning and preparation

STEP 1: Select area

STEP 2: Identify problemsEliminate waste

Eliminate bottleneck

Implement 5s

Implement Cell Design, Line Balancing or Kanban

STEP 3: Select leader

STEP 4: Select TeamTrain the team

STEP 5: Walk and document the process

STEP 6: Prepare the area Advanced production

Required material, equipment & Support people

KICKOFF MEETINGKICKOFF MEETINGTeam leader provides welcome and quick introduction

Sub-team leaders introduce area “as is” via standard work charts

These slides are mandatory:1. Target & Scope – Problem statement, target to the

week, team member & scope

2. Target sheet – Narrow key target for the week

3. Standard work sheet – product flow ie process map & people flow and wip

4. Percent Loading Chart – Takt time against cycle time

5. Standard work combination sheet – the major process 

Phase 2: Implementation

Walk and document the process – gather data prior to the Kaizen event

Data that represent a study on:Process flow

People Travel

Product travel

Operator cycle time

Cycle time against Takt time

Quality issues

Identifying CLOSEMIDTTS

Fill out Standard Operation Tools

GEMBA KAIZENGEMBA KAIZENStart day working on shop floor. Gather together for lunch

(no report) and at end of day for daily report out.

Go and have fun!!!!

Afternoon bring down key management to see progress made in work area.

Kaizen REPORT OUT DAILY REPORT OUTDAILY REPORT OUT 

Team leader prepare for end of day 10 mins report out in afternoon

Review the progress through:Target sheet

Used any combination of charts – Standard work sheet, Percent Loading, Std Combination or Kaizen Cartoon , Progress Result Report .

 Scope of Operations

LAYUP ROOM

CHAMFER SAW

CUTTING

QA TABLE

CUTTING SANDING CUTTING QA TABLE TABLE

CHAMFER SAW

163 ft PEOPLE TRAVELCUTTING CUTTING 51 ft PRODUCT TRAVEL

A)REMNANT BEHIND TORRIT BOOTH CHAMFER SAWB)REMNANT AT CORE AREA CHAMFER SAWC)REMNANT UNDER TABLE

Quality Safety Standard Work # of pieces of Std. Takt OperatorCheck Precaution in Process Work-in-Process Time Number

19

Standard Work Sheet

From: Core Store

To: Core Area

Model Number: 737/747/767/777

Model Name: Boeing

Process Name: Mohd Noor

Manager: Ku Mohd Soffi

Date: 31/3/2003 - 4/4/2003

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

REMNANT RACK

CTT RACK

CTT RACK

CTT RACK DOWNDRAFT TABLE

DOWNDRAFT TABLE

potting area

Before kaizen

B

CC

A

B

1

2

3

Percent Loading Chart (Bar Chart)

Date: 31/3/03 - 4/4/03

Area: Core Area

Team Leader: Mohd Noor

Process Name: Find Core Remnant

Model Number: 777 Cutting Core

Model Name: 777

Scope Of Operation

From: Core Store

To: Core Area

CYCLE TIME TO FIND CORE REMNANT

0

20

40

60

80

100

120

140

160

BEFOREKAIZEN

DAY 1 DAY 2 DAY 3 DAY 4 DAY 5

DAY

TIM

E (

Se

c) Target 100 sec

Standard Work Combination Sheet

Step Time

# Operation/Process Manual Mach Walk

1 Target and scope 2Hazli

2 Progress report out 2Sommat

3 Kanban system 4Hazli

4 Work instruction for block saw machine 2Bashri

5 5S practice 2Osnizal

6 Process improvement cartoon 3Fauzi

7 Kaizen Newspaper 4Hazli

8

9

10

Date: 8 - 12 JUL 2002

Team Leader: MOHD HAZLI

Area: CORE AREATakt Time: 1200 SEC

Ope. Time

Product: CORE BLOCK SAW

Process: 1 3

Requirements: 1

2 106 7 8 9

Manual

Walking

Automatic

Wait

Phase 3: Follow up

The event should The event should NEVER end.NEVER end.

Result MUST be Result MUST be monitored monitored

and improvements and improvements continually madecontinually made

Monthly Followup REPORT OUTMonthly Followup REPORT OUT•Team reports completed implementation

actions for the week/month

• Prepare final report out with key personals.

• All team members are involved, use standard work combination sheet to set sub-team agenda and to allocate time to each member.