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Definition of models
Key Concepts
History
7 Wastes
Observation
5S Visual Work Reorganization
Spaghetti Diagram
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An old Chinese proverb states:
“You can’t do today’s job with
yesterday’s methods and be in business tomorrow.”
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A continual improvement process, also often called a continuous improvement process (abbreviated as CIP or CI ), is an ongoing effort to improve products, services, or processes.
These efforts can seek "incremental" (Lean) improvement over time or "breakthrough" (Six Sigma) improvement all at once. Processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility.
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Lean
Six Sigma (DMAIC)
Baldridge
ISO
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Customer
Driven
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Focus on the customer
Identify and understand how the work gets done (the value stream)
Manage, improve and smooth the process flow
Remove Non-Value-Added steps and waste
Manage by fact and reduce variation
Involve and equip the people in the process
Undertake improvement in a systematic way
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Lean is:
Relentless reduction of waste from the point of view of the customer
Identifying areas for improvement
Streamlining processes/process improvement
Creating greater customer value and increasing employee satisfaction with less work
Improving quality and timely delivery
An intense process analysis linked to customer needs to create more value from the same resources.
James P. Womack
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“If you can't describe whatyou are doing as a process,
you don't know what you're doing.”
W. Edwards Deming
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Lean is about the process, not the person
Lean is easy to implement at the frontline
Lean application reveals quick and effective results
Lean is a proven methodology for
process improvement and employee satisfaction
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• Lean is focused on eliminating waste(Muda) in processes
• Lean is not about eliminating people
• Lean is about understanding what is important to the customer
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Lean provides tangible (measurable) benefits
Reduces costs & Improves quality
Improves customer rating, perception, and overall satisfaction
Improves employee involvement, morale, and company culture
Helps “transform” organizations
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Anything other than the minimum amount of:
Equipment
Materials
Parts
Space
Worker’s time
which are absolutely essential to add value to the product.
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1. Waiting Idle time created when people, information, equipment
or materials are not at hand
2. Over Production Redundant work
3. Over Processing Activities that do not add value from the
patient/customer perspective
4. Defects/Errors Work that contains errors or lacks something of value
5. Travel/Motion Movement of people or goods that do not add value
6. Inventory More materials on hand than are required to do the work
7. Confusion People doing the work are not confident about the best was to perform the task
8. Under utilized human creativity
◦ Cindy Jimmerson Lean Health West
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Observation
Value Stream Mapping
5S Visual Work Reorganization
Spaghetti Diagram
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Basketball DVD
Two teams – one wearing white shirts and the other black shirts.
Count how many successful passes the white team makes.
Please do not speak.
Write your number down on a piece of paper.
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A Value Stream Map
is a visual representation of the process that includes: Information on time Quality Resources and most importantly, allows us to analyze
Value Added and Non-Value Added activity
Finding Opportunities With Lean Value Stream Mapping
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Organizations that use Lean often have a “Kaizen” culture, and conduct “Kaizen
Events.” Kaizen is a Japanese word that essentially means “change for the
better.” Kaizen events are events or projects where we will be looking closely at specific processes to make changes
for the better using Lean.
Finding Opportunities With Kaizen & Kaizen Events
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SortEliminate what is not needed
Set in Order or StraightenOrganize what remains
ShineClean work area
Safety
Resolve unsafe working conditions
StandardizeSchedule cleaning and maintaining
SustainMake New 6S a way of life
5/6S Workplace Organization
SORT
SET
IN
ORDER
SHINE
STANDARDIZE
SUSTAIN
SAFETY
Consistency and self-discipline for sustainability
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Lack of organization and standardization creates waste, frustration and
opportunities for defects
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Why Sort is important – Clean, orderly workplace
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Why Sort is important – Clean, Orderly workplace
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What is a project charter?
A project charter is a written document (usually on a single page) that describes what is the
project all about, why we are working on this project, what is the timeline and who are team
members working on this project. A project charter contains six main elements (and you can add
more to this list if required by your company):
Business Case: The business case describes why this project is important to the company. Why
should the management support this?
Problem Statement: The problem statement contains a brief description of what is the “pain”
being experienced by the company. You need to relate the problem statement to the voice of the
customer (whether internal or external).
Goal Statement: What is the goal of the project? How much improvement are we targeting? The
goal of the project should be specific, measurable and time bound..
Scope Statement: The scope of the project clearly describes what is included in the project and
what is excluded in the project. Scope can include product families, geographical areas,
departments etc.
Timeline: The timeline describes the key milestones and when they will be completed.
Team Members: Team members section includes all the resources that are required to work on
this project. Typically, mentioned in this section are the project sponsor, key stakeholders, team
members, subject matter experts.
Sigmamagic.com
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SortKeep only what is needed, when it is needed,
only in the amounts needed
• Straighten
• Eliminate excess materials and equipment
• Remove unnecessary items
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Set in OrderA Place for Everything, and Everything in its Place
Planning to ensure things are placed where they need to be to eliminate as much waste as possible
Placing things in their “home” A shared understanding of:◦ Where things belong◦ What things belong where
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ShineEveryone should see the workplace
through the eyes of the visitor
• Identify targets and assignments
• Determine cleaning methods
• Perform cleaning of everything
• Red tag / replace worn equipment
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Get your team together
Establish a local red tag holding area
Set red-tag criteria
Evaluate items and attach red tags
Plan for disposal of red tagged items
Document the results –Disposition List
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Found something in your work area but are not sure of the use or need?
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SafetyIt's a very sobering feeling to be up in space and realize that one's safety factor was determined by the lowest bidder on a
government contract. Alan Shepard
Identify targets and assignments• Determine cleaning methods
• Perform cleaning of everything
• Red tag / replace worn equipment
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StandardizeStandardization is a state that exists when sort, set in
order, shine and the safety inspection are fully maintained.
• Standardization can only be done once you have successfully completed the initial 4 pillars
• Establish guidelines• Make the standard conditions visual• Maintain and monitor conditions
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SustainThere are three types of innovations that affect jobs and capital: empowering innovations, sustaining innovations and efficiency
innovations. Clayton M. Christensen
Purpose is to maintain your gains. Make your changes a “Habit.” Total employee involvement Management support Develop awareness Ongoing, facility wide communication Make Workplace Organization standards part of daily
work
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Define visual workplace re-organization
Physical Change
1. Sort
2. Set in Order
3. Shine
4. Safety
Cultural Change
5. Standardize
6. Sustain
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A spaghetti is a method of viewing data to visualize possible flows through systems. Flows depicted in this manner appear like noodles, hence the coining of this term.[
This method of statistics was first used to track routing through factories. Visualizing flow in this manner can reduce inefficiency within the flow of a system.
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Principles of Lean
•See things through the eyes of the customer
•Find a better way of doing things•Look at the entire picture•Respect the ideas and work of others•Give staff the time and tools to make
the necessary improvements•Take small steps as well as big leaps
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