introduction to lean · 2011-02-04 · •analysts reduced from 8 to 6 (redeployed) •greater...
TRANSCRIPT
Introduction to Lean
Jeff Fuchs Director, Maryland World Class Consortia
President, Neovista Consulting
What Is
“Lean”?
Lean Tools
Just in Time
Built in Quality
People & Kaizen Pull Systems
Lean Supply Chain Setup Reduction
Takt Time
5S Workplace Organization Standard Work
Total Productive Maintenance Training Within Industry
Heijunka
Autonomation Mistake-Proofing Visual Controls
Design for X Obeya
Policy Deployment Suggestion Systems Autonomous Teams
PDCA Problem-Solving
8 Lean Wastes
1
Moving things long distances because
of workplace layout or systems.
Transportation
2
Any movement that is does not add value for a customer.
Motion
3
Excess, inefficient, or unneeded steps that
can be eliminated without affecting the
customer.
Processing
4
Activities that result in defective products, failed service delivery,
scrap, or rework.
Defects
5
Any people waiting – for machines, material,
or other people.
Waiting
6
Unfinished product at any stage of the process
Work in Process
7 Making more than the
customer needs, or sooner or faster than needed.
Ove
rpro
duct
ion
8
Untapped creativity of people who do work; unused knowledge work products.
Creativity/Knowledge
Five Lean Principles:
Value Value Stream
Flow Pull
Perfection
Lean Thinking is a philosophy.
“The power behind [the Toyota Production
System] is a company’s management commitment to continuously invest in its people and promote a culture of continuous improvement.
The problem is that companies have mistaken a particular set of lean tools for deep “lean thinking.” Lean thinking…involves a far deeper and more pervasive cultural transformation than most companies can only begin to imagine.”
- Jeff Liker, The Toyota Way
What lean is NOT :
Tool Bag
Manufacturing
Program
Downsizing
What lean is :
Systematic
Value & Waste
Culture
People
What lean is :
Systematically
Solving Problems
Everybody
Every Day
© copyright 2008 Neovista Consulting, LLC 19
Uniqueness
“Our industry is very unique.”
“These processes are completely unlike factory processes.”
“This organization is different.”
Despite our unique traits, we all share The Human Condition Uniqueness
Thermodynamics 101
If: 1. Every business process is, by definition, a process; and 2. Every real world process has waste; and 3. Lean eliminates business process waste; then Lean can eliminate waste from every business process
Lean Lab Example • 2nd floor lab supporting manufacturing processes • Site produces sterile liquids in vials/syringes, creams,
ointments, inhalants, antibiotic powders • Almost 11k batch tests/year through several stages
of production • Lab cannot keep pace with production
Lean Lab Example
Lean Lab Example • Product family testing concentrated in time and space • Analysts dedicated to specific tests and cross-trained • Analysts peer-check each other’s mistake-proofed work • Pull system for solvents, flasks, consumables
Before After
Lean Lab Example
Lean Lab Results
• Analysts reduced from 8 to 6 (redeployed) • Greater process ownership and assurance • Test time reduced from 6 days to 3 • Overall lead time from manufacture to usage decision
reduced from 154 working hours to 54 • Removal of 6 storage cabinets of materials • Reduction of test space (used for other products) • Analyst motion per test reduced from 1 km(!) to 20 m • Smaller area, but more available space per analyst • All improvements generated by analyst kaizen team
Resources
• Maryland World Class Consortia, www.mwcmc.org • Pharmaceutical Technology, www.pharmtech.com,
“Lean Manufacturing Practice in a cGMP Environment”
• Lean Enterprise Institute, www.lean.org • Harvard Business Review, www.hbr.org:
– “Beyond Toyota” – “Decoding the DNA of the Toyota Production System”
• Eric Ries, Lean Startup, www.startuplessonslearned.com
Jeff Fuchs Director, Maryland World Class Consortia
President, Neovista Consulting [email protected], [email protected]
Cell: 443.865.2198 Office: 410.767.4802