LEAN

TEAMS

Develop a Systematic process that consistently defines and

solves problems utilizing Lean tools.

Reason for Teams

• Way to Share Ideas• Support System• Uses the “skill set” of all• Sum of ideas is usually better than

individual• “Fun” to work in teams• People don’t reject their own ideas• Implementation is usually easier

Successful Teams•Realize the “power of teamwork”

•The goal is more important than your role

•Risk-free environment

•Discipline (Process & meeting rules)

•Share Ideas

•Teammates trust each other

•Doers

•Concentrate on process not the people

•Importance of leadership

Team Vocabulary: Transactional Analysis by Jut Meininger

Child• Because• If you want to do it

right• Oh! Be serious• How can this happen• I’m embarrassed• The correct way• But• Do what you want

Adult•What do you think•Is there something wrong•I may be wrong, but•I think•I believe•Let’s explore your idea•Can I help•I need help

Team CharterDate:

Target Area:

Target Area Supervisor/Manager:

Mission/Purpose:

Team Name:

Champion/Facilitator:

Leader:

Team Members & Roles: Recorder: Team Information Station: Layout & Spaghetti Diagram: Time Keeper: Observers: “Why” Analyzers:

Time Commitment:

Guidelines; Restrictions; Boundaries for this Project: Critical Success Factors: (Benefits: What results will be gained) (Metrics: How will the results be measured?) Other Information or Notes:

Meeting Rules•Be prepared

•Listen attentively

•No side conversations

•Don’t bring other work

•Assume responsibility

•Support group decisions

•Show respect towards others

•Use team vocabulary

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Process Rules•Start on time

•Share the goal

•Follow the agenda

•Use a “parking lot”

•List & assign action items

•Stay on task

•Evaluate processes not people

•List problems within scope of team tasks

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What,Why and How to use Kaizen?

Eliminate the Gap!

Customer Supplier

Kaizen

Why Kaizen?

The Need for Change To stay competitive, businesses needs to:

bridge the gap between where we are now and where we need to be.

To do that, we need to change the way we do business.

Kaizen will help us do that.

Change and improvement are hard and sometimes they hurt.

Over the long haul, however, change provides consistent rewards:

• Increased Customer Service

• Increased Quality • Increased Safety • Increased Employee Participation • Increase in job security

UNDERSTANDING CHANGE

The Driving Goals of Lean Production System’s :

To transform our business processes to ones devoid of waste and:

Meet customer demand 100% of the time

Reduce loss-time accidents by 50%

Double the number of inventory turns Increase productivity by 30%

Reduce quality defects by 50%

Reduce setup times by 90%

Reduce manufacturing space by 50%

To do this:

Companies need to eliminate traditional thinking and embrace the tools and thinking of a Lean Production System.

What is Kaizen?

There are 2 approaches to problem solving:

The 1st involves innovation - applying high costsolutions such as state of the art technology

The 2nd uses common sense tools, checklists &techniques that do not cost money.

This approach is called kaizen

Kaizen = Kai [to take apart and make new]

Zen [ to think about so as

to help others]

Kaizen = Thoughtful Acts of Continuous Improvement!

Definition:

Kaizen Events are:

• Widely applicable – Can be used in both manufacturing and non-manufacturing environments

• Team based & cross functional – Team members can be from various functions of the business. Top management participation is encouraged.

• Planned & tied to business goals – Events are planned in advance and tied to business goals and or value streams. Planning is critical to the success of the event.

• Focused in scope – Events are very focused, Don’t take too much on at one time!

• Short term, fast & iterative – Events last approximately 2 to 5 days. Even though the process has gotten better you may have to repeat events on the same process… Continuous Improvement….

Kaizen Events are:

• Use many of the tools found in the House of No Waste – Events may use a variety of the Lean Tools (5’s, Cellular, Pull…..)

• A Learning Experience – Every member of a Kaizen Team will walk away from the event learning something new!

• Highly effective & results oriented. Kaizen events will generate quick results. Measurable results. Establish the baseline, and measure the change!

• Based on IMPLEMENTATION – Events are biased to ACTION. Plan your events on DOING………

4 Phases of How to Kaizen:

A.) Select an EventB.) Plan an Event

C.) Implement an Event D.) Follow-up to an Event

What prevents us from keeping the area clean?

What will preventus from keeping

the maint. shop clean

Material Machine

Manpower

Method

No designated area for special tools

People don’t know expections of clean

People don’t clean up after themselves

Empty space seems to fill up (steel area)

No cleaning materials& supplies

Maint people don’t have time to finish items/ change priority

Don’t have priority to improve

Machines not kept clean daily(no one assigned)

Color of machineRepairs get last priority,

not repaired (surface grinder)

No process to showcommunication of status of repairs

Can’t tell if parts on order

Communication for maint jobs

Start jobs no parts

Waste

Make special tool forjob and keep on hand,

no organization We don’t fix properly,take shortcuts,

don’t prevent future issuesDon’t know where itgoes so we put in maint.

Tool & Die folks sharingequipment w/maint.

Everyone uses welders

No time set aside for clean-up

Dust and chips create mess during use

Not enough trash cans

Place for scrapthat is easy to dump

No places for short pieces of steel

Some jobs sit on machine overnight