new employee lean orientation
DESCRIPTION
How to on-board new hires to get them familiar with lean and speed their contribution to continuous improvementTRANSCRIPT
The Lean Workplace
(New Employee Lean Orientation)
5S
VFM
8 Waste
What does Lean mean?What does Lean mean?
Error Proof
Your WorkplaceYour Workplace
• Safety beyond reproach, in a fun work environment.
• Consistently work to produce quality products.
• Respect for individuals and their ideas they bring for continuous improvement.
Lean is Market DrivenLean is Market Driven
Every morning in Africa, a Gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death.
It doesn’t matter whether you are a lion or a gazelle - when the sun comes up, you had better be running.
Str
ateg
yE
xecu
tion
Who makes it happen
Lean Initiatives used to implement and sustain continuous
improvement
Where process happens
Process Actions
What are the benefits
Who shares the success
Why do it
Performance Metrics
Safety HRCostDeliveryQuality
Financial and Social Objectives
Workplace Organization Teamwork / Training Visual Factory Management Continuous Improvement
Value Stream Mapping Change - Over Error Proofing Pull Systems Total Productive Maintenance Standard Work
Your people making products and services for your customers
Stakeholders
Vision
Business Plan
Balanced Scorecard
Lean Assessment
Lean Operating System
Lean Building BlocksLean Building Blocks
Quick Changeover
Standardized Work Batch Reduction Teams
Quality at Source
5S System Visual Plant Layout
POUS
Cellular/FlowPull/Kanban TPM
ValueStreamMapping
Continuous ImprovementLean Vision
Change-Over
Pull System
Standard Work Teamwork/Training
Error-ProofingVisual Factory Management
Total Productive Maintenance
Continuous Improvement
Workplace Organization
Lean Building BlocksLean Building Blocks--Must Know Initiatives--Must Know Initiatives
Quick Changeover
Standardized Work Batch Reduction Teams
Quality at Source
5S System Visual Plant Layout
POUS
Cellular/FlowPull/Kanban TPM
ValueStreamMapping
Continuous ImprovementLean Vision
Change-Over
Pull System
Standard Work Teamwork/Training
Error-ProofingVisual Factory Management
Total Productive Maintenance
Continuous Improvement
Workplace Organization
Workplace OrganizationWorkplace Organization--where you do your job--where you do your job
What Is 5S??1S
2S
3S
4S
5S
Sort
Straighten
Shine
Standardize
Sustain
• To Ensure Safety• To Ensure Quality• To Increase Work Efficiency• To Utilize Space Effectively• To Enhance Morale• To Enhance Image• To Eliminate Unnecessary
Purchases
5 S Purpose
5 S - Sort
• Segregate What Is Needed, Needed Later, and Not Needed
• Discard What Is Not Needed
• Segregate Needed Items By Frequency of Use
5 S - Straighten
• Clearly Mark and Arrange Everything Neatly So What is Needed Can Be Easily Found
A place for everything and everything in it’s place
5 S - Shine
• Designate a Time for Everyone to Engage in “Cleanliness” Activities
5 S - Standardize
• Move to All Workplaces• Consistent• Carry On
5 S - Sustain
3 SSusta
in
Standardize
(Sort, Straighten,
Shine)
Lean VisionLean Vision
A philosophy that shortens the time between the customer order and the shipment by identifying and eliminating waste in the value stream.
Customer Order
Waste
Product ShipmentX
Eliminate these 8 WASTESEliminate these 8 WASTES
DDefect OOverproduction WWaiting NNot Using Talent TTransportation IInventory MMotion EExtra Processing
DefectsDefects
Inspection and repair of material in inventory Causes of Defects
– Weak process control
– Poor quality
– Inadequate education/training/work instructions
OverproductionOverproduction
Making more than is required by the next process Making earlier than is required by the next process Making faster than is required by the next process Causes of Overproduction
– Just-in-case Logic– Misuse of automation– Unbalanced work load– Redundant Inspections
WaitingWaiting
Idle time created when waiting for…? Causes of Waiting Waste
– Unbalanced work load
– Unplanned maintenance
– Misuses of automation
– Upstream quality problems
Not Using TalentNot Using Talent
The waste of not using people’s (mental, creative, physical, skill) abilities.
Causes of people waste
– Unqualified people
– Low or no investment in training
TransportationTransportation
Transporting parts and materials around the plant Causes of Transportation Waste
– Poor understanding of the process flow for production
InventoryInventory
Ideal condition--
“Any supply in excess of a one-piece flow through your manufacturing process”
Causes of excess Inventory
– Unbalanced workload
– Misunderstood communications
MotionMotion
Any movement of people or machines that does not add value to the product or service.
Causes of Motion Waste
– Poor people/machine effectiveness
– Inconsistent work methods
– Unfavorable facility or cell layout
– Poor workplace organization and housekeeping
– Extra “busy” movements while waiting
Extra ProcessingExtra Processing
Effort that adds no value to the product or service from the customers’ viewpoint
Causes of Processing Waste
– Over processing to accommodate downtime
– Lack of communications
Visual Factory ManagementVisual Factory Management
COBCOB@ the@ the
WorksiteWorksite(Daily)(Daily)
PABPAB@ the @ the
workbenchworkbench(Hourly)(Hourly)
Information Center(Plant-wide Reporting)
InformationFromEach
Department
PPBPPBWithin theWithin the
departmentdepartment(Monthly)(Monthly)
What is Visual Factory Management?
It is the use of visual information aids such as lights, signs, charts, goals, and scorecards, to help people manage their own activities
Visual Factory ManagementVisual Factory Management
The VFM system includes four specific communication tools:
– Process Performance Board (PPB)
– Certified Operation Board (COB)
– Process Analysis Board (PAB)
– Information Area
Process Analysis BoardProcess Analysis Board
Also known as the PAB Information gathered each hour of operation or
periodically throughout the day It compares expectations to produce with actual
accomplishment Sometimes it is referred to as an ‘Hour-by-hour’ board It is located close to the team member It is filled out by the team member The information is calculated at the end of the shift and
posted to the COB
Process Analysis BoardProcess Analysis Board
Certified Operating Board
Also known as the COB It is meant to present information to the team
member which is needed to consistently perform the desired task
It is located close to the station and displays calculated information from the PAB
Certified Operating BoardCertified Operating Board
Process Performance BoardProcess Performance Board
Also known as the PPB Consolidates information from many areas within
the department to develop monthly trends Each month the boards are updated
Process Performance BoardProcess Performance Board
Information CenterInformation Center
This area presents the documentation that consolidates the currents status of the plants performance from: – Value Stream Maps
– Plant Scorecard
– Lean Manufacturing Assessments
– Quality Issues
– Etc.
Control AreaControl Area
Standard WorkStandard Work
Standard Work specifies instructions that allow processes to be completed in a consistent, timely, and repeatable manner. By implementing SW, employees will increase production, improve quality, and enjoy a safer, predictable working environment.
Do the job the same way every time !
I don’t care how I do the job, just get it
done !
Standard WorkStandard Work
Error ProofingError Proofing
Error Proofing determines methods that will ensure a process is defect-free all the time. It applies to any process where repetitive steps occur which could be skipped, performed out of order, or not conducted correctly. Error Proofing ensures that tasks can only be done the right way.
Definition of Error ProofingDefinition of Error Proofing
Error Proofing is the practice of striving for zero defects using techniques, standards and devices that prevent errors from being made.
It also provides for detection of, and stopping of errors before they become defects using shutdown, control or warning
Errors vs. DefectsErrors vs. Defects
An ERROR is - any deviation from an established process
A DEFECT is - product deviation from established specifications
All ERRORS do not produce DEFECTS
BUTAll DEFECTS are produced by
ERRORS
SummarySummary
• Work safe• Meet daily work expectations• Prevent defects by applying
standard work• Add value and eliminate waste• Share your ideas to improve