overview of 3 day lean & kaizen course content
DESCRIPTION
Objectives of the course is to equip participants with tools and knowledge on Lean Manufacturing in a competitive World Class Business requirements. Upon completion of the 3 day course,participants will be equip with knowledge allowing them to lead Kaizen workshops. COURSE The training is an intensive 3 days course covering all aspects of Lean Manufacturing in a World Class (WCM) environment. The training course covers understanding of world class requirements and using tools associated with WCM to perform Kaizen events to eliminate waste so as to be competitive in the fast changing business world. The training includes a mix of workshop exercises, group and simulations using tools to give participants a real understanding to apply concepts in real work place to eliminate Waste to be Competitive. For details email [email protected].TRANSCRIPT
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.