LeanManufacturingSampleFinal

Information about LeanManufacturingSampleFinal

Published on July 11, 2014

Author: ReadySetPresent

Source: authorstream.com

Content

PowerPoint Presentation: Sample Lean Foundation (6 of 13): Lean Foundation (6 of 13) Lean: 4P Model www.readysetpresent.com Page 2 Lean Foundation (12 of 13): Lean Foundation (12 of 13) Lean can demonstrate how managers can dramatically improve their business processes by: Eliminating wasted time and resources. Building quality into workplace systems. www.readysetpresent.com Page 3 Lean Foundation (13 of 13): Lean Foundation (13 of 13) Finding low-cost, but reliable alternatives to expensive new technology. Perfecting business processes. Building a learning culture for continuous improvement. www.readysetpresent.com Page 4 Eliminating Waste: Eliminating Waste www.readysetpresent.com Page 5 Eliminating Waste (Muda) (1 of 13): Eliminating Waste (Muda) (1 of 13) The first step in identifying waste is to identify those processes or procedures that add value. This is accomplished by creating a value stream map that shows every step in a process with details as to how the step is accomplished and the time it takes to accomplish the step. www.readysetpresent.com Page 6 Eliminating Waste (Muda) (7 of 13): Eliminating Waste (Muda) (7 of 13) To help in finding waste, we want to map the value stream. It is best to walk the actual path to get the full effect. Draw this path on the layout, and calculate the time and distance traveled. This resulting drawing is called a spaghetti diagram. www.readysetpresent.com Page 7 The Lean House: The Lean House www.readysetpresent.com Page 8 The Lean House (2 of 6): The Lean House (2 of 6) Then there are two outer pillars: Just-in-time—probably the most visible and highly publicized characteristic of Lean and TPS. Jidoka —the ability to stop the production line by man or machine in the event of problems. Jidoka ensures that a defective part or product never passes through the production line to the next station. www.readysetpresent.com Page 9 The Lean House (3 of 6): The Lean House (3 of 6) The house also has foundational elements like standardized, stable processes, and heijunka ( leveling out the production schedule). Each element house is important, but more so is the synergy created by all the elements together. At the foundation of the house there is stability. www.readysetpresent.com Page 10 14 Principles of Lean: 14 Principles of Lean www.readysetpresent.com Page 11 14 Principles of Lean Long Term Philosophy (1 of 5): 14 Principles of Lean Long Term Philosophy (1 of 5) Principle 1: Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals. Do the right thing for the customer. Strive to build trust with your employees. www.readysetpresent.com Page 12 14 Principles of Lean The Right Process will Produce the Right Results (1 of 10): 14 Principles of Lean The Right Process will Produce the Right Results (1 of 10) Principle 2: Create continuous process flow to bring problems to the surface. Redesign work processes to achieve high value-added, continuous flow. Strive to eliminate the amount of time that any work project is sitting idle or waiting for someone to work on it. www.readysetpresent.com Page 13 14 Principles of Lean The Right Process will Produce the Right Results (3 of 10): 14 Principles of Lean The Right Process will Produce the Right Results (3 of 10) Most business processes are 90% waste and 10% value-added work. Strive to eliminate the waste from every process. Begin by eliminating the mass production mindset of batch & queue. Takt time is the heart beat of one-piece-flow. Takt is a German word for rhythm or meter; it is the rate of customer demand—the rate at which the customer is buying product. www.readysetpresent.com Page 14 14 Principles of Lean The Right Process will Produce the Right Results (7 of 10): 14 Principles of Lean The Right Process will Produce the Right Results (7 of 10) This is an example of a metal machining process before and after one-piece-flow was implemented. www.readysetpresent.com Page 15 Before After 14 Principles of Lean Add Value to the Organization by Developing Leaders from Within (1 of 9): 14 Principles of Lean Add Value to the Organization by Developing Leaders from Within (1 of 9) Principle 9: Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others. Grow leaders from within instead of buying them from outside the organization. www.readysetpresent.com Page 16 14 Principles of Lean Add Value to the Organization by Developing Leaders from Within (8 of 9): 14 Principles of Lean Add Value to the Organization by Developing Leaders from Within (8 of 9) Lean leaders: Understand the work Have the ability to develop, mentor, and lead people Are respected for their technical knowledge Realize that problems are opportunities for employee development Seldom give orders Ask questions and get employee input www.readysetpresent.com Page 17 14 Principles of Lean Add Value to the Organization by Developing Leaders from Within (9 of 9): 14 Principles of Lean Add Value to the Organization by Developing Leaders from Within (9 of 9) A company developing its own leaders and defining the role of leadership as building a learning organization lays the groundwork for genuine long-term success. Continually reinforce the company culture and train exceptional people and teams to work within the culture to achieve exceptional results. www.readysetpresent.com Page 18 14 Principles of Lean Putting First Hand Experience Above All Else (1 of 4): 14 Principles of Lean Putting First Hand Experience Above All Else (1 of 4) Principle 12: Go and See for Yourself to Thoroughly Understand the Situation — Genchi Genbutsu . Go to the place where the work is being done. S olve problems and improve processes by personally observing instead of relying or theorizing based on what others tell you or what you see on the computer. www.readysetpresent.com Page 19 14 Principles of Lean Striving for Continuous Improvement (1 of 12): 14 Principles of Lean Striving for Continuous Improvement (1 of 12) Principle 14: Become a learning organization through relentless reflection ( hansei ) and continuous improvement ( kaizen ). Once you’ve established a working process, use continuous improvement tools to address inefficiencies and apply counter-measures. www.readysetpresent.com Page 20 14 Principles of Lean Striving for Continuous Improvement (8 of 12): 14 Principles of Lean Striving for Continuous Improvement (8 of 12) www.readysetpresent.com Page 21 PowerPoint Presentation: www.readysetpresent.com Page 22 Download “ Lean Manufacturing ” PowerPoint presentation at ReadySetPresent.com Slides include : Explanations of lean manufacturing, models and processes, 13 slides on eliminating waste, 6 slides on the lean house model, 5 slides on long-term philosophy, 10 slides on creating continuous process flow, 9 slides on using pull systems to avoid overproduction, 10 slides on leveling out the workload, 13 slides on developing quality standards to get things right the first time, 9 slides on the standardization of tasks, 16 slides on using a visual control system to detect problems, 6 slides on using tested and proven technology, 9 slides on growing leaders from within, 11 slides on developing employees, 5 slides on working with suppliers, 4 slides on the value of first-hand experience, 9 slides on careful decision-making, 12 slides on continuous improvement, action plans and much more. 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