Introduction to Lean Manufacturing

1. Introduction to Lean Manufacturing TOTAL QUALITY MANAGEMENT Lean Manufacturing

2. “The production of goods using less of everything by reducing ‘waste’ and increasing value added activity” If it doesn’t add value, it adds cost! Definition of Lean Manufacturing

3. Five Lean Principles Preparing for Lean Manufacturing Identify what the customer actually wants • Would you pay for something you didn’t want? • If it’s not adding value, it’s adding cost! Specify Value Identify the whole process (mapping) • What are the facts about our process capability? • What ‘waste’ is there in the process? Identify the Value Stream • Eliminate bottlenecks or manage them better • Reduce or avoid ‘batch & queue’ • Get the maintenance right Make product flow Let the customer pull Only make what the customer requires, when the customer wants it. Continuous Improvement Increasing personal & company knowledge to pursue the complete elimination of waste.

4. Preparing for Lean Manufacturing • Reduction & elimination of ‘waste’ elements in the process • Equipment reliability – Planned Preventative Maintenance (P.P.M.) • Autonomous Maintenance & Condition Monitoring • Continuous flow - one part at a time (JIT) & pull ‘Kanban’ systems • Inventory (WIP) reduction throughout the process • Defect reduction - right first time, error proofing & training • Visual management – simple measures (KPI’s) & drumbeat • Quick machine changeovers (SMED) • Teamwork & communication • Point of use storage but not ‘nests’ • Bottleneck management So what does ‘best’ look like?

5. Disorganised Preparing for Lean Manufacturing • Organised

6. A process is… A set of activities which convert inputs to outputs to meet agreed customer requirements. “Draw a flow chart of what you do. Until you do, you do not fully understand what you are doing, you just have a job” Dr W.E.Deming Process Mapping

7. Characteristics of an ideal process… Each step adds value Each step is carried out only once Steps are carried out in the best sequence Uses the optimum level of resource Meets customer needs consistently Minimum space requirements Process Mapping

8. Biggest tool in lean – all others are deployed from mapping output Big picture – detail comes later Establishes real priorities by those who do the work – action plans with names & dates Dramatic short & medium-term results Idea generation & team involvement in decision making Why Process Map?

9. Customer needs Process Atlas MANAGEMENT PROCESSES STRATEGY KPI’s CORE PROCESSES Satisfied Customer DATA RESOURCES SUPPORT PROCESSES

10. Start to finish… order enquiry to receipt of payment or tighter definition we can influence? All possible products or ‘runners’ only? Think flow & volume What functions do we need involved beyond this room both internal & external? Is there an obvious need for more information at this stage? Boundaries and Scope

11. The ‘8 Lean Wastes’ (7 + 1) Introduction to ‘TIM WOODS’ Lean Wastes

12. T – Transport I – Inventory M – Movement W – Waiting O – Over-processing O – Over-production D - Defects S - Skill TIM WOODS