Lean_Basics_Part_I_Rev4.ppt
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This document provides an overview of Lean principles and tools for eliminating waste, including the seven types of waste. It discusses value stream mapping to identify waste across the entire production process. Key Lean concepts summarized include identifying value-added vs. non-value added activities, establishing takt time and single piece flow, applying just-in-time and jidoka principles, and using tools like 5S, standard work, and supermarkets. The document emphasizes eliminating defects, overproduction, inventory, motion, waiting, processing, and transportation to optimize workflow and productivity.
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- 1. Solectron Production System Six Sigma Lean Lean Basics Part I Functional Excellence Rev 4, January 14th 04
- 2. 2 Rev 4 Jan 14th 04 Stop @ Abnormality Takt Time Production Single Piece Flow Pull Production Autonomation Sequencing Level Loading JIT Jidoka Heijunka SPS The House of Solectron VSM, 5S, Supermarkets Adding Value and Eliminating Waste
- 3. 3 Rev 4 Jan 14th 04 5. Prod Prep Process 4. JIT Pull Production Takt Time Single Piece Flow Takt Time Standard WIP Op Sequence Standard work 8. Kan Ban 6. Flow 7. JIDOKA Stop at Abnormalities Human Intellegence into machines 1.5S Seiri Seiton Seiso Seiketsu Shitsuke 2. Material Presentation Supermarket Kitting 3. HEIJUNKA Level Loading Sequencing Time Sequential Application of Tools (after understanding Value Stream) Degree of Change + Impact Value Stream is the Foundation
- 4. 4 Rev 4 Jan 14th 04 Adding Value by Eliminating Waste Solectron Production System (SPS) Heijunka Jidoka JIT
- 5. 5 Rev 4 Jan 14th 04 Value Added Activity Something customers are willing to pay for - AND - changes the form, fit, or function of materials or information - AND - Is being done right the first time. Non -Value Added Activity All other actions and unwanted features are by definitionWASTE adding no value to the customer.simply raise costs in our business! Defining Value Eliminate Non-Value Added Activity Time After Before Value Added Work After Before Non Value Added Work Time
- 6. 6 Rev 4 Jan 14th 04 Begin by learning the FUNDAMENTALS. If you learn the wrong ideas about fundamental matters, you are likely to continue to make mistakes later, no matter how enthusiastic you are about implementing improvements. Understanding & Eliminating Waste Waste Exists In Every ProcessEliminate It! Defects Overproduction Inventory Motion Processing Transactions Transportation Waiting The Seven Types of Waste
- 7. 7 Rev 4 Jan 14th 04 Observe that 2 Things are ALWAYS Happening. . . Things that should be done Things that should not be done WASTE WORK Understanding & Eliminating Waste ItEither Adds Value or Does Not Time After Before Value Added Work After Before Non Value Added Work Time
- 8. 8 Rev 4 Jan 14th 04 Upsets Customers Consumes Resources Chokes Flow Waste #1 Defects Reworking Defects Is WastefulSending Them to Customers is Outrageous Motion Inventory Waiting Over Production Transportation Processing Transactions Defects 4 1
- 9. 9 Rev 4 Jan 14th 04 Ties Up Working Capital Takes Up Floor Space Hides Process Problems Waste #2 Over-Production Do Not Produce What the Customer Does Not Need Motion Inventory Waiting Defects Transportation Processing Transactions Over Production 4 2
- 10. 10 Rev 4 Jan 14th 04 Ties Up Working Capital Takes Valuable Space Risk of Obsolescence Motion Waiting Defects Transportation Processing Transactions Inventory Waste #3 Inventory Over Production Waste Asks For More Waste 4 3 High spoilage Poor product quality Slow running Frequent breakdowns Long changeovers Inventory levels Unplanned stoppages
- 11. 11 Rev 4 Jan 14th 04 Ergonomic Concerns Labor Efficiency Wasted Cycle Time climbing sitting ??? searching turning around walking choosing bending over lying down climbing climbing climbing sitting sitting sitting ??? searching ??? searching ??? searching turning around turning around turning around walking walking walking choosing choosing choosing bending over bending over bending over lying down lying down lying down Inventory Motion 4 Motion 4 Defects Over Production Waiting Transportation Processing Transactions Before After Treat Operators as SurgeonsEverything Within Reach Waste #4 Motion
- 12. 12 Rev 4 Jan 14th 04 Creates Delay Increased Opportunity for More Defects Doesnt Add Value By Definition Waste # 5 Processing Transactions Inventory Motion 4 Processing Transactions 5 Defects Over Production Waiting Transportation Motion Match Physical Movement With Systemic TransactionStrive for 1:1 Ratio Manual Entry of Information
- 13. 13 Rev 4 Jan 14th 04 This is what your striving for Requires Equipment Increases Handling Damage NecessaryMust Minimize End Finish Weld End Finish Weld Orbital Weld Hydro Test Mark Mech. Clean Torch Braze Mech. Clean Flex End Finish Weld End Finish Weld Orbital Weld Hydro Test Mark Mech. Clean Torch Braze Mech. Clean Flex Waste #6 Transportation Inventory Defects Over Production Motion Waiting Processing Transactions Motion 4 Transportation 6 Machines Next to Each OtherTransport Time Minimized
- 14. 14 Rev 4 Jan 14th 04 Increases Lead Time Increases Work in Process Slows Response to Customer Waste #7 Waiting Inventory Defects Over Production Motion Processing Transactions Transportation Motion 4 Waiting 7 When Inventory Waits Your Customer Waits
- 15. 15 Rev 4 Jan 14th 04 Summary Lean: Identify the Waste & Eliminate It! 1. Defects 2. Overproduction 3. Inventory 4. Motion 5. Processing Transactions 6. Transportation 7. Waiting The Seven Types of Waste
- 16. 16 Rev 4 Jan 14th 04 Value Stream Mapping Value Chain Current State Map Future State Map Tactical Implementation Plan
- 17. 17 Rev 4 Jan 14th 04 Stop @ Abnormality Takt Time Production Single Piece Flow Pull Production Autonomation Sequencing Level Loading JIT Jidoka Heijunka SPS The House of Solectron VSM, 5S, Supermarkets Adding Value and Eliminating Waste Value Stream MappingIdentify & Target Waste in the Entire Value Stream
- 18. 18 Rev 4 Jan 14th 04 TOTAL Value Stream Solectron : Suppliers Solectron Ops : Plant/Service Repair Shop Solectron : Customer What is the Value Stream? See the Whole Process from Start to Finish
- 19. 19 Rev 4 Jan 14th 04 Understand current situation - Big picture point of view Shows the ratio of Non-Value Added to Value Added Time Exposes sources of waste - not just waste Shows linkage between the seven types of flow Why do Value Stream Mapping? Forms the Blueprint for a Lean Implementation Plan
- 20. 20 Rev 4 Jan 14th 04 Process Level Single Plant ( door to door ) Multiple Plants Across Companies Levels of Mapping Can Be Used at Any Level in the Business
- 21. 21 Rev 4 Jan 14th 04 Product Family Implementation Plan Current State Drawing Future State Drawing 2 3 4 1 Identify the Value Stream for every major product family / program Concept to launch - Order to delivery Map the current state - Identify all the actions that dont create value (VA/NVA/VE) Develop and map concepts for the future state as a management team & communicate your vision to your team. Develop metrics & determine goals How will Success be measured? Develop actions and drive toward future state How do we Start?
- 22. 22 Rev 4 Jan 14th 04 The 7 Types of FLOW 5. People - Std Work - Takt Time 1. Material Raw 2. Material WIP 3. Material Finished Goods 6. Equipment - carts - conveyors - andons - racks - TPM 4. Information To : - Act on Material - Load a M/c - Move it from 1 bucket to another 7. Engineering/Tools - quality - tooling - cutting tools - programs The Problems as well as the Answers Lie Within the Flow What will be Seen?
- 23. 23 Rev 4 Jan 14th 04 Start at the customer and work backwards Walk the actual flows Dont Map the Organization but the flow through it Dont be too detailed this is an overview Use pencil not power pointquick and crude Guidelines for Mapping Pretend you are the Part And follow the path part flows
- 24. Current/Initial State Map 3% Value Added Time97% Waste KITTING Vendor Managed Inventory (VMI) Customer Forecast 3-mo Firm Bi- weekly Forecast Firm Order Kitting Racks SMT/ICT LINE Finished Goods Store 1 h** 1-2 Day Ship AVG TAKT TIME* Mod 1: 194 sec/pc L5: 415 sec/pc Pick List 36 hrs BAX CONVERSION BOTTOM Yield=99.% Yield=98.6% TOP Yield=73.2% MIDDLE** Yield=78.6% BACK-END LEVEL 5 LEVEL 3 Traffic Intersection Daily Schedule Pack Plan Daily Schedul e On Demand Loading Plan weekly daily Kits Daily Traveler s Weekly Schedule 1 h*** 0.24 h 0.25 h 0.54 h 7.8 h 8.9 h 6 h 4 h 2 h 0.5 h 15.6 h 28.4 h 6h 0.2 h 2.7 h 26.3 h 13.7 h 34.6 h 8.2 h 19.4 h 1 h
- 25. Current/Initial State Map KITTING Vendor Managed Inventory (VMI) CISCO Forecast 3-mo Firm Bi- weekly Forecast Firm Order Kitting Racks SMT/ICT LINE Finished Goods Store 1 h** 1-2 Day Ship AVG TAKT TIME* Mod 1: 194 sec/pc L5: 415 sec/pc Pick List 36 hrs BAX CONVERSION BOTTOM Yield=99.% Yield=98.6% TOP Yield=73.2% MIDDLE** Yield=78.6% BACK-END LEVEL 5 LEVEL 3 Traffic Intersection Daily Schedule Pack Plan Daily Schedul e On Demand Loading Plan weekly daily Kits Daily Traveler s Weekly Schedule 1 h*** 0.24 h 0.25 h 0.54 h 7.8 h 8.9 h 6 h 4 h 2 h 0.5 h 15.6 h 28.4 h 6h 0.2 h 2.7 h 26.3 h 13.7 h 34.6 h 8.2 h 19.4 h 1 h Batch Batch Batch Batch Batch Too Much Variation Too Much Variation Too Much Inventory Too Much Inventory Too Much Variation Too Much Variation Long Set Ups Long Set Ups Clearly Identifies Opportunities to Drive Sustainable Change
- 26. 26 Rev 4 Jan 14th 04 Discussed in Lean Thinking by James Womack Further developed and documented by the Lean Enterprise Institute of Brookline, Ma. as Learning to See Find additional information at: www.Lean.Org Where to Learn More
- 27. 27 Rev 4 Jan 14th 04 The 5Ss & Visual Management Sort Simplify Sweep Standardize Self Discipline
- 28. 28 Rev 4 Jan 14th 04 Introduction to the 5Ss Sort (Seri) Set in Order (Seiton) Shine (Seiso) Standardize (Seiketsu) Sustain (Shitsuke) Proper Arrangement Clean up Cleanliness Orderliness Discipline
- 29. 29 Rev 4 Jan 14th 04 Establish standards to detect an abnormality Create and maintain an organized, clean and safe work area Conditioning discipline for Action Workout What is the 5S ? Definition
- 30. 30 Rev 4 Jan 14th 04 Eliminate all unnecessary items items not needed now for production What do we need ? What can we remove ? Step 1: Sort (Seri) When In Doubt . . . Throw It Out PURPOSE ASK YOURSELF
- 31. 31 Rev 4 Jan 14th 04 Step 2: Set in Order (Seiton) Organize and arrange what you need What do we need to use 1st, 2nd Where should it be? PURPOSE ASK YOURSELF Everything you REALLY Need at your Fingertips
- 32. 32 Rev 4 Jan 14th 04 Step 3: Shine (Seiso) Identify abnormalities by visually sweeping the area Does this belong here? Is it needed right now? PURPOSE ASK YOURSELF Be able to quickly detect an abnormality
- 33. 33 Rev 4 Jan 14th 04 Arrange items so that they can be found quickly by anybody Does everything has a place? Is everything in its place? Step 4: Standard (Seiketsu) PURPOSE ASK YOURSELF Anyone should be able to easily understand proper arrangement and abnormalities
- 34. 34 Rev 4 Jan 14th 04 Step 5: Sustain (Shitsuke) Leadership responsibility to sustain the first 4Ss Are the actions clearly defined? Clear ownership ? PURPOSE ASK YOURSELF Easy To Measure Stay Focused Steps of Implementation Level Of Improvement Area team leaders identified and responsibilities documented. Level Anything not required for immediate production is removed from the line. Immediate actions taken against abnormalities; Shop kept orderly on a continuous basis. Non-utilized cabinets, benches, tables, etc. identified and removed from area. Unneeded materials removed from plant; not stored away. Needed and unneeded materials have been identified and separated. Needed and unneeded materials are mixed throughout the work area. Daily cleanliness inspection of equipment, tools and supplies. Visual controls established and well marked for work area. Work areas unkept; No visual controls in place. Information is hidden in the computer system. Level 4 Level 3 Level 2 Level 1 Immediate actions taken against assembly abnormalities. Areas individuals take ownership; standards are followed. Daily checks performed by area leaders; standards are regularly reviewed and updated. Periodic checks are performed by area leaders. No area checks are performed; standards are not established. Self Discipline Sort Sweep 5Ss Establish & follow standard procedures.They are clear, up-to-date, and displayed in work areas. Material layout, assembly, & communications are documented, standardized & followed rigorously. Labeling of items with required quantities are standardized. Procedures are documented, but not consistently followed. No procedures in place. Standardize 25% 75% 100% 50% 25% 75% 100% 50% All items can be easily retrieved by anyone; they are clearly marked. Standardized item quantities are established; Shadow boards are utilized. Needed items have dedicated locations which are clearly labeled. Needed items have been safely stored and organized. Items are placed randomly throughout the work place. Simplify 25% 75% 100% 50% 25% 75% 100% 50% 5 25% 75% 100% 50%
- 35. 35 Rev 4 Jan 14th 04 Keys To 5S Success Get everyone involved. Integrate 5S Principles into daily work requirements. Communicate need for 5S, roles of all participants, how it is implemented. Be consistent in following 5S Principles in all areas Business Team Leader involvement is a must ! Follow through -finish what is started - 5S takes effort and persistence. Link 5S activity with all other Action Workout initiatives.
- 36. 36 Rev 4 Jan 14th 04 The 5S is a foundation for Solectron Production System. In order to visually detect any abnormal condition, we need to establish Visual Management & Standards.
- 37. 37 Rev 4 Jan 14th 04 Create Standards Detect Abnormalities 5 cowboys to drive 1000 cattle Should take one look and understand the situation Clearly differentiate between what is Normal and Abnormal Detect what is Abnormal Dont Manage a Standard Detect the Abnormality Look Here Not Here
- 38. 38 Rev 4 Jan 14th 04 Very Easy to Detect Abnormalities !
- 39. 39 Rev 4 Jan 14th 04 Create Standards Detect Abnormalities
- 40. 40 Rev 4 Jan 14th 04 Which Situation is Easier to Manage ? Create Standards Detect Abnormalities
- 41. 41 Rev 4 Jan 14th 04 Create Standards Detect Abnormalities
- 42. 42 Rev 4 Jan 14th 04 Create Standards Detect Abnormalities Horizontal Limit All small Parts have defined place
- 43. 43 Rev 4 Jan 14th 04 Management at all levels must be committed to establishing and maintaining the 5S process. Before people leave work for the day, everyone must ensure that the cell meets 5S principles. The use of checklist for monitoring adherence, quantifying results of cell inspections and prominent display of each areas results are tools which management can use to help sustain the process. Management must lead by example Walk the Talk ! Leadership Responsibility
- 44. 44 Rev 4 Jan 14th 04 Supermarkets Visual Management FIFO
- 45. 45 Rev 4 Jan 14th 04 Super Market is a stocking location for raw material/WIP/FG with the following characteristics: Enables Visual Management. Right sized to support level loaded plan. FIFO Material Flow. Controlled Entry/ Exit of Parts locked (as requiredinitially) What do I look for in a Supermarket?
- 46. 46 Rev 4 Jan 14th 04 Supermarkets allow easy Visual Inventory Management Project code & instructions for using parts Every bin is identified With a unique part number Each bin has unique part Each part has supply worth one week
- 47. 47 Rev 4 Jan 14th 04 Establish a Flow Sequence (Std Wrk) : 1. Top of the right side 2.Top to bottom 3.Front to back 4. Right to left (3 ) (2 ) (1) (4) Sign board of pick-up start point FIFO: Solectron Ibaraki eg.
- 48. 48 Rev 4 Jan 14th 04 Sign board of pick-up start point FIFO & Visual Mgmt: Solectron Ibaraki eg.
- 49. 49 Rev 4 Jan 14th 04 Sign board sample FIFO & Visual Mgmt: Solectron Ibaraki eg.
- 50. 50 Rev 4 Jan 14th 04 FIFO & Visual Mgmt: Solectron Miyagi eg. Pallet Modified to Accommodate FIFO & Flow Creating FIFO
- 51. 51 Rev 4 Jan 14th 04 FIFO & Visual Mgmt: Solectron Miyagi eg. Pallet Modified to Accommodate FIFO & Flow Creating FIFO
- 52. 52 Rev 4 Jan 14th 04 Example of a Controlled Super Market Only an empty kit/Kanban Card is a ticket to get more parts