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Lean Basics 1
APPROVALS NAME Ganesh S Maniam TITLE Director DEPT NAME Global Business Excellence DATE December 11, 2008
REVISION 04
Table of Contents
Contents Slide(s)
Overview & Scope Objectives A Brief History of Lean The Flextronics Lean Enterprise (FLE) Waste Elimination Value Stream Mapping (VSM) 5S & Visual Management Super Market
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Objectives
Introduce Flextronics Lean Enterprise (FLE) and its elements Waste Elimination Value Stream Mapping (VSM) 5S & Visual Management Supermarket
Lean Thinking
Its a people issue. Thats why its so hard. Getting people to change to do things differently than they have done them is really, really hard.
Art Byrne, CEO Wiremold
If a company is really maniacal about Lean it takes two to three years to go from kindergarten to first grade. Thats how tough it is.
Mark DeLuzio, architect of the Danaher Business System, Danaher
Father of Management Father of Motion-Time Study Father of Assembly Line Concept Industry Quality Transformation Birth of TPS/Lean Concepts
Ohno Shingo
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Taiichi Ohno (1912~1990) With strong backing from Eiji Toyoda, Taiichi Ohno helped establish the Toyota Production System, and built the foundation for the Toyota spirit of "making things" by, for example, creating the basic framework for the Just-inTime method. Known as the Architect of TPS. Systematized Jidoka, JIT, standardized work and kaizen into what we now know as TPS. Father of the supermarket system of inventory control.
For more info: http://www.strategosinc.com/taiichi_ohno.htm http://en.wikipedia.org/wiki/Taiichi_Ohno
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FLE
Pull Production Single Piece Flow Takt Time Production Level Loading Stop @ Abnormality
JIT
Jidoka
Autonomation
Sequencing
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1. 5S Seiri - Sort Seiton - Set In Order Seiso Shine / Sweep Seikets - Standardize Shitsuke - Sustain
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Waste Elimination
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TIMWOOD
Waste Exists In Every ProcessEliminate It! Waste Exists In Every ProcessEliminate It!
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Value Stream
Identify the wastes in the Value Stream and remove all the wastes
Value
Correctly Specify Value of Product/Service with Customer in mind
Flow
Make the Product and Value Flow Smoothly
Pursue Perfection
Wastes Elimination as an Ongoing Process towards Perfection
Pull
Produce only to the Pull of Customer Demand
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Defining Value
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!
Before
After
Time
Value Added Work Non Value Added Work
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WORK WASTE
After
Time
Value Added Work Non Value Added Work
ItEither Adds Value or Does Not ItEither Adds Value or Does Not
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Waste #1 - Transportation
Requires Equipment Increases Handling Damage Necessary Must Minimize
Weld
End Finish
Weld
End Finish
Machines Next to Each Other Transport Time Minimized Machines Next to Each Other Transport Time Minimized
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Waste #2 - Inventory
Ties Up Working Capital Takes Valuable Space Risk of Obsolescence
Frequent breakdowns
Inventory levels
High spoilage
Unplanned stoppages
Slow running
Waste Asks For More Waste Waste Asks For More Waste
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Waste #3 - Motion
Ergonomic Concerns Labor Efficiency Wasted Cycle Time
???
sitting
searching
turning around
walking
climbing
choosing
bending
lying down
Before
After
Treat Operators as SurgeonsEverything Within Reach Treat Operators as SurgeonsEverything Within Reach
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Waste #4 - Waiting
Increases Lead Time Increases Work in Process Slows Response to Customer
When Inventory Waits Your Customer Waits When Inventory Waits Your Customer Waits
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Waste #5 Overproduction
Ties Up Working Capital Takes Up Floor Space Hides Process Problems
Do Not Produce What the Customer Does Not Need Do Not Produce What the Customer Does Not Need
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Waste #6 Overprocessing
Create Delay Increase Opportunity for More Defects Do not Add Value By Definition
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Waste #7 - Defects
Upset Customers Consume Resources Choke Flow
Reworking Defects Is WastefulSending Them to Customers is Outrageous Reworking Defects Is WastefulSending Them to Customers is Outrageous
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Supplier
Flextronics : Suppliers Flextronics Ops : Plant/Service Repair Shop Flextronics : Customer
Customer
See the Whole Process from Start to Finish See the Whole Process from Start to Finish
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Levels of Mapping
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Forms the Blueprint for aaLean Implementation Plan Forms the Blueprint for Lean Implementation Plan
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How do we start?
Identify the Value Stream for every major product family / program Concept to launch - Order to delivery
Current State Current State Drawing Drawing Future State Future State Drawing Drawing
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 success will be measured? Develop actions and drive toward future state
Note: VE is Value Enabler, e.g. ISO, OSHA, ANSI/ESD S20.20, MSC, RoHS, etc
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The Problems as well as the Answers Lie Within the Flow The Problems as well as the Answers Lie Within the Flow
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Pretend you are the product And follow the product path flows Pretend you are the product And follow the product path flows
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Supplier
Production Control Firm Weekly
Customer
MENLO
Loading Plan (Weekly, Daily) Daily Shipment Plan
Hub
Suppliers
SMT-WAVE Yield: 90%
MLT Processing 7200 sec Time 1 day 7200 sec
Suppliers
ICT Yield: 96%
1 day 7200 sec
7200 sec
: Process : PC
E V
: Elevator : Inventory
Customer
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Sort
Set in Order
Shine
Standardize
Sustain
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Introduction to the 5S
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Definition
What is the 5S? Establish standards to detect an abnormality Create and maintain an organized, clean and safe work area Conditioning discipline for Action Workout
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ASK YOURSELF
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ASK YOURSELF
Everything you REALLY Need at your Fingertips Everything you REALLY Need at your Fingertips
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ASK YOURSELF
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ASK YOURSELF
Anyone should be able to easily understand proper arrangement and abnormalities Anyone should be able to easily understand proper arrangement and abnormalities
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Leadership responsibility to sustain the first 4Ss Are the actions clearly defined? Clear ownership?
Simplify
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.
Sort
Anything not required for immediate production is removed from the line. 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.
Sweep
Immediate actions taken against abnormalities; Shop kept orderly on a continuous basis. Daily cleanliness inspection of equipment, tools and supplies. Visual controls established and well marked for work area. Area team leaders identified and responsibilities documented. Work areas unkept; No visual controls in place. Information is hidden in the computer system.
Standardize
Self Discipline
Material layout, assembly, Immediate actions taken & communications are against assembly documented, standardized abnormalities. & followed rigorously. Areas individuals take Establish & follow standard procedures.They ownership; standards are clear, up-to-date, and are followed. displayed in work areas. Labeling of items with required quantities are standardized. Procedures are documented, but not consistently followed. No procedures in place. 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.
Steps of Implementation
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(5S) +1 : Safety
Safety must be in everyone mind all time. Safety is the 1st item when you are doing any kind of Improvement Safety cannot be compromised with all the other 5Ss activities. Zero tolerance to any industry
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The Foundation
The 5S is the foundation for Flextronics Lean Enterprise. In order to visually detect any abnormal condition, we need to establish Visual Management & Standards.
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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
Not here
Dont Manage aaStandard Detect the Abnormality Dont Manage Standard Detect the Abnormality
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Vertical Limit
Horizontal Limit
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Supermarket
Visual Management
FIFO
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Supermarket
Supermarket is a stocking location for raw material/WIP/FG with the following characteristics: Enables Visual Management. Right size to support level loaded plan. FIFO Material Flow. Controlled Entry/ Exit of Parts locked (as requiredinitially) 5 No's - No thinking, No searching, No counting, No checking, No waiting
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Example of Supermarket
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Example of Supermarket
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Example of Supermarket
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Example of Supermarket
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Example of Supermarket
In
Out
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Further developed and documented by the Lean Enterprise Institute of Brookline, Ma. as Learning to See
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Thank you
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