Lean Introduction

Kim Victorine, Senior Consultant

California Manufacturing

Technology Consulting

CMTC

• Private non-profit corporation affiliated with the

National Institute of Standards & Technology –

Manufacturing Extension Partnership (NIST-

MEP)

• We are in the top 5% in NIST-MEP Client

Satisfaction

• Our Mission is to ―Make a Difference in

California‖ by enhancing manufacturing

• Our ―Hands On‖ approach is different from other

consulting organizations

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Kim Victorine

• Has worked with over 200 client organizations since 1998.

• Has conducted over 100 QMS & Lean project implementations

• Broad & deep experience:– Quality Circle Facilitator

– JIT, TQM, SPC

– Zenger Miller certified facilitator/trainer

– Achieve Global certified facilitator/trainer

– NIST/MEPU certified Lean facilitator/trainer

– Lean Competency in Value Stream Mapping, 5S, Kaizen, TPM, SMED, TWI, Problem Solving, and Standard Work

What is Lean?

• Lean is the identification of waste in our systems

and processes

• Lean is a organizational pursuit of the removal

and prevention of waste (9 types of NVA waste)

• Lean methodologies were developed at Toyota

and are known as the Toyota Production System

(TPS)

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Defining Lean

“A systematic approach to identifying and eliminating

waste (non-value-added activities) through continuous

improvement by flowing the product at the pull of the

customer in pursuit of perfection.”

The MEP Lean Network

Lean is:

Why Do We Follow the Lean Path?

• SURVIVAL!

• Our global economy and growing competition

requires all organizations to improve

performance ―rapidly‖

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What Has Changed to Require

Us to Follow a Lean Path?

• The financial model that all companies have to

apply in today's environment has changed

• The Old Equation for Profit

– Cost + Defined Profit = Sales Price

• The New Equation for Profit

– Price (Fixed by Consumer) – Cost = Profit

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Typical Benefits from Lean

Lead Time Reduction

0 25 50 75 100

Percentage of Benefits Achieved

Productivity Increase

WIP Reduction

Quality Improvement

Space Utilization

Definition Of Value-Added

Value-Added

Any activity that increases the market form or function of

the product or service. (These are things the customer is

willing to pay for.)

Non-Value-Added

Any activity that does not add market form or function or

is not necessary. (These activities should be eliminated,

simplified, reduced, or integrated.)

Value-Added

Typically 95 % of all process time is non value-added

Non Value-Added

1. Overproduction

2. Waiting

3. Transportation

4. Non Value-Added Processing

5. Excess Inventory

6. Defects

7. Excess Motion

8. Underutilized People (NIST-MEP)

9. Resistance to Change (CMTC)

The 9 Wastes

Traditional Approach to Improvement

NVA timeV

A

10%90% of the lead time

25% improvement in Value added time

NVA timeV

A

7.5%90%

Very little effect (2.5%) on the total lead time

Current Approach for Kaizen Improvement

NVA timeV

A

10%90% of the lead time

NVA timeV

A

Significant reduction (22.5 %) in total lead time

67.5% 33.5%

25% improvement in Non Value added time,

V

A

V

A

Continual Improvement

Old Adage:

“If you always do what you always did, you’ll always get

what you always got.”

Competitive Corollary:

“If the other guy gets BETTER, you’re gonna get LESS.”

Why Introduction to Value Stream

• See the sources of waste in the

Value Stream... basis for an

implementation plan

• Linkage between information and

material flow

• Qualitative tool: What you are going

to do to affect the numbers

• Helps to see and focus on flow with a

vision of an ideal

Value S The Value Stream

VALUE-STREAM

PROCESS PROCESS PROCESS

Create art MoldingAssembly

Cell

Raw

Material

Finished

Product

―Rocks in a Stream‖ or

Process Flow Optimized

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How it is today

How it should be

How it can be

Walking the Flow (Muda Walk)

• The first step in in identifying where things stand

(your current state) is to ―walk the process or

flow‖

• Waste (Muda) walk; Walk the flow looking for

the 9 types of waste

• Document what waste is found and where it is

located

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What Do We Do Next?

• Identify areas with the most potential for

improvement

• Develop a workplace diagram

• Go back to the action and collect more data

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Workplace Diagram

• Draw a layout of the work area showing points of

entry/exit, key equipment, storage areas,

materials

• Diagram the flow of personnel performing work

• Measure distance traveled

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LE203 Workplace Organization and Standardization —

02/02 v1

360v

uSM

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Gather Information: Start with a Map

Mobile Equipment

Worker

Pallet

Example: Spaghetti Diagram

LE203 Workplace Organization and Standardization —

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uSM

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Example: Office Area Map

Chair

Door

Desk

Computer

Bookcase Bookcase

Bookcase

Table

File CabinetFiles

File Boxes

LE203 Workplace Organization and Standardization —

02/02 v1

360v

uSM

2002

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Example: Workplace Scan Display

LE203 Workplace Organization and Standardization —

02/02 v1

360v

uSM

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Gather Information:

Take ―Before‖ Photos

• Photograph major problem areas

– Photos provide a visual measurement of current

and improved conditions

• Choose strategic locations

• Remember to mark the locations

• Record locations and subjects

LE203 Workplace Organization and Standardization —

02/02 v1

360v

uSM

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Example: Workplace Scan

Display, with Photo’s

Kaizen Improvement

• Kaizen = Continual Improvement

• Kaizen = Rapid Improvement

• Kaizen = Improvement Driven by Workers

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Kaizen - A new way of thinking

What do you see

when you look at

this picture?

Cup Half Empty ?

Or cup Half Full?

Kaizen - A new way of thinking

Lean View: There

is twice as much

measuring cup as

is needed to hold

the water

Traditional Improvement Process

Analyze ModifyImplementRecommend Decide

Typically Takes Weeks or Months

Kaizen Improvement Process

Analyze Modify Implement

Maximum of 5 Days

Try

Kaizen Team

Kaizen Methodology

• A focused team approach towards eliminating waste in

the operation

• Lightning fast…….Just do it!

• Minimize brainstorming….‖Try-storm‖ instead!

• Fast and crude is better than slow and elegant

• Breaking the status quo by making immediate change

• Quantify the results of the change

• Involve everyone in the process

• Do it with minimal cost or no cost

Contact Info

Kim Victorine, Senior Consultant CMTC

BB: 310-984-0938

Cell: 951-203-3672

Email: victorin@cmtc.com

Email: kdvictorine@aol.com

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