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Introduction to LEAN Michael Pop [email protected] Illinois Business Innovation Services © 2017 Illinois BIS, Naperville, IL USA
Introduction to LEAN
Michael Pop
Illinois Business Innovation Services
© 2017 Illinois BIS, Naperville, IL USA
Agenda
• What is Lean?• Improving Work• Lean’s Five Steps• Lean Thinking• Little’s Law
• Summary & Questions
© 2017 Illinois BIS, Naperville, IL USA© 2017 Illinois BIS, Naperville, IL USA
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What is Lean?
“Lean philosophy” is defined as:• A continuous, systematic elimination of waste and its causes
• A never-ending quest for perfection
Two Legs of Lean:
1. Continuous Improvement
2. Respect for people
© 2017 Illinois BIS, Naperville, IL USA
What is Lean? – Improving WorkQ
ual
ity/
Cus
tom
er V
alu
e
1. Create Standard
Performance
2. Fix – get back to standard. This is NOT continuous improvement.
Improved Standard
3. Improvement – actually raises the standard to a new level of Quality or Customer Value.
Time
Performance
© 2017 Illinois BIS, Naperville, IL USA
Lean Principles – Work Defined
What does it mean to do more with less?
Work = VA Time + BVA Time + NVA Time
o Many improvement efforts focus on improving the value added time, working harder.
o A better approach may be to address the NVA time first, working more efficiently not harder.
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Lean Principles – Work Defined
•Value Added Activity:• Customer is willing to pay for it (or wait for it).
• Is done right the first time.
• Changes or alters the product or service.
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Lean Principles – Work Defined
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•Forms of Waste:• Correction
• Overproduction
• Motion
• Material Handling
• Waiting
• Inventory
• Processing
• Under-utilization of People
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Lean Principles – Work Defined
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Lean Principles – Five Steps
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1. Specify
Value
2. Map the Value Stream
3. Create Flow
4. Implement Pull
5. Work to Perfection
Walk the Process
Source: This exhibit is adapted from James P. Womack and Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated, 2003, Simon & Schuster, New York, NY.
© 2017 Illinois BIS, Naperville, IL USA
Why Map the Value Stream?
•Mapping enables an organization to:
• Create a common vision of both the current state andfuture state – Create a Standard and make it Visual
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1. Standard (Work)
2. Visual Control
3. Five Why?
4. Counter Measures
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Lean Principles – Lean Thinking
• Most Organizations will start by learning the Tools of Lean – 5S, VSM, A3,…etc.
• From the tools we can then start to define and create a Management System to sustain our Lean efforts and improvements.
• Most important though is understanding that Lean is a way of thinking. We must change our thinking as we learn Lean.
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Thinking
System
Tools – ie – 5SEvent Lean
SustainableLean Culture
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What is 5S?
1. Sort
2. Set in Order
3. Shine & Inspect
4. Standardize
5. Sustain
What is your current 5S System?
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Existing 5S Process
• Search for what we need
• Scramble because I can’t find it
• Steal from someone else since they probably took it from us anyways.
• Scrounge to get what we need from other areas so I can get to work
• Stash what I could not find so I won’t have to do this again
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Lean Principles – Little’s Law
Little’s Law:“The average number of customers in a system over
some interval is equal to their average arrival rate, multiplied by their average time in the system.”
– John D. C. Little, 1961
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Lean Principles – Little’s Law
•Lead Time = Work in Process/Throughput
(LT = WIP/TP)• LT = 100 passengers / 5 passengers/min
• LT = 20 minutes
© 2017 Illinois BIS, Naperville, IL USA© 2017 Illinois BIS, Naperville, IL USA
Summary
• What is Lean?• Improving Work• Lean’s Five Steps• Lean Thinking• Little’s Law
• Questions
© 2017 Illinois BIS, Naperville, IL USA© 2017 Illinois BIS, Naperville, IL USA
Questions?
© 2017 Illinois BIS, Naperville, IL USA
WWW.ILLINOISBIS.ORG(630) 505-0500 ext. [email protected]
References
1. “Getting the Right Things Done” – by Pascal Dennis, Lean Enterprise Institute, 2006.
2. “Lean Thinking” by J. Womack & D. Jones, Free Press, New York, NY, 2003
3. “The Toyota Way Field book”, by J. Liker, & D. Meier, McGraw-Hill, 2006
4. “Value Stream Management for Lean Healthcare”, by D. Tapping, S. Kozlowski, L. Archbold, T. Sperl, MCS Media, Inc., 2009
5. “The Remedy” by Pascal Dennis, Lean Productivity Network, John Wiley, 2010.
6. Lean Six Sigma Black Belt Training – Illinois Business Innovation Services, 2016.
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