An Overview of Lean
Agenda:
• The origin of Lean
• A look at the concepts
• Potential benefits
• Potential barriers to success
• Summary
Process Improvement
TELA 2011
The Origin of Lean
• Toyota Production System (TPS) began in 1948 Shakichi Toyoda, Taiichi Ohno
• The Machine That Changed the World, 1991 Womack, Jones, Roos
The term Lean emerged
• Lean, Zoom, BPI, BPM, Six Sigma, PDCA = process improvement
• Toyota just calls it their production system
JIT - Just in TimeWhat is needed, When it’s needed, In the amount needed
Pull Production –respond to signal to replenish as needed
Takt Time - the desired time between units of production output,
synchronized to customer demand
Production One-Piece Flow
A Closer Look atToyota Production System (TPS)
Charles Sheffer – The Boeing Company
Jidoka – Automation with the Human TouchBuild in Quality, don’t just inspect for it
Detect the abnormality
Stop
Correct the Immediate Condition
Find the Root Cause and Install CountermeasureCharles Sheffer – The Boeing Company
A Closer Look atToyota Production System (TPS)
Design out Overburden - MuriAvoid unreasonableness through standard work
Smooth Production - MuraAvoid inconsistencies through just in time
Eliminate Waste – MudaExamine waste and inconsistencies, feed back into Muri
Over Production – producing before there is demandExcess Motion – of operator or machineWaiting, idle time – of operator or machineConveyance – transportationProcessing that does not add valueExcess InventoryCorrection – rework or scrap
The Heart of TPS
P
A
D
C
Just in time
Smooth flow
Design out Overburden
Eliminate Waste• Over Production – producing before there is demand• Motion – of operator or machine• Waiting, idle time – of operator or machine• Conveyance – transportation• Processing that does not add value• Inventory• Correction – rework or scrap
http://www.strategosinc.com/lean_implementation1.htm
So, back to Lean
by James P. Womack (Author), Daniel T. Jones, Daniel Roos, 1991
Charles Sheffer – The Boeing Company
Lean PrinciplesNot just for Manufacturing
Five basic principles:– Specify value from the standpoint of the customer– Identify the value stream and eliminate waste– Make the value-creating steps flow smoothly– Let the customer pull the product as needed– Continuously improve in pursuit of perfection
www.lean.org/whatslean/principles.cfm
Potential Benefits– Improved quality– More product variety– Improved cycle time– Employee satisfaction– Reduced cost
Local companies doing Lean– Virginia Mason– Esterline Technologies– The Boeing Company– PACCAR– Alaska Airlines
Looking for Quick Fix
Lost In Translation
Charles Sheffer – The Boeing Company
Potential Barriers to Success
Lean = Getting Rid Of Waste
Lean = Simple
Lean = People Empowerment
Lean = Continuous Improvement
Lean = Robots
Lean = becomes a verb instead of culture
Lean = something ‘management’ does
Copying actions without understanding shift in thinking required• Moving assembly lines• Standard Work• Point-of-use delivery of parts• Empowered work teams• Continuous Improvement or Kaizen
All driven from Lean efforts, but simply doing them doesn’t mean it’s Lean
Lean is viewed as an initiative instead of a culture change
Lean is used as an excuse to cut people
Lean is a slogan, a passing fad, a Dilbert cartoon
Potential Barriers to Success
Summary
• Lean originated from the Toyota Production System (TPS)• TPS is based on two important principles
– Just In Time (JIT) Continuous flow, Takt Time, Demand Pull
– Jidoka – automation with a human touch – zero defects
• Seven categories of waste• Lean is a “Western” rendition of TPS• Understand value from customer perspective and eliminate
waste• Some people confuse the embodiments with the culture• Lean is a cultural journey, not simply a destination• There are big rewards for companies who can do it