2012 LEAN TOOLBOX 20120322 4 ASQNNsec1

Toolbox

Quexx International Ltd.1

LEAN Toolbox


Definitions

is a systematic approach

ofeliminating waste

so every step adds value

for the Customer.

is a part of TOYOTA WAY. It is a production systembased on the philosophy of the complete elimination of all waste from all aspects of product creation in pursuit of

the most efficient production method.

"The key to the Toyota Way and what makes Toyota stand out is not any of the individual elements. What is important is having all the elements together as a system.

It must be practiced every day in a very consistent manner —not in spurts."Taiichi Ohno

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Toyota's 14 Management Principles of Lean Manufacturing*1. Base your management decisions a long-term philosophy, even at the expense of

short-term financial goals. 2. Create continuous process flow. 3. Use pull systems to avoid overproduction. 4. Level out workload. 5. Get quality right the first time. 6. Standardization for continuous improvement and employee empowerment. 7. Use visual controls, so no problems are hidden. 8. Use only reliable, thoroughly tested technology - serves your people and process. 9. Grow leaders who thoroughly understand the work done by your company. 10. Develop exceptional people and teams

who follow your company's philosophy. 11. Respect your extended network of suppliers and

partners by challenging them and helping them improve. 12. Go see for yourself in order to understand the situation. 13. Make decisions slowly by considering all options;

implement them rapidly. 14. Become a lean organization through

relentless reflection and continuous improvement.*Jeffery Liker‘ "The Toyota Way"

14 Principles

Heijunka Standard Work Kaizen

Stability

JidokaStop process and fix problems

Separatepeople from machines

Continuous Flow

Takt Time

Pull System

Just‐in‐TimeHighest Quality – Lowest Cost – Shortest L/T

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Five core beliefs and values shared by all Toyota team members who, at every level, are expected to apply these values in their daily work and relations with others:

Genchi Genbutsu ‐ go to the source to find the facts to make correct decisions, build consensus and achieve goals.

Kaizen ‐ continually improve. No process can ever be declared perfect, there is always room for improvement.

Challenge – embrace challenge, maintain a long‐term vision and meet all challenges with the courage and creativity needed to realise that vision.

Teamwork ‐ stimulate personal and professional growth, sharing opportunities for development and maximising individual and team performance

Respect ‐ respects others, make every effort to understand others, accept responsibility and do your best to build mutual trust.

The TOYOTA WAY – Core Values

7Supplier

Integration

7Supplier

Integration

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Process ( ) <> Time ( )

LEANFocus

LEANTools

and Techniques

WEEKSCurrentValue Stream

FutureValue Stream

ProcessValue StreamMapping

ProcessValue StreamMapping4

Muda7 Wastes

4Muda

7 Wastes

CustomerFocusCustomerFocus

6Poka-yoke

Mistake Proofing

6Poka-yoke

Mistake Proofing

ProcessCycleTaktPitch

ProcessCycleTaktPitch

85SWorkplaceOrganization

85SWorkplaceOrganization

3Kaizen

ContinuousImprovement

3Kaizen

ContinuousImprovement

11SPC 11SPC

14A3 Report

14A3 Report

ProcessMetricsProcessMetrics

10JIT

Kanban

10JIT

Kanban

DAYS

7PDCA7PDCA

15Gemba

Go & SeeManagement

15Gemba

Go & SeeManagement

1StrategicPlanning

1StrategicPlanning

13HeijunkaProcessLevelling

13HeijunkaProcessLevelling5

7 Tools 57 Tools

ProcessFlowProcessFlow

2LEANDesign

2LEANDesign

12Andon VisualControls

12Andon VisualControls

9Jidoka

Autonomation

9Jidoka

Autonomation

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Hoshin – KanriManagement‐by‐Policy HOSHIN

POINTINGDIRECTION

KANRI

PLANNING

CONTROL

MANAGEMENT

LONG‐TERMPOLICY

VISION

TARGET AND MEANS

HOSHIN KANRI

MANAGEMENT BY POLICY

MANAGEMENT BY TARGETS AND MEANS

MANAGEMENT BY POLICY DEPLOYMENT

STRATEGY ‐ define approach which will support strategic objectives

OBJECTIVES ‐ define measurableparameters for key strategic areas

MEASURES – establish metrics of performance necessary to achieve objectives

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MBP – Key Elements

BUSINESSDEFINITION

VISION

MISSION

THEME

OBJECTIVES

MEASURES

STRATEGY

SHORT‐TERM PLAN

MID‐TERM PLAN

LONG‐TERM PLAN

DIRECTION

STRATEGY

PLANNING

ACTION

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PCP ‐ Process Control Plan

HOWS Design

Features

HO

W –

Des

ign

Feat

ure

#1

HO

W –

Des

ign

Feat

ure

#2

HO

W –

Des

ign

Feat

ure

#3

HO

W –

Des

ign

Feat

ure

#4

HO

W –

Des

ign

Feat

ure

#5

HO

W –

Des

ign

Feat

ure

#6

HO

W –

Des

ign

Feat

ure

#7

HO

W –

Des

ign

Feat

ure

#8

HO

W –

Des

ign

Feat

ure

#9

LEAN Toolbox


3P Definition … a part of LEAN Design. It includes:‐ QFD‐ design reviews at each stage‐ post‐start up and post‐mortem‐ cross‐functional team approach‐ de‐bugging of design and systems

3P Basicsmultiple alternatives for each

process stepevaluated against defined criteria,

e.g., takt time, cost. LEAN design principles followed

Design – 3P (Production Preparation Process)

Stage 1: DesignPlanning

Stage 3: DesignVerification

Stage 4: DesignValidation

DesignReviewStage 2: Design

andDevelopment

DesignTransfer

DesignInput

DesignOutput

DesignProcess

DesignChanges

Product

CustomerNeeds

DesignRecords

DesignPlan

DesignResearch

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Definition:Kaizen = uninterrupted, ongoing incremental improvement

Key focus areas:people are the most important assetsinvolve everybodygather and analyze quantitative evidenceidentify opportunitiesconsider risks and benefitsgradually eliminate wastekeep improving

Kaizen ‐ Principles

Go and See Gemba MgmtCustomer Focus

New Product Devel’tTQC

Employee Empowerment5S Workplace and Discipline

StandardizationJIT and KanbanAutomation / AutonomationError‐proofingProductivity ImprovementTPM

Kaizen

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Muda = WasteMUDA:Muda = waste, doesn't add value or is unproductive

Transport (moving products that are not actually required to perform the processing)

Inventory (components, WiP and finished product not being processed)

Motion (people or equipment moving or walking more than is required to perform the processing)

Waiting (waiting for the next production step)Overproduction (production ahead of demand)Overprocessing (resulting from poor tool or product design

creating activity)Defects (the effort involved in inspecting

for and fixing defects)

TIMWOODOther forms of Waste:

Unused or underutilized human skillsMissed customer demand, requirements or expectations

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MURA:Mura = Unevenness (inconsistency, irregularity)

Happens sometimesHappens some places Happens to some peopleHappens only in some conditionsOne OK; the other NOT

Mura = Unevenness

Solutions: Just In Time (the right part, the right time, the right amount)First‐In‐First‐0utKanban “pull system” Heijunka – process levelingMulti‐process handlingBuffers Defects must be quickly identified and corrected.

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Muri = Unreasonableness

Muri = effect of poor organization (work, workplace, logistics, etc.):‐ pushing a person (or a machine, often beyond limits)‐ carrying (too) heavy weights‐moving things around too much, too often‐ dangerous, unreasonable or annoying tasks‐ forcing work significantly faster than usual

MURI:Muri = overburden, unreasonableness, absurdity

obstructed work flowillogical directionsnon‐repeatable operations or process stepsirrational methods or decisionsunjustified/unreasonable takt timeendurance allowed for a process

LEAN Toolbox


7 Tools of Quality

45

31

12

5 4 3

39

59

41 1

05

101520253035404550

Area affected

No.of

incidents

No preven.mainten'ce With preven.maint'ce

INFOFROMFIELD

REGISTRATION

ESTABLISHPRIORITY

REPORT REPORTSUMMARYTO MANAGEMENT

TO TOSQAQC/QA

INVESTIGATION

SUCCESSFUL

UNSUCCESSFUL

REQUESTMOREFIELD

INFORMATION

ESTABLISHCOUNTERMEASURE

ACTION

ISSUEBULLETIN

ADVISEDISTRIB.

MEETING

INVESTIGATION

REPORTING

ACTION

MONITORING

FILEADVISERESULT

MONITOR EFFECTIN THE FIELD

REQUESTINVESTIGATION

BY THESUPPLIER

SUPPLIER

ADMINISTRATION

INPUT:

Product info.Technical ReportFile - historyDealer VisitServiceCustomerEvaluationWarrantySalesReturnsOther

FIELD

REPORT

PROCEDURE

DEALER

CHARTS:

* organization

* process

* procedure

* information

* activity

FLOW

Legend:

FILEHIGH LOW

REPORT

EXAMPLES

Dimension

Frequency

--- -

-

-

----

- ---

----

----

----

----

----

----

----

----

----

----

----

----

----

----

----

----

----

----

----

---

-

-

--

-

-

-

-

-

1 2 3 810

1910

1622

107

5 4 2 1 1

a b c d e f g h i j k l m n o p

Production process

distribution

Defective item

check

Scars

Cracks

Total:

Incomplete

Distorted

Damaged

Flows

Burrs

Indentations

Broken

Foreign matter

Overheated

3

6

1

4

12

6

2

12

3

0

2

Item location

check sheet

xx

x

x xxxxx

x

xx

xx

x

xxx x

x

x

x x

x FOREIGN PARTICLE IN GLASS

AIR BUBBLE

SCRATCHES

ParetoChecksheet

CaE or FishboneScatter

Histogram

Control Charts(P, Pn, C, U, X/R)

Flowchart

MEN

METHOD

MACHINE

MATERIAL

ENVIRON.

Illumin.

Humidity

IND.TRAINING

SPC TRAINING

ON-THE-JOB TR.

SKILLS

QUALIFICAT.

TEAMWORK

PROCESSMGM'T

WRITTENUP-DATED

ADEQUATE

VISIBLE

KNOWN

VERIFIED

POLIMERS

PLASTICISER

FILLERS

ADDITIVESSEPARATORS

CLEANSERS

CATHALYSTS

RESINS

EXPERIMENTAL

ROUTINE

SCALE

MIXER

EXTRUDER

CUTTERABSENTEEISM

INVOLVEMENT PRODUCT

5

10

15

20

25

30

2

5

9

23

17

12

7

4

1

0.010.02

0.030.04

0.050.06

0.070.08

0.090.10

Freq.

mm.

ConcentricityPart: Pin

Operation:Final machiningPart No.: 608 2445 - A

Audit performed by:A.R.Date:12.06.92

Batch No.236/92Batch quantity:1250Sample quantity:79

1 2 3 4 5 6 7 8 9 1011

1213

1415

1617

1819 20 21 22 23

2425

SUB-GROUP

5

10

15

20

%

UCL/LCLPOINT

6.48

13.56 UCL

CL

pn

x

y

X

Y

III

III IV

LEAN Toolbox


7 Tools – Application

Rubber volume swellTest performed in 80C temp.

0

2

4

6

8

10

12

14

16

0 1 2 3 4 5 6 7 8 9

Exposure [days]

V

o

l

u

m

e

s

w

e

l

l

[

%

]

A B C D

Legend:

likely use

most likely use

"Quality is fitnessfor purpose" -select graph foryour specificapplicationbeing guided bythe above

QUALITY PROCESS

Problem identification

Problem investigation

Cause IdentificationSelect Countermeasure

Action Plan Develop't

Process Monitoring

Countermeasure follow-upQuality verificationQuality Engineering

Quality PerformanceQuality AssuranceSupplier Quality Assurance.

Quality Experiments

Quality Costs

ReliabilityDurability

Flow

Charts

Brainstorming

Check

Shets

Pareto

Diagram

CE

Diagram

Histogram

Run

Chart

Control

Chart

Scatter

Diagrm

Pie

Graph

Line

Graph

Quality Planning

Quality Reporting

Quality Audits

Other

Graphs

FMEA

G

R

AP

H

S

GraphsMost

Frequently

Used

in

Quality-related

Applications

Proc.Analysis/Productivity

LEAN Toolbox


Definition:Making it easy (possible) to do it right, and difficult (impossible) to do it wrong.

Key strategies:Awareness:

Expecting mistakes, communicating the potential, and planning the design of the product or process to detect and/or prevent it. Detection:

Allow the mistake to happen but provide some means of detecting it and alerting someone so that it is fixed before sending it to our customer.Prevention:

Do not allow the possibility for the mistake to occur in the first place.

Poka‐Yoke ‐Error‐proofing

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PDCA <> DMAIC

DMAIC(methodology)

DEFINEMEASUREANALYSEIMPROVECONTROL

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Example: Implementation Procedure Research ‐ develop examples and cases (PLAN)Organize the team (PLAN)Develop a plan and budget (PLAN)Announce the start of the program (DO)Training and educate participants (DO)Define deadline and make commitment (DO)Monitor and evaluate the results (CHECK)Find opportunities and correct (ACTION)

PDCA = Plan‐Do‐Check‐Act

…assist andpreventoccurrence

Plan(Mgmt)

…applyplan and actionitems

Plan for improvement,

define objectives and req’d action

Check(worker,inspector,

Mgmt)

Action(Mgmt)

Do(worker)A

P

C

D

… if improvement“works” and is effective

PDCA

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5s – Workplace Organization

1S - SEIRI ORGANIZATIONNo mess…everything in the right place

2S - SEITON NEATNESSPractical layout…encourages productivity and safety

5S - SHITSUKE DISCIPLINEFollow 5S practices…check effectiveness, perform audits

3S - SEISO CLEANINGClean workplace…improved work environment

4S - SEIKETSU STANDARDIZATIONMaking it right…the first time and every time

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5S – Workplace Standardization

PURPOSE/APPLICATION:HELPS TO UNDERSTAND THE PROCESS

EDUCATES ABOUT PROCESS STEPS

IDENTIFIES STEPS/ACTIVITIES WHICH ARE:

* MISSING* MISPLACED* UNNECESSARY* EXCESSIVE

HELPS TO MAINTAIN FOCUSIDENTIFIES ERRORS (PROCESS / LAYOUT)

SHORTENS FAMILIARISATION CONCISE INSTRUCTIONS , DO’s and DON’Ts

12

3

4

567

8

910

11

1213

141516

CONVEYOR CONVEYOR

STATION 15 Operator movement sequence

BOXBOX

SHELVINGSHELVINGPRESS

THIS IS A RECOMMENDED SEQUENCE - Try to improve it!

FLOW CHARTS or FLOW DIAGRAMS(diagrams that show the step-by-step sequence of actions/activities in a process)

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Definition:A process which combines automatic action (stop, alert, adjust – a Quality Control function) of the machine with human interaction / intervention (Quality Assurance function).

Autonomation:identifies defectseliminates overproductiontriggers investigationprevents re-occurrence

Steps:DetectStopCorrectIdentify the root causeDefine and implement a countermeasure.Verify effectivenessMaintain or correct further

Jidoka ‐ Autonomation

JIDOKA

Machine detects problem and communicates it.

Cause of the problem is identified and removed.

Line stopped.

Normal process/workflow affected.

Standard process / workflow is modified.

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Definition:is a “pull” scheduling system that helps determine what to produce, when to produce it, and how much to produce.

6 Rules of Kanban:Do not send defective products to the subsequent processThe subsequent process comes to withdraw only what is neededProduce only the exact quantity withdrawn by the subsequent processLevel the productionFine tune KanbanRationalize the process

JIT ‐ Kanban

Production Instruction Kanban

Parts Retrieval Kanban

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AA AAA A

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AA A AA

A

AA

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A

A

A

A

JIT ‐ Kanban

Proceeding Process

Next Process

Definition:“… the application of statistical methods to the monitoring and control of a process to ensure that it produces as much conforming product as possible with the least possible waste.”

Steps:Understand the process

Identify the cause of variationEliminate special causes

LEAN Toolbox


SPC – Statistical Process Control

USLUCL

LCLLSL

R-

PROCESS NOT IN CONTROL FOR RANGES(POINTS TOO CLOSE TO THE -/R)

USLUCL

LCLLSL

R-

PROCESS NOT IN CONTROL FOR RANGES(LONG RUN UP)

USLUCL

LCLLSL

R-

PROCESS NOT IN CONTROL FOR RANGES(LONG RUNS ABOVE AND BELOW -/R)

USLUCL

LCLLSL

R-

PROCESS NOT IN CONTROL FOR RANGES(POINTS BEYOND CONTROL LIMITS)

USLUCL

LCL

LSL

R-

PROCESS IN CONTROL FOR RANGES

LEAN Toolbox


Actual: Designated location/positionDefined quantity/maximum inventory Distinguished differences Specified form / format

Analog:ColorShapeContour SymbolCharactersNumberGraphLights/IlluminationSoundTouchSmellTaste.

Andon – Visual ControlDefinition: means, devices, or mechanisms designed to manage or control our operations (process) sand serve the following purposes:

make the problems, abnormalities, or deviation from standards visible to everyone

allow corrective action can be taken immediately

display the operating or progress status in a easy to see format.

provide instructionconvey informationprovide immediate feedback

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LEAN Toolbox


Definition:a technique for reducing the waste caused by process unevenness (mura) and increase of the production efficiency by producing goods at a stable and constant rate, to allow further processing to be subsequently carried out at a constant and predictable rate.

Key:Demand LevellingProduction LevellingSMEDLevelling by VolumeLevelling by ProductEPECInventory proportional to the variability of demandOptimum between batch size, demand and process change

Levelling ‐ Heijunka

Mixed Production ‐ Traditional

Monday

Wednesday

Tuesday

Thursday

Friday

AAAAAAAAAA AAAAAAAAAA

AAAAAAAAAA

B B B

B B

B

B B B

B B B B B B

B B B

C C C C C C C

Monday

Wednesday

Tuesday

Thursday

Friday

B B B B B B B

B BAAA C B BAAA C

B BAAA C B BAAA C

B BAAA C B BAAA C

B BAAA C B BAAA C

B BAAA C B BAAA C

Mixed Production ‐ TPS

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1 – Identify a problem2 – Research and understand it3 – Perform root cause analysis4 – Establish countermeasure(s)5 – Propose an implementation plan6 – Define follow up plan and outcomes7 – Discuss8 – Endorse9 – Implement10 – Follow and evaluate

A3 – Tataki DaiHowDoesit work

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Definition:Genchi Genbutsu – "go and see" requires that in order to truly understand a situation one needs to go to 'gemba' or, the “real place” ‐ where work is done.‐ a key management problem‐solving technique‐ the shopfloor problems needs to be understood and solved at the shopfloor.‐ the management need to frequent the place where real value is actually created.

Guidelines:Reports distance us from realityManagement responsibility is to “know”Management is expected to lead improvement effortsHands‐on experience is irreplaceable“Management by wandering around”Gemba decisions given priorityThree “reals”: 1 ‐ real Gemba (shopfloor)2 ‐ real Gembutsu (product)3 ‐ real Jujitsu (facts)

Gemba

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What’s next?

5W+HSUGGESTION SCHEMESMOTIVATIONTEAMWORKCOMMUNCATIONHANSEI (self-reflection)JISHU-KANRI (autonomous groups)KAIZEN-TEIAN (business improvement)KAMISHIBAI (visual communication of 5S)NEMAWASHI (consensus)QUALITY CIRCLESSUPPLIER INTEGRATIONYOKOTEN (best practices)

LEAN AccountingLEAN ConstructionLEAN DistributionLEAN ProcurementLEAN GovernmentLEAN HealthcareLEAN ITLEAN JobshopLEAN LaboratoryLEAN OfficeLEAN ProcurementLEAN SoftwareLEAN ….

?

Quexx International Ltd. Ph: 1 778 628 6807 E-mail: [email protected] Web: www.quexx.com

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2012 LEAN TOOLBOX 20120322 4 ASQNNsec1

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