LEAN FLOW TECHNOLOGY TRANSITION ROADMAP / CERTIFICATION ... · lean flow technology – transition...

LEAN FLOW TECHNOLOGY – TRANSITION ROADMAP / CERTIFICATION PROGRAM

Copyright © 2004-2009 – Philippe Magnier – All Rights Reserved Release 4.30 US

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TRANSITION ROADMAP CERTIFICATION PROGRAM


Copyright © 2004-2009 – Philippe Magnier – All Rights Reserved Page 1 Release 4.30 US

Contents

1. Lean Flow Technology – Definition & Principles ..............................................................................................................................................................................................................................3

2. Abstract ...........................................................................................................................................................................................................................................................................................3

3. Transition-To-Lean Flow Technology Roadmap ..............................................................................................................................................................................................................................4

3.1. Phase 1 : Adopt Lean Flow Technology Thinking ...................................................................................................................................................................................................................5

3.2. Phase 2 : Organization & Lean Flow Technology Education ...................................................................................................................................................................................................6

3.3. Phase 3 : Data Gathering .......................................................................................................................................................................................................................................................8

3.4. Phase 4 : Application & Line Design ..................................................................................................................................................................................................................................... 11

3.5. Phase 5 : Shop Floor Rearrangement ................................................................................................................................................................................................................................... 14

3.6. Phase 6 : Improvement ......................................................................................................................................................................................................................................................... 17

3.7. Phase 7 : Performance Measures ......................................................................................................................................................................................................................................... 20

3.8. Phase 8 : Perfection ............................................................................................................................................................................................................................................................. 22

3.9. Team Assignements ............................................................................................................................................................................................................................................................. 24

3.10. Resources ........................................................................................................................................................................................................................................................................ 25

4. Lean Flow Technology Education Program ................................................................................................................................................................................................................................... 26

5. Implementation & Certification Program ........................................................................................................................................................................................................................................ 27

5.1. Phase 1 : Organization & Lean Flow Technology Education – Section 1 – Organization ....................................................................................................................................................... 28

5.2. Phase 2 : Data Gathering – Section 2 – Identification of Products ........................................................................................................................................................................................ 29

5.3. Phase 2 : Data Gathering – Section 3 – Product Synchronization – Relationship of Flow ..................................................................................................................................................... 30

5.4. Phase 2 : Data Gathering – Section 4 – Mixed-Model Process Map ..................................................................................................................................................................................... 31

5.5. Phase 2 : Data Gathering – Section 5 – Demand at Capacity (Dc) ....................................................................................................................................................................................... 32

5.6. Phase 2 : Data Gathering – Section 6 – Process Factors % Influencing Demand ................................................................................................................................................................. 33

5.7. Phase 2 : Data Gathering – Section 7 – Sequences of Events .............................................................................................................................................................................................. 34

5.8. Phase 3 : Application & Line Design – Section 8 – Mixed-Model Line Design Calculations ................................................................................................................................................... 35

5.9. Phase 3 : Application & Line Design – Section 9 – Family of Products Definition .................................................................................................................................................................. 36

5.10. Phase 3 : Application & Line Design – Section 10 – Response Optimization .................................................................................................................................................................... 37

5.11. Phase 3 : Application & Line Design – Section 11 – Operational Definition ....................................................................................................................................................................... 38



5.12. Phase 3 : Application & Line Design – Section 12 – Kanban ............................................................................................................................................................................................ 39

5.13. Phase 3 : Application & Line Design – Section 13 – Operational Method Sheets .............................................................................................................................................................. 40

5.14. Phase 4 : Shop Floor Rearrangement – Section 14 – Line Design & Implementation ....................................................................................................................................................... 41

5.15. Phase 4 : Shop Floor Rearrangement – Section 15 – Employees Involvement................................................................................................................................................................. 42

5.16. Phase 4 : Shop Floor Rearrangement – Section 16 – Daily Demand Management .......................................................................................................................................................... 43

5.17. Phase 4 : Shop Floor Rearrangement – Section 17 – Daily Rate Staffing & Employees Flexibility .................................................................................................................................... 44

5.18. Phase 5 : Improvement – Section 18 – Continuous Process Improvement ....................................................................................................................................................................... 45

5.19. Phase 5 : Improvement – Section 19 – Supplier Management ......................................................................................................................................................................................... 46

5.20. Phase 6 : Performance Measures – Section 20 – Key LFT Measures and Trend Analyses .............................................................................................................................................. 47

6. Copyright – Terms of Use .............................................................................................................................................................................................................................................................. 48



1. Lean Flow Technology – Definition & Principles

Lean Flow Technology is a mathematically-based business methodology designed to allow manufacturers to respond faster and more efficiently to the needs of their Customers.

With the intention of building the highest quality products in the shortest possible time at the lower cost, Lean Flow Technology deploys the following principles :

Building to daily Customer demand rather than building to forecast,

Continuous flow manufacturing rather than batch production,

Mixed-model production rather than process layout,

In-process quality rather than inspecting quality at the end of production,

Just-in-time material replenishment rather than receipts of MRP forecasted demands,

Uses rate-based production rather than work orders,

Labor flexibility rather than labor specialization,

Backflush material and labor costs upon completion rather than at each operation.

2. Abstract

The Production Operations Transition-to-Lean Flow Technology Roadmap provides a guide for transitioning an existing traditional operation to one that fully implements a Mixed-Model Lean Manufacturing philosophy called Lean Flow Technology. The Roadmap defines a systematic implementation process, specific actions in order of precedence that are milestones in the journey from mass to Lean Flow Production.

The model is organized into major phases with points of interface defined with other systems that are both internal to production operations and external to the business enterprise.

The Production Operations Roadmap is not a cookbook of actions that must be strictly followed for every implementation. Rather, every implementation will be unique in that every enterprise has its own culture, and systems that will either support or impede the journey to Lean Flow Technology. The various phases should be regarded as tollgates or checkpoints to ensure that the elements listed in the prior phase are in-place to some degree or are being addresses, prior to proceeding to the next phase.

The roadmap is based upon experience gained to date by Lean Enterprise experts in implementing Lean Manufacturing or Mixed-Model Lean Manufacturing philosophy into production operations at various facilities.



3. Transition-To-Lean Flow Technology Roadmap

Phase 8 Perfection

• Remove Barriers • Maintain & Improve the

Level of LFT Expertise • Deploy LFT

Methodology no later than Product Definition Phase

• Eliminate NVA • Institute 5S • Improve Quality • Institute Kaizen Events • Implement the Design

for Manufacturing concept

• Encourage "Key" Suppliers to Implement LFT Methodology

Phase 1 Adopt LFT Thinking

Phase 2 Organization & LFT Education

Phase 3 Data Gathering

Phase 4 Application & Line

Design

Phase 5 Shop Floor

Rearrangement

Phase 6 Improvement

Phase 7 Performance

Measures

Certification

Program

Lean Flow Technology Project Leader

Steering Committee

• Business Leader

• Order Fulfillment Process Owner

• Orders Acquisition

• Financial Controller

• Human Resources

Product Team

• Computer Systems

• Material Handling

Process Team

• Manufacturing Eng.

• Engineering

• Quality

• Supervisors – Leaders

• Maintenance

• Workforce

• Build Company Strategy

• Foster LFT Learning • Make the Commitment • Obtain Management

Full Buy-in

• Identify Products • Define Demand at

Capacity • List Material used to

make each Product • Identify Processes • Draw Current Value

Stream Maps & Product Synchronization

• Create Mixed-Model Process Map

• Validate Demand at Capacity

• Collect all Factors Influencing Demand

• Define Product Families • Select Representative

Products • Write Standard SOE's

for all Representative Products

• Define Changeover & Setup Times

• Review – Modify BOM's • Calculate Takt-Time • Validate all Standard

SOE's • Calculate Line Design • Optimize Cycle Times • Finalize Product

Synchronization • Write all SOE's • Calculate – Validate

Final Line Design • Define Pull Sequences

& Types of Kanbans • Define – Validate

Inventory Strategy • Calculate Kanban

Quantities • Define Operations &

Resources • Draw Operational

Method Sheets • Define Operators

Abilities • Define – Validate

Capital Expenditure Plan & ROI

• Define – Validate Implementation Milestone Plan

• Draw – Validate Implementation Lay-Out

• Build Transition Stock of Finished Goods

• Define Rules & Procedures

• Cross-Train Operators • Implement Cells and

Lines • Implement Kanbans

and Supply with Material

• Build & Implement Work-In-Process

• Implement Visual Control Systems

• Adapt Computer Systems to One Piece Flow Production Management

• Organize Flexibility of Operators

• Reassign Operators • Re-deploy Assets • Start-Up Lines & Cells • Measure Performance

• Involve Employees • Eliminate – Reduce

Waste • Manage Daily

Customer Demands • Associate "Key"

Suppliers to Kanban Management

• Improve Flexibility of Operators

• Reduce – Optimize Setup Times

• Implement SMED • Eliminate Quality

Criteria (TQC) • Implement Poka-Yoke • Implement TPM • Achieve Processes

Control (SPC)

• Analyze Performance Measures

• Define Core Objectives & Scope of Project

• Select Project Leader • Define Benefits • Inform & Communicate

the Stakes of Project • Select Product &

Process Team Leader • Select Implementation

Team Members • Define Project

Milestones • Train Implementation

Team to LFT • Prepare Evolution of

Employees • Train all Employees

• Orders Acquisition

• Logistic – Planning

• Procurement - Purchasing



3.1. Phase 1 : Adopt Lean Flow Technology Thinking

Obtain Management Commitment to Apply and Involve themselves in a Transformation Processes, Consistent with its Strategy.

Inputs

Decision to Pursue a Transformation of the Business Company.

Activities

Steering Committee Project Leader Product Team Leader Process Team Leader

Build Company Strategy.

Foster LFT Learning.

Make the Commitment.

Obtain Management Full Buy-in.

Validate Phase 1.

Outputs

Steering Committee Commitment.

Decision to Transform Company communicated to the Whole of Employees.

LFT Certification – Section 1.

About Activities

A considerable Effort is required to understand LFT Paradigm and then to interpret the underlying Principles and Best Practices as they would apply to our Company.

- Seminars, Conferences, Workshops and Leadership Exchanges can be helpful.

LFT Thinking must be learned and Mass Production or Traditional Manufacturing Thinking must be Unlearned.

Top Management Commitment. Top Manager is responsible for making the Go/No-Go decision regarding LFT Transformation. The Enterprise / Company Leader and Senior Managers should recognize that significant resources (Time and Workforce) may be required.

Full Buy-in of all Senior Managers is mandatory.

- The decision to adopt LFT, once made, must be viewed as Non-Negotiable and Irrevocable.

- The Success of the LFT Transformation depends critically upon Full By-in of Senior Managers. They are the Key Link to restore and explain Strategic Decisions with the Workforce.



3.2. Phase 2 : Organization & Lean Flow Technology Education

Prepare, Organize and Train Necessary Resources to Deploy LFT Methodology.

Inputs

Phase 1 Review Validation.

LFT Trainer.

Training Courses – LFT Fundamentals.

Training Courses – LFT Mixed-Model Manufacturing.

Customers Expectations.

Activities


Define Core Objectives & Scope of Project.

Select Project Leader.

Define Benefits. Define Benefits.

Inform & Communicate the Stakes of Project.

Select Product & Process Team Leaders.

Select Implementation Team Members.

Select Product & Process Team Leaders.

Select Implementation Team Members.

Define Project Milestones. Define Project Milestones. Define Project Milestones.

Prepare Evolution of Employees. Train Implementation Team to LFT.

Train all Employees.

Manage Teams Activities.

Measure Phases Deployment Progress.

Validate Phase 2. Validate Phase 2.

Outputs



LFT Training Plan for all Employees.

Implementation Team Trained to LFT.

Implementation Milestones Plan.

Consistent Objectives according to Business Strategy.


About Activities

All Sectors. Change a Traditional Production System to a LFT Operating Philosophy cannot be done to its maximum potential without integration with the other Business Functions.

Short Theoretical Training on LFT Philosophy for all Employees. From Top Manager to Operators.

Implementation Team Members : Fundamental resources to conduct LFT Transformation and explain LFT Methodology. Intense LFT Training is required for all Members to obtain a correct understanding of LFT Methodology and Tools :

- Mixed-Model Line Design Calculations.

- Flexibility of Employees.

- Material Kanban Management and Calculations.

- Sequences of Events (SOE's).

- Quality Management (TQC).

- Operational Method Sheets (OMS's).

- Imbalances and In-Process Kanbans (IPK's) Calculations.

Implementation Milestone Plan including all Phases, Critical Steps and Reviews.

Employees Evolution including Changes in Work Content, Transfers or Reassignments.

- Communicating the need to change in order to sustain and grow the Business by cutting Costs and becoming more Responsive to Customer needs should become part of the message.

Translation in term of Time and Cost Reduction, On Time Delivery and Quality Improvement.

- Metrics chosen must be consistent with the Company or Corporate Metrics.



3.3. Phase 3 : Data Gathering

For each Product, Establish a Value Stream Mapping that shows the entire Production and Information Flow to meet the Future Customer Demands, in Quantity, Mix and Quality.

Inputs


Products Designation : Manufactured, FRU's, in Development, for the Future, …

Processes Designation : Current, in Progress of Validation, …

Active Participation of Operators.

Engineering & Manufacturing Documentation per Product : Definition, Work Instructions, BOM's, …

Required and Optional Processes.

3 Years Horizon Forecasts.

Historical, Mix Variations and Spikes.

Number of Work Days per Year.

Per Process and Product :

- Scrap %.

- Rework % and Time to Repair.

Work Elements Timed per Process and Product (Setup, Required, Move, Quality and Safety Criteria).

Active Participation of Engineering Development Employees (Process and Products Changes).

Activities


Identify Products.

Define Daily Demand at Capacity.

List Material used to make each Product.

Identify Processes.

Draw Current Value Stream Maps & Product Synchronization.

Create Mixed-Model Process Map.

Validate Daily retained Demand at Capacity.

Validate Daily retained Demand at Capacity.

Collect all Factors influencing Demand.

Define Product Families.



Select Representative Products. Select Representative Products.

Write Standard SOE's.

Define Changeover & Setup Times.

Validate Phase 3. Validate Phase 3. Validate Phase 3. Validate Phase 3.

Outputs

Definition of Product Families.

List of complete material items used to make Products.

Daily Demand at Capacity validated by Steering Committee.

Future Value Stream Maps, including :

- Material & Information Flow.

- Rapid Improvements Actions Plan.

Available Machines & Equipment.

Mixed-Model Process Map, including :

- Retained Demand at Capacity.

- Rework, Scrap & Yield %.

- Measurable Actual Times (from SOE's).

- Measurable Changeover & Setup Times (from SOE's).

Verified Sequences of Events, by Representative Product.

LFT Certification – Sections 2, 3, 4, 5, 6, 7.

About Activities

All Products intended for sales.

- Manufactured Products, Field Replaceable Units, Products in Modification, Change, Validation or Validation, Prototypes, Options as required and Sister Plant Products.

- Manufactured Vs. Re-Manufactured Products as required.

Sensible Designation of all Processes necessary to transform all identified Products, including Rework Processes. Current and in validation Processes.

Complete Future Value Stream Mapping (Wall-to-Wall).

- Fundamental Document used to establish Flow Synchronization between Manufacturing Processes in Graphical Form, by using recommended Symbols. Differentiate Required, Optional and Rework Flows.

Mixed-Model Process Map, including LFT Mathematical Capability :

- O%, R%, S%, Y%, Sum of Dc's, Atw, # of Shifts, Available Work Hours, Takt-Time, Resources, #OP, #Flex, #IPK.

Retained Demand at Capacity per Product, in Daily format :

- Special Issues : Seasonality, Demand Spikes, Recovery Capacity, Finished Goods Inventory Strategy, Critical Machines Investments, Work Days per Year and Sales



Historical analysis.

- Projected Dc Vs. Retained Dc to Line Design.

Retained Demand at Capacity validated by Steering Committee.

Factors influencing Demand :

- Options (O), Rework (R), Scrap (S).

Families of Products defined to Processes similarities instead of differences. Each Family must allow defining at least a Representative Product.

SOE's to describe required Tasks to transform Representative Product, not totality of the Products which it represents :

- Proper Definition of Work Elements (Setup, Required, Move, Machine, Labor), Quality Criteria (TQC and Verify) and Safety, Times (in Minutes and Verified in Shop-Floor), and Value Added Identification.

- Total Time by SOE : Machine – Labor.



3.4. Phase 4 : Application & Line Design

Study, Design and Draw a New Factory able to Manufacture all Products by Developing and/or Redistributing Operator Abilities' and Knowledge's.

Inputs


Effective Work Hours per Shift.

Number of Shifts by Process.

Active Participation of Operators.

Work Elements Timed per Process and Product (Setup, Required, Move, Quality and Safety Criteria).

Active Participation of Engineering Development Employees (Process and Products Changes).

Preliminary Appointment for Operators.

Consumption and Replenishment Points (Line, RIP, …).

Management and Calculation Kanban Software.

Dk, Q per Product, R, Cost and Suppliers Packaging.

BOM's.

Implementation Area.

Safety Restrictions.

Machines & Labor Resources availability (Safety Stock Production).

Activities


Review – Modify BOM's. Calculate Takt-Time (per Process).

Validate all Standard SOE's.

Calculate Line Design.

Optimize Cycle Times.

Finalize Mixed-Model Product Synchronization.

Write all SOE's.

Calculate Final Line Design.

Validate Line Design. Validate Line Design.

Define Pull Sequences & Types of Define Operations & Resources.



Kanbans.

Define Inventory Strategy.

Calculate Kanban Quantities.

Draw Operational Method Sheets.

Define Operators Abilities.

Validate Inventory Strategy. Validate Inventory Strategy.

Define Capital Expenditure Plan & ROI.



Validate Capital Expenditure Plan & ROI.

Validate Capital Expenditure Plan & ROI.

Define Implementation Milestone Plan.



Validate Implementation Milestone Plan.

Validate Implementation Milestone Plan.

Draw Implementation Lay-Out. Draw Implementation Lay-Out.

Validate Implementation Lay-Out. Validate Implementation Lay-Out.

Build Transition Stock of Finished Goods.


Outputs

Material and Information Flow Optimized.

Final Mixed-Model Products Synchronization.

Final Mixed-Model Line Design Validated by Project Team and Steering Committee.

Definition of necessary Investments.

Operators Trained at the Minimum Expectation (Primary Work Station).

Mastery Training Programs.

Employees Certification Matrix.

Single Level BOM's 100% Updated.

Kanban Cards.

Operational Method Sheets.

Implementation Paper Lay-Out validated by Project Team and/or Steering Committee :

- Dc, Takt-Time, Atw, #OP & #Flex, #IPK's, #KB.

Products List by Main Line.



Target Objectives, at Maximum Capacity.

Detailed Implementation Plan.

Transition Stock of Finished Goods completed.

LFT Certification – Sections 8, 9, 10, 11, 12, 13.

About Activities

Calculation References : Mixed-Model Line Design & Kanban Sizing – Calculation & Algorithms (Release 1.00 US or +).

Takt-Time Calculation per Process, from Mixed-Model Process Map.

- Weighted Dc (All rolled Factors influencing Demand).

Line Design Calculations, from Mixed-Model Process Map. Per Process :

- Sum of Dc's, Takt-Time, Atw (Machine – Labor), Min & Max Times and Resources (Machine – Labor).

Families of Products Validation, Opportunities to increase Mixed Modeling Exploited.

- Specialization Decisions are supported by Data Analysis. Important Efforts to Optimize Flexibility, Machines and Equipment Utilization and Raw Material Supplying.

Response Optimization from TPc/t / FPLT Ratio.

- TPc/t is calculated from SOE's, FPLT is measured including Waits, Queues, Shifts Offsets.

- Work and Processes are Re-Synchronized (Series Vs. Parallel Work) to reduce TPc/t.

Final Mixed-Model Product Synchronization and Manufacturing Flow. Foundations of Physical Rearrangement.

SOE's for all Products and all Processes, including Tools, Tooling, Fixtures, Components and Raw Materials to perform each task. Training Documents.

Final Mixed-Model Line Design Calculations, including Validation.

Operational Definition formally linked with SOE's. Tasks grouped at or Below Takt-Time Target. Integrating TQC from Verify at Upstream Operation. Imbalances and IPK's resolved with LFT Calculations. Definition of visible Place to perform Work.

BOM's Revision : 100% Accuracy and Flattened Levels (Phantom Sub-Ass'y Items).

Pull Sequences Definition including Replenishment and Consumption Points (From / To Locations).

Types of Kanbans Definition according to Consumption Frequency and Inventory Cost (Replenishable Vs. Non-Replenishable).

Kanban Quantities calculated with appropriate Definition of Replenishment Intervals (R) and Daily Rates (Dk Scenarios).

Operational Method Sheets directly tied to Operational Definition comes from SOE's. Integrating Safety and Quality Criteria (Verify and TQC). Work does not Change Daily at the LFT Operations.

Skills required according to Tasks Definition, not Vice Versa.

Theoretical and Practical Training at Primary Work Station. Cross-Training and Certification Matrix. Operators Certified.

- Implementation Paper Lay-Out including Results of LFT Calculations, Kanbans and IPK's Presentation, Raw Material, Raw in Process, Operators Flows and Flexible Work Stations.



3.5. Phase 5 : Shop Floor Rearrangement

Transform Physically and Culturally the Company.

Manage an Advanced Production System.

Inputs


Maintenance & External Resources.

Machines & Labor Resources availability (WIP Production).

ANDON Lights, Wait-Work Boards, ...

Customer Requirements in Term of Traceable ID.

Internal Requirements in Term of Financial Analysis.

One-Up / One-Down Flexibility Cross-Training Schedule for Operators.

Resources Needed at Maximum Capacity.

Area to Re-deploy Assets.

Activities


Define Rules & Procedures.

Cross-Train Operators.

Implement Cells & Lines.

Define Rules & Procedures.

Cross-Train Operators.

Implement Cells & Lines.

Implement Kanbans & Supply with Material.

Build & Implement Work-In-Process.

Implement Visual Control Systems.

Adapt Computer Systems to One Piece Flow Production.

Adapt Computer Systems to One Piece Flow Production.

Organize Flexibility of Operators.

Reassign Operators. Re-deploy Assets.

Start-Up Lines & Cells. Start-Up Lines & Cells.

Measure Performance. Measure Performance. Measure Performance.




Outputs

Physical Work Stations Arrangement true to Paper Layout and LFT Data : #OP's & #Flex, #IPK's, #Kanbans.

Visible Place to Perform Work including :

- Operational Method Sheets.

- Tools, Fixtures.

- Raw Material and Components.

- Work-In-Process.

Physical Production Flow true to Implementation Layout.

Operators Certified at One-Up / One-Down Operations.

New Rules and Procedures Communicated.

Information, Quality and Financial Systems Compatible with a LFT Organization (One Piece Flow Mixed-Model & Kanban).

LFT Certification – Sections 14, 15, 16, 17.

About Activities

Lines and Cells Implementation :

- Supported by Defined LFT Calculations, according to Updated Overall Product and Flow Synchronization.

- Flexible Work Stations.

- Products cannot Escape Processes.

- Unobstructed Paths to Move between Work Stations (Employees Flexibility).

Kanbans Implementation (Replenishable and Non-Replenishable). Pull Sequences and Quantities Audits.

Build WIP in the Right calculated Quantities imposed by the New Implementation.

Visual Control Systems Implementation :

- ANDON Signals.

- IPK's placed at Most Effective Location in Process.

- Downstream and Feeder Processes Linked to Main Line with Simple, Visual Signals.

- Visible Place to Manage Rejected Products (Reworked or Scraped).

- Sequencing and Wait/Work Boards.

- Concept of Visual Control based on the 5S+1 (Safety) Principles.

Rules and Procedures Definition, including Kanban Management / Replenishment and Employees Flexibility. Communicated to all Employees.

Computer Systems Restructuring :

- One Piece Flow and Mixed-Model Concepts.

- Kanbans Management and Backflush.



- Quality Requirements and Traceability.

- Raw Material and Labor Costs Tracking.

- Operators Time Checking.

Flexibility Organization and One-Up / One-Down Training :

- Cross-Training and Certification Worksheets.

- "Off-Line" Training with SOE's and Operational Method Sheets.

- "On-Line" Training under Responsibility of Master. Operators Certified.

- Employees Reassignment. Identification of Opportunities to Change and Training Plans.



3.6. Phase 6 : Improvement

Improve Customer Satisfaction.

Improve Production Capacity, Operators Flexibility and Inventory Turns.

Reduce Cost Production and Cycle Time.

Inputs


Continuous Improvement Teams & Leader.

Tasks and NVA Activity Analysis (from SOE's).

Two-Up / Two-Down Flexibility Cross-Training Schedule for Operators.

Setup Time Analysis.

Quality Criteria Analysis (from SOE's).

Equipment Capabilities in Accordance with Customer Tolerances.

Production Capacity, Daily Demand, Inventory (Raw, WIP, FG).

Forecasts Updated.

Provisioning Strategies with "Key" Suppliers : Kanban, Consignment Stocks, Quantities Consolidation.

Activities


Involve Employees.

Eliminate – Reduce Wastes.

Involve Employees.

Eliminate – Reduce Wastes.

Manage Daily Customer Demands.

Associate "Key" Suppliers to Kanban Management.

Improve Flexibility of Operators.

Reduce – Optimize Setup Times.

Implement SMED.

Eliminate Quality Criteria (TQC).

Implement Poka-Yoke.

Implement TPM.

Achieve Process Control (SPC).


Outputs



Daily Involvement Meetings (5 à 10 minutes).

Production with Optimized Processes.

Operators Certified at Two-Up / Two-Down Operations.

Actions Plans.

Processes Control Plans.

"Key" Suppliers Demand Plan Communicated over Planning Horizon.

LFT Certification – Sections 18, 19.

About Activities

Employees Involvement :

- End of shift meeting, every days : Results / Objectives, Causes Analysis & Actions Plan based-on Proactive Metrics.

- Production Team Leader and Support Departments assist Workforce. Participation of Steering Committee as often as possible.

- Workforce lead the Daily Performance, and are at the origin of Improvement Propositions to obtain Team Performance. The Operators can animate the Meeting.

Waste Elimination :

- Scrap/Rework, Transportation, Operator Waiting Time, Inventory, Overproduction, Overprocessing and Underutilized Human Resources.

- Elimination of Non-Value Added Activities. Foundations of Continuous Improvement.

Employees Flexibility Improvement :

- Two-Up / Two-Down Training. Operators Certified.

Setup Times Optimization (Reduction/Elimination) and SMED Implementation :

- Setups Identification and Classification (Internal Vs. External).

- Internal Setups Elimination or Convert Internal Setups to External Setups.

- Tools and Fixtures Standardization. Rapid Changeover.

- Tools Accessibility. Consumable Tools Managed with Kanban Systems.

- Setups Matrix and Sequencing.

Quality Criteria Elimination to Suppress Verify and TQC's (NVA).

- From SOE's.

- Eliminate TQC Criteria by Product and/or Process Re-Design.

Poka-Yoke Implementation in Products and/or Processes, such as Limit Switches, Locating Guides, Counters, Warning Systems or Checklists.

Total Productive Maintenance Implementation. Prevention – Predictive – Corrective – Improvement.

Control (Critical) Processes Variation using Statistical Tools.

- Cpk is a preferred Capability.

Daily Demand Management :



- Definition and Communication of Daily Rates Expectations.

- Daily Adjustment of Mix and Volume to support the Current Order Book.

- Daily Adjustment of People Resources to support Daily Rate.

- Daily Operational Meeting with Logistic and Manufacturing Teams.

- Sequencing Process by Process. Product by Product as Necessary.

Kanban Management with "Key" Suppliers.

- Supplier Demand Plan Regularly Communicated over the Planning Horizon.

- Formal Suppliers Certification Process Implemented (Quality and Response Time).



3.7. Phase 7 : Performance Measures

Control Target Objectives Achievement.

Inputs


Objectives / Metrics :

- Safety.

- Quality.

- Customer Response – Linearity.

- Inventory Turns.

- Cost - Productivity (Real Time Vs. Standard Time).

Activities


Analyze Performance Measures. Analyze Performance Measures.

Validate Phase 7. Validate Phase 7.

Outputs

Modify Phase 6 Actions Plans and Priority.

Define New Actions Plans and Priority.


About Activities

Key LFT Measures :

- Inventory Turns.

- EBIT.

- Working Capital.

- Customer Satisfaction Level.

- Safety.

- Quality.

- Productivity.



- Response Time, from Customer's Order to Receipt.

- TPc/t to FPLT Ratio.

- Value Added Work Time to Total Work Content Ratio.

- Linearity.

Firstly, implement Proactive Key Indicators :

- Manually filled out by the Operators.

- Data consolidation at the end of Shift,

- Hour by hour Indicators for all Critical or Bottleneck Processes, with Decision Rules to resolve Deviation between Results and Objectives, completed with a Root Causes Analysis and an assigned Action Plans.

- Monthly consolidation used to manage Continuously Improvement Meetings.



3.8. Phase 8 : Perfection

Strive for Perfection along the LFT Journey.

Since Phase 8 is unique in that the actions shown take place at any and at numerous times concurrently with Phase 3 through 6.

Inputs

New Wave of LFT Trainers.

Employees Trained to use Continuous Improvement Tools.

Suppliers Trained with LFT Methodology.

Activities


Remove Barriers. Remove Barriers.

Maintain & Improve the Level of LFT Expertise.

Deploy LFT Methodology no later than Product Definition.

Eliminate NVA.

Institute 5S.

Deploy LFT Methodology no later than Product Definition.

Eliminate NVA.

Institute 5S.

Improve Quality.

Institute Kaizen Events.

Implement the Design for Manufacturing concept.

Encourage "Key" Suppliers to Implement LFT Methodology.

Outputs

Improve Customer Satisfaction.

Improve Production Capacity, Operators Flexibility and Inventory Turns.

Reduce Cost Production and Cycle Times.

Culture of Company based on "Customer Satisfaction".

About Activities



LFT Methodology Deployment. No later than Product & Process Definition or Prototype Phase using SOE's to describe Work and Define Quality Criteria.

Quality Optimization. Develop 6 Sigma Methodology.

NVA Elimination. Setup and Move Times. Required Non-Value Added Times. From SOE's. Use Value Added Work to Total Work Content Ratio to measure Progress.

5S Institutionalization. 5S's are the foundation for Kaizen Events and implanting Visual Production Management.

- The 5S's are defined as follows : Sort, Straighten, Shine, Standardize and Sustain.

Kaizen Events Institutionalization based on Rapid Implementation Process and Deming cycle methodology :

- Plan : Train Cross-functional Team and Identify what to change and how to do It (Current, Future States & Implementation Plan).

- Do : Implement the Process Improvement defined.

- Check : Ensure the Improvement Work.

- Act : Re-evaluate Future State regularly to refine Improvements.

- Develop a Blitz Kaizen culture.

Design for Manufacturing. Develop, Design New Products including "Error Proofing / Mistake Proofing" Concept to Eliminate the Sources of Errors.

Barriers Removing. Legacy Policies, Procedures, Computer Systems often create Barriers to Implementation.

LFT Expertise Improvement. Cross-Train New LFT Leaders to Develop LFT Culture and raise LFT at the Next Level.



3.9. Team Assignements

• Identify Products • Define Demand at

Capacity • List Material used to

make each Product

• Analyze Performance Measures

• Define Project Milestones

• Train Implementation Team to LFT

• Train all Employees • Manage Teams

Activities • Measure Phases

Deployment Progress

• Implement Kanbans and Supply with Material


• Select Representative Products

• Identify Processes • Draw Current Value

Stream Maps & Product Synchronization

• Create Mixed-Model Process Map

• Collect all Factors influencing Demand

• Define Product Families • Write Standard SOE's • Define Changeover &

Setup Times

• Calculate Takt-Time • Validate all Standard

SOE's • Calculate Line Design • Optimize Cycle Times • Finalize Product

Synchronization • Write all SOE's • Calculate – Validate

Final Line Design • Define Operations &

Resources • Draw Operational

Method Sheets • Define Operators

Abilities

• Build & Implement Work-In-Process

• Implement Visual Control Systems

• Organize Flexibility of Operators

• Re-deploy Assets

• Define Rules & Procedures

• Cross-Train Operators • Implement Cells and

Lines • Adapt Computer

Systems to One Piece Flow Production Management

• Start-Up Lines & Cells • Measure Performance

• Reassign Operators

• Improve Flexibility of Operators

• Reduce – Optimize Setup Times

• Implement SMED • Eliminate Quality

Criteria (TQC) • Implement Poka-Yoke • Implement TPM • Achieve Processes

Control (SPC)

• Involve Employees • Eliminate – Reduce

Waste

Steering Committee

Project Leader

Product Team

• Validate Transformation Phases

• Build Company Strategy

• Foster FLT Learning • Make the Commitment • Obtain Management

Full Buy-in

• Define Benefits • Select Product &

Process Team Leader • Select Implementation

Team Members

Steering Committee Project Leader

Certification Program

Phase 1 Adopt LFT Thinking

Phase 2 Organization

& LFT Education

Phase 3 Data Gathering

Phase 4 Application & Line

Design

Phase 5 Shop Floor

Rearrangement

Phase 6 Improvement

Phase 7 Performance

Measures

• Manage Daily Customer Demands

• Associate "Key" Suppliers to Kanban Management

• Define Core Objectives & Scope of Project

• Select Project Leader • Inform & Communicate

the Stakes of Project • Prepare Evolution of

Employees


• Review – Modify BOM's • Define Types & Kanban

Quantities • Define Inventory

Strategy • Build Transition Stock

of Finished Goods

• Define Capital Expenditure Plan & ROI

• Define Implementation Milestone Plan

• Draw Implementation Lay-Out

• Validate Line Design, Capital Expenditure & Inventory Strategy

• Validate Implementation Milestone Plan & Lay-Out

Process Team



3.10. Resources

Steering Committee Product Team Resources Process Team Resources

Business Leader.

Order Fulfillment Process Owner.

Orders Acquisition.

Financial Controller.

Human Resources.

Orders Acquisition.

Logistic / Planning.

Procurement / Purchasing.

Computer Systems.

Material Handling.

Manufacturing Engineering.

Engineering.

Quality.

Supervisors / Leaders.

Maintenance.

Workforce.



4. Lean Flow Technology Education Program

Roadmap Phases : Training Modules :

Phase 1 : Adopt LFT Thinking. LFT101 : Lean Flow Technology … Definition & Strategy.

Phase 2 : Organization & LFT Education. LFT101 : Lean Flow Technology … Definition & Strategy.

Phase 3 : Data Gathering. LFT101 : Lean Flow Technology … Definition & Strategy.

LFT102 : Lean Flow Technology Data – Quality Management.

LFM101 : Value Stream Mapping.

Phase 4 : Application & Line Design. LFT102 : Lean Flow Technology Data – Quality Management.

LFT103 : Mixed-Model Line Design.

LFT104 : Material Flexibility & Velocity – Kanban.

LFT105 : Unattached Fabrication Feeder – Dual-Card Kanban.

LFT106 : Balance & Flow.

LFT201 : Application – Mixed-Model Assembly Line.

LFM102 : Lean Materials & Information Flow.

Phase 5 : Shop Floor Rearrangement. LFT107 : Employees Flexibility.

LFT108 : Employees Flexibility – Examples.

LFT301 : One-Piece Flow Simulation.

LFM103 : Value Stream – Optimization & Implementation.

Phase 6 : Improvement. LFT107 : Employees Flexibility.

LFT108 : Employees Flexibility – Examples.

LFT109 : Daily Demand Management.

SMD102 : SMED – Changeover Times Optimization.

TPM102 : MPT – Total Productive Maintenance Implementation.

MSP105 : MSP – Process Monitoring & Control Charts Implementation.

Phase 7 : Performance Measures. DPM101 : Daily Performance Management.



5. Implementation & Certification Program

Along the way of Lean Flow Technology, periodic evaluation and benchmarking of the organization's degree of Leanness against a standard or others further along will help to keep the implementation in course. The LFT Implementation & Certification Program is a tool that is increasingly being used by organization to both evaluate where they are at today and to provide a vision of where they want to be at some point in the future.

The LFT Implementation & Certification Program, according to the degree of implementation or transition of several different major steps, utilizes a grading status scale :

Not Started,

Started,

Progress >50%,

Achieved,



5.1. Phase 1 : Organization & Lean Flow Technology Education – Section 1 – Organization

PHASE 1 : ORGANIZATION & LFT EDUCATION

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IMPLEMENTATION AND CERTIFICATION PROGRAM

Team Member

GROUP : SITE : GLOBAL SCORE :

TARGETED IMPLANTATION DATE : TARGETED CERTIFICATION DATE :

Score : 1 ORGANIZATION

1.1 Group Steering Committee

1.2 Group Implementation Resource Team

1.3 Group Master Plan & Milestones for Certification

1.4 Site LFT Steering Committee

1.5 Site Implementation Team – Permanent Members

1.6 Site "Technical Support" Team

1.7 Site "Systems" Team

1.8 Site Master Plan & Milestones for Certification

1.9 Implementation Team & Steering Committee Members Properly Certified :

1.9.1 Basic LFT Training

1.9.2 Advanced Mixed Model

1.9.3 Kanban Management

1.9.4 Demand Based Management

1.9.5 Certified Internal Workshops (as Available)

1.9.6 Formal LFT Implementation Experience

1.10 Formal LFT Process Training Program and Facility



5.2. Phase 2 : Data Gathering – Section 2 – Identification of Products

PHASE 2 : DATA GATHERING

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Score : 2 IDENTIFICATION OF PRODUCTS

2.1 Manufactured Products

2.2 Field Replaceable Units

2.3 Features and Options (as Required)

2.4 Manufactured versus Re-Manufactured (as Required)

2.5 Recognizes Sister Plant Shipments

2.6 Adequately Represents the Process Momentum of Product Volume

2.7 Yet Broad Enough to Identify all Processes Required by All Products

2.8 Structured in a Fashion that Future Updates are Repeatable

2.9 Maintenance Managed under Formal Change Control Process



5.3. Phase 2 : Data Gathering – Section 3 – Product Synchronization – Relationship of Flow


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Score : 3 PRODUCT SYNCHRONIZATION – RELATIONSHIP OF FLOW

3.1 Written Down, in Graphical Form

3.2 Identifies Main Line, Option, Feeder, Fans, Rework Loops Properly

3.3 Identifies All Processes Under Our Manufacturing Control – Wall to Wall

3.4 Identifies Consumption Points (of Other Processes) Properly

3.5 Analyzes Work That Can be Done In Parallel, verses In Series on Main Line

3.6 Process Definition is Sensible

3.7 Effectively Illustrates Family Product Flow in Mixed-Model Synchronization



5.4. Phase 2 : Data Gathering – Section 4 – Mixed-Model Process Map


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Score : 4 MIXED-MODEL PROCESS MAP

4.1 Identification of Product Family

4.2 Creates the LFT Relationship of Processes and Products

4.3 Integrates LFT Parameters :

4.3.1 Demand at Capacity

4.3.2 Process Factors Influencing Demand

4.3.3 Actual Times (Machine & Labor)

4.3.4 Actual Times Weighted (Machine & Labor)

4.4 Creates to calculate Line or Cell Design



5.5. Phase 2 : Data Gathering – Section 5 – Demand at Capacity (Dc)


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Score : 5 DEMAND AT CAPACITY – Dc

5.1 Both Order Fulfillment and Order Obtainment Involved in Definition

5.2 Review of Historical & Forecasted Demands and Trends

5.3 Future Point in Time for Attainment is Defined

5.4 Review of Demand Spikes, Recovery Capacity, Flex Fence Capabilities

5.5 Major Demand and Mix Variation Contingencies are Considered

5.6 Demand at Capacity Assumptions are Defined by Product

5.7 Source of Demands Understood (Direct Ships, OEM, Distribution, Customer, etc.)

5.8 Sum of Demands at Capacity is Relevant :

5.8.1 Definition is in a Daily Format

5.8.2 Market Driven versus Process Limited (at Least Initially)

5.8.3 Differences in Mathematical Averages and Typical Days are Noted

5.8.4 Differences in Dc for Line Design and Kanban Management are Noted

5.8.5 Expected Future Demand Challenges are Addressed



5.6. Phase 2 : Data Gathering – Section 6 – Process Factors % Influencing Demand


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Score : 6 PROCESS FACTORS % INFLUENCING DEMAND

6.1 Mathematically Defined by Product by Process

6.2 Quantifies Required Work Content

6.3 Quantifies Optional Work Content (When using representative products or planning bills)

6.4 Quantifies Rework Influences

6.5 Quantifies Yield (Recoverable) Influences

6.6 Quantifies Scrap (Non Recoverable) Influences

6.7 Maintenance is Formally Tied to Quality Information Systems



5.7. Phase 2 : Data Gathering – Section 7 – Sequences of Events


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Score : 7 SEQUENCES OF EVENTS

7.1 Proper Definition of Work Elements :

7.1.1 Setup and Move

7.1.2 Machine and Labor Work Content

7.1.3 Overlapping Sequences

7.1.4 Quality Criteria

7.1.5 Value Added or Not

7.2 Size of Work Elements is Appropriate, and Manageable :

7.2.1 Large Groupings of Work Elements is Avoided

7.2.2 Generous but Reasonable Time Estimates (Permit Flexing & TQC)

7.2.3 Unit of Measure is Usually Minutes

7.2.4 Times are Verified On Line

7.2.5 Sum of Individual Sequence Times Approximates Actual Total Times

7.3 TQC Criteria :

7.3.1 Describe the One Correct Way to Perform the Work (if more than 1 exists)

7.3.2 Are Measurable

7.3.3 Tie to Quality Information System Data (Control Relevant Quality Issues)

7.3.4 Are Useful for Parts Per Million Defect Attainment

7.3.5 Adequately Address Employee Safety Issues

7.3.6 Can Be Used as a Measure of Product & Process Design Efficiency

7.4 Maintenance Managed in Formal Change Control Process



5.8. Phase 3 : Application & Line Design – Section 8 – Mixed-Model Line Design Calculations

PHASE 3 : APPLICATION & LINE DESIGN

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Score : 8 MIXED MODEL LINE DESIGN CALCULATIONS

8.1 Calculations Completed for Each Process

8.2 Sum of Demands at Capacity

8.3 Takt Time :

8.3.1 Effective Work Hours are Defined

8.3.2 Effective Work Hours are Visually Verified

8.3.3 Number of Shifts by Process are Defined

8.4 Average Time Weighted

8.5 Resources :

8.5.1 Number of People

8.5.2 Number of Operations

8.5.3 Number of Machines

8.5.4 Number of Pieces in One Machine

8.4 Range of Actual Work Content Times Noted

8.5 Impact of Setup Times Evaluated (as Necessary) :

8.5.1 Matrix of Setup Times Defined (If Variable Product to Product)

8.5.2 Proper Dual Card Kanban Design Recovers Setups

8.5.3 Number of Setups Possible Estimated

8.5.4 Appropriate Sequencing Rules Defined

8.4 Data is Relevant and Up-To-Date



5.9. Phase 3 : Application & Line Design – Section 9 – Family of Products Definition


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Score : 9 FAMILY OF PRODUCTS DEFINITION

9.1 Product Families Defined to Lines Sharing Similar Requirements :

9.1.1 Processes

9.1.2 Work Content and Total Times

9.1.3 Facilities and Equipment

9.1.4 Setups

9.1.5 Material Presentation

9.1.6 Yields

9.2 Effective Efforts Defining Commonalties as well as Differences

9.3 Opportunities to Increase Mixed Modeling Exploited :

9.3.1 Increased Response Capability

9.3.2 Maximum Utilization of Common Resources

9.3.3 Reduction in Complexity of Kanban Management

9.3.4 Improved Employee Flexibility between Processes

9.3.5 Further Reductions In Space

9.3.6 Increase in Aggregate Capacity – Common Process Utilization

9.3.7 Improvement of Recovery Capacity, Planned Maintenance

9.3.8 Specialization Decisions are Supported by Data Analysis



5.10. Phase 3 : Application & Line Design – Section 10 – Response Optimization


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Score : 10 RESPONSE OPTIMIZATION

10.1 Effective Linking of Processes as Defined in Product Synchronization

10.2 Total Product Cycle Time is Calculated Properly, by Product

10.3 Work and Processes Are Re-Synchronized to Reduce TPc/t

10.4 Actual Flow Process Lead Time Calculated – Including Wait, Queue, Shift Offset

10.5 Wait, Queue, and Shift Offsets Are Eliminated as Appropriate

10.6 Best Efforts at Driving Flow Process Lead Time (Actual Response) near Calculated TPc/t



5.11. Phase 3 : Application & Line Design – Section 11 – Operational Definition


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Score : 11 OPERATIONAL DEFINITION

11.1 Grouping Work at or Below the Takt Time Target

11.2 Balance Is Achieved by Moving Work within Takt Time Targets

11.3 Create a Visible Place to Perform Work

11.4 Defined Operations are then Formally Tied Back to Sequence of Events

11.5 Operational Definition integrating TQC from Upstream Operation

11.6 Work Does Not Change Daily at the LFT Operations

11.7 SOE Times are Re-verified in New Operational Definitions

11.8 Used as a Fundamental Training Tool for Employees

11.9 Simple, Visual In-Process Kanban Techniques :

11.9.1 Delineates Physical Operations & Processes

11.9.2 Clear Signals to Work or Flex One-Up/One-Down

11.9.3 Imbalances Resolved with LFT Calculations

11.9.4 Managed with Simple, Visual FIFO Techniques




5.12. Phase 3 : Application & Line Design – Section 12 – Kanban


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Score : 12 KANBAN

12.1 100% Bill of Material Accuracy Disciplines in Place

12.2 Pull Sequences Tied to Process Definitions :

12.2.1 Appropriate RIP Replenishment Strategies Defined

12.2.2 Clear & Consistent From/To Locations Identified

12.3 Kanban Calculated with LFT Formulas :

12.3.1 Quick Count Methods Deployed As Possible

12.3.2 Replenishment Interval Assumptions are Defined and Verified

12.3.3 Dual Card Kanban Supported by and Linked with Line Design

12.3.4 Dual Card Kanban Quantities Effectively Recover Setup Times

12.3.5 Appropriate Daily Rate (Dk Scenario for Kanban) Assumptions

12.4 Formal Kanban Management Methods Exist :

12.4.1 Periodic Review of Sizing

12.4.2 Kanban Pull Sequence Audits

12.4.3 Quick Reporting of Scrap and Spoilage

12.4.4 Standardized Cards and Containers Deployed

12.4.5 Line and RIP Containers & Cards are Separate

12.4.6 Dual Card Kanban Managed Effectively with Wait/Work Boards

12.4.7 Timely Material Review Board for Discrepant Material

12.5 Material Presentation Systems Implemented :

12.5.1 Targeting Presentation (or access) of All Materials, all the Time

12.5.2 Replenish Containers without Hindering Operators

12.5.3 Effective Evacuation of Empty Containers

12.5.4 Permitting the Sequencing of Containers (as Necessary)

12.6 Replenishable versus Non-Replenishable Strategy is Sensible

12.7 Kanban versus Sequencing Strategy is Sensible

12.8 Simple, Visual Kanban Replenishment signals (ANDON) in place

12.9 Flattened Bill of Material Levels as Appropriate




5.13. Phase 3 : Application & Line Design – Section 13 – Operational Method Sheets


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Score : 13 OPERATIONAL METHOD SHEETS

13.1 Directly Tied to Operational Definitions from Line Design

13.2 Standard LFT Format is Deployed Throughout the Business Unit

13.3 Focus is On Relevant Work & Quality Information

13.4 Effectively Address Worker Safety Issues

13.5 Access and Quick Comprehension at Work Stations is Good

13.6 Standard Libraries of Objects and Symbols are Deployed

13.7 Coherent Utilization of Operational Method Sheets by Products Family

13.8 Change Process Can Support Fast Response

13.9 Preventative Maintenance & Setups are Formalized with Checksheets




5.14. Phase 4 : Shop Floor Rearrangement – Section 14 – Line Design & Implementation

PHASE 4 : SHOP FLOOR REARRANGEMENT

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Score : 14 LINE DESIGN & IMPLEMENTATION

14.1 Physical Line Designs & Flows Supported by Defined LFT Calculations

14.2 Relates to Overall Product Synchronization

14.3 Line Design Numbers (ie: ATw, Takt, Resources, Sum Dc) Shown on Layouts or Synchronization

14.4 Incorporates All Processes Under Our Manufacturing Control - Wall to Wall

14.5 Line Designs are Up-to-Date and Relevant to Current Business Requirements

14.6 Downstream Demand Links Processes with Simple, Visual Signals

14.7 In-Process Kanbans Calculated to Resolve Imbalances Properly

14.8 In-Process Kanbans Placed at Most Effective Location In Process

14.9 Sufficient Work Stations Installed for Flex (from Resource Calculations & Actual Work Time Ranges)

14.10 Products Cannot Escape the Process – Incorporates Rework

14.11 Multiple Resources Considered for Critical Machines/Resources in High Mix Lines

14.12 Smaller, Flexible Machines & Processes Considered in Design

14.13 Product Can Be Stopped or Derailed to Permit TQC Problem Resolution



5.15. Phase 4 : Shop Floor Rearrangement – Section 15 – Employees Involvement


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Score : 15 EMPLOYEES INVOLVEMENT

15.1 Formal Certification by Skills and Operations :

15.1.1 Trained to the Sequence of Events

15.1.2 Trained to the Operational Method Sheets

15.1.3 Proficiency at TQC & Touch for Quality Demonstrated on Line

15.1.4 Proficiency at Standard Method Sheet Symbols Demonstrated

15.1.5 People Know How to Move One-Up/One-Down

15.1.6 People Know How to Replenish Material

15.1.7 People Must Work at Certified Operations Monthly to Maintain

15.1.8 Visible Tracking of Certifications & Their Maintenance

15.2 Employee Involvement Teams :

15.2.1 Are Defined by Logical Lines, Processes, or Cells

15.2.2 Team Leaders are defined

15.2.3 Relevant Team Training exists

15.2.4 Teams meet Daily to analyze and take actions on current performance issues

15.2.5 Visible Communication of Issues & Formal Follow-Through Exists

15.2.6 Training and Certification is Team Supported

15.2.7 Training and Certification Effectively Addresses Employee Safety



5.16. Phase 4 : Shop Floor Rearrangement – Section 16 – Daily Demand Management


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Score : 16 DAILY DEMAND MANAGEMENT

16.1 Daily Adjustment of Mix and Volume to Support the Current Order Book (Response)

16.2 Capability Maximizes Build to Order – with Industry Leading Customer Response

16.3 Optimizes Both Inventory Turnover and Customer Response

16.4 Capability to Drive War Chest of Raw Materials to Marketing Flex Fences

16.5 Deploys Tools to Effectively Manage Finished Goods Inventory :

16.5.1 Maximum FGI Limits Defined and Managed

16.5.2 Minimum FGI Supply – Creates & Protects Reserves for Market or Shutdown Requirements

16.6 Integrates Order Obtainment and Order Fulfillment Processes Daily

16.7 Daily Demand Can Be Sequenced :

16.7.1 Process by Process

16.7.2 Product by Product (as Necessary)

16.7.3 Sequenced Pipeline Can be Re-Set With Major Changes or Problems

16.8 Order Management Systems Utilize DDM Recommendations



5.17. Phase 4 : Shop Floor Rearrangement – Section 17 – Daily Rate Staffing & Employees Flexibility


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Score : 17 DAILY RATE STAFFING & EMPLOYEE FLEXIBILITY

17.1 Line Designs Accommodate Staffing at Less than 100%

17.2 People Have a Place to Move :

17.2.1 Additional Work Station to Perform Same Work

17.2.2 Help Criteria When Working at Same Work Station

17.2.3 Additional Machine or Station to Help Recover or Flex Capacity

17.2.4 Unobstructed Paths to Move Between Operations and Processes

17.2.5 Visible Signals Permit People to Flex Into Rework Processes

17.3 People Resources are Calculated & Deployed for Today's Mix and Volume

17.4 Daily Rate Expectations are Clearly Defined & Communicated

17.5 Pay Systems Support Flexible Attainment of Productive, TQC, Daily Rates

17.6 Education & Negotiations Support Importance & Benefits of Flexibility

17.7 People Physically Move Within the Process

17.8 Formal Support Activities are One-Up Flexible :

17.8.1 Material Replenishment & Container Evacuation

17.8.2 Preventative Maintenance

17.8.3 Setup Time Assistance

17.8.4 Housekeeping

17.8.5 Training and Certification

17.8.6 Continuous Improvement Teams

17.8.7 BOM's accuracy & Kanban Pull Sequence Audits

17.8.8 Sequence of Events Work, Times, TQC Verification

17.8.9 Method Sheet Maintenance



5.18. Phase 5 : Improvement – Section 18 – Continuous Process Improvement

PHASE 5 : IMPROVEMENT

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Score : 18 CONTINUOUS PROCESS IMPROVEMENT

18.1 Defined Improvement Teams Support Continuous Improvement Activities :

18.1.1 Define Operational Improvement Priorities along TPc/t Path

18.1.2 Eliminate Non-Value Added Work Elements

18.1.3 Move Internal Setups to External Setups

18.1.4 Reduce Actual Setup Times :

18.1.4.1 Tools and Fixtures Standardization Complete

18.1.4.2 Rapid Changeover & Quick Clamping Fixtures Deployed

18.1.4.3 Close Access of Changeover Items (Dies, Tools, Fixtures) in Place

18.1.4.4 Large Batch Machines Converted to Small and Flexible as Possible

18.1.4.5 Simple Signals help Manage & Speed Changeovers

18.1.4.6 Tools and Equipment Signaled and Managed on Kanban

18.1.4.7 Consumable Tools and Inserts Managed with Kanban Systems

18.1.4.8 Complex Material Changeovers Reduced with Quick Change Systems

18.1.4.9 Product Rationalization Considered to Reduce Variety of Setups

18.1.4.10 Setup Matrix Quantifies Sequencing Rules to Reduce Total Setups

18.1.4.11 TQC Checks Clearly Defined to Verify Successful Setup Before Producing

18.1.5 Eliminate TQC Criteria By Product Design

18.1.6 Eliminate TQC Criteria by Process Design – Poka-Yoke

18.1.7 Process Control Checksheets for Setup Standardization

18.1.8 Process Control Checksheets for Preventative Maintenance Standards

18.2 Improvement Changes linked to Formal Engineering Change Control Process

18.3 Improvement Teams Coordinated with/and Support Employee Involvement Teams

18.4 "Simultaneous Engineering" Implementation

18.5 Trends in Ratio of Value Added to Total Work Content Measures Continuous Improvement

18.6 TPc/t Measures Continuous Improvement

18.7 Housekeeping emulates A World Class Quality Manufacturer



5.19. Phase 5 : Improvement – Section 19 – Supplier Management

PHASE 5 : IMPROVEMENT

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Score : 19 SUPPLIER MANAGEMENT

19.1 Supplier Performance Measures Exist :

19.1.1 On Time Delivery

19.1.2 TQC Shipments

19.1.3 Replenishment Interval Capability

19.1.4 Lead-time Trend Analysis

19.1.5 Flex Capability

19.2 Formal Supplier Certification Process Implemented

19.3 Supplier Consolidation Process and Milestones are Defined

19.4 Supplier Links Through Kanban Signaling (Electronic or Physical)

19.5 Reusable Packaging Programs are in Place Where Cost Effective

19.6 Supplier Demand Plan Is Regularly Communicated over the Planning Horizon

19.7 Blanket Purchase Order Capability Exists

19.8 Backflush to Purchase Order – Zero Working Capital Billing Capability

19.9 Consignment Inventory Strategies are Appropriate



5.20. Phase 6 : Performance Measures – Section 20 – Key LFT Measures and Trend Analyses

PHASE 6 : PERFORMANCE MEASURES

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Score : 20 KEY LFT MEASURES AND TREND ANALYSES

20.1 Inventory Turns

20.2 EBIT

20.3 Working Capital

20.4 Customer Service Level

20.5 Productivity Index

20.6 Quality

20.7 Response Time – Industry Measure, Representative Products (From Customer's Order to Receipt)

20.8 TPc/t (Calculated) to FPLT (Measured) Ratio

20.9 Value Added Work to Total Work Content Ratio by Product

20.10 Linearity



6. Copyright – Terms of Use

No part of this document may be reproduced or transmitted in any form or by any means, electronic, photocopying, recording or otherwise for any purpose without the express written permission from the authors and/or Lean Flow Consulting.

To request permission to use this document, or if you have some questions or comments about Transition Roadmap and/or Lean Flow Technology Implementation and Certification Program, please contact us :

By E-mail : [email protected]

On Web site : www.leanflowconsulting.com

mailto:[email protected]

http://www.leanflowconsulting.com/

LEAN FLOW TECHNOLOGY TRANSITION ROADMAP / CERTIFICATION ... · lean flow technology – transition...

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