Overview Exercise Lean July 1 2010
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Transcript of Overview Exercise Lean July 1 2010
![Page 1: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/1.jpg)
� Day One
� Rapid Site Assessment
� Day Two
� VSM Define Current State, process layout and works flow
� Day Three
� VSM Create Future State and complete business metrics
� Day Four
� Construct PDCA , summaries VSM’s ratio analysis – calculate the gains
� Day Five
� Prepare for Management review
� Management Review
Lean Solution for Clients
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“Y
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“If you are doing today what you
did yesterday, prepare to do
nothing tomorrow”.
“People don’t care how much you
know, until they know how much
you care”.
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“Y
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mp
rove
men
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ch”
![Page 4: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/4.jpg)
“Y
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••We ensure that all Exercise Lean Professionals are handsWe ensure that all Exercise Lean Professionals are hands––on and on and only operate with their “Boots to the Ground”.only operate with their “Boots to the Ground”.
••We go to the “Gemba” and Transform the culture where the work We go to the “Gemba” and Transform the culture where the work is done.is done.
••We rely on the team developed Value Stream Map (VSM) of the We rely on the team developed Value Stream Map (VSM) of the entire process to identify The 8 Forms of Waste and set priorities.entire process to identify The 8 Forms of Waste and set priorities.
••We insist on solving problems when and where they occur using We insist on solving problems when and where they occur using Standardized ToolsStandardized Tools
••We empower leaders to ensure Team Ownership and sustainable We empower leaders to ensure Team Ownership and sustainable resultsresults
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“Y
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5
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“Y
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• Lean Leader
•Rapid Site Assessment
Assess the Current State
![Page 7: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/7.jpg)
“Y
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“Y
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Project Name: Hose Line Productivity Improvement
1. Increasing customer expectations and pressure require improvements in quality, delivery, and cost. 2. Need to improve cost competitiveness.
Initial Condition:
1
2
5
63
4
5
7
88
9
10
8
Masco
RawWIP
Raw
A
B
Ranso-hofff
C
BushingPress
GantryLoad
Barriers:
• Supplier Quality System
• Poor OEE (59%) at Fab. 2
Operator Balance Chart
26
5260
54
2820
0
10
20
30
40
50
60
70
80
90
Masco Washer Inspect/Pack
Value-Added Waiting Takt
![Page 9: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/9.jpg)
“Y
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•Rapid Assessment
•Key Performance Indicators
Assess the Current State
•Lean Principles to the Workforce
• VSM Current State
Prepare for Improvement
![Page 10: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/10.jpg)
“Y
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men
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![Page 11: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/11.jpg)
“Y
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m I
mp
rove
men
t C
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ch”
•Rapid Assessment
•Key Performance Indicators
Assess the Current State
•Lean Principles to the Workforce
• A3 Report
• VSM Current State
Prepare for Improvement
•Key Performance Indicator Objectives
•Priorities Established
•Value Stream Mapping
Define the Future State
![Page 12: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/12.jpg)
“Y
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men
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![Page 13: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/13.jpg)
“Y
ou
r V
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trea
m I
mp
rove
men
t C
oa
ch”
•Rapid Assessment
•Key Performance Indicators
Assess the Current State
• Lean Principles to the Workforce
• A3 Report
• VSM Current State
Prepare for Improvement
•Key Process Indicator Objectives
•Priorities Established
•Value Stream Mapping
Define the Future State
• PDCA
•Lean Tools
• A3 Report (finalize)
Remove Waste
![Page 14: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/14.jpg)
“Y
ou
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alu
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trea
m I
mp
rove
men
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oa
ch”
![Page 15: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/15.jpg)
“Y
ou
r V
alu
e S
trea
m I
mp
rove
men
t C
oa
ch”
•Rapid Assessment
•Key Performance Indicators
Assess the Current State
•Lean Principles to the Workforce
•Empowering Leadership Training
Prepare for Improvement
•Key Process Indicator Objectives
•Priorities Established
•Value Stream Mapping
Define the Future State
Remove Waste • Improvement Monitoring (KPIs/Action Plans)
• Leader Ownership
• Sustained Results
Create Value
• PDCA
•Lean Tools
• A3 Report (finalize)
![Page 16: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/16.jpg)
“Y
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mp
rove
men
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ch”
![Page 17: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/17.jpg)
“Y
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trea
m I
mp
rove
men
t C
oa
ch”
![Page 18: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/18.jpg)
“Y
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![Page 19: Overview Exercise Lean July 1 2010](https://reader034.fdocuments.net/reader034/viewer/2022042813/548486e1b47959f60c8b4c45/html5/thumbnails/19.jpg)
“Y
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trea
m I
mp
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men
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