The Lean Management System - PDF Free Download

Process 1 Process 2 Process 3 Process 4 Process 5 Process 6 Process 7 Process 8 Process 9 Process 10 Product A 1 1 1 1 1 1 6 Product B 1 1 1 1 1 1 1 1 8 Products A, D & E show an affinity for similar processes Product C 1 1 1 1 1 5 Product D 1 1 1 1 1 1 6 Products B, F & H show an affinity for similar processes Product E 1 1 1 1 1 1 6 Product F 1 1 1 1 1 1 1 1 8 Products C & G show an affinity for similar processes Product G 1 1 1 1 1 5 Product H 1 1 1 1 1 1 1 1 8 TOTAL 8 8 3 5 3 3 6 5 3 8 TOTAL Process affinities are used to define a cell/line (mixed model lines) 2016 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 8

Step No. 1 2 3 4 5 6 7 New New / Rev Page of Date Organization Area Supervisor Combustor COE Dome Cell M. Hanson Process Description Classification Machine Number Travel Time 1 1 10/2001 BASE TIME (s, m, h) Man Task Auto Run Time To Com- Time Time Plete Get Raw Material R14 ------ 2 2 2 Process Capacity Table TOOL CHANGES # of pcs Time Per Time Between Tool Per changes chg Piece Production Line Part Number Part Name Manual Auto Processing Capacity Dome Assembly R17 2 4728 4 28 32 100 60.6 717 4 28 Turn O.D. R19 139A 2 5 29 34 200 50.25 683 5 29 Drill Pilot Hole R17 6280 2 4 27 31 300 100.33 747 Thread R16 1324 2 3 12 15 400 30.75 1486 Inspect Thread R19 ---- 2 6 0 6 0 0 0 3900 Move Part to Next Op R19 ----- 2 2 0 2 0 0 0 11700 2 4 27 3 12 6 Travel Wait ~~~~~~~~ Remarks: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Totals 15 14 26 16 Grand Total 40 Available Hours Maximum Output Operators Needed 6.5h/23400s 683 pc. 1.17 19 Daily Demand 531 pc 20 18 Takt Time 44s 21 17 Operators Needed 1 22 2016 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 10

New / Rev Page of Date Step No. Organization Area Supervisor 1 2 3 4 5 6 7 Operation Name Check Motor Issue DHR Station 1 & 2 Install Gen. Housing Install Clips Install Term. Strip Install/Wire Latch Jumper Wire to Filter Time Sec ( ) Min ( ) Hr ( ) Manual Auto Travel 3 2 10 5 6 4 10 Standard Work Combination Sheet Production Line 1 1 2/6/02 AMX J. David X 3 2 5 4 6 4 6 Part Number Part Name Production Req'd Takt/Rate Time Manual Auto Travel Wait Operator Shannon ~~~~~~~~ 10 20 30 40 50 60 70 74 80 90 Totals 40 30 Operation Time T/T 12 2016 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 12

Design Detail Specifications Enter Order Orders in 2 1 2 1 Process Planning 1 3 2 Procurement Scheduling Release 4 Orders Released Quality Check Safety Precaution Standard WIP # Pieces WIP TAKT Time Cycle Time 6 70 140 14 2016 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 14

Why can t we Sustain? Maybe it really is just a car thing? We don t live in a Japanese culture We have a union The foreman aren t doing their jobs We didn t spend time getting buy in There is too much going on we don t have time for follow up Sensei says do more kaizen- develop kaizen mind 2016 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 20

What is Lean Really? Collaborative problem solving! Shop floor work cells? 2016 Group, LLC. AllAll Rights Reserved. 2015The TheMurli Murli Group, LLC. Rights Reserved. 21

Improving Work Methods Process -A- Process -B- Process -C- Process -D- Ford Taylor Lean How did we do yesterday? Where was the waste? How can we do it better today? 2016 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 24

Distinguishing Factors of Lean Everybody every day How did we do yesterday? Where was the waste? How can we do it better today? Lean Thinking Performance Expert & Project Based Where is our next biggest opportunity? How many improvements can we make? What shall we put off? Time A Human Potential System 2016 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 25

Leaders as Problem Solvers How many problems do you have? Can you ever have enough problem solvers? Do you find that you systematically rotate your best people to your worst problem? 2016 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 26

System of Continual Improvement True North Accountability Standard Work Lean Management System Leader Standard Work & Behaviors Visual Management People System 2016 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 31

True North Eliminate all unnecessary death or illness. Highest Quality Lowest Cost Shortest time Safest Manner Respect To inspire and nurture the human spirit one person one cup and one neighborhood at a time Putting the humanity back into flight Current Performance Transients Economic fluctuations Supply disruptions Technology changes New customers Regulatory changes Etc. 2016 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 32

Accountability Accountable Transparency Fast identification Facts Overt problem solving Team learning Continually improving Blame Camouflage Slow realization Conjecture Work arounds One upsmanship Variable or declining 2016 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 38

Accountable to What? Customers Employees Society Investors True North 20 Years or more Breakthrough Objectives 3-5 Years Annual Priorities 1 Year Daily Metrics < 1 Year 2016 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 39

Micro Level Leader Std Work & Behaviors Competencies Visual Management Standard Work Kaizen Flow Kaizen Repetitive Cycles of Implementation Value Stream Analysis and Planning Purpose and Alignment 2016 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 42

Macro Transformation Supporting Systems Operating and Management Processes Internal Expert Development FSD Ready Sustainable Stand Alone People Finance IT Value Stream Analysis Leadership Alignment Co-Facilitate TTT Educate Bottom up Creation of Superior Processes and Enabling Culture 2015 The Murli Group, LLC. All Rights Reserved. 2016 The Murli Group, LLC. All Rights Reserved. 43 43

Infrastructure Champion - High level individual to promote the implementation of Lean and eliminate barriers as they are identified Steering Committee - Executive team between 4-12 people - Establish goals and objectives - Determine pace - Monitor and approve green to go for each phase Value Stream Manager - Individual coordinating activities outlined on future state VSM and VSIP - Identifying abnormalities and mid course corrections to maintain VSM objectives Lean Support Office - Group of people with deep Lean expertise - Provide technical support for the implementation of Lean in the continuous improvement phase Project Manager - Maintains detailed project plan and keeps all informed as to status 2015 The Murli Group, LLC. All Rights Reserved. 2016 The Murli Group, LLC. All Rights Reserved. 44 44