LEAN IMPLEMENTATION

Jim McElroy

Let’s Begin

• So we know all of the LEAN terms and concepts such as Takt time, Heijunka, Pull, 5s, Kaizen, SMED, etc. Now what?

• How do we apply the tools of LEAN?

• LEAN is a philosophy. How do we institutionalize it?

• What should we work on?

• How do we define the project?

• Where to begin?

Map All Process Touch Points

• Form a multidisciplinary team from all relevant departments

• Include all process touchpoints.• Start with the vendors and incoming warehouse.• End with final distribution warehouse.

• A really deep dive into the “entire” process may require weeks of work but it is worth it.

• Create a physical value stream map that can be displayed and edited.

• Make sure it is a TEAM EFFORT!

The Value Stream Map

What Now?

• It’s a big map…where do we start?

• If we pick the low hanging fruit…will we miss the big picture?

• Is the supply chain more than just our vendors?

• There is a lot of interlocking parts. How do we fix one without breaking another?

Define Scope

• Several projects may need to happen at once. For example:• Shop Floor and Maintenance may need to get their 5s program

started• Begin building Kanban (visual management tools)• Begin standardizing process templates• Start a Tier meeting and escalation process.

• Tier 1 meets at the start of each shift to discuss hand-offs and escalation to Tier 2.

• Tier 2 management prioritizes and fixes escalated issues. Meets daily. • Tier 3 senior management meets sets strategy and addresses systemic

issues.

Define Scope

• Several projects may need to happen at once. For example:• Shop Floor and Maintenance may need to get their 5s program

started• Begin building Kanban (visual management tools)

Tier Meeting Kick-Off

• Start Tier meeting and escalation process. • Tier 1 meets at the start of each shift to

discuss hand-offs and escalation to Tier 2. • Tier 2 is mid-management & prioritizes/fixes

escalated issues. Meets daily. • Tier 3 senior management meets sets

strategy and addresses systemic issues.

Creating the Baseline

• Define Process Cells dedicated to the complete production of a family of similar parts.

• Value Stream Map these cells

• Determine Takt-Time of the customer demand for this work family.

• Standardize the existing process.

• Establish the process cell team.

Problem Solving

• A well defined problem process is essential. It must be consistently applied across all groups. It must be rigorously enforced.

• Some Examples:• Plan, Do, Check, Act (PDCA)• 5-Why Analysis• Ishakawa (Fishbone) Diagram• Simplified Failure Modes and Effects Analysis (SFMEA)

Maintenance (Separate but Parallel)

• Total Productive Maintenance Includes:• Reliability

• Meantime to Failure (goal is to maximize)•  Planned

• Meantime to Repair (goal is to minimize)• Prevention

• Analyze (reliability measures, problem solving, vibration analysis)

Start Applying The Tools.

• The process is now defined. The team needs to start thinking of ways to change over faster and efficiently (SMED) to improve it.• Poke a yoke or mistake proofing techniques need to be

established. This will reduce defects and improve productivity.• Add Andon signaling. Empower the operators. Improve

accountability!

Conclusion

• LEAN is more than just a short term strategy

• LEAN requires taking into account the entire supply chain

• LEAN is a philosophy implemented with standardized tools

• LEAN is an evolution not a revolution