Introductions…..

Who are you?

What do you do?

How long have you been with the company?

What would make this session successful to you?

Class rules….

1. Learn

2. Help others Learn

3. Try not to do things destructive to #1 & #2

4. Pay it forward - approach this training as if you had to teach (because you soon will)

What is the Souq Lean System? • SLS is a Lean Management System

created to deliver value to the customer with the least waste

• SLS helps to implement and promote a continuous process improvement culture at Souq

• SLS empowers all employees to make decisions to improve a process

• SLS provides training and develops skills with a focus on waste prevention

(SLS) follows the main principles of Lean thinking…

2.Identify Value

Stream

3.Create Flow

4. Establish

Pull

5. Seek Perfection

1.Define Value

Identify the steps of the process

from beginning to end

Create a constant flow of

the steps moving towards

the customer

Only do what the customer wants and when it is

required

Efforts to eliminate waste through CONTINUOUS IMPROVEMENT

Define Value from the

customer’s standpoint

What is Waste?Waste is “useless consumption or expenditure; without adequate return.”In operations, the elimination of waste is the goal of lean. There are three broad types of waste: muda, muri and mura.

Mura (Unevenness) Occurs when there is an interruption to the smooth and consistent flow of material and information

Muri (Strain or Difficulty) Occurs when equipment or people are over stressed / overburdened

Muda (Waste): T-I-M W-O-O-D (core 7)

Muda….(TIMWOOD)Transportation Inventory Motion Waiting Over production Over engineering Defects

Other WASTE! Underutilization of resources or human potentialDesign of Goods and Services that do not meet customers’ needs

Where does the time go?Every step in a process has three components

1. Value Added: Transform materials and information into products & services which the customer wants.

2. Non-Value Added (Waste): Customer would not be willing to pay for it.

3. Business Non-Value Added: Is necessary based on the current state of the process, but provides no value (e.g. Inspection)

Lean tools used by SLSS-I-P-O-CSIPOC is an abbreviation of: Supplier, Input, Process, Output and CustomerIt provides a “Template” for defining a process before we begin to map, measure or improve it

Gemba “Waste Walk”It is a Japanese term meaning “the real place.” In other words, where the work is done or where things happen. We carry out a “Waste Walk” to go and see what is really happening with a focus to find waste so we can work on reducing it.

VSOP – Visual Standard Operating ProcedureWe use VSOPs to standardize the work we do. The purpose of the VSOP is to carry out the operations correctly and always in the same manner to avoid waste in the form of variation.

5s – Sort, Set, Shine, Standardize, SustainThis is a process designed to make waste visual so that it can be permanently reduced or eliminated. It creates a standard workplace organization and is a foundation to build a robust system for continuous improvement.

VSM – Value Stream MappingVSM is also used to standardize. VSM makes visible the way information and process flows. It makes it possible to “See” waste. Value stream mapping is a method for analyzing the current state and designing a future state for the steps within an end to end process.

AndonAndon is Japanese term that means “paper lantern.” Andon light systems or signs that warn leadership, maintenance teams or others of a problem at a specific work station or process step.

KaizenKaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership.

More about Kaizen…..It comes from the Japanese words 改 ("kai") which means "change” and 善 ("zen") which means "good”.

The Kaizen philosophy is to "do it better, make it better, improve it even if it isn't broken, because if we don't, we can't compete with those who do.”Kaizen is a system that involves every employee.

Everyone is encouraged to come up with small improvement suggestions on a regular basis. This is not a once a month or once a year activity. It is continuous.

Kaizen is based on making little changes on a regular basis: always improving productivity, safety and effectiveness while reducing waste.

Critical to Quality

· Quality

· Cost

· Safety

· Time

Kaizen methodology• Is focused on cycle time and variation reduction

• Is measurement focused

• Is data driven, and fact based

• Provides a baseline for future improvements

• Drives cultural change

What makes a successful Kaizen?• Clear objectives• Team work • Tight focus on time• Quick & simple• Necessary resources immediately available• Immediate results • 5S “mindset”

Kaizen Team RolesFacilitator - Guides the Kaizen process

Sponsor - Understands the kaizen process and guides the team

Team Leader - Understands the business process and assists the team

Team members – Make the improvements

Kaizen Team Ground Rules• Keep an open mind to change• Maintain a positive attitude• Never leave in a silent disagreement• There is no rank or position • Create a blameless environment• Practice mutual respect every day • There’s no such thing as a dumb question• Understand the process and Just Do It!

Pre-Work - DefineObtain Current Data

• Provide information for the sponsor and guide team members to evaluate scope and objectives

• Provide information and data as a starting point for the team

• Ask 5 Why’s to understand the root cause of the problem

5 Why’s Tool is powerful….

Monument is deteriorating

Too much washing

Excess bird droppings

Lots of spiders to eat

WHY?

WHY?

WHY?

WHY?

WHY?

Lots of flies to eat

Lights are on all the time

5 Why’s Example

Kaizen Improvement Sheet

Kaizen Improvement sheet….