Lean Games Book - Slides

Par$cipa$ve Games For Learning Lean

Copyright © PICSIE Books, 2010 These slides may be copied for use by the

Purchaser of the book to play the games, but may not otherwise be copied or distributed.

1 From Bicheno : Lean Games Book. Please

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Airplane Games

From Bicheno : Lean Games Book. Please do not distribute. 2

Opera$on 1: Fold 1

A4 sheet Fold down corners Fold in half


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Opera$on 2: Fold 2

Make second Fold


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Opera$on 3: Fold 3

Side Views

Turn sheet Thru 90 degrees. Fold in half along

Centre fold

Fold the wings over the body on both sides. Note 1 cm.

Top (sheet) View

1 cm.


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Opera$on 4: Fold 4

Side View Top View

(when opened)

Fold up both Wing $ps.


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Opera$on 5: Fold 5

Side View

End Views (Sec$on A-‐A)

A

A

Grasp plane here between thumb and forefinger of leY hand

Final Side View

At right hand end of plane, Insert thumb and and middle finger, between ver$ces of M …then push up central

por$on with index finger to form the tail…..

A

A

Before AYer

…and fla]en all folds

7 From Bicheno : Lean Games Book. Please do not distribute.

Opera$on 6

Side Views

With red pen, add circular decal to LeY side of plane

… and with Blue pen, add circular decal to Right side of plane


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Opera$on 7

Side Views

End Views

Top View

…Open up wings, and straighten all edges


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Quality Check (for A4 size paper)

Side View 100mm +/-‐ 5mm

Top View

Folds on wings Aligned within

3 mm

98 mm +/-‐ 5mm


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Tail must be at least 2 cm above wing

End View

Tail must be at least 2 cm above wing

JIT Game Layout

Op 4

Op 5

Op 1

Op 8

Op 3

Op 6

Op 7

Op 2

Customer Dispatch


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Customer Requirements

•  The first delivery is due aYer 3 minutes •  At 2 minutes, and each minute thereaYer, the Customer

rolls two dice. •  The first Dice roll indicates how many planes will be

required in the next minute •  The second Dice roll indicates the decal colours:

–  Roll 1 or 2: Decal colours: Red and Red –  Roll 3 or 4: Decal colours Red and Blue (B on top right) –  Roll 5 or 6: Decal colours Blue and Blue

•  In other words, there is a 60 second order lead $me. •  Backorders (i.e. late) not allowed. •  Stop aYer 12 minutes. (i.e. 10 deliveries)


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Dispatch Player Tasks

•  You need to supply the Customer with his or her requirements.

•  Keep a record of all orders received. •  Please keep a record of all orders that you are NOT able to meet. Record the number of airplanes not met.

•  Part orders are acceptable. •  Late orders are NOT acceptable.


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Record Sheet: Round 1


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Minute Orders Rec’d Orders Met

1 0 0

2 0

3

4

5

6

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12 0

Round Results

No of players

No NOT delivered

Closing WIP & FGI

Opening WIP & FGI

Inventory buildup

Note: If Closing inventory is less than opening inventory, the difference must be added to the number of airplanes NOT delivered. This is for con$nuity reasons.

Note: Late orders are NOT accepted.



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1 0 0

2 0

3

4

5

6

7

8

9

10

11

12 0

Round Results

No of players

No NOT delivered

Closing WIP & FGI

Opening WIP & FGI

Inventory buildup





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1 0 0

2 0

3

4

5

6

7

8

9

10

11

12 0

Round Results

No of players

No NOT delivered

Closing WIP & FGI

Opening WIP & FGI

Inventory buildup



Wing Decal Pain$ng

•  Customer demand is known to be in the ra$o of – One with two red decals – One with red and blue decals – One with two blue decals

•  Therefore, for each batch of 6 airplanes you receive from the previous worksta$on, you should ‘paint’ two of each type given above.


Airplane Lean Game Measures

•  Number of airplanes NOT delivered •  Total WIP and finished goods at end of game. •  Number of rejects due to quality reasons •  Number of players •  Note: Final (ending) inventory must be at least as much as ini$al (beginning) inventory, in order to assure con$nuity. Inventory here means WIP and finished goods. If ending inventory is less than star$ng inventory, the number will be deducted from total airplanes delivered.


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Quality Checks

•  Your task is to do Quality spot checks, according to the specifica$on

•  You work for the Paper Airplane company, but have responsibili$es for airplane safety to the CAA (Cardboard AircraY Authority)

•  So, you should not pass on defec$ve airplanes. •  You do not need to measure every plane . Measure a few planes but visual checks are OK.

•  If an airplane is defec$ve it must be scrapped. No rework.


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Player Instruc$ons – Round 1

•  Collect the raw material or partly built up airplanes from the previous opera$on in batches of 6

•  Undertake your required step. (Use the Airplane build instruc$ons.)

•  Place the part-‐made or complete airplanes in the outbound work in process area.


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Improvement Ac$vity

•  Iden$fy and remove waste •  Map the process •  Implement your changes •  You may change anything, except the basic airplane design.

•  The Customer requirement mix will not change and cannot be changed.

•  You should start again with zero inventory. •  Your instructor will indicate how much $me you have to make and implement changes.


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JIT Lean Game: Possible Changes

•  Layout •  One piece flow •  Pull: Kanban / DBR / CONWIP •  Postponement •  Successive and own quality checks •  Takt $me (prac$cal) 60/3.5 = 17.1 seconds. Say 15 seconds. •  Line (ac$vity) balance •  Realloca$on of resources. •  Visual management •  Problem solving •  Pokayoke (?)


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Layout Types Game

In 12 minutes, build and inspect airplanes according to each of the following types:

•  Everyone builds and inspects the complete airplane individually

•  Two teams: first team builds half the airplane individually (in parallel); second team builds the second half individually. WIP area between.

•  Two parallel assembly lines, with job specializa$on. In a U shape cell with X working?

•  One long assembly line, with job specializa$on.


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Cell Layout Types Airplane Game Table of Considera$ons


Types >

Considera$ons V

Short-‐cycle Assembly Line

Tradi$onal and CONWIP

Individuals do the whole task

Two parallel lines, each with greater work

content

Two groups. Each player

makes half. WIP in between groups.

Produc$vity

Training

Inventory

Visibility

Traceability

Boredom

Quality

Tooling

Supervision

Cell Layout Types Airplane Game The Four Types

From Bicheno : Lean Games Book. Please do not distribute.

25

Op1

Op2

Op3

Op4

Op5

Op6

Op8

Op7

Op1to 8

Op1to8

Op1to8

Op1to8

Op1to8

Op1to8

Op1to8

Op1to8

Op1to4

Op1to4

Op1to4

Op1to4

Op5to8

Op5to8

Op5to8

Op5to8

Op1,2

Op3,4

Op5,6

Op7,8

Op1,2

Op3,4

Op5,6

Op7,8

WIP

Line And CONWIP

Individual Parallel

Transverse

Squares Games


A

D

B


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A

D

B


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E

B

C


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C

E

B


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B E

D


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B E

D


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A

C

D


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D

C

A


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A

E

D


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E

A

D


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(Cut Out) A

B

E

C


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(Cut Out) A

B

E

C


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E

Exclude This piece

C

E

D

B

A


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E

C

D

E

B

A

Exclude This piece


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A

D

E

B D

C

B

E


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A

E

D

E

D

C

B

B


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Changeover Instruc$ons

•  Assemble into an outer rectangle. And an inner rectangle

•  The inner rectangle is mage up of various pieces •  The circle requires hea$ng for 20 seconds before inser$on in the hole. Once heated, it can only be handled with two pens / pencils

•  The arrow on the circle must be aligned with a line drawn from bo]om leY corner of inner rectangle to top right corner of inner rectangle.

•  During changeover reduc$on, s$cky tape or staples may not be used.


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Prepara$on

•  Cut out pieces and place in an envelope. Paper is OK, but cardboard is be]er

•  The circle must be placed in another envelope, located (say) 5m away from the first envelope.

•  The diagonal line, for alignment with the arrow, must not be drawn on the sheet.

•  The heater for the circle is shown on a separate sheet.


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Heater

Place the circle in this heater for 20 seconds prior to installa$on. Handle the circle with two pencils, when ‘hot’.

Align the arrow with the diagonal, drawn corner to corner.

The Circle will remain at an acceptable temperature for 20 seconds aYer hea$ng.

The Heater Square containing the circle may not be moved once heat treatment has begun.

HOT


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Dice Games


Cut and Fill Games


Cut and Fill Game

•  Ini$al Round (Push System) •  Line Balancing •  Kanban •  CONWIP

•  Self Balancing •  Discussion


Cut and Fill: Flow Diagram


Ini$al player Alloca$on: One per Sta$on, plus a Material Handler, and an Industrial Engineer

2 3 4 5 6 8 7

square 1

Cut out batch

Cut and Fill: Player Card 1.  Read schedule. Cut out

batch.

2.  Draw shape.

3.  Write number inside.

4.  Colour Red or Blue ** 10 second change between colours **

5.  Colour Green

6.  Cut out shapes

7.  Glue extra piece on back

8.  Inspect


Red

THREE FOUR SIX FIVE

EIGHT SEVEN

EIGHT

Red Red Blue

Blue Blue

Green Green Green

THREE FOUR SIX FIVE

EIGHT SEVEN

EIGHT

THREE FOUR SIX FIVE

EIGHT SEVEN

EIGHT

Product Number 3 4 5 6 7 8

Cut and Fill Game: Player Instruc$ons

•  Sta$on 1: Read the schedule. Cut out the required batch of products. Do not cut out individual products.

•  Sta$on 2: Draw the shapes on each square. •  Sta$on 3: Write (PRINT) the appropriate product number

inside each square. Use words not numbers. •  Sta$on 4: Colour in red or green as shown. If (when) you

change colours you must $me 10 seconds. •  Sta$on 5: Colour in Green as shown. •  Sta$on 6: Cut out the shapes. •  Sta$on 7: S$ck the shape on a blank square. •  Sta$on 8: Inspect: See that colours are correct and that

shapes are properly coloured in. Use your judgement.


Cut and Fill Game: Materials

•  Sta$on 1: Scissors. •  Sta$on 2: Black felt pen •  Sta$on 3: Black felt pen •  Sta$on 4: Red and Blue felt pens. Timer •  Sta$on 5: Green felt pen •  Sta$on 6: Scissors •  Sta$on 7: Glue S$ck and Scissors •  Sta$on 8: nil •  All sta$ons need a copy of the Player Card. •  Note: Select fairly thick felt pens; thin pens slow down the rate of work.


Cut and Fill Squares (instructor to cut into fours)


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Cut and Fill Game: Customer Order Sequence


Order No Product no Quan$ty Order No Product No Quan$ty

1 4 4 13 5 2

2 3 2 14 4 5

3 7 3 15 6 3

4 5 1 16 7 1

5 6 4 17 3 2

6 4 3 18 4 3

7 7 2 19 7 3

8 8 1 20 6 2

9 3 4 21 5 1

10 8 3 22 3 3

11 5 2 23 7 2

12 4 3 24 4 2

Cut and Fill: Balance Table


Opera$on Ac$vity Time Adjusted Time Grouping

1

2

3

4

5

6

7

8

Operator Balance Board


Kanban Square


The Square may contain only one Product. When the square is occupied the previous opera$on must stop work. When the square is empty the previous opera$on is authorised to begin work to fill the square.

One of these is required between each pair of Operators

FIFO Lane


The FIFO lane may contain only three Products. Products must move up the line from leY to right When the leYmost square is occupied the previous opera$on must stop work. When the leYmost square is empty the previous opera$on is authorised to begin work to fill the square.

One of these is required between Complex Stages and where there is Changeover

Cut and Fill Game: Measures


Round Completed WIP Rejects Lead $me Players Produc$vity

Basic

Balanced Line

Kanban

CONWIP

Bucket Brigade

Cut and Fill: Balanced (?)


Notes: 2 and 3 done by 1 operator; 6 and 7 each done by 2 operators Can operators 7 also do inspec$on?

2 3 4 5 6 8

7

square 1 Cut out batch

6 7

square

5S Numbers Game


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14 6

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49 81

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89 93

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Sheet 1 62 From Bicheno : Lean Games Book. Please

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Sheet 2

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1 8 7 5 4

3

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9 10

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12 13 14 15 16

17 25

23 30 22 21 20

27 28 29 26 18

32 24

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35 34

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36 38 40 39

42 47 46

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49 56 55 54 52 53 51

57

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63 62 61 60 59 58 64

Sheet 4

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Notes on 5S Numbers Sheets

•  No missing numbers, except in final slide •  50 and 51 interchanged •  3 and 11 interchanged •  Font of 19 smaller

•  Font of 6 bigger.


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Advantages of 5S

•  Produc$vity (Speed) •  Reduced varia$on •  Problem iden$fica$on


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The Manufacturing Cell


Manufacturing Cell: Ini$al Layout


Raw Material S$llage

(situated 30m away)

Inbound material

Assembly De-‐burr

Welder

Finished Goods

(FGI) area

Scale: 1m

Bush Contr.

Outbound material

Manufacturing Cell Ac$vi$es


The demand from a process is 800 products per day. The area works an 8 hour day, with a lunch break of 30 minutes, two 20 minute refreshment breaks, and an addi$onal 10 minutes allowed for comfort.

Activity Description Time

A Fetch inbound material from raw material stillage (every 30th cycle) 120

B Walk to inbound raw material container 5

C Pick up raw material 2

D Walk to left side of weld machine 3

E Place raw material on left of weld machine 2

F Walk to centre of weld machine 2

G Remove welded part from jig on weld machine 5

H Place welded part in outbound area 2

I Walk to left side of weld machine 3

J Pick up raw material from left side of weld machine 3

K Move raw material to centre of weld machine 2

L Secure raw material into jig 6

M Start welder 2

N Welder runs through cycle 18

P Wait for part to cool 15

Q Pick up welded part and jig from weld machine 2

R Visual inspection of part 6

S Carry part to bush area (3 out of 4 parts on average) 3

T Carry part to de-‐burr area (every 4th part on average) 4

U De-burr (every 4th part on average) 12

V Carry de-burred part to bush area (every 4th part) 2

W Fetch bushes container (every 200 cycles approx) 200

X Pick up bush 2

Y Walk to assembly table 3

Z Assemble product 10

A1 Place assembled product in Iinished goods (FGI) area 3


The Paperwork (Office) Cell


Filing

cabine

t

Dispatch

(out)

In

Picklist tray.

Completed

pape

rwork

Printers

For stamp.

Computer

The Office

1 metre

file

Counter

Note: The Warehouse is ‘North’ of this area 75


Basic Cell Analysis Tools

•  Takt $me

•  One piece flow •  ‘Value Add’ and Non Value Add ac$vi$es •  Work Balance Board

•  Spaghey Diagram. •  Standard Work Combina$on table. •  Standard Opera$ng Procedure.


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The Paperwork Cell •  The Paperwork Cell is the last stage before final dispatch in a sta$onery company that takes

orders over the phone and internet, picks the orders, and ships overnight. Orders are received throughout the day. Average demand is around 760 orders per day, but is expected to rise by around 100 per day. The office works an 8 hour day with one 30 minute break and two 10-‐minute breaks. The following is a process ac$vity map collected from video sequences. The $mes are median $mes in seconds for processing a single order. Assume that the workload is evenly distributed throughout the day. (This is unrealis$c, so you should build in an allowance for varia$on).

•  What you need to do: –  Calculate takt $me (based on an$cipated figures) –  Calculate the required number of office workers for one piece flow –  Go through the list of ac$vi$es and iden$fy the ‘value adding’ steps –  Decide on an appropriate target number of office workers –  Examine the ac$vi$es and layout cri$cally, and make improvements. Show the new layout

on a Layout Diagram –  Show the revised way of working on a Work Balance Board

•  What is allowed and what is not –  Anything can be changed or rearranged, but –  No equipment can be placed on the counter for security and safety reasons –  A paper invoice is s$ll required


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Ac$vity List Activity No

Unit Time (secs)

Activity

A 3 Walk to picklist box on counter

B 2 Pick up picklist

C 3 Reorient and sort picklist

D 3 Walk to desk

E 1 Place picklist in in-basket

F 3 Walk to computer chair and sit down

G 2 Pick up picklist from in-basket

H 8 Scan picklist bar code and wait for order to be retrieved on computer screen

I 15 Check picklist against original order. All items picked ? (Y/N : if Y (80%) go to activity L

J 24 N: Enter changes to invoice on computer (20%).

K 8 Enter reason code for shortage into computer

L 3 Check paper, insert envelope and start printer

M 15 Print out 2 copies of the invoice, and an envelope

N 3 Separate office and customer copies of the invoice

O 6 Stamp ‘checked’ , date and clerk number on customer copy

P 4 Place customer copy of invoice into envelope

Q 2 Place envelope into customer invoice tray

R 2 Place office copy into file tray

S 8 (Every approx 10 envelopes) Walk from customer tray to dispatch box, walk back

T 15 (Every approx 10 copies) Take office copy to filing cabinet and file, walk back


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Takt Time

•  The average rate that work should come out of a cell or line

•  Available $me / demand

•  In an office this gives an idea of the rate of work

•  Useful for work alloca$on and for calcula$ng the number of workers •  In an office, takt is a guideline. No-‐one expects that workers to complete

an order every takt cycle, but over a few hours the takt will approximate the rate

•  In an office, you should make allowance for demand varia$on and work varia$on -‐ perhaps balance to 80% of takt (90%+ in a factory).


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‘Value adding’ and ‘waste’

•  Strictly, a value adding ac$vity is something that a customer is prepared to pay for. If it does not add value it is ‘waste’

•  In an office, ‘value add’ is something that managers or customers would be prepared to pay a third-‐party provider to do, were this service available.

•  In some offices and service situa$ons it may be good enough to define waste as anything that prevents a job being done immediately and right first $me.

•  All ‘waste’ ac$vi$es should be eliminated or reduced •  Put all waste ac$vi$es under the

microscope. Ques$on them!


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One-‐Piece Flow

•  Moving pieces between stages one at a $me rather than in batches

•  Batches may appear to be efficient, but penal$es are paid in –  Comple$on Time (Lead $me) –  Space – Quality (where a defect is no$ced, and rework is required)

•  One piece flow has more walk and setup $me, so these must be a]acked.


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Work Balance Board

•  A board, displayed at the workplace that helps allocate work elements between operators

•  Mark in the takt $me

•  Mark in the target balance cycle

•  Accumulate $mes for each operator

•  Colour waste ac$vi$es differently

Op1 Op2


Filing

cabine

t

Dispatch

(out)

In

Picklist tray.

Completed

pape

rwork

Printers

For sign.

Computer

Spaghey

1 metre

file

Counter

Note: The Movements above are for illustra$on only 84


TV News Game


Cross Func$onal Team Exercise: The Daily News

•  You are a TV news produc$on company. •  You have 1 hour to make a 5 minute news report to cover two key stories from last week

•  There are 5 departments –  Editorial –  Research – Wri$ng –  Produc$on –  News Readers

•  No internet, printers, copiers. Laptop computers are allowed.

The Original game was

developed by Kate Mackle of Thinkflow


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The News Game (2)

•  The stories must be – Real – Topical – Balance not biased – Factual – Contain at least 3 quan$ta$ve facts –  interes$ng

•  There are two news readers


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The News Game (3) Editorial

•  You choose the stories •  You tell Research what to research •  You do not have any input with any other department •  Once you have decided on the stories you will then and only then communicate with the Research team – once only!

•  Editors may discuss Produc$on requirements with the Produc$on sec$on.

•  Editors may monitor progress but may not discuss progress with individual sec$ons or staff.


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The News Game (4) Research

•  You work with the Editors •  The Editors tell you what they want to cover in the news reports

•  You research the stories and pass on the research and the editorial instruc$ons to the Wri$ng team

•  You only communicate with the Editors once -‐ when you receive instruc$ons

•  You only communicate with the writers once -‐ when you are ready to hand over your research

•  You do not communicate with any other team.


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The News Game (5) Wri$ng

•  You have to write up the stories from the informa$on you receive from the Research team. The stories will be read by the News Readers.

•  You only communicate with the Research team once -‐ when you receive your informa$on

•  When you have wri]en up the stories you pass then onto the Produc$on team

•  You only communicate with the Produc$on team once

•  You do not communicate with any other team.


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The News Game (6) Produc$on

•  Your task is to set up the room so that that everyone can watch the news reports being presented.

•  You must explain to the Reading team how and when and where the stories are to be presented.

•  You receive the stories from the Wri$ng Team and pass them on to the Reading Team.

•  Some text edi$ng is allowed. •  You only communicate with each of these teams once

•  You do not communicate with any other team. •  The newscast will begin in EXACTLY one hour.


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The News Game (7) News Reading Team

•  You must read out the news stories you receive from the Produc$on Team

•  You only communicate with the Produc$on Team once

•  You do not communicate with any other team. •  When you are ready to present you must sit at the news desks and announce that you are ready

•  You will then present your news reports to the group. •  Your newscast will take exactly 5 minutes.


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The News Game (8)

•  Was this Lean? •  What about Cost, Quality, Delivery, Time? •  What about value adding? •  What about communica$on? •  Who was the customer •  Who was the final customer •  What about specifica$on?


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The News Game (9): Second Round

•  The Team (Crew) will now have 15 minutes to decide on how to reorganise for a second 5 minute newscast.

•  The Editors and News readers remain. Other func$ons remain, but may be reorganised.

•  The Team will then be given 20 minutes to prepare for a second 5-‐minute news cast.

•  New stories must be chosen. •  No communica$on restric$ons. •  Once again, no internet, printers, copiers. Laptop computers are allowed.


Features of Toyota Design Prac$ce

•  Role of Chief Engineer •  Authority of Func$onal Managers

•  Check Sheets •  Leveling the work •  Bookshelving •  ‘Set Based’ Design •  The ‘Obeya’ (Big) Room


Features of Goldra]’s Cri$cal Chai Chain Project Management

•  The Cri$cal Chain rather than the Cri$cal Path •  Time slack at the end, for the whole project, but not for individual ac$vi$es

•  Time buffers at convergent paths, to prevent non-‐cri$cal holding up cri$cal ac$vi$es


Features of ‘Lean Construc$on’ Project Management

•  Develop and grow check lists covering every requirement for every ac$vity. Check these off in advance.

•  Not just monitor the cri$cal path.


Job Breakdown Sheet Template


Important Steps Key Points Reasons

(Something that advances the work.)

Anything that may 1.  Make or break the job 2.  Injure the worker 3.  Make the work easier.

‘Knacks’ or ‘Tricks’.

Reasons for the Key points

1.

2.

3.

4.

AYer Patrick Graup and Robert Wrona The TWI Workbook, Produc$vity

The Happy Pig


Happy Pig


Standards

“To standardise a method is to choose out of many methods the best one, and use it. What is the best way to do a thing? It is the sum of all the good ways we have discovered up to the present. It, therefore becomes the standard.

Today’s standardisa$on is the necessary founda$on on which tomorrow’s improvement will be based. If you think of ‘standardisa$on as the best we know today, but which is to be improved tomorrow -‐ you get somewhere. But if you think of standards as confining, then progress stops.”

Henry Ford, Today and Tomorrow, 1926


do not distribute.

Be]er Happy Pig?


Even Be]er Happy Pig?


Drawing A Be]er Happy Pig?


Oval Oval

Oval

Note Straight

Curve Note

Alignment Of Ovals

Note 3-‐D tail

Note Eyes

Note Construc$on

Lines

Documents

Lean Games Book - Slides