01-lc stability a
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8/13/2019 01-LC Stability A
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LEAN CONCEPTS The Thinking Approach
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TECHNICAL THINKING TO
DEVELOP A LEAN SYSTEM
Tools to Drive Kaizen Activity
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TECHNICAL TOOLS
Tools to
Improve
Tools to
Measure
Two key questions
UNDERSTANDING SKILLS
When do I need them? What are they?
LEAN TRANSFORMATION
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TOOLS TO IMPROVE
Stability
Problem Solving
Standardized Work
Jidoka
Heijunka
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STABILITY TOOLS TO IMPROVE
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Traditional Thinking
CULTURAL CHANGE IN THE
WAY WE THINK
2Call for help
QuickResponse
3
Countermeasure4
1
Lean ThinkingSTABILITY
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PROBLEMS IMPACTING
STABILITY
MATERIAL MAN
METHODMACHINE
• Equipment Failure
• Defects
• Rework
• Parts Shortage
• Absenteeism
• Morale• Training
• Design
• Tooling
STABILITY
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4M’S IMPACTING STABILITY
Examples:
Good work habits
Proper training
Good attendance
Low turnover
1
2
MAN
MACHINE METHOD
3
Examples:
No breakdowns
Good maintenance
No bad parts
Examples:
No defects
No shortages
No wrong parts
4Examples:
Standard processes
Standard mgmt rolls
Standardized
ownership of
processes
MATERIAL
STABILITY
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TRADITIONAL THINKING
To account for down time and instability
Maintain large inventories
Add more shifts
Work over time
Purchase more equipment
Not my problem
STABILITY
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LEAN THINKING
Abnormality Management
Expose problems and bring them to the surface
Find the real root cause
Fix problems 1 by 1
STABILITY
KEY POINT:
Everything can’t be done at once! Identify thecritical problem and solve before moving on
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TRADITIONAL VS LEAN
Problems to
be SolvedMAN METHOD MATERIAL MACHINE
Customer Demand
1st Shift1st Shift
2nd Shift
1st Shift 1st Shift
Management
works to
eliminateobstacles
Break down problems,make them manageable, and
solve 1x1
Ideal
Capacity
Actual
Capacity
Traditional
Thinking
Lean
Thinking
Efficiency Through
Problem Solving
STABILITY
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CULTURAL BARRIERS TO
ELIMINATING PROBLEMS
STABILITY
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ROOT CAUSE:
Why did this happen?
ROOT CAUSE:
Why was this passed?
PRACTICAL PROBLEM SOLVING
POINT OF CAUSE
BadComponent
Supplier
InternalProcess
Large Vague Problem
Problem Breakdown
Why
Why
Why
Why
Why
5 WHY ANALYSIS
Cause <> Effect
Grasp Current
Condition:
• Actual vs Standard
• Current vs Ideal
STABILITY
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WHY STABILITY MATTERS
1. Foundation of Lean 2. 100% Operational Availability through
problem solving
ACTUAL
PRODUCTION
CAPACITY
IDEAL
PRODUCTION
CAPACITY
STABLE PROCESS
Measurable
• Customer Satisfaction
• Operational Availability
• Increased Efficiency
• Cost Reduction
Immeasurable
• Communication
• Willingness to Solve Problems
• Value of Human Development
BENEFITS
STABILITY
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QUESTIONSCLOSING DISCUSSION
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