intro to lean processing overview - lsuk
TRANSCRIPT
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Lean Processing Overview
Stuart Mitton
Director
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A bit about me!
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Agenda
What is Lean?
History of Lean
Companies using lean
Results of Lean Work and Waste
7 Wastes & Lean v Traditional improvements
Why do we need Lean?
Whos involved in Lean? What it all means
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Typical business issues
Manufacturing is very demanding
Shorter lead times required
Improve Productivity of people and equipment
Cost pressures from marketplace
Quality and yield losses hurt
How do we get people more involved?
Measures are historical rather than acompass for the future
Reactive management time prevents planning
Etc.
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What is Lean?
Lean Manufacturingis a term used todescribe a fast, flexible and efficientproduction process that gives the
customer;
What they want
When they want it
At the lowest possible cost
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Lean Origins
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Companies using Lean
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Typical results from our Clients
Lead times reduced from 13 weeks to 11 days PackagingAutomation, Knutsford
500,000 reduction in Finished goods stock Portmeirion Group,Stoke on Trent
Productivity Improvement from 14 batches per day to over 40batches per day Colormatrix Europe Limited, Knowsley
Improvements in productivity negating the need to hire 12 seasonalstaff in 2011 (2010 headcount +12) Scolaquip, Middlewich
Elimination of 165 hours in backlog at constraint process CHK Plc,
Crewe Identification of over 1.6M of extra productivity through Quick
Changeover workshops at TEVA Pharmaceuticals, Runcorn
Output per person improved by 65% - Eatwell (Feasters), Knowsley
Improved morale, motivation and people engagement at all clients
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The basic lean requirement
A detailed Understanding of Work andWaste
VALUE ADDED TASKS transform rawmaterials to finished products (WORK)
NON VALUE ADDED TASKS consume time
effort and resources that dont add any valueto the product we produce (WASTE)
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7 WastesTransport Inventory Motion
Waiting
OverProduction
Defects
OverProcessing
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Traditional improvement vsLean Improvements
NVAVA
NVA
NVAVA
VA
Manufacturing Lead time
Start
TraditionalImp
Lean Imp
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Why we need Lean
Lean helps us to;
Improve product Quality
Reduce internal process Costs
Improve our Delivery performance
Work in a Safer and more organisedworkplace
Create an environment where our Peoplemake a greater contribution
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Whos involved in Lean
transformation?
Improvefuture
Value Set andMaintainStandards
Improve the
process andEliminateWaste
Directors
Managers
TeamMembers
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What does it all mean?
Respect for People -
Create a learning culture
Philosophy Establish amindset for continuous
improvement
Problem solving Understandthe 7W and how to find root
cause
ProcessImprove the processand create standards
Adapted from the Toyota model
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Potential pitfalls
Lack of Senior Management support
Mis-understanding of Lean concepts
Seen as another initiative Piecemeal deployment
Failure to follow through on actions
Lack of engagement with workforce
People don't resist change, they resist beingchanged
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What it all means
Lean is a philosophy and mindset
The tools are great, but we neededucation
People thrive in environments where theyare encouraged to contribute
Leadership is key for success Results can be staggering
Reward and recognition is vital to foster
trust and respect
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Curriculum Vitae
Diploma in Marketing from South Cheshire College
DMS in Business Management from Staffordshire University
PAC deliverer/trainer from SMMT industry forum
NVQ level 3 Business Improvement Techniques
A1 Assessor (in programme)
1987 Rolls-Royce & Bentley Motor Cars, Supplier Development Engineer, latterlyBrand Manager for vehicle accessories and branded products
1995 Cosworth Racing ( F1 & Indy Car engine manufacture), Kaizen Manager
1998 Rolls-Royce Plc ( Aero Engine manufacture), Supplier Development TeamManager
2001 Portmeirion Group (ceramic tableware manufacturer) Lean manufacturingManager
2003 Manufacturing Advisory Service North West, Lead Practitioner
2007 Group operations Manager Fullcolour .com
DirectorLean Solutions UK Limited
Stuart Mitton(Born 1966)
Education & Training
Professional Career
4 year Apprenticeship in Motor Vehicle technology
2 years as Brand Manager Rolls-Royce and Bentley
Trained in Lean and TQM by United Research of North America
Managed and led successful lean implementation in manufacturing and serviceenvironments with a proven track record in lead time reduction, productivityimprovements, quality improvement, cost reduction and Value management
Experience in Lean implementation in many sectors Automotive, Food, Printing,Textile, Aerospace, Ceramics and Plastics
Expertise in Kaizen, Change Management, organisational restructuring and KaizenLean Transformation Initiatives.
Professional Expertise
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Lean Solutions UK LimitedKeepers Lane
The WergsWolverhampton
WV6 8UA