it-465 introduction to lean part two. it-465 lean manufacturing2 introduction waste walks and...
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IT-465 Lean Manufacturing3 Waste Walks A useful tool used to identify potential improvements Typically performed by teams Use a standardized form Start with training on Lean concepts and what “wastes” are vs. activities that “add value” After waste walk, combine ideas into a working list – use an affinity diagram or simply combine like ideas and do “weighting” of the ideasTRANSCRIPT
IT-465
Introduction toLean part Two
IT-465 Lean Manufacturing 2
Introduction
Waste Walks and Spaghetti Charts
Outcomes• Understand what a waste walk is and why
it is important• Understand spaghetti diagrams and why
they are helpful
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Waste Walks
• A useful tool used to identify potential improvements
• Typically performed by teams• Use a standardized form• Start with training on Lean concepts and what
“wastes” are vs. activities that “add value”• After waste walk, combine ideas into a working
list – use an affinity diagram or simply combine like ideas and do “weighting” of the ideas
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Waste Walks
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Waste Walks
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Waste Walks
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Waste Walks
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Waste Walks
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Spaghetti Diagram
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Spaghetti Diagram
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Spaghetti Diagram
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Spaghetti Diagram
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Waste Walk Tips1. Start with training2. Select “big hitter” process to observe3. Use teams to perform waste walk:
• A skilled facilitator• Management from the area• “Subject matter experts” on the process• Members from other areas
4. Use a standardized form to collect data5. Carefully record the wastes6. Combine like ideas together7. Use multi-voting or weighting to prioritize8. Decide on the forum for action
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Spaghetti Diagram Tips
1. Start with training2. Select “big hitter” process to observe3. Be the “thing” – record all touches and
distance traveled between them4. Secure a to-scale layout of the workspace5. Draw your spaghetti diagram6. Engage in brainstorming and prioritization of
ideas7. Decide on the forum for action
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Summary
Waste walks and spaghetti diagrams• Useful tools in the LSS lexicon• Best accomplished in facilitated team activities• Most kaizen activities and Value Stream
Mapping activities will include elements of waste walks and spaghetti diagrams
• Use carefully collected observations and data collected to build a business case for change
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Hoshin PlanningHoshin (or Hoshin Kanri)• A structured, team based planning process
Addresses three basic business questions:• What is our business?• What will it be?• What should it be?
Best English translation is “Policy Deployment”
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Hoshin Universal BusinessPlanning Objectives
Objectives of effective planning• Understand customer needs (present and future)• Balance daily management with strategic objectives• Evaluate resource constraints• Establish performance measures• Develop detailed implementation plans• Identify ownership and accountability• Conduct regular reviews of progress• Continually improve the process of planning
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Elements of Hoshin - Deming Wheel
Plan• Examine present status• Identify improvement areas• Establish performance
measures• Understand the root
cause(s) of current performance
• Identify solution alternatives
• Select and schedule solution
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Elements of Hoshin - Deming Wheel
Do• Conduct training on
the new solution(s)• Implement scheduled
action(s)
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Elements of Hoshin - Deming Wheel
Check• Compare actual results to
expected results• Understand the root
cause(s) of all deviators from expected results
• Some scholars have dubbed this step “Study” to clarify this is not a “check the box” activity, but a careful study of what has happened
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Elements of Hoshin - Deming Wheel
Act• Resolve immediate issues• Document and
standardize all gains• Conduct training on all
new processes• Reflect on lessons
learned• Go back to Plan step (to
repeat the cycle)
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Origins of Hoshin
MBO in the 1950’s• Hoshin also owes its roots to Management
by Objectives by Peter Drucker in his book, The Practice of Management
• Although it has its foundation in Western management theory, Japanese applied the idea in creative ways to make it work
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Practice of Hoshin
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Practice of HoshinElements of a complete Hoshin Plan:• Business Fundamentals Plan – documents daily work• Long-Range Plan – documents how the company
expects to operate in the future• Annual Plan – documents key activities that must be
accomplished this year to achieve Long-Range Plan• Review Tables – compare actual results to expected
results and document changes• Abnormality Tables – document “out of the ordinary”
occurences and facilitate the root cause
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Practice of Hoshin –Deployment
1. Mission Statement2. Vision Statement3. Three to five “balanced” objectives for the year4. Set goals at each level going downward5. Initial Hoshin (Policy Deployment) Plans at each level6. Identify Process Performance Measures (PPM’s) for
each objective at all levelsDeliverables of the process• Business Fundamental Plans• Breakthrough Plans (long-range)• Periodic Review
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Organizational Assessment
Lean Assessment• Purpose
– Identifies potential opportunities for improvement at a high level
– Provides understanding of the process before change• Objective
– A methodical evaluation that documents the “Current state” of the business considering Lean deployment and what can be expected directionally in the future under certain assumptions
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Conducting the Lean Assessment
Preparation• Get training• Hire experienced staff• Hire a consultant• Secure templates for self-assessment
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Deliverables
Typical Steps• Meeting with key, controlling stakeholders• Determine project scope• Conduct interviews with staff to gather
answers to specific questions
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Benchmarking
Key attributes• Strategic and operational planning• 5S observations• IT systems• Human Resource Development• Current accounting practices• Operational performance• Sales and marketing
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DocumentationPrepares summary and detailed reports of findings for:• Specific areas for initial improvement, reasons, and
possible solutions• Estimate amount of internal and external resources
needed• High-level plan recommendationsFinal Deliverables• Report of findings• Meeting with key stakeholders for review and discussion• Re-cap of review meeting, assignments and deadlines
for implementation
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Things Needed to Proceed
• Initially, less is more• A minimally intrusive up-front assessment
that focuses on culture, skills, and change readiness
• Get stakeholder buy-in for change• Structure initial efforts to include:
– Full-scale investigation– Benchmarking
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Summary
• Lean assessments are highly recommended
• Follow a structured approach• Leverage “experience”• Document lessons learned• Establish a clear high-level strategic and
tactical plan