Shop floor management new flyer 1 day workshop - november 2016

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Shop Floor Management Workshop

Thinking win, Win, WIN

Daily Shop Floor ManagementShop Floor Management Practices

Marek Piatkowski – November 2016

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Introduction - Marek Piatkowski Professional Background

Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994

TPS/Lean Transformation Consulting - since 1994 Professional Affiliations

TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME

Lean Manufacturing Solutions - Toronto, Canada

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Presentations in this Workshop

1. Log in to: www.slideshare.net

2. Type in my name in search area:

Marek Piatkowski3. Select a

presentation you want to see

4. Learn and Enjoy

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Management (Operating) System Every company has a formal or informal Management (Operating)

System Management System is a way of managing and operating your

business. It allows management and institutions to formulate solutions to problems of organizing:

People Equipment Material Capital

to design, market, sale, produce and deliver or provide services to the customer. We have learned many things about management over the past

3,000 years. But we continuously look for new and better management tools or methods.

The best tools and methods are those which stand the test of time, and which give you a lot of leverage over common problems.

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What is Lean Transformation? Lean Transformation is a practical management system based on

TPS (Toyota Production System) philosophy: Customer first People are the most valuable resource Kaizen - Continuous Improvement Gemba - Shop Floor focused

Lean Transformation is a collection of best know: Business philosophies Operating principles Lean Tools Lean Methodologies

When properly used and applied they will lead any Company to higher profits, greater business success, stability, growth and profitability

Taiichi OhnoCredited with realizing the concept of the Toyota Production System.

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What is Daily Shop Floor Management

Daily Shop Floor management means developing and controlling: Management System:

Organization - People Procedures Information Management techniques

A Physical System Plant – building and equipment Production methods Transportation and delivery methods

To economically manufacture products of certain value and quality, in certain volume and within a certain time period.

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Two Types of Shop Floor Management Activities

Daily Shop Floor Management

Shop Floor Continuous Improvements

Development of Leadership Skills and understanding of Roles and Responsibilities of a Supervisor or a Manager through daily

practices, coaching and On-the-Job Training (OJT).

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Daily Shop Floor Management - Tools and Methodologies

Tools Workplace Organization - 5S Visual Management Information Centers Standardized Work for

LeadersMethodologies Daily Team Meetings Daily Management Walk

About and Support Teams Gemba Walks – Process Audit


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Process Improvement SFM - Tools and Methodologies

Tools Value Stream Mapping PDCA Practical Problem Solving A3 ReportMethodologies Standardized Work Kaizen – Continuous

Improvement Quality Circles Improvement Kata


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Solving Problems in Manufacturing

Life in Manufacturing consists of solving

problems and implementing

solutions.

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Toyota’s Philosophy – Manager’s Role In a true TPS environment decision making process should be

made at the lowest possible level of the organization. Simple, effective solutions are the most effective

A manager’s or supervisor’s role consists of leading problem solving activities in a multi-skilled, cross-functional team environment

Managers role is to make sure that for everything that we do there is a well defined standard process

If something goes wrong, the first line of questions that Manager must ask are:

What went wrong? What is acceptable and what is not acceptable? Did we have a process for this particular situation? Did we follow the process? Was there a problem with the process or the problem occurred

because we did not follow the process they we should?

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Daily Shop Floor Management (SFM) Basic duties of the Shop Floor personnel (Managers, Group

Leaders, Team Leaders) are to direct and manage resources and processes, so that the company’s quality, delivery and cost plans and goals are achieved.

Quality, delivery and costs are three primary production targets based on customer requirements for components and production.

There are also three secondary targets productivity, safety and morale, which also should be a part of daily managerial activity.

Shop Floor Management introduces us to some of the managerial tools available to accomplish the task of a Manager.

SFM are daily activities performed on regular and frequent basis to address and prevent any existing (current) or any potential problems related to availability and performance of equipment, materials, people, information and methods.


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Daily Shop Floor Management Shop Floor Management (SFM) is about making sure that the

systems are working properly and according to plans When there is a problem or a potential of a problem take

immediate corrective action to restore the system to proper function

SFM focuses on daily performance (last 24 hours) Solve the problem now, so it does not happen again the next hour,

shift, day, week, or month. Only by doing this will we be able to get out of Fire Fighting mode and into controlled performance

Walk, stop, look, listen and then ask questions If something is not right, correct the problem immediately. Do not

walk by it without action or add it to your “list”. Correct the problem.


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Round 1 – Understanding the Current Process Safety – do I understand all safety requirements for this Work Cell?

Is it a safe place to operate? Is everybody following safety regulations?

Round 1Learning to SeeUnderstanding the Current Process

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Safety – Employer’s Responsibilities As an employer, you play an important role in preventing

workplace accidents and injuries, and promoting safe and healthy workplaces.

These responsibilities and obligations fall under Part II of the Canada Labour Code and apply to workplaces under federal jurisdiction only.

Employers must ensure that employees have the necessary information, training and supervision to perform their jobs safely.

Managers, supervisors, health and safety committees and representatives must also understand their roles and responsibilities under the Code.

Additional areas of employer obligations and responsibilities under the Code include investigations, inspections, accident reporting, and the Hazard Prevention Program.

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Safety – Duties of Employees

As an employee under the Canada Labour Code, you are required to: use all safety materials, equipment, devices, and clothing that are

provided by the employer and are intended to protect employees follow procedures relating to the health and safety of employees follow all instructions provided by the employer concerning the

health and safety of employees co-operate with any person carrying out a duty or function required

by the Code report to the employer any thing or circumstance that is likely to

be hazardous to employees or any other person in the workplace report to the employer all work-related accidents, occupational

diseases, or other hazardous occurrences that have caused injury to you or any other person

report to the employer any situation you believe to be a contravention of Part II of the Code by the employer, another employee, or any other person

comply with every oral or written direction given by a health and safety officer or an appeals officer

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Work Cell – Identify Cell layout (boundaries). Identify number of machines and their function. Identify number of operators and their responsibilities.


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Work Cell – Identify Cell layout (boundaries). Learn about a type of product being manufactured. Identify number of machines and their function. Identify number of operators and their responsibilities.

Manufacturing Process – Identify what type of a product is being manufactured or assembled at this cell? Learn about the flow of work and flow of information.


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Visual Management – is Visual Management in place? Is it operating? Is it maintained? Is it easy to understand? Is it followed?


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Workplace Organization (5S) – is this a clean and well organize place of work?


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Information Flow – how is the information communicated to the operators? Is there an Information Center at the Work Cell? Is it easy to understand?


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Management of Visual Management Indicators Identify, review and monitor key control indicators in the following

areas: Safety: number of near-misses, number of accidents, number of

consecutive days without an accident, ... Quality: scrap, process defect rate, rework, repairs, process

capability, ... Delivery: schedule attainment, quantity, date and sequence,

utilization rate, delivery date, fulfillment rate, daily delivery rate, delay rate,...

Productivity: quantity produced per unit time or per man-hours, lead times, number of time each unit is handled by the operator, machine downtime, ...

Cost: material costs, labor costs, expenses, cost per unit,... People: attendance rate, participation in daily meetings, number

of submitted suggestions, job rotation, training, Standardized Work, participation in problem solving and improvement activities, …


SAFETY QUALITY DELIVERY PRODUCTIVITY COST PEOPLE

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Information Flow – how is the information communicated to the operators? Is there an Information Center at the Work Cell? Is it easy to understand?

Work Cell Management – do you understand how this Work Cell is operating? Is it easy to see any potential problems? Will you be able to manage this Work Cell?


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Chairman of Toyota Motor Corp. and former President of Toyota Motor

Manufacturing, KY and Toyota Motor Corp.

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Henry Ford – Founder of Continuous Flow of Production There are two basic concepts for assembling automobiles:

Keep the automobile stationary while moving the assembly operators around

Keep assembly operators stationary and move the automobile to them

Recognizing how bulky and heavy automobiles were, Ford initially thought to follow the first concept.

However, one day, while looking for ways to eliminate waste from assembly process, Ford noticed the following:

There is a lot of waste in scattered movements of operators There is waste in searching for, comparing and finding parts and

components There is waste in unnecessary movement of objects

Ford had an idea of mounting automobiles on carts and pulling them by rope.

The first assembly line was born.

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Henry Ford – Founder of Continuous Flow of Production

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History of Toyota Production System - TPS

1951 Eiji Toyoda tours the U.S. for 6 weeks to visit factories and observe

production. For three weeks he is at Ford Motor Company as the guest of Henry Ford II. Eiji notes that Toyoda is behind Ford in many respects and can not

compete on a mass production basis. However he does believe they can emphasize their own unique attributes and style of production and improve upon what he observed.

Taiichi Ohno studies at Ford principles of mass production and Assembly Line.

Concept of Takt Time is created. Taiichi Ohno learns about Standardized Work. Initial

Standardized Work Charts are developed. Elimination of waste concept is created.

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Round 2 – Eyes for Waste and Eyes for Flow Waste - Are there chronic, very noticeable problems related to 7

types of Waste?

Round 2Learning to SeeEyes for Waste and Eyes for Flow

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Seven Types of Waste

Unnecessary Transportation

Unnecessary Motion Unnecessary Inventory

Unnecessary Processing

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Types of Work

Meaningful Work - work that adds value to a product or advances a product Value Added Work - operations which increase a value of a product

from the Customer’s point of view Non-Value Added Work – Incidental Work. Work that does not have any

particular value, but it has a cost. The higher the value-added operation in your completed work, the

higher the level of production efficiency will be. When walking and looking at different operations you will find that

the actual “work” which adds value to the material is surprisingly small, while waste or an activity which doesn’t increase value of a product is remarkably large.

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Value-added (VA) operations are those activities, which advance a product or increase the value of the product from the Customer’s point of view

This includes processing operations such as changing the shape of product, changing its quality or assembling different components into a large part. Assembling parts, cutting, stamping, soldering, forging raw materials, tempering gears, painting bodies are examples of real work or value-added operations

When walking and looking at different operations you will find that the actual “work” which adds value to the material is surprisingly small, while waste or an activity which doesn’t increase value of a product is remarkably large.

Value Added Work

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Non-Value Added Work (NVA) – Sometimes called Essential or Incidental Work.

This work that does not have any particular value, value, but must be done to complete the job. And this work has a cost.

For example, Non-Value added work includes leaving the workplace to get parts or tools (walking time), applying labels, packing product, entering information into data base, testing, filing, unpacking product or picking up parts from a bin

If we carefully analyze each work process, the equipment and materials being used, we soon can identify waste and find ways to eliminate it.

Non-Value Added Work

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WASTE(Muda)

Waste (Muda) - is NOT work. Waste are activities, motions, behaviors or actions that are not part of the actual work (non essential activities).

Waste refers to such things as: waiting, repairing, sorting, inspecting, verifying, checking, counting and rearranging materials unnecessarily, or handling parts that are not needed right away

Two major contributors to Waste: Unevenness - fluctuating schedules, planning and production

quantities Overload - machine or employee pushed beyond natural limits

of their capacity

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Types of Work and Activities / Motions

Value Added Work- welding bracket- cooking- assembling cover- painting frame …

Non-Value Added Work- loading parts- walking- exchanging tools- applying labels, packaging

Waste- inspecting- rearranging parts- repairing- waiting …

Waste - Muda

Value Added Work

Motion

Non-Value Added Work

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types of Waste? Flow of Production – are there noticeable “stops” in movements of

operators, movements of products and materials, are machines operating?


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The main purpose of designing flow for manufacturing is to eliminate all wastes and losses caused by poor flow

3 Weeks Raw material

5 Days WIP

Extra handling

10% wait time for material

Plant

Output

Input

40% Uptime

4 Hr. C/O 8% Scrap

Flow (movement) in Manufacturing

FlowManufacturing

WorkplaceOrganization

MaterialMovement

Quality

EmployeeEnvironment

andInvolvement

OperationalAvailability

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Importance of Flow The time for any individual person or and item to move from the

start to finish of the process should be as short as possible

Elimination of stops and waiting time in a process should be one of your key concerns

Why? – do we understand? Every time the work stops we consume resources and add costs but

we do not add any value

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TPS Operating Principles Lead time - Strive continuously to find and implement ways to

shorten the time it takes to convert customer order into a finished product.

Manufacturing Efficiency – the goal is to get the material in and out as quickly as possible

Machine and manpower utilization is defined by how quickly they support this goal - NOT as in a traditional maximum utilization approach

Continuous flow of production - is the quickest way for material to get from point A to point B, with the shortest lead time and least amount of work-in process in between.

A smooth continuous flow will result in gains in productivity and quality

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Principles of Lean Flow - Understanding Flow Lean forces us to think about processes from the moment when

customer is placing an order to the moment when customer is receiving the output of the process

Improving the service to customers and reducing whole-process costs and cycle times will often mean reducing the efficiency of individual process steps

Too often we optimise individual steps, not the whole process Flow is about how

People Information and Products (Materials)

move and interact with each other from the start to the end of a production or service process Flow is about what happens to them and how the process overall

compares to what could be seen as a perfect flow.

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What is Flow in Manufacturing? Movement (flow) of People – movement of people performing work,

performing value added activities, delivering products, inspecting, packaging, receiving products, shipping products, etc …

Flow of Material (transportation) – of parts, components, raw material, tooling, dies, gauges, containers, boxes, scrap, workpieces, finished products, etc …

Flow of Information – work orders, production orders, shipping schedules, labels, receiving orders, engineering drawings, product specifications, quality specs, work standards, etc …

FlowManufacturing

WorkplaceOrganization

MaterialMovement

Quality

EmployeeEnvironment

andInvolvement

OperationalAvailability

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Flow Analysis Operator flow – operator movements

Do operators efficiently go from one VA step to the VA next? Are there noticeable stops in their work flow?

What causes these stops? Two major contributors to Waste:

Unevenness – some operators work harder than the others Overload - machine or employee pushed beyond natural limits of

their capacity Information flow

Does everybody know what to do? Or do they need to stop and ask? How quickly are problems and abnormalities noticed and resolved?

Material flow – workpiece flow Does every work piece move from one value-added steep to the next

value-added step without any stops?

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Pace of Production – Is there a pace of production? Is Takt Time visible? Is everybody and “everything” following a pace of production?Round 2

Learning to SeeEyes for Waste and Eyes for Flow

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What is Takt Time? Takt Time is a maximum amount of time in which a product needs

to be produced in order to satisfy Customer demand Takt Time creates a pulse or a rhythm across all manufacturing

processes in a business and synchronizes issues among processes to ensure continuous flow of production and utilization of capacities.

It defines a maximum working time per single part or an assembly for each Operator to finish their cycle

It defines a time for each Operator to complete a task In practice, all operations produce with a slightly higher pace than

what the Takt Time calculation says. If not, they would not have any opportunity to be able to fend for disturbances

Takt Time should therefore not be seen as a tool, but rather a vision. If your production pace were exactly the same as the mean customer demand, it would require perfectly stable processes and completely balanced flows. A long term goal in Lean Manufacturing

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Scheduled Production Time - is the total available production time per day (in seconds). It takes into consideration (subtract) time scheduled for meetings, maintenance, breaks and lunches.

Total Customer Requirements - Quantity of parts required from the process per day

Takt Time – is a rate (in seconds) at which you should produce one part or one

product to meet Customer requirements based on the rate of sales.

Takt Time = Scheduled Production Time (in seconds)

Total Customer Requirements

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Why focus on Takt Time? The amount of time that material wastes (spends) in an

organization is strongly tied to the amount of controllable cost incurred and the cash flow of the operation.

Improved material flow - material requires floor space, tracking systems, processing and handling, most of which add little value while increasing the cost of the product.

Once the Takt Time has been established, the amount of individual work is determined so it can be done within the specified Takt Time

Creates a pace of production – Rhythm Producing to Takt Time sounds simple, but being able to operate to

Takt Time is a result of concentrated efforts to: Provide fast response (within Takt Time) to problems Eliminate causes of unplanned downtime Reduce changeover times

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Pacing the Line - Operating to a Steady Takt Time Operators can get into a rhythm Creates predictable flow - repetitive manufacturing Production planning becomes easier Operating efficiency goes up Makes problems obvious

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The Pace and the Pitch of Production The Pace

The origination point of a Lean Transformation is determining the Pace (Takt) at which product must be produced.

Contrary to traditional manufacturing, this pace is not determined by sums of machines possible cycle times. Instead, customer demand determines the pace of production for work center, work cell. This is a radically different concept for many companies.

The Pitch Once this pace, or Takt, has been determined; the next major step

is to design a system that flows product at some rhythm to that Takt.

This is often called pitch and becomes the ‘heart beat’ of manufacturing within the work center.

Mechanisms must be in place to link all process to that rhythm. The key change in thinking is that focus must be on maintaining the pace, not equipment or manpower maximization.

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Pace of Production – Is there a pace of production? Is Takt Time visible? Is everybody and “everything” following a pace of production?

Standardized Work – is Standardized Work in place? Do operators follow Standardized Work?


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Parts presentation - is there well defined standard in-process stock (WIP)? Is it controlled? Is it is to see if there is a problem with material?


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Lean is NOT aboutInventory Reductions

Lean is about identifying how much inventory I need

to operate effectively and efficiently

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Standard WIP - Work in Process stock Standard WIP allows the operator to do his job continuously in a

set sequence, repeating the same operation in the same order It prohibits Operator from overproducing and requires him to

produce: What is needed When it is needed In the amount it is needed

Standard Work in Process stock is the minimum quantity of parts always on-hand in process and between processes (operations) For example: parts inserted into machines, parts on conveyors, parts

between processes, parts needing time to cool or dry, etc.

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What is the concept of Parts Presentation? At the Operator Work station - organize all parts, components,

materials, tools and materials in a manner that minimizes Waste: Reduces production cycles Increases ability to visually manage visually parts identification and

parts shortages Improves orientation of incoming material Improves organization of work area Increases worker safety / ergonomics Promotes standardized work environment Enhances ability to detect defects and quality issues with parts

Design of the Work Cell – from material flow point of view

Is this a good or a bad design?

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Design of the Work Cell – Material deliveries is always the last thought

Work Cell Design - Parts presentation

Sometimes the simplest ideas are the best.

Bird Feeders

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Jidoka – is there a process for troubleshooting any potential problems? Stop the Line – fix the problem. How do operators call for help? Is there a process in place?


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Jidoka – is there a process for troubleshooting any potential problems? Stop the Line – fix the problem. How do operators call for help? Is there a process in place?

Schedule Attainment – “are we ahead or behind schedule?” Is there a sense of “urgency”? Does Visual Management support a need to achieve the schedule?


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Electronic Production Status Boards: To track production basis in real time To provide instant updates To indicate targets and goals To show results per shift or per day Use red/yellow/green visual controls

Production Scheduling Boards

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Five Qualities of a Leader

1. Knowledge of work- how to perform a job

2. Knowledge of responsibility- what we need to do by when

3. Skills in instructing- how to instruct employees to do the job correctly

4. Skill in improvement- how can we do this better

5. Leadership skills- behavior and motivation

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Two Types of Shop Floor Management Activities



Development of Leadership Skills and understanding of Roles and Responsibilities of a Supervisor or a Manager through daily

practices, coaching and On-the-Job Training (OJT).

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Round 3 – Leader Standard Work Daily Team Meetings – learn about Daily Team meetings. How are the

conducted? Who leads the meeting? What is discussed? How long do they last?

Round 3Learning to SeeLeader Standard Work


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Management Walk About – learn about daily Management Walk About Process. Is there a schedule? Is there an agenda?



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KPIs – Key Performance Indicators. Are KPIs defined for all levels of the Organization? Are they easy to follow and understand?Round 3

Learning to SeeLeader Standard Work


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KPIs – Key Performance Indicators. Are KPIs defined for all levels of the Organization? Are they easy to follow and understand?

Troubleshooting – dealing with abnormal situations? Breakdowns, parts shortages, quality issues, attendance, people not following Standardized Work?



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Type 1 Problem – Troubleshooting

Com

plex

ity o

f a P

robl

em

Time Required to Solve a ProblemShort Long

Sim

ple

Com

plex

Trouble-shooting

Type 1Deviation

from Normal

Type 2 New Challenge

Type 3Innovatio

n Oriented

Type 4

Immediate corrective action

required. No need for

analysis.

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Andon System

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Troubleshooting Troubleshooting is a part of daily shop floor management Developing good troubleshooting skills in lead personnel is

essential Reactive work is sometimes needed to “gain” time to do the

correct proactive work to permanently fix the problem For manufacturing to function correctly you must have adequate

time and visual management triggers (alarms) to signal abnormalities

First line supervision must respond immediately (within the cycle time) If the problem cannot be corrected by the Cell personnel it must

be escalated up the management chain by some form of protocol or process

Minimal (if any) documentation involved - no A3’s, no trouble reports

Mainly discussion, thinking, rapid action and follow up.

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Type 1 Problem – Troubleshooting Rapid response to problems and abnormal conditions by production:

Operator Cell Leader / Team Leader Supervisor / Group Leader Support Team Manager Plant Manager

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Deviation from Norm – addressing chronic, repetitive problems. Is there a process in place to address deviation from standard/norm?



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Type 2 Problem – Deviation form normal

Com

plex

ity o

f a P

robl

em

Time Required to Solve a ProblemShort Long

Sim

ple

Com

plex

Trouble-shooting

Type 1Deviation

from Normal

Type 2 New Challenge

Type 3Systemic Problems

Type 4

Immediate corrective action

required. No need for

analysis.

Root cause investigation

required. Permanent

countermeasures applied.

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Solving abnormality – deviation from normal condition

A3 Problem Solving Process44

CausedGAP

CreatedGAP

Sub-standard performance, abnormal situationsomething has changedsomething is wrong

1. Daily problems:deviation from normalitybreakdown

CausedGAP

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Who, What, Where, When, Why and How

C l ar i fy th e P rob lem

I n itial P rob lem Percep tion(L ar g e, v ag u e, co m p l i ca ted p r o b lem )

T h e "R eal" P rob lem

L ocate A rea /P oin t o f C au se

PoC

D irect C au seW h y ?

C au se

C au seC au se

C au se

C ou n term easu re

R oot C au se

W h y ?

W h y ?

W h y ?

W h y ?

C auseI nvestigation

G r asp theS ituation

5 W hy ?I nv esti gati on o f

R oo t C au se

B asi c C au se & E ff ectI nv estigation

Grasp theSituation

CauseInvestigation

Basic Cause & Effect

InvestigationAsk Why 5 times? Investigation of

Root Cause

Practical Problem Solving Process

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Root Cause Analysis Root cause is a major contributor (cause) to existence of a problem which must

found and eliminated to prevent problem from reoccurring Root cause analysis is about digging beneath the surface of a

problem. If the root cause is not identified, then we are merely addressing

the symptoms and the problem will continue to exist However, instead of looking for a singular “root cause,” we shift

your problem-solving paradigm to reveal a system of causes. Most organizations mistakenly use the term “root cause” to

identify one main cause. Focusing on a single cause can limit the solutions set, resulting in

the exclusion of viable solutions.

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Gemba Walk – are Gemba Walks conducted at random to better understand a process or a problem or a situation? Are problems immediately addressed?



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Managing Continuous Improvement (Kaizen) on a Shop Floor Continuous Improvement , also know as Kaizen, is the ongoing

improvement of products, services or processes through incremental and breakthrough improvements.

Kaizen is a step-by-step approach towards solving problems and identifying opportunities for continuous improvement

Continuous Improvement, is a long-term approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality.

At Toyota Continuous Improvement it is not just a responsibility of a manager or a supervisors, but also a responsibility of every worker.

The Continuous Improvement process is reinforced in daily management, daily problem solving, quality circles, improvement events and A3s.


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Gemba Walk – are Gemba Walks conducted at random to better understand a process or a problem or a situation? Are problems immediately addressed?

Operational Excellence Program – learn what OpEx is all about. What is a role of a Leader in OpEx?



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“If you want to teach people a new way of thinking, don’t bother trying to teach them.

Instead, give them a tool, the use of it will lead to new ways of thinking”

R. Buckminster Fuller was a 20th century inventor and visionary who did not limit himself to one field but worked as a 'comprehensive anticipatory design scientist' to solve global problems. Fuller's ideas and work continue to influence new generations of designers, architects, scientists and artists working to create a sustainable planet.

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Changing the World. One Kaizen at a timeThis presentation is an intellectual property of W3 Group Canada Inc.

No parts of this document can be copied or reproducedwithout written permission from:

Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631

Cell: 248-207-0416

[email protected]://www.twi-network.com

[email protected]



Presentations in this Workshop

1. Log in to: www.slideshare.net

2. Type in my name in search area:

Marek Piatkowski3. Select a

presentation you want to see

4. Learn and Enjoy

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Knowledge and Skills

To know, to understand the meaning correctly and to be able to teach

Lean Knowledge

Kanban, Pull system, Jidoka, Supermarket, TPM, 5S, SMED, JIT, Kaizen, VSM, STW, SOS, WCT, FTQ, PPM, Poke Yoke, Takt Time, etc …

I know this!

Lean SkillsBe able to solve problems and advance the organization by using proper Lean Knowledge

Use Lean knowledge to motivate people, achieve results, reduce costs, improve the operation and address business needs

Can you Play a Violin?

?

I know LeanEngineering driven

Hobby driven

Knowledge Driven“So what ?“

Kanban

Leveledschedule

Supermarket

SMED

PullTPMHeijunka

Jidoka

VSM

Business NEEDS driven

1. Use KPIs to understand your current status2. Set goals and objectives3. Start solving problems4. Check progress and measure results

B

A

True North

Support Methodology Current Condition: Processes are stable and predictable

5 S

MUDA