An Overview of Lean

Agenda:

• The origin of Lean

• A look at the concepts

• Potential benefits

• Potential barriers to success

• Summary

Process Improvement

TELA 2011

The Origin of Lean

• Toyota Production System (TPS) began in 1948 Shakichi Toyoda, Taiichi Ohno

• The Machine That Changed the World, 1991 Womack, Jones, Roos

The term Lean emerged

• Lean, Zoom, BPI, BPM, Six Sigma, PDCA = process improvement

• Toyota just calls it their production system

A Closer Look atToyota Production System (TPS)

Charles Sheffer – The Boeing Company

JIT - Just in TimeWhat is needed, When it’s needed, In the amount needed

Pull Production –respond to signal to replenish as needed

Takt Time - the desired time between units of production output,

synchronized to customer demand

Production One-Piece Flow

A Closer Look atToyota Production System (TPS)

Charles Sheffer – The Boeing Company

Ford’s Willow Run B-24 plant

The first Just-In-Time production?

Ford’s Willow Run B-24 plant

A Bomber an Hour

The first Just-In-Time production?

Jidoka – Automation with the Human TouchBuild in Quality, don’t just inspect for it

Detect the abnormality

Stop

Correct the Immediate Condition

Find the Root Cause and Install CountermeasureCharles Sheffer – The Boeing Company

A Closer Look atToyota Production System (TPS)

Design out Overburden - MuriAvoid unreasonableness through standard work

Smooth Production - MuraAvoid inconsistencies through just in time

Eliminate Waste – MudaExamine waste and inconsistencies, feed back into Muri

Over Production – producing before there is demandExcess Motion – of operator or machineWaiting, idle time – of operator or machineConveyance – transportationProcessing that does not add valueExcess InventoryCorrection – rework or scrap

The Heart of TPS

P

A

D

C

Just in time

Smooth flow

Design out Overburden

Eliminate Waste• Over Production – producing before there is demand• Motion – of operator or machine• Waiting, idle time – of operator or machine• Conveyance – transportation• Processing that does not add value• Inventory• Correction – rework or scrap

http://www.strategosinc.com/lean_implementation1.htm

So, back to Lean

by James P. Womack (Author), Daniel T. Jones, Daniel Roos, 1991

Charles Sheffer – The Boeing Company

Lean PrinciplesNot just for Manufacturing

Five basic principles:– Specify value from the standpoint of the customer– Identify the value stream and eliminate waste– Make the value-creating steps flow smoothly– Let the customer pull the product as needed– Continuously improve in pursuit of perfection

www.lean.org/whatslean/principles.cfm

Potential Benefits– Improved quality– More product variety– Improved cycle time– Employee satisfaction– Reduced cost

Local companies doing Lean– Virginia Mason– Esterline Technologies– The Boeing Company– PACCAR– Alaska Airlines

Looking for Quick Fix

Lost In Translation

Charles Sheffer – The Boeing Company

Potential Barriers to Success

Lean = Getting Rid Of Waste

Lean = Simple

Lean = People Empowerment

Lean = Continuous Improvement

Lean = Robots

Lean = becomes a verb instead of culture

Lean = something ‘management’ does

Copying actions without understanding shift in thinking required• Moving assembly lines• Standard Work• Point-of-use delivery of parts• Empowered work teams• Continuous Improvement or Kaizen

All driven from Lean efforts, but simply doing them doesn’t mean it’s Lean

Lean is viewed as an initiative instead of a culture change

Lean is used as an excuse to cut people

Lean is a slogan, a passing fad, a Dilbert cartoon

Potential Barriers to Success

Summary

• Lean originated from the Toyota Production System (TPS)• TPS is based on two important principles

– Just In Time (JIT) Continuous flow, Takt Time, Demand Pull

– Jidoka – automation with a human touch – zero defects

• Seven categories of waste• Lean is a “Western” rendition of TPS• Understand value from customer perspective and eliminate

waste• Some people confuse the embodiments with the culture• Lean is a cultural journey, not simply a destination• There are big rewards for companies who can do it