How long with YESCO? Job Title? Something that nobody else knows about you? What are your expectations of the class?

How long with YESCO?Job Title?Something that nobody else knows

about you?

What are your expectations of the class?

LT6 Defined

L stands for Lean T stands for Theory of Constraints 6 stands for 6-Sigma

LT6 Defined|

LT6 Certification Program

A program designed to teach through instruction and Hands On participation the following principles and tools: Systematic method focused on Identifying and Eliminating Waste Processes centered around Value Added Activities A culture in which all employees participate Tools that can be applied to all aspects of the business Including many developed proven tools

The LT6 Certification is a self paced training Program

LT6 Defined|


Most of us consciously do improvement activities at work, we are trying to improve our environment by focusing on problem and eliminating areas that are not valuable to us or the company (waste). LT6 is designed to help us be most effective at this.

LT6 Defined|


LT6 Defined|


4 Levels (belts) Required Training Elective Training Participation in Events Some Reading Train others Mentor others

Must First Understand WASTE

Simply put Waste is defined as Non-Value Added activity

Non-Value Added activity consumes resources but does add value to the product or service

Waste|


There are 8: Defects Overproduction Waiting Non-utilized talent Transportation Inventory Motion Extra processing

Waste|


Oh Yea, one more important form of Accidents!

Waste| Value Add?


Sometimes due to limitations, Non-Value Added activity is necessary

To be considered Value Added, a process must ….

A. Physically Transform the Product,B. In a way the customer wants, and C. Be done right the first time.

3 DISCIPLINES

3 DISCIPLINES|


These 3 disciplines constitute the Continuous Improvement

Program at YESCO!

LEANTheory of Constraints

6 Sigma


6 Sigma ()


LEAN| 6

Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and variation in manufacturing and business processes.

It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Black Belts" etc.) who are experts in these methods.

Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction or profit increase).


LEAN| 6


LEAN| 6

ProcessProcessProcessProcess Key Key Process Process OutputsOutputs

Key Key Process Process OutputsOutputs

Noise InputsNoise Inputs

(Discrete)(Discrete)


(Discrete)(Discrete)

Examples•Different

Operators•Different Machines•Different Shifts


(Continuous)(Continuous)


(Continuous)(Continuous)

Examples•Room Temperature•Barometric Pressure•Relative Humidity•Raw Material

Characteristics

Examples•Temperature•Pressure•Time

ControllablControllable Inputse Inputs

ControllablControllable Inputse Inputs

Tools• Scatterplots• Correlation• Regression

Tools• Scatterplots• Correlation• Regression

Tools• Boxplots• Main Effects and

Interaction Plots• ANOVAs, T-test

Tools• Boxplots• Main Effects and

Interaction Plots• ANOVAs, T-test

Tools• C&E Matrix• FMEA• Fishbone• Short-term

Capability

Tools• C&E Matrix• FMEA• Fishbone• Short-term

Capability


LEAN| 6

Being able to “sustain your gains” and set controls in place that will help achieve that

What controls do we have in place? Safety Program Training Measuring Incentives Etc.


Theory Of Constraints


THEORY OF CONSTRAINTS|

A management philosophy that focuses the resources of an organization on improving the performance of the constraint that directly affects throughput

the output of any system consists of a series of steps where the output of one step depends on the output of one or more previous steps will be limited, or constrained, by the least productive steps.

LEAN

LEAN|


A systematic approach to identifying and eliminating waste

by flowing the product at the pull of the customer in pursuit of perfection.

LEAN|


A systematic approach to identifying and eliminating waste

by flowing the product at the pull of the customer in pursuit of perfection.

LEAN|


LEAN| Building Blocks – VALUE STREAMAPPING


Defining exactly what a process is, who is responsible and what should be completed.

Visually showing the steps in a Is used to analyze & document a processCan be used in trainingIs helpful in identifying waste in the Value

Stream.

May need to use a PQR to identify Value Streams


Shows processes, and those shared by various value streams







LEAN| Building Blocks – 5S





“A place for everything and everything has a place”

Cleanliness and Order 5S stands for: Sort, Scrub, Secure

Safety, Select Locations, Set Locations and Bonus +1…Sustain

Is preparatory to Visual Workplace


LEAN| Building Blocks – VISUAL WORKPLACE

Makes answers readily and visually available to anyone who needs them anytime, and as close to the point-of-use as possible

“What do I need to know” and “What do I need to Share”Automatic RecoilOne Point LessonsActions Item and Suggestion BoardsErgonomics










LEAN| Building Blocks – TPM

Systematic approach to the elimination of the six major equipment losses:

1. Setup 2. Adjustment3. Breakdowns4. Idling and minor stoppages5. Reduced Speed6. Startup7. Defects and Rework


LEAN| Building Blocks – TPM

TPM is accomplished through various tools, such as:

SMED Preventive Maintenance Corrective Maintenance Predictive Maintenance Integrating equipment operators

into “Clean to Inspect, Inspect to Clean”


LEAN| Building Blocks – Pull / Kanban

Japanese for “signboard or billboard” also, Kan means “visual” and Ban means “card or board”

Is a signaling system to trigger action Kanban scheduling systems operate like supermarkets. A

small stock of every item sits in a dedicated location with a fixed space allocation. Customers come to the store and visually select items. A signal is triggered to replenish the item.

Kanban (signals) can be to MOVE something or to BUILD something.


LEAN| Building Blocks – Pull & Kanban


LEAN| Building Blocks – POUS

A place to store common non-inventoried parts (production supplies)

Usually filled by a vendor or someone in the facility (water spider?)


LEAN| Building Blocks – Std Work

Analyzing a process in great detail Evaluating which steps are Value Added,

remove if possible Non-Value Added Standardizing the remaining steps in the

process (Std Work) Teach and train Audit to Sustain improvements Review often for opportunities to improve


LEAN| Building Blocks – Teams

Team Improvement Activity10 people’s ideas are better than one

Should be done on a regular basis Usually a 1 to 5 day event focused on

medium sized problems, focused on real change.



The goal is to eliminate waste Kaizen Team is a group of individuals

focused on a specific improvement activity.

Kaizen Teams may use any of the Lean tools available

Formal way to collaborate with coworkers A3’s are the standard reporting tool



Should follow the “Scientific Method” (PDCA) or Plan, Do, Check and Act

Encourages accuracy and completeness A method to lead oneself through the

PDCA cycle on all improvement efforts and record for review and future reference

A3 represents the size of the paper (11 X 17)



Often the most missed step Various tools to help get to the Root

Cause5 Whys – ask the question “why” at least

five times, until arriving at the root causeFishbone DiagramPareto AnalysisStatistics


LEAN| Building Blocks – Quality at the Source

Inspection at any point in a product’s life (as it is being produced)

Implementation of error-proofing (Poka-Yoke) in machine and manufacturing processes

Immediate feedback to shorten the time for corrective action


LEAN| Building Blocks – Batch Reduction

Helps with the following: One piece flow - Pull Just in time Inventory (WIP) reduction Increases agility in responding to pull

signals


LEAN| Building Blocks – Cellular/Flow

Benefits: Efficient flow-through manufacturing system Eliminates waste Minimizes WIP Optimizes floor space Reduces lead time – improves customer response

time Reduces costs and increases capacity Improves Communication Improves Quality



Multi functional processing VS departmentalized

Cross trained operators function as a team Product is “pulled” from one operator to

the next Limited or No inventory between operators Operators “float to the bottleneck”




LEAN| Building Blocks – Plant Layout

Benefits: Reduced

transportation and handling waste


Summary


Summary|

We should follow a continuous improvement methodology

Remember… “everything is a process, every process can be improved”

Talk to your in house Lean Specialist, start attending training sessions, start participating in Kaizen Events, get certified

Enjoy the Journey A few more things to keep in

mind……..


Summary|

Is a listening process which will help us understand the needs of those we serve

Is active and critical listeningOne on one interviewsSuggestion BoxesSurveysObservationsEncouraging Input and Participation


Summary|

Don’t just analyze from your office Safety Audits Monthly Safety Tours Random observations Daily “report out meetings” (Std Work

for Leaders)


Summary|

Critical element in Continuous Improvement Program

“You can’t improve what you don’t measure”Baseline DataGoals

Data helps your control Plan Bottom line benefits (easy to track)


End of Session

Questions??

Documents

How long with YESCO? Job Title? Something that nobody else knows about you? What are your expectations of the class?