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LEAN-6S-KAIZEN - Coggle Diagram

- - - - Specify VALUE of the product - What the customer is willing to pay
      - Value Stream Mapping - identify the VALUE CHAIN for each product
      - FLOW- VALUE FLOWS on production without interruptions
      - PULL- let the client pull product value (the product/value the client wants when he wants it)
      - KAIZEN-Continuous improvements = change for the better
  - - - is a method for ensuring that strategic goals of a company drive progress and action at every level within that company
      - eliminates the waste that comes from inconsistent direction and poor communications
      - Strategy: Goal of the company
        Tactics: Plans of middle management
        Operations: the work performed by all employees
    - - For manufacturers, "gemba" is factory floor
      - Mean: Go and See
      - Objective
        
        identify day-to-day problems and understand, observe and improve process
        
        in Lean and 6 sigma means taking time to talk to people who do the job and observing how a process is carried out
        
        Top 8 Objective
        
        Remove barriers between leadership and workers
        
        Increase productivity and efficiency
        
        Save time and reduce waste
        
        Leverage Focus visibility from operations process analysis
        
        Develop Lean thinking through continuous improvement approach
        
        Promote RCA management to execution
        
        Improve communication to collaboration across organizations
        
        Promote culture of discipline in the manufacturing site
      - Workflows
        
        Identify business problem
        
        2.Go and observe behavior to find root cause
        
        Identify root cause
        
        Make improvements to resolve problems
        
        Monitor improvements and readjust a necessary
      - 5 rules
        
        Go see: see with our own eyes how different process are aligned with overall objectives
        
        Ask why: help us understand how to improve processes
        
        Show respect: No criticisms are allowed
        
        Do not try to solve the problems immediately
        
        Focus on PROCESS not PEOPLE. Collaborate and Communicate
      - Gemba Board
        
        A typical Gemba Board consists of several columns and rows
        
        Safety
        
        number of accident
        
        when it happens
        
        where it occurred
        
        Quality
        
        Workflow
        
        Productivity
        
        Maintenance
        
        Delivery
        
        Inventory
        
        Morale
        
        It should be placed in an area where it can be seen by most if not everyone.
        
        it is important that all the information is accurate and in real-time
        
        it is best to make the Gemba Board a topic of conversation. An easy way to do this is to integrate the Gemba Board in daily meetings
    - - is a technique for reducing unevenness in production cycle , which in turn reduces waste
      - Lets you produce products at a steady pace, allowing you to react to fluctuations based on your average demand.
        
        Leveling by volume: you should level your production by the average volume of the orders you receive
        
        Leveling by type/product: In reality, you probably wont be making the same exact product every day.
    - - People and system do make MISTAKES. A portion of mistake turn into DEFECTS
      - Process -> Mistakes -> Defects
      - Focus on mistake detection or making sure mistakes do not turn into defects
      - Process Prevention: focus on mistakes prevention or making mistake impossible
    - - Focus on the process that is being executed in the person workplace not person workplace only
      - Sàn loc - Seiri-Sort
        
        Method for sorting
        
        Use Red tag system for item to be removed
        
        Ask questions about item:
        
        is it needed?
        
        in what quantity?
        
        Where should it be located?
        
        in how frequency?
      - Sắp xếp - Seiton- Set in order (workplace Organization)
        
        Location: Define location of objects
        
        Assess if the necessary objects, materials and equipment exist only in the quantity needed
        
        Consider which object are most used
        
        Establish that they are closer to where they are used
        
        Ensure that they are easy to find, use and put away
      - Sạch sẽ - Seiso - Shine (Clean up)
      - Săn sóc - Seiketsu - Standardize (Keep cleaniness)
        
        Maintain Sort, Set in Order and Shine
        
        Standardize methods to ensure the improvement become a way of life
      - Sẵn sàng - Shitsuke - Sustain (Discipline)
        
        Objectives: Maitain the rules, standards and regulations
    - - Wasted is considered to be anything other than the minimum amount of resources, equipment, materials, time and space needed to ADD VALUED to the product
      - :red_flag:7 wastes
        
        Over Production
        
        Create to much material, products or information
        
        Inventory
        
        Having more material or information than you need
        
        Transportation
        
        Moving material, product or information
        
        Motion
        
        Moving people to access or process material, product or information
        
        Defects
        
        Error or mistakes causing the effort to be reworked/redone to correct the problems
        
        Waiting
        
        waiting for material or information to be processed
        
        Over Processing
        
        Processing more than necessary to produce the desired output
      - are activities identified in an organization that do not ADD VALUE but COST MONEY. Usually, only 5% of our time actually adds value to the customer, the rest of everything is waste.
      - How to identify waste?
        
        Imagine one-piece-flow : everything else is waste
        
        Having the right attitude: often waste are hard to find when we want to find them. They are impossible to find when we do not want to find them !!!
      - VALUE:
        
        what the customer wants.
        
        Changes the product or information
        
        Zero defects (doing right at the first time)
      - WASTE:
        
        Consumes resource and doesn't had value to the customer
        
        Exits because of the current technology
        
        Exits because of the current process
        
        Exits because of the current way of thinking
    - - Equipment Failure
        
        If a piece of equipment has any unplanned stops, this is equipment failure
      - Setup and Adjustments
        
        This refers to any period when a machine or equipment is being prepped or readied. It can be times where there is a setup or adjustment period, or even when certain machines are being fine-tuned before production.
      - Idling and Minor Stop
        
        when pieces of equipment stop for only a short time. The threshold is a couple of minutes to no more than five.
      - Reduced Speed
        
        Reduced Speed is when a piece of equipment is not in sync with the ideal time to manufacture a certain item or product. It is also referred to as Slow Cycles.
      - Process Defects
        
        operator error and wrong equipment settings
      - Reduce Yield
        
        takes place during the startup and warm up times
    - - Objective: Reducing WIP. Everything is in constant progress and only one item is in any position at a time
      - Concept: production is limited to working one item at a time (only 1 WIP item)
      - Benefits
        
        Work gets done faster
        
        Reducts costs (because reduced time and space
        
        Improve quality
        
        Ease of scale--up of operations
        
        More flexible process for the customer
    - - Changeover: The process of changing from one production run to another
      - Changeover time: The total elapsed time required to change from the last good pcs of production run to the first good piece of the next run at full production rate or speed
      - Six stages of changeover improvement
        
        2.Observe and measure the total changeover time
        
        1.Separate internal and external steps
        
        3.Convert as many internal steps as possible to external steps
        
        4.Eliminate waste from internal steps
        
        5.Eliminate waste from external steps
        
        6.Standardize and maintain the new changeover procedure
    - - Define or identify a standard
      - 2.Ensure that everyone involved understands the pattern and ensure that everyone is committed to this standard(which follows it)
      - Confirm that the standard is reasonable, fair and can be "followed" while looking for new ways to improve this standard
    - - Visual displays
        
        Label to make it perfectly clear where things belong and what the procedures are
      - Visual Metric
        
        Quantify the path to targets for success
        
        allow everyone to "know the score" and they make out of standard situations immediately obvious
        
        enables everyone to SEE how we're performing
        
        Helps highlight PROBLEMS or VARIANCE from STANDARD
        
        encourages employee involvement and open discussions
        
        Graphs and Pareto charts
      - Visual Control
        
        Create an mistake-proofed environment to promote easy adherence to standards
        
        6 levels
        
        1.share infor
        
        2.Share standards
        
        Build the standards into the workplace
        
        Use alarms
        
        Stop defects
        
        Eliminate defects
      - Anyone can enter a workspace and see the current status in a few minute without asking too many questions