LEAN-6S-KAIZEN

LEAN

Metholody

✅LEAN a way of thinking not a list of things to do

KAIZEN

5S+Safety

Define:
1.A set of techniques to identify and elimate waste from operations

  1. A system of organization principles to maximize value and eliminate waste

KAI:To modify , to change
ZEN: think, make good, make beter
KAIZEN: Continue improvement

A process for creating and maintaing an orgainzed, clean and high performance work place which serves as a foundation for continuous improvement activities

LEAN: focus on ELIMINATE WASTE to increase process speed and quality through the reduction of process waste
Six SIGMA: focus on QUALITY OUTPUT. This is facilitated through finding and eliminating the causes of defects
KAIZEN: focus on CONTINUOUS IMPROVEMENT and tries to improve the business as a whole by creating a standard way of working, increasing efficiency and eliminating business waste

Tools

Hoshin Kanri (Policy Deployment)

Andon

Bottleneck Analysis

Continuous Flow

FIFO-First In First Out

Gemba(The Real Place)

Heijunka (Level Scheduling)

Poka-Yoke(Error Proofing)

Jidoka (Error Prveneting - Automation)

Just-In-Time (JIT)

Kaizen (Continuous improvement)

5S + Safety

Kanban (Pull System)

KPIs

Muda(wastes)

OEE-Overall Equipment Effectiveness

Six Big Losses

One Peace Flow

PDCA(Plan-Do-Check-Act)

RCA-Rood Cause Analysis

SMED-Single Minute Exchange of Dies

S.M.A.R.T goals

Standardized Work

TPM-Total Productive Maintenance

Value Stream Mapping

Visual Factory

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

is a management philosophy that reduces TIME between ordering and shipping

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

🚩7 wastes

Over Production

Inventory

Transportation

Motion

Defects

Waiting

Over Processing

Create to much material, products or information

Processing more than necessary to produce the desired output

Having more material or information than you need

Moving material, product or information

Moving people to access or process material, product or information

waiting for material or information to be processed

Error or mistakes causing the effort to be reworked/redone to correct the problems

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

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

  1. 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

  1. 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

Focus on the process that is being executed in the person workplace not person workplace only

Sàn loc - Seiri-Sort

Sắp xếp - Seiton- Set in order (workplace Organization)

Sạch sẽ - Seiso - Shine (Clean up)

Săn sóc - Seiketsu - Standardize (Keep cleaniness)

Sẵn sàng - Shitsuke - Sustain (Discipline)

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?

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

Maintain Sort, Set in Order and Shine

Standardize methods to ensure the improvement become a way of life

Objectives: Maitain the rules, standards and regulations

  1. 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)

  1. Confirm that the standard is reasonable, fair and can be "followed" while looking for new ways to improve this standard

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.

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

Visual displays

Visual Metric

Visual Control

Create an mistake-proofed environment to promote easy adherence to standards

Label to make it perfectly clear where things belong and what the procedures are

Quantify the path to targets for success

Graphs and Pareto charts

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

6 levels

1.share infor

2.Share standards

  1. Build the standards into the workplace
  1. Use alarms
  1. Stop defects
  1. Eliminate defects

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

Anyone can enter a workspace and see the current status in a few minute without asking too many questions

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

in how frequency?

Gemba Board

A typical Gemba Board consists of several columns and rows

Safety

Quality

Workflow

Productivity

Maintenance

Delivery

Inventory

Morale

number of accident

when it happens

where it occurred

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

Equipment Failure

Setup and Adjustments

Idling and Minor Stop

Reduced Speed

Process Defects

Reduce Yield

If a piece of equipment has any unplanned stops, this is equipment failure

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.

when pieces of equipment stop for only a short time. The threshold is a couple of minutes to no more than five.

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.

operator error and wrong equipment settings

takes place during the startup and warm up times