Lean Manufacturing Training Basics - ADDVALUE - Nilesh Arora

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Lean Key to World Class Organization
by
Best Performing Consulting Organization
Adding Value In Totality !!
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KAIZEN (Original Definition)
KAI CHANGE ZEN
GOOD (FOR THE BETTER) KAIZEN
CONTINUAL IMPROVEMENT
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• Lean - What is it ?
• Lean Continual Improvement (at)
• Gemba the real place/ the work place.
• Lean helps organization focus improve
• Productivity
• Quality
• Cost
• Delivery
• Safety
• Morale

Using Lean tools / paradigms Which in turn
focuses on MUDA or Waste Elimination !
Assist .. attain World Class Organisation
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Leanfocuses on 3Ps
Process Improvements
People Involvement
Physical Workplace Improvements
The final objective being reforming
our ORGANIZATIONS
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Basic Concepts
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Basis of Lean
Activity Useful work Wasteful work Activity
Work Muda

• The essential notion
• All work can be improved
• All work processes contain waste
• Reducing or eliminating waste enhances customer
  service.

LEAN attacks MUDA
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Lean focuses on

• Identifying
• Reducing
• Eliminating

Muda, from our Gemba through the use of specific
Lean tools. (starting with common sense !)
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Lean also Focuses on Mura Muri !
Mura Inconsistencies

• File cleared at times in
• 1 week or in 5 ! this is Mura.
• At times 6 forms to be filled,
• some times only 2 - Mura
• Happens sometimes.
• Happens some places.
• Happens to some people.
• All this is Mura !

• Muri Physical Strain
• Bend to work?
• Bad chairs (back ache)
• Wasteful walk? far part locations ?
• Strain involved in locating !
• Repeat tiring action?
• All this is Muri

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Lean What Is It ?

1. Process Improvement
2. Observation
3. Use of New Paradigms
4. Short Time
5. Zero Investment
6. Human Development Empowerment
7. Profits Savings - Plenty

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LEAN is Focused Improvement. Improvement is
different from Focused Improvement
Improvement
Focused Improvement
Lean
Paper does not burn in sunlight
Paper burns

• Improvement is like sunlight
• Lot of energy, but dispersed(wasted)
• Small improvements
• Slow progress.

• Focused improvement concentrates the energy
• Little energy, but concentrated and aligned
• Enables significant (large) improvements
• Small time required
• Rapid progress

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Lean) - Typical Misconceptions

• Lean is for workers It is not for managers
• Lean is SMALL improvements only
• Lean is only a sort of implemented-suggestion
  scheme

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Using Lean

• STOP if you want to use Lean for making small
  improvements continuously.
• OK if Lean for large improvements.
• GO if Lean in strategic areas.

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What really is Lean?

• Extracting money by eliminating waste
• from process is Lean.
• Lean is process improvement
• which is significant (large)
• done in strategically important areas
• speedily
• in sustainable manner
• Using data, not opinion.
• Using tools techniques not anyhow.

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Lean Umbrella
Lean
TFM TPM TQM
TSM THM
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Lean is a JourneyThe Destination is to become a
Lean Manufacturer or to attain the status of
World Class Manufacturing (WCM)Any implemented
improvement is Lean
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3
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Muda Elimination. Create Flow
Move to 85 OEE. Equipment to be overall
effective (robust)
Mura Elimination. No process inconsistencies
Three Pillars Of Lean / Lean Mfg / W.C.M
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Lean follows a PDCA SDCA Cycle
SDCA Standardize-Do-Check-Act
PDCA Plan-Do-Check-Act
Towards an efficient and responsive Results for
Effectiveness Competitiveness
SDCA
PDCA
SDCA
PDCA
SDCA
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Lean Process
A
P
Improvement
C
D
P Plan D Do CCheck AAct
A
S
C
D
A
P
S Standardize D Do CCheck AAct
C
D
A
S
C
D
Time
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Who should do Lean??
Innovation
Lean
Maintenance (Current Status)


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Who should do Lean ??
Managers have more scope to do LARGE Lean
improvements not workers!
Innovation
Lean
Maintenance (Current Status)

• Lean introduction
• direction should be top-down
• -- AVCI

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Integrating Strategy, Policy Deployment Lean
Business Strategy Formulation
World Class Manufacturing Strategy
Annual Policy Deployment
Implementation Plan
GO
Competitive Reality
Vision as Goals and Targets
Catchball PDCA process
Own Reality
Gap Analysis
2 - Vision for the Future
I m p r o v e m e n t
Vision
3 - Kaizen Strategy
Past
Today
1 - Baseline
Time
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Lean Implementation
Change Culture First (Conventional way)
Change System First (Lean Way)
WHAT WE DO
VALUES - ATTITUDES
C U L T U R E
Where Do You Start - From Top or Bottom?
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Sr.
Mgmt.
Lean Flow
VALUE STREAM
IMPROVEMENT (Elimination of Muda between
operations)
Lean Process
ELIMINATION OF WASTE (Elimination of Muda within
operations)
Front
Lines
FOCUS
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Who should do Lean??
Innovation
Lean
Maintenance (Current Status)


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Who should do Lean ??
Managers have more scope to do LARGE Lean
improvements not workers!
Innovation
Lean
Maintenance (Current Status)

• Lean introduction
• direction should be top-down
• -- AVCI

25
Integrating Strategy, Policy Deployment Lean
Business Strategy Formulation
World Class Manufacturing Strategy
Annual Policy Deployment
Implementation Plan
GO
Competitive Reality
Vision as Goals and Targets
Catchball PDCA process
Own Reality
Gap Analysis
2 - Vision for the Future
I m p r o v e m e n t
Vision
3 - Kaizen Strategy
Past
Today
1 - Baseline
Time
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Lean Implementation
Change Culture First (Conventional way)
Change System First (Lean Way)
WHAT WE DO
VALUES - ATTITUDES
C U L T U R E
Where Do You Start - From Top or Bottom?
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Sr.
Mgmt.
Lean Flow
VALUE STREAM
IMPROVEMENT (Elimination of Muda between
operations)
Lean Process
ELIMINATION OF WASTE (Elimination of Muda within
operations)
Front
Lines
FOCUS
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Impact of Lean Implementation

• Typical results of Lean workshops have been
• 5070 reduction in processing time
• 2040 increase in efficiency
• 2040 savings in costs
• 40-60 reduction in errors
• 50 release of space
• Significant improvement in team spirit /morale
• Empowering of human resource
• Discovery of new capabilities

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ADDVALUE Services
VALUE ADDED COACHING-VAC
BUSINESS COACHING
LIFE COACHING
Operation Excellence
Counselling
Team Excellence
Therapy
Adding Value In Totality !!
Business Excellence
Astrology
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AddValue at a glance
Best Performing Consulting Organization
Business Coaching
Life Coaching
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Thank You