Introduction%20to%20the%20Lean%20Enterprise%20as%20a%20Quality%20Improvement%20Initiative

1
Introduction to the Lean Enterprise as a Quality
Improvement Initiative

• Presented By Dr. Joan A. Burtner
• Industrial and Systems Engineering
• Mercer University School of Engineering
• Macon, GA

2
Introduction

• Background on the Evolution of Lean
• Lean Principles
• Highlights of Implementation of Lean Practices at
  Rheem Manufacturing Co.- Milledgeville, GA

3
Evolution of Lean Manufacturing

• Total Quality Management
• Toyota Production System
• Six Sigma Process Improvement
• Theory of Constraints
• Value Stream Mapping
• Womack and Jones - Lean Thinking
• Rother and Shook - Learning to See

4
Continuous Improvement Process

1. Clarify improvement needs (objectives)
2. Observe operation(s) through your own eyes
3. Identify problems based on observations
4. Resolve problems (kaizen)
5. New ideas become new standard operating procedure
6. Maintain new methods
7. Continuously repeat steps 1 through 6

5
Wasteful Practices

• Waiting
• Transportation
• Overproduction
• Processing
• Inventory
• Motion
• Defective Products

6
Lean Metrics (Quantitative)

• Lead-times
• Inventory
• Inventory Turns
• Work In Process
• Workable Floor Space
• Efficiency
• Cycle Time

7
Building Blocks of a World Class Company
One Piece Work Flow
Kanbans
Work Balancing
Cellular Layout
Quality Improvements
Poka Yoke
TPM
SMED
5s
Visuals
Work Teams
8
Introduction to the 5Ss
SEIRI (SIMPLIFY)
SIMPLIFY MEANS CLEARLY DISTINGUISHING BETWEEN
WHAT IS NEEDED AND KEPT AND WHAT IS UNNEEDED AND
THROWN OUT
SEITON (STRAIGHTEN)
STRAIGHTEN MEANS ORGANIZING THE WAY WE KEEP
NECESSARY THINGS, MAKING IT EASIER TO FIND AND
USE THEM
SEISCO (SCRUB)
SCRUB MEANS KEEPING THE FLOORS SWEPT, MACHINES
AND FURNITURE CLEAN, AND ALL AREAS NEAT AND TIDY
SEIKETSU (STABILIZE)
STABILIZE MEANS MAINTAINING AND IMPROVING THE
STANDARDS OF THE FIRST THREE SS
SHITSUKE (SUSTAIN)
SUSTAIN MEANS ACHIEVING THE DISCIPLINE OR HABIT
OF PROPERLY MAINTAINING THE CORRECT 5S PROCEDURES
9
Typical Improvement Projects

• Time studies
• Line Balances
• Creating work cells
• Housekeeping (5 Ss)
• Visual Control

10
General Guidelines for Visual Control at Rheem
Work Stations Should Include

• Work instructions (S.O.P.S)
• Quality instructions
• Safety reminders
• Clearly marked part delivery locations
• Tool boards (where needed)
• Production boards (where needed)
• Layouts

11
Implementation of Visual Control at Rheem

• Spring and Summer 2003
• Kaizen and 5 S All Assembly Lines
• Created Zoned Housekeeping Layouts for All Major
  Production Areas
• Designated Part Delivery and Storage Locations
• Placed Production and Quality Status Boards
• Began Drafting Standard Operating Procedures and
  Safety Reminders for All Work Stations

12
Kaizen of an Assembly Line 1
Before
After
13
Kaizen of an Assembly Line 2
Before
After
14
Using Work Teams at Rheem

• Cross-functional work teams for solving problems
• Composition of Work Teams
• Upper management
• Supervisors
• Co-op Students
• Engineers
• Assembly Line Workers

15
CONTINOUS IMPROVEMENT TOOLS FOR BALANCING WORK

• Takt Time
• Available Daily Work Time
• Time Observation
• Standard Work Flow Diagrams
• Cellular Layout
• Work Distribution Sheet

16
Time Observation

• Observe a process or machine
• Enter each task component onto a form
• Note exceptions or non-repeating tasks
• Calculate the average cycle time for each task
• Add all average element times to find the cycle
  time of the total process

17
Standard Work Flow Diagram

• Used to help identify the flow of the
  operation(s) you are observing
• Used as a layout for developing an improved
  process
• An excellent tool to use to develop standard work
  procedures

18
Cellular Layouts

• The arrangement of manufacturing work cells to
  allow for a flowing process
• With this concept, work can performed without the
  need for large inventory batches
• The parts enter the beginning of the cell as raw
  materials and exit the cell as completed units

19
Transition to Lean Six Sigma

• Total Quality Management
• Toyota Production System
• Six Sigma Process Improvement
• Theory of Constraints
• Value Stream Mapping
• Womack and Jones - Lean Thinking
• Rother and Shook - Learning to See

20
Lean Six Sigma

• Lean Six Sigma is a methodology that maximizes
  shareholder value by achieving the fastest rate
  of improvement in customer satisfaction, cost,
  quality, process speed, and invested capital.
• (Lean Six Sigma, Michael George, p. 13)

21
Acknowlegements

• Thanks to Laura Brown for her work on this lean
  initiative at Rheem and her contribution to the
  slide presentation.
• Thanks also to the other employees (both
  full-timers and co-op students) at Rheem who
  contributed to this project.
• Finally, thanks to Clyde Ingram for granting
  permission for Mercer to use Rheem training
  materials and photos.