Awareness To Lean & 7 Qc Tools

1. Awareness To Lean & Quality control Tools Nilesh Sawant

2. What Is Lean A principle driven, tool based philosophy that focuses on eliminating waste through continuous improvement by flowing the product on the pull (demand) of the customer in pursuit to perfection. The Key to Lean is about continuous waste elimination.

3. Why Lean

4. How To Lean Identify Problems (EXCESS) Quick Usage of Tools Methodology based on Action. Solutions Simple Complex Known Causes Unknown

5. 5s The 5S principle represents the five discipline that help maintain an efficient workplace, by minimizing waste. It also unravels the hidden waste in the system. 1. Seiri - Sort : Eliminating unnecessary items from workplace 2. Seiton - Set in Order : Efficient & effective storage ways. 3. Seiso - Shine : Keeping things clean and polished. 4. Seiketsu - Standardize : Standardizing best practices in workplace. 5. Shitsuke - Sustain : Commitment & adherence to established standards

7. Identify Value Stream & Eliminate Waste.

8. Make Value Flow.

9. Implement Pull.

11. price?

12. quality?

13. reliable delivery?

16. Continuous movement of products, services and information through the various transactions from end to end in the process

17. Flow appears impractical and illogical because we have been trained to think in terms of:

18. departments, silos

19. batches, queues,

21. Using signals (kanbans)

22. A system of cascading productionand delivery instructions in which nothing is done by the upstream supplier until the downstream customer signals the need Pull: Customer Centric

25. Use root cause analysis to solve problems promptly and

26. permanently.

28. What is Waste Cost –Value=Waste What it is What it Should Be

29. What is Waste Lean Focuses on working on the 3 M’s. Muda – Waste Mura – Inconsistency Muri –Un reasonableness

30. How to Identify Waste Lean on level 1 focuses on identification and elimination of wastes which can be categorized into 7 units. Over Production Inventory Motion Waiting Processing Defects Transportation Knowledge not being used and Miss- Use of resources can be added

31. Lean Tools Help Remove Muda

32. 5s Provides a simple way to organize and standardize the workplace • Employs visual tools to ensure efficiency and stabilize results • Employs team-based standards to keep workplace organized, clean and safe 5Ss for greater Efficiency

34. Be positive

35. Get everyone involved…..Make it fun

36. Keep initiatives visible

37. Maintain the momentum

38. Communicate need for 5S, roles of all participants, how it is implemented

39. Business Team Leader involvement is a must !!

40. Follow through - finish what is started - 5S takes effort and persistence

41. Link 5S activity with all other Action Workout initiatives5S Deployment Simple steps towards better functioning

43. Waste Overview Any activity that absorbs resources but adds no value is a Waste MUDA is a Japanese word, which stands for “Waste” Activities that add no value, add cost and time Waste is a Symptom; need to find root causes and eliminate them Waste points to problems within the system Typical Operation: 1-10% of the activities are value adding

44. Why visual management Why Visual Management Demonstrate how we manage our processes …Consistent Communication Excite customers/ stakeholders walking the floor… Visual Management Transparent view of Performance… Shared Ownership Escalate abnormalities… Quicker Resolution Decision making @ working level … Empowerment Showcase Successes… Create a sense of Pride

45. What will be different from current? • Standardized Look & Feel…. White board / Pinup …digitize gen2 • Place Strategically…. @ Entrance to every process… Aisle for huddles • Daily huddle…. Discuss performance , Hits & Misses, resolve issues • Keep Up-to date…. Identify Owner & display next update due • Leadership Engagement… floor walk What needs to be displayed Process performance - Dash boards, Biz Impact… Process improvements - Who, What, When…. drive momentum Exception situations - Handwritten…. Review by team daily Good to have: Process Map, Team Organization Managing Visually is a Culture Change

46. Value analysis Definition for Value add Any activity that transforms shape/nature of the product that the customer is willing to pay for is a Value added activity. • Physical change of product adds to its value • If the product does not add value, it adds to its cost or creates waste. • Value is always defined by the customer.

47. Value v/s non value Value-Added Step: • Customer pays for its occurrence • Changes the physical shape – e.g. Making system entry, Mandate Testing, Packing, Ordering material • Non-value-Added Steps: • Does not add value to the output • Not essential to produce the output – e.g. Revising, Rework, Review, Waiting, Inspection, Filing, Obtaining Approval, Motion, Counting, Delay

49. Should the customer’s process be mapped?

50. Should you partner with the customer toassess the processes?

51. Why Map a Process Flow of work evaluates the cycle time of the process under two broad categories: Process Time Delay Time Process Time + Delay Time _________________ Cycle Time

52. Estimate Time Spent in waiting and processing for each activity • Categorize Value Add and Non Value Add time • Calculate %VA • Brainstorm to reduce Steps / waiting to improve the value of the chain process.

54. Initiate Initiate and sign off on the process / Team for Lean Deployment Identify Identify Muda. Eliminate Eliminate Muda and Implement Pull Systems Stabilize Stabilize and continuously improve.

55. The lean Commandments

57. Pareto Analysis

58. Histogram

59. Cause and Effect Diagram31

61. Check sheets can be used for frequency tracking / error tracking depending on need and design.32

63. Check sheets can be used for frequency tracking / error tracking depending on need and design.33

65. Works on "80-20" rule.

66. Identifies vital few from trivial many.

67. Helps to bring ‘focus’ by prioritization principle.

68. Prepared by plotting integrated percentages.34

70. Distinguish problems.

71. Break all broad parameters to finer levels – be more specific

72. Collect data – frequency on distinguished problem areasLets See an example for RTB in Ops 35

73. Histogram What is a Histogram?In statistics, a histogram is a graphical display of tabulated frequencies. A histogram is the graphical version of a table that shows what proportion of cases fall into each of several or many specified categories. To Visually Understand the tendency of Distribution To know average and Variation Compare Variation and Tolerance 36

75. To suggest counter measures when the target has not been achieved

76. To select a theme/topic

77. To find causes of a specific problem37

79. Visual Display

80. Helps simulate identification of other potential root causes.38

82. Material

83. Mother Nature

84. Measure

85. Method

86. People39

87. Cause and Effect Diagram - Steps 1. Define the effect (results obtained through a process / Pain Area). 2. Determine the causes or the factors that have bearing (influence) on the effect, through a process of brainstorming by a group of concerned people. 3. Arrange the causes in the form of a fish-bone graph or cause and effect diagram. Major causes are indicated by larger bones and Minor causes are indicated by shorter bones. 4. Determine Vital causes .Take actions to improve in order of priority and importance or impact (Not more than 5). Main Cause Sub-causes or Minor causes EFFECT 40

88. Cause and Effect Diagram - Example 41

89. Open minds

90. Thank you

Awareness To Lean & 7 Qc Tools

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