Define

19. Lean Enterprise - History of Lean

Defined phase. A Lean History of Lean Pioneers The list below shows the names of individuals who have made major contributions to the concept of lean enterprise. The list includes Frederick W. Taylor, Henry Ford, Sekichi Toyota, Kiichiro Toyota,Aid Toyota, Shige Yoshingo, James Womack, Daniel Jones, Anand Sharma, Michael George In the following discussion, we will look at the details of each of these contributors in the following discussion.Let us now take a look at each of the lean pioneers in detail. Frederick Winslow Taylor, one of the most influential people of the twentieth century, most notably since the Federalist Papers. Peter Drucker about Frederick Taylor in 1977. The American Management Association considered the top 71 contributors to management thought and practice, and Taylor ranked first, receiving 31 votes. Henry Ford received the secondmost votes, with just three. Mr. Taylor's books were considered vital during the economic recovery of Japan after World War II. Born into a wealthy Philadelphia family, Frederick Taylor chose to be an engineer. His career started working as an apprentice in a machine shop, and he later became a foreman. He obtained a mechanical engineering degree from Stevens Institute of Technology in 1883. His focus was always on improving the methods of work and achieving efficiencies in the shop. This characteristic no doubt led him to develop his own system and thus be called the father of scientific management. Frederick Taylor was also known as an efficiency expert. He was the original time and motion studies specialist. He propagated the application of scientific methods to obtain maximum output. This was accomplished by having management and control of the workplace and by detailing the minute routine of the workers. The complexity of the job was removed through operational analysis. Thus, he could take a person from the street and train that person to do a simpler operation. Work now requires fewer brains, fewer muscles, and less independence. Taylorism was the application of scientific methods to obtain maximum efficiency in industrial work. Taylor emphasised in his book The Principles of Scientific Management that both the employer and the employee must prosper. One can have high employee wages and low manufacturing costs. Maximum prosperity can exist as a result of maximum productivity. Some key tailor concepts are understanding each element of the task, selecting, training, and developing the worker. Have a division of work between management and workers. Cooperate with the worker to follow the procedure. Some select highlights of Frederick Taylor's career are at Midvale Steele. His earliest contributions were to SME.Stevens Institute of Technology, consultant to Bethlehem Steele spokesman and author of Scientific Management, and president of ASME, the American Society of Mechanical Engineers. Henry Ford Henry Ford was born and raised on a farm near Dearborn, Michigan. The early part of his career included jobs as an apprentice, machinist, a sawmill operator, and an engineer. In 1883, he became the chief engineer of the Edison Illuminating Company and later left his organisation to found the Ford Motor Company. The introductorycar of the Ford Motor Company, which was founded in 1903, was the Model A. The Model T was created in 1908 after 20 design changes. Ford vehicles were designed for ease of manufacturing and use. Vehicle parts were interchangeable and simple. The common man was able to drive and repair his own car. In 1927, the Model A was launched to meet the features offered by other US competitors. Henry Ford was known to be a master of mass production. The successful implementation of the assembly line at the Highland Park plant in Detroit in 2013 reduced costs and increased productivity for the Ford Motor Company. Because of the lower manufacturing costs, automobiles became more affordable to the American people. In 1908, the workers required an average station task time of 514 minutes. With improved work techniques and time and motion studies,the average task was reduced to two hours and three minutes. In 1913, the introduction of the assembly line pushed the average task cycle time down to nine minutes. This was accomplished by reducing the complexity of the tasks. The operator did not need to be a skilled craftsman. It must be noted that the use of the assembly line resulted in a labour turnover rate of 380% at the beginning of 1913 and 900% by year's end. On January 4, 1914, wages were doubled to $5 per day. The increased wages resulted in a much improved retention rate. In 1915, the Highland Park plant had 70 workers and there were 50 different languages spoken in the plant. Therefore, the reduced complexity of the tasks helped in the training of new workers. Henry Ford did not just focus on managing the internal resources of the plant. He also sought to reduce costs and increase productivity by controlling the cost of raw materials. The River Rouge plant near Dearborn, Michigan is a great example of vertical integration. Ford Motor Company had a steel mill for producing steel, a glass factory for making windshields, rubber plantations in Brazil, and iron ore mines in Minnesota. Ford also owned the ships that carried the ore. Some basic facts about the River Rouge plant for the year of 1930: there were 81,000 employees, 6,952,000 production spaces, and $268,991,552 in investment costs. Henry Ford was an advocate of reducing waste in every operational area. Some examples include using straw from their farm to make forts for steering wheels and reusing worn steel rails. removing scrap steel at the River Rouge plant, reworking broken tools and equipment. transforming used paper, rags, and hardwood into binderboard Mass production techniques involve the interchangeability of parts, interchangeability of workers, simplification of tasks, and better organization. These techniques were widely used for 60 to 70 years and were adopted by companies in North America and Europe. Some highlights of Ford's accomplishments include building his first automobile, the Quadracy. founded the Ford Motor Company,serving as its vice president. In 1913, they started the first moving assemblyline at the Highland Park plant. constructed the world's largest industrialcomplex, the River Rouge plant. One of every three cars purchased is a model T. The 15,000,000th model T was produced. Sakichi Toyota Sakichi Toyota was a businessman and was called the king of inventors. He was a carpenter by trade and thus able to work with his hands. He had his first patent in 1880 and, in 1887, invented the first Japanese power loom. Because other members of the Toyota family and friends were in the cottage industry of weaving, this led him to try to reduce the amount of manual labour and effort required for weaving. For his efforts, he used a steam engine as the source of power for the looms. As an engineer, he spent many hours working and reworking the steam engine to operate properly and then to link to the looms to obtain a power loom. A prime concept used at Loomworks wasjudoka automation with a human touch. This invention was designed to stop the loom whenever a thread broke. A human did not have to always be present to oversee each loom. This enabled workers to handle more than one loom and provide more value-added work. He followed up with the founding of Toyota Automatic Loom Works in 1926. The sale of the patent rights to Platt Brothers of England for 100,000 British pounds, or 1 million, or around $500,000 US, provided the research funds for entry into the automotive industry. Kiichiro Toyota. Kiichiro Toyota was the son of Sakichi Toyota and the second president of Toyota Motor Company. He was a mechanical engineering graduate of Tokyo Imperial University with a focus on engine technology. In 1929, Kiichiro Toyota went to England and negotiated the patent rights to the mistake-proof loom. The funds from the sale helped to finance the automotive efforts of Toyota automatic loom marks. Kiichiro Toyota made a tour of US autoplants in 1929, followed by his own research efforts on motor vehicles in 1930. In 1935, the company was able to produce three model A one-passenger cars. During that year, the government mandated the building of trucks, causing the passenger car activity to end. There were 18 model G-1 trucks built by the end of 1935. The Toyota Motor Company (TMC) was spun off as a separate company in 1937. From the beginning, the concept of just in time was used due to a lack of materials. This concept had to be used for economics and to increase cash flow. Mr. K. Toyota was very much influenced by histrips to floor plants and by seeing the supermarket process of restocking goods on the shelves. Toyota Motor Company faced bankruptcy during the postwar years due to inflation and credit management problems. The situation even led to the layoff of workers and a series of strikes. In a classic show of the sense of obligation and responsibility, Kiishiro Toyota took responsibility for this failure and resigned as president. In 13 years of manufacturing, 2685 automobiles had been produced by TMC, compared to 8000 per day from the Ford River Rouge plant. KIIRO Toyota was asked to return as president in early 1952,but died suddenly within a year at the age of 57.

20. Lean Enterprise - History of Lean pioneers

Aegi Toyota Aegis Toyota was the younger cousin to Kiichiro Toyota. He also attended Tokyo Imperial University, studying mechanical engineering from 1933 to 1936. Upon graduation, he was persuaded to join his cousin's business and started a research lab called the Car Hotel. This garage housed AEG and his staff as they conducted research on engines, repaired cars, and worked on other special projects. AEG Toyota was drafted into the army and released back to industry within two months. He worked in the auto business during the war effort, making trucks. He became a director of Toyota Motor Company in 1945 and its managing director in 1950. In 1950, due to labour strife and the resignation of President Ki Chiro Toyota, he travelled to the United States for a three-month tour of the auto plants and their suppliers. This trip provided evidence to Toyota that little Toyota Motor Company could compete in the automotive arena, but not using the same mass production techniques. There was waste in the system and TMC could build on that note. At this time, Toyota was producing 40 units per day while Ford Rouge was at 80 per day. In 1955, AEG Toyota drove the first Crown passenger car off the assembly line. The Crown is credited with transforming TMC into a large company. Etota was president of Toyota Motor Company from 1967 to 1982. During that time period, he sponsored Taiutiano's hard work inside TMC. Upon the merger of Toyota Motor Company and Toyota MotorSales, he served as chairman under Taiichi Ono Taiichi Onowas the creator of the Toyota production system. He graduated from Nagoya Technical High School and joined Toyota Spinning and Weaving in 1932. In 1943, he transferred to the Toyota Motor Company. By 1947, he managed the machine shop where he experimented with parallel lines and or L-shaped processes. Of course, there was much resistance from the machineoperators since he was from the weeding company. He was aware of Jidoka automation with a human touch and used it productively in the auto company. In the 1950s, he also toured the United States' autoplants to view and evaluate the mass production process. From the tour, I learned that the mass production system could achieve economies of scale and reduce costs, but that the system was still full of waste. The waste was present in the forms of overproduction, excess inventory, long setup times, rework, etc. Earlier, Kiichiro Toyota had set an impossible goal for Toyota Motor Company to catch up with America. The initial estimates of productivity were nine to one. That is, it took nine Japanese workers to equal the productivity of one American. The adoption of a customised mass production system with the elimination of waste could be the method for catching up. Shigeo shingo Shige Oshingo was influenced by Frederick Taylor's book, The Principles of Scientific Management. He first read a Japanese version in 1924. Shingle was one of Japan's foremost consultants on manufacturing operations improvement. He has written many books on improvement, including the revolution in manufacturing, the Smed system,zero quality control, source inspection, and the Polka-Ke system, non-stock production, and the Toyota production system from an industrial engineering viewpoint. Shingle graduated in 1930 with a mechanicalengineering degree from Yamanishi Technical College and started to work at the Taipei Railway Factory. In 1945, he became a consultant to industry through the Japan Management Association, or JMA. He started performing quick dye changework in 1950 at Toyo Industries. By 1959, Shigeo Shingo formed his own consulting firm, the Institute of Management Improvements, and provided consulting throughout the Far East. Much of his work was centred on mistakeproofing, zero quality control, and supplier sourcing. It was not until 1969 at the Toyota Motor Company that Taiichi Ono demanded the impossible and the SMED single-minute exchange of dye concept really came to life. Ono's demand was to reduce setup time from 1.5 hours to three minutes. It had previously been 4 hours,so three minutes seemed impossible. But within three months, the goal was accomplished. Shigeo Shingo trained and consulted for TMC from 1954 until 1982. During that time, he conducted over 87 sessions involving over 20 students. While he was not a Toyota employee,he was a consultant that assisted in the development of the Toyota production system. In 1988, he was awarded an honorary doctorate in business from Utah State University. The Shingle Prize was established by the College of Business at Utah State University to promote lean, world-class business practises to enable a company to compete globally. The first winner in 1989 was Globe Metallurgical Incorporated of Cincinnati, Ohio. Mr. Shirley's career highlights include beginning work at Taipei Railway. In 1945, he joined the Japan Management Association as a consultant, where he worked on SMED before establishing his own firm, the Institute of Management Improvement, and consulting at Toyota Motor Company. James Woback and Daniel Jones James Wilmack and Daniel Jones have been linked together as researchers on the capabilities of the automotive industry since 1079. MIT Professor Daniel Russ recruited them for an aggressive study of the automotive industry titled The Future of the Automobile. The Future was published in 1984, with one of the conclusions showing a three-to-one productivity difference between Japanese and American workers. This was an incredible turnaround from Tai II Ono's initial estimate that the Japanese to American worker productivity ratio was one to nine in the 1950s. Their report induced a total of 36 companies, agencies, and countries to support a more intensive$5,000,000.51 year study of the Toyota system and the rest of the industry. This study led to the monumental book, The Machine That Changed the World. This book changed the world of mass production by detailing how lean manufacturing produces products with perhaps half the resources as before, that is,human effort, space investment, engineering, and time. Wolmack and Jones have jointly published two more lean books. Lean Banish Waste and Create Wealth in Your Corporation, as well as Lean Solutions for Companies and Customers to Create Value and Wealth Together. Dr. Wilmack received a PhD in Political Science from MIT in inequality and was a research scientist at MIT from 1979 to 1991. Professor Jones joined Cardiff University Business School in 1989 as a manufacturing professor and served as the founding director of the Lean Enterprise Research Center from 1994 to 2001. Wok and Jones have established a global network of lean manufacturing with individual networks in America and Europe. Anand Sharma is president and CEO of TBM Consulting Group, Durham, North Carolina. He was profiled by Fortune magazine as one of the heroes of US manufacturing in March 2001. In 2002, the Society of Manufacturing Engineers awarded Mr. Sharma the Donald C. Burnham Manufacturing Award for achieving manufacturing excellence without sacrificing human capital. His supporters state that he is an expert who can figure out what is wrong with an organisation by walking the shop floor. He proclaims that where other people see complexity, he looks at how simple things can be. His company, TBM Consulting Group, employs over 70 employees and has worked with over 500 enterprises to improve manufacturing productivity and profits. Mr. Sharma prides himself on refusing to work with firms that will lay off workers due to the use of his system. Mr. Sharma is a graduate of the University of Rock in India. After an initial position in India, he moved to the US. working for a variety of companies. His last corporate position before consulting was as vice president of strategic planning at American Standard. Mr. Sharma learned the Toyota production system from the Shingi Jutsu group in Japan. Mr. Sharma has an MBA from Boston University and has recently coauthored two books on The Perfect Engine: How to Win in the New Demand Economy by Building to Order with Fewer Resources and The Antidote: How to Transform Your Business for the Extreme Challenges of the 21st Century. Michael George Michael George is chairman and CEO of the George Group, based in Dallas, Texas. His company has worked with over 300 clients, focusing on operational performance and shareholder value through Six Sigma lean Six Sigmamanagement of complexity and innovation efforts. Mr. George has a BS in physics from the University of California and an M.S. in physics from the University of Illinois. His first assignment was at Texas Instruments in 1964. In 1969, he founded International Power Machine,which he sold to Rolls Royce. The funds from the sale enabled him to travel to Japan to study the Toyota production system. The George group was formed in 1086. Mr. George is the holder of several patents on the reduction of process, cycle time, and complexity. He has authored or coauthored a multitude of LeanSix Sigma books, including Fast Innovation and Lean Six Sigma. Lean Six Sigma for Service and Conquering Complexity in Your Business. Shiny Jutsu Company Ltd. The premier consulting firm in leanmanufacturing is Shiny Jutsu Company Ltd. with its main headquarters in Gifu, Japan. In Taiigi, Ono helped form Shinji Jutsu Company Ltd. as a business for his loyal deputies to gracefully leave Toyota. Yoshika Iwata, Chihiro Nakao, the president, and Akira Takanaka were the three founders of the new firm. Shinjijutsu in Japanese means "new technologies." The Shiny Judson mission is to find a way to combine people, materials, and equipment efficiently to improve the financial condition of companies. A partial list of clients includes Jake Brake,United Technologies, Otis Pratt and Whitney, Boeing Porsche mold, American Standard, and TV Consulting. Shingijitsu strives to consult only with companies that have a strong commitment to the struggle for continuous improvement and will uphold respect for the people.

21. Lean Enterprise - Lean and Six Sigma

Define phase lean, enterprise lean, and Six Sigma lean, enterprise lean, and Six Sigma There is an ongoing debate in some organisations regarding the difference between lean and Six Sigma and whether they are mutually exclusive. Toyota, in particular, is credited with makingleaning a well-known approach, as embodied in the Toyota production system, or TPS. Lean is about eliminating waste, taking time out of processes and creating better flow. Asked about the essence of lean, TPS Taiigiano summarised it as all we're trying to do is shorten the timeline from order receipt to collecting the cash for the goods or services provided. Six Sigma has been defined in a variety of ways. One definition states that Six Sigma is a business strategy and philosophy built around the concept that companies can gain a competitive edge by reducing defects in their industrial and commercial processes. A few key characteristics of Lean and Six Sigma are compared below. There are some explanations from the point of view of lean and Six Sigma. From the improvement perspective, Six Sigma reduces variation and lean reduces waste. Six Sigma aims at a process performance of three to four defects per million opportunities,and Lean focuses on improving speed. Poor quality comes at a cost, and lean operations improves operating costs. Six Sigma has a longer learning curve than lean has a shorter one. Six Sigma uses various approaches for process improvements,whereas Lean mainly uses value stream mapping. The project length for a Six Sigma project is two to six months, and for lean it's one week to three months. Data is the main driver in a Six Sigma project, while demand is the main driver for lean. Six Sigma projects are of higher complexity,while Lean projects are of moderate complexity. Should Six Sigma and Lean coexist in any organization? The answer to this question is self-evident, yes. Lean approaches should precede and coexist with the application of Six Sigma methods. Why? Put simply, lean provides stability and repeatability in many basic processes. Once stability has taken hold, much of the variation due to human processes goes away. The data collected to support Six Sigma activities thereby becomes much more reliable and accurate. Lean and Six Sigma tools can be depicted on an axial continuum, with lean and six sigma in the middle. Major business problems fall into the following categories: There seems to be a lot of waste. There is a need to minimise inventories and redundancies. There is a need to improve workflows. There is a need to speed up processes. There are human mistakes. If so, then lean tools should be utilised to eliminate waste. Waste is a part of every process and should be identified and eliminated. Simplify Processes If processes are more complex, we would require a highly trained task force to execute the activities of those processes. Hence, processes should be simplified as much as possible, and lean tools could be used to do that. Increase Speed speed is a very important factor for customers. If the speed component is improved, it has a direct correlation with customer satisfaction. Improved Flows If the flow of product is not streamlined during the production phase, it could lead to bottlenecks, increased idle time, and much more. Hence, wherever possible, lean tools should be used to improve flows within our processes. Minimize Inventories are a critical aspect of a given process. Larger inventories lead to higher costs for real estate. It also leads to raw materials' wear and tear, and much more. Similarly, lower levels of inventories lead to a halt in production due to nonavailability of raw materials when required. Mistake Proof Process lean is effectively used to reduce or eliminate mistakes in given processes. However, if organisational challenges exhibit the following attributes, there are quality issues. There is excessive variation. There are complex problems. There are challenging root cause identifications. There are numerous technical considerations. In these cases, Six Sigma tools should be utilised to minimise variation use scientific problem-solving techniques utilize robust project chartering and focus on quality issues. employ technical methodologies Most executives recognise that they have a combination of both sets of issues. Placing Lean Six Sigma in the middle of this continuum reflects a more holistic and synergistic approach. If a specific problem requires only Lean or Six Sigma tools, then that is perfectly okay. Lean Six Sigma is a relatively new paradigm, providing a broader selection of approaches. If the only tool in a company's bag is a hammer, then all problems start to look like a nail.It is best to have a toolkit with an international set of tools, principles, and ways of thinking. Both Six Sigma and Leanfocus heavily on satisfying customers. Six Sigma makes customers the primary driver for action in a war on variation and identifies opportunities that promise a large, fairly immediate financial reward. Lean considers customer inputs and conducts a war on waste. One of the selling points that some Six Sigma gurus tout is that Six Sigma zeros in better on big bang improvements. Black belts are expected to target and achieve large bottom line savings in projects every year. Both Six Sigma and Lean empower people to create process stability and a culture of continuous improvement. The cornerstones of a lean strategy are tools such as Value Stream Mapping (VSM), workplace organization, or five S TotalProductive Maintenance (TPM), Kanban, or PulseSystems setup, production teamwork, error proofing,problem solving, cellular manufacturing, and one-piece flow. Many problem identification and problem-solving techniques are commonly used with both Lean and Six Sigma methodologies. These include brainstorming, cause and effectdiagrams, the five Y's, Paredo analysis,eight DS, FMEAs, and others. Both Six Sigma and Lean methodologies place heavy emphasis on careful problem definition. Six Sigma better promotes a rigorous systematic process to find the true root cause or causes of the problem. Value Stream Mapping is a principal lean diagnostic tool. It is credited to Toyota, who called it material and information flow mapping. A VSM creates a visual representation of what is happening in a process to improve system performance. Process mapping is a tool favoured by the Six Sigmacommunity and is best used to identify the inputs, outputs, and other factors that can affect the process. Should Six Sigma and lean coexist in any organization? Yes. He feels that lean approaches should precede and coexist with the application of Six Sigma methods. Why? Put simply, lean provides stability and repeatability in many basic processes. Once stability has taken hold, much of the variation due to human processes goes away. The data collected to support Six Sigma activities thereby becomes much more reliable and accurate. What has been occurring for some time, at least the past several years, is a marriage of lean and Six Sigma initiatives into a unified approach called lean, Six Sigma, or somevariant of this nomenclature presented graphically. Suppose lean specific projects represent a 6% corporate improvement over time and Six Sigma initiatives represent another 6% improvement, then a combination could potentially represent an improvement of 12% or more. Authorities tout improvements such as margins, inventory reductions,waste elimination, etc. ranging from 2% to 20%. These percentages depend upon the industry and the initial measurement base. Quality Digest in November 2006 cites research from Avery Point Group, a search firm specialising in lean and Six Sigma placement, indicating that lean and Six Sigma are destined for eternal togetherness. According to Avery Point Group, approximately one-half of employers are looking for employees with both lean and six-sigma skill sets. Six years ago, books published on the combined use of lean and Six Sigma were virtually nonexistent. Today, they represent almost half of the leanbooks and 25% of the Six Sigma books published. Tim Noble, manager of Avery Point Group, states that those companies that perpetuate the divide between Six Sigma and lean are clearly missing the point. The two are clearly complementary tool sets, not competing philosophies. An increasing number of organizations, such as manufacturing services, hospitals,municipalities, military insurance, etc., have been unifying their efforts into a lean Six Sigma approach. The mechanisms of these combinations vary widely. The most effective approaches include management, direction and involvement, a cadre of trained specialists, the use of teamwork, the use of project management, teammember training, the humane treatment of people, anunderstandable problem-solving methodology, and some mechanism to apply the appropriate tools. Refer to table one for some applications of the various lean and six sigma tools. Define value streammapping, charter, problem statement, voice of customer communication plans, CTQ issues, business results, benchmarking measure, and prioritisation at various stages of problem solving. ANOVA multivariate analysis hypothesis testing improves DoeKaizen events to see full system speed. SPC, visual controls, and control plans improve DoeKaizen events to see full system speed. TPM standard work procedures and training requirements for work instruction.

22. Lean Enterprise - The Seven Elaments of Waste

Lean enterprise defined phases Muda refers to non-value-added waste activities. This term describes the waste that exists in a process. Step work is applied to each process. The useful activities that the customer will pay for are considered value-added. The other activities are not important to the customer or contain elements that the customer will not pay for. These non-paying activities are muddy. A list of seven waste categories described in future slides is widely used. Overproduction: The muda of overproduction is producing too much at a particular point in time. Correction: The correction of defective parts involves a second attempt at producing a good item. Inventory Parts: raw materials, work in progress, goods. Inventory supplies and finished goods are all forms of inventory motion. The efficient use of the human body is critical to the well being of the operator. Over Processing processing muda consists of additional steps or activities in the manufacturing process. Conveyance of all forms of conveyance is muddy. Waiting The muda of waiting occurs when an operator is ready for the next operation but must remain idle. Overproduction: The muddah of overproduction is producing too much at a particular point in time. Overproduction is characterised by producing more than is needed by the next process or customer, producing earlier than needed by the next process or customer, and producing faster than is needed by the next process or customer. In the just-in time environment, producing too early is as bad as producing too late. Parts need to be available at a certain location at a certain time according to the customer's schedule. Having the product too early, too late, or in quantities that are too great will result in undesirable consequences such as extra space used at the customer's plant, extra space used at the organization's plant, extra raw materials in use,extra utilities used, extra transportation for the customer and organization, and extra scheduling costs. Corrections and Inventory Correction The correction of defective parts involves a second attempt at producing a good item. Scrapping the whole part is a definite waste of resources. Having rejects on a continuous flow line defeats the purpose of the continuous flow line. Operators and maintenance will be used to correct problems Putting the TAC time correction may require non-conforming product forms to be filled out by suppliers. Various design changes are possible. Also, design changes are often considered a correction or an extra development effort. Both of these activities will create the need for additional labor. reworking the defects in a transaction, calling the customers to correct the information that was earlier given as incorrect, etc. These are some of the examples of corrections. Raw materials, work in process, semifinished goods, inventory supplies, and finished goods are all forms of inventory. Excess inventory is considered muda since it does not add value to the product. Inventory will require space in the shop. Transportation, forklifts, conveyor systems, additional labor, and interest on material costs are all required. Inventory sitting around in various process stages can be adversely affected in the following ways: it may gather dust. It can deteriorate. It can become obsolete. It may get wet, and it can experience handling damage. Motion and motion processing The efficient use of the human body is critical to the wellbeing of the operator. Extra, unneeded motions are wasteful. Operators should not have to walk excessively, lift heavy loads, bend awkwardly,reach too far, repeat motions, etc. New tools should be designed to help with strenuous hand or body motions. The layout of the workplace should be designed to take advantage of proper ergonomics. Each workstation should be analysed for ergonomic and motion requirements. Ergonomics can eliminate factors in the workplace that may cause injuries and loss of production. Some guidelines for providing sound ergonomic principles in the workplace include emphasising safety at all times, fitting the employee to the job, and changing the workplace to fit the employee and not vice versa. Design the workplace so that neutral body positions are maintained. Redesign tool handles to reduce stress and injury. Vary the tasks through job rotations every two to four hours. Make the machines serve the humans. Processing processing muda consists of additional steps in the manufacturing process. Examples include the following burs from a manufacturing process reshaping each piece due to poor dyes. Adding an extra handling process due to a lack of space to perform an inspection step All inspection is non-value-added, repeating productchanges that are unnecessary, maintaining extra copies of information conveyance and waiting. Conveyance: all modes of transportation are muddah. This describes the use of forklifts, conveyors, pallet movers, and trucks. This can be caused by poor plant layouts,poor cell designs, use of batch processing, long lead times, large storage areas, or scheduling problems. Conveyance should be eliminated whenever possible. The mood of waiting occurs when an operator is ready for the next operation but must remain idle. The operator is idle due to machine downtime, lack of parts, unwarranted monitoring activities or line stoppages. A maintenance operator waiting at a toolbin for a part is muddah. The muda of waiting can be characterised by idle operators, breakdowns and machinery changes, overtime, uneven scheduling of work, batchmaterial flows, and long and unnecessary meetings. Implementing Five S is the fundamental first step for any manufacturing company wishing to call itself world Class.The presence of a five-step programme is indicative of the commitment of senior management to workplace organisation, lean manufacturing, and the elimination of muda. The Five S programme mandates that resources be provided in the required location and be available as needed to support work activities. The five Japanese S words for workplace organisation are Seiti, or proper arrangement, seitanor orderliness Cleanup seiketsu or Standardisation shitsky personal discipline for American companies. The translated English equivalents are sorted to separate out all that is unneeded and eliminated. Put things in order. Everything has a place. Everything should be scrubbed or shined clean. Make the workplace spotless standardise Make sure your cleaning and checking routine sustains commitment to the previous four steps and improves on them. The Five S approach exemplifies a determination to organise the workplace, keep it neat and clean,establish standardised conditions, and maintain the discipline that is needed to do the job. Numerous modifications have been made to the Five S structure. It can be reduced to four s.It can be modified to a five s plus one or six s programme where the six s is safety. The Five S concept requires that discipline be installed and maintained. Details of a five-s programme are itemised below in a step-by-step approach. Step One Sorting or organising set up a schedule to target each area and remove unnecessary items in the workplace. "Red tag" unneeded items Keep records of everything that is thrown away and repair items that will be needed. Major housekeeping and cleaning is done by area. Inspect the facility for problems. Breakages, rust, scratches, and grime. List everything that needs repair. Deal with the causes of filth and grime. Prioritize areas with red tag grime for cleaning. Perform management reviews of this and other steps. Step two is to straighten. Have a place for everything and everything in its place to ensure neatness. Analyze the existing conditions for tooling equipment, inventory, and supplies. Decide where things go and create a name and location for everything. Decide how things should be put away, including the exact locations. Use labels, tool outlines, and colour codes. Obey the rules determined by everyday control and out of stock conditions. Identify who does the reordering and reduce inventories. Determine who has missing items or if they are lost. Place aisle markings for dollies, forklifts, and boxes. establish palette zones for work in progress or WIP. Step Three: Scrub, Shine, and Clean. This is more than keeping things clean. It includes ways to keep things clean. Establish a commitment to be responsible for all working conditions everything in the workplace, including equipment. Perform root-cause analysis and remedy machinery and equipment problems complete training on the basics of equipment maintenance. Divide each area into zones and assign individual responsibilities. Rotate difficult or unpleasant jobs implement three-minute, five-minute, and ten-minute-five-s activities. Use inspection checklists and perform white glove inspections. Step four: standardise and make the five s activities routine so that abnormal conditions are detected. determine the important points to manage and where to look to maintain and monitor facilities to ensure a state of cleanliness. Make abnormal conditions obvious with visual controls. Set standards, determine necessary tools, and identify abnormalities. Determine inspection methods. Determine short-term countermeasures and long-term remedies. Use visual management tools such as colour coding, markings, and labels. They provide equipment markings, maps, and charts. Step Five Maintain your commitment to the previous four steps and strive to improve on them. Acquire self-discipline through the habit of repeating the four previous steps establish standards for each of the five steps. Establish and perform evaluations on each step. Summary You learned the following during this session: What is lean? What is the history of lean? Lean and Six Sigma together? What are the three elements of waste? In the define phase, you learned about what the basics of Six Sigma are. What are the fundamentals of Six Sigma? What are the ways of selecting Lean Six Sigma projects? What is a lean enterprise?

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