The Value Of Lean Enterprise

• Key concepts and strategies overview
  
  
• Concepts/Tools
  
  ACTIVITY: Work through the Can Manufacturing case example (from “Lean Thinking”) and perform manual calculation of “manufacturing cost” and “total system cost” for two different supply chain management options
  
  

Lean Initiative: Define

• Set-up
  
  
• Vision
  
  ACTIVITY: Draw and compare a “to-be” ideal process with the current state. Describe the “perfect” process (20 min)
  
  
• The Lean initiative charter
  
  ACTIVITY: Write opportunity and goal statements for an initiative, and determine what additional facts or measures will be needed to quantify and validate the same (20 min)
  
  
• Documenting the process & requirements
  
  ACTIVITY: Define a SIPOC and identify customer requirements for the key output (50 min)
  
  
• Planning to drive change
  
  ACTIVITY: Identify stakeholders and note their requirements on the SIPOC (20 min)
  
  

Lean Initiative: Investigate

• Identify obvious root causes of waste and variation
  
  
• Value and Time Analysis
  • Process Mapping builds to Value Stream Mapping
  • Value Stream Mapping – why, what, and how Components
    
    ACTIVITY: Each team creates a Value Stream Map from one or more of the SIPOC elements for their process (60 min)
    
    FOLLOW-UP ACTIVITY: estimate or collect actual data on cycle time and inventory within the process to place detail on the maps (90 min)
    
    ACTIVITY: For the VSM mapped before, identify VA, VE and NVA steps (20 min)
    
    ACTIVITY: Calculate and place WIP / Inventory information on the VSM (20 min)
    
    ACTIVITY: Observe / estimate wait and work time for each step in the process. Place information on the map (30 min)
    
    ACTIVITY: identify and mark on the map ¬ communication flow, ¿pullî and pushî flows, scheduling functions (20 min)
    
    
• Assess value stream for opportunities to enable future flow solutions
  
  ACTIVITY: Identify issues / concerns with the process and customer impact. (30 min)
  
  
• Investigating causes
  
  ACTIVITY: Use a fishbone diagram to determine the causes and determine 1-3 most likely causes for further investigation (40 min)
  
  
• Confirming with data
  
  
• Investigating causes
  
  ACTIVITY: Identify (on the VSM) the yield of each process step, get RTY (45 min)
  
  

Lean Initiative Attainment: Streamline

• Identifying Solutions for Just in Time Flow and Pull
  • Red tag process
    
    INDIVIDUAL ACTIVITY: Tag unnecessary items in the work area and ¿claimî others° marked items if needed (30 min)
    
    
  • Generating new innovative ideas through brainstorming, multi-voting and other techniques
    
    ACTIVITY: Using the tools learnt, identify 5 ¬10 solution ideas, and determine steps to make final choice (45 min)
    
    ACTIVITY: Based on solutions identified, modify the value stream map (45 min)
    
    
• Advanced "flow" solutions
  
  
• New tools and “mindset” required for establishing JIT flow
  • QuickChange (a.k.a. SMED)
    
    ACTIVITY: Identify potential flow solutions and discuss the costs/risks associated with changes, their impact, mitigating strategies (60 min)
    
    
  • Cell Design
    
    ACTIVITY: IN sub-teams. visit critical work cell, and re-align work to optimize design for sub-processes (60 min)
    
    
  • Scheduling level production and leveling demand
    
    ACTIVITY: Brainstorm to develop further advanced ¿flowî solutions and reduce list, using tools learnt earlier to select best solutions (45 min)
    
    
• Selecting final solutions
  
  ACTIVITY: Using the Impact /Effort matrix created earlier, review each potential solution for an iterative solution selection process (60 min)
  
  
• Implementing solutions
  
  ACTIVITY: Develop a preliminary action plan based on the solutions decided upon earlier. (45 min)
  

Lean Initiative Control

• Controlling the flow using "Pull" (including Kanban), plus planned "report-outs" from teams to Champions / Sponsors
  
  ACTIVITY: Review sources of information about customers, identify best sources, and plan "action" to obtain/communicate demand information to all process participants (20 min)
  
  ACTIVITY: Identify loops in the process, optimum methods to control production/delivery and target sizes for an action plan for a Supermarket (60 min)
  
  
• Advanced lean tools to control Just-in-Time production or service delivery with ongoing measurement.
  • Monitoring and control by documentation, dashboards, control charts
    
    ACTIVITY: Identify measures for ongoing monitoring, who needs these, formats for measures, data collection / presentation (60 min)
    
    
• Visual Control
  
  ACTIVITY: Using the chart provided identify measure components and develop an action plan for performance accountabilities (45 min)
  
  
• Documentation and translation
  
  ACTIVITY: Identify "spin-off" projects to pass of to champion / leadership team (15 min)
  
  ACTIVITY: For the project discussed, review progress, firm up action plan for close within 30–60 days (30 min)