Lean Roadmap Line Design 2013

LEANROADMAP
LEAN STEP-BY-STEP SERIES
MIXED-MODEL
LINE DESIGN
LEANROADMAP
The LeanRoadMap is a registered trademark of Leonardo Group Americas, LLC (http://www.leonardogroupamericas.com) 2013 All rights reserved worldwide.
LEANROADMAP GETTING STARTED
Welcome to the Mixed-Model Line Design LeanRoadMap

The Mixed-Model Line Design LeanRoadMap leads you through the step-by-step process of designing and implementing a Lean production line or cell that is able to build any product any day, one at a time, in the
right sequence, and to customer orders. Additional tools, reference materials and tips are also documented in the roadmap. A well-designed and sustained production system is a requirement for any Lean
manufacturer, and designing the line correctly up-front is the best way to avoid excessive need for Kaizen activities later on.
MIXED MODEL LINE DESIGN ROADMAP (1.0)

CREATE ASSESSMENT This shape indicates that there are
1.1 Create Assessment and Master Plan This shape represents the additional resources available, in the
AND MASTER PLAN start and end of a process. form of documents, training courses
1.2 Gather Data or materials, or software tools.
1.3 Calculate Resources

1.4 Define Workstations 1.1 This shape represents a task
CALCULATE within a process or sub-
1.5 Develop Conceptual Layout RESOURCES process. This symbol is used to
GO
signify a jump to another
1.6 Design CAD Layout TO
1.2 LeanRoadMap process.
1.7 Develop Deployment Plan This shape shows the
sequence of work between
1.8 Conduct Training tasks.
1.9 Bring Lean Process Live

This symbol indicates that
1.10 Kaizen Line Performance 1.2.3
This shape represents a an additional drill down
ELECTRONIC
decision point, where the roadmap is available as a list
1.11 Perform Lean Audit and Certification DATA
process can diverge or of sub-processes.
AVAILABLE?
where a prior task needs to
have been completed.
The Kanban Manager is

the owner of the Kanban
system, and the leader This shape represents a
of the implementation Each task or activity will grouping of tasks that can
efforts described in this normally be accompanied be done in parallel.
document. This is a full- by some additional
time job. commentary.
LEANROADMAP MIXED MODEL LINE DESIGN(1.0)
Assess current condition of Lay out work in parallel or

business with Lean Compile data for Calculate Takt times, labor
in sequence. Divide and Using Resource Calculations,
assessment. Develop Value quantitatively-based Lean and machinery resources,
balance work content. prepare a paper-based
Stream Maps and set target Line design: products, and work locations
Design workstation layouts, conceptual layout of new Lean
areas, schedule and volumes, machinery, work required to build target
material presentation and Line: processes, machinery,
expected benefits. content and labor, Process volumes and mix.
best work methods (GWIs). workstations, and IPKs.
Flow Diagrams.
1.1 1.2 1.3 1.4 1.5 1.6

CREATE ASSESSMENT GATHER DEVELOP STANDARD CALCULATE DEFINE CREATE
AND MASTER PLAN DATA WORK DEFINITIONS RESOURCES WORKSTATIONS CONCEPTUAL LAYOUT
Adapt Conceptual Design to

dimensionally correct layout.
1.7
Detail material, work flow,
DESIGN
START LINE DESIGN IPKs, utilities, CAD or blue-
CAD LAYOUT
IMPLEMENTATION prints for approval.
PROCESS
Set timeline, budget & resources for

Lean project. Sequence key tasks. 1.8
Assign responsibilities, dates. Use DEVELOP
project management software. DEPLOYMENT PLAN
1.12 1.11 1.10 1.9

ACHIEVE SUSTAINED
PERFORM LEAN AUDIT KAIZEN BRING LEAN CONDUCT
PERFORMANCE
AND CERTIFICATION LINE PERFORMANCE PROCESS LIVE TRAINING
Document training needs.

Once new line has settled Correct any line imbalances Include Lean methods in
in, revisit assessment with waste reduction, Set start-up strategy.
general, workstation-
checklist and Line Design. moving work, resources, Communicate goals and
specific Standard Work
Verify new performance IPKs, time or inventory, and plans. Go Line Live. Start
Definitions, GWIs. Certify
level, Lean standards. sequencing. Sustain. process improvements,
operators and leads.
measure results, celebrate!
LEANROADMAP LINE DESIGN ASSESSMENT & MASTER PLAN (1.1)
If decision is to engage
Conduct a Lean-focused
Lean consultants, screen
assessment of Target Area,
1.1.3 for track record, deep
including financial and
SELECT LEAN experience, compatibility.
operating data, key
CONSULTING FIRM Must be headed by a C-
metrics, and pre-Lean YES
benchmarks. Level Champion, and
directed by a Team Leader
1.1.2 skilled in Lean principles
1.1.1 DECIDE: USE 1.1.4 and methods.
START ASSESSMENT
COMPLETE SELF- OUTSIDE LEAN NO APPOINT LEAN TEAM
AND MASTER PLAN
ASSESSMENT TOOL CONSULTANTS LEADERSHIP
?
Conduct Lean training for

management team one to 1.1.5
three days. Emphasize cultural TRAIN MANAGEMENT
issues, challenges of Lean IN LEAN PRINCIPLES
change. Highlight the Lean
TOOL LIST
Management System.
1.1.1 Performance Metrics Spreadsheet

ASSESSMENT AND
LEAN MASTER PLAN 1.1.5 Management Training Workshop PDF Establish key performance issues to be
COMPLETE 1.1.6
addressed: additional capacity, faster
REVIEW CORPORATE
1.1.10 Lean Benefits Calculator cycle times, greater flexibility, better
GOALS & PAIN POINTS
inventory turns, higher productivity, and
additional floor space.
1.1.11 1.1.10 1.1.9 1.1.8 1.1.7

PREPARE QUANTIFY VALUE OF DEVELOP FUTURE PREPARE VALUE WALK
MASTER PLAN OPPORTUNITIES STATE VSM STREAM MAP THE GEMBA
Write Master Plan for Line Design. For opportunities in Future Draw Current State Value
State VSM, quantify Apply Lean Thinking for As team, walk the Gemba
Include tasks and schedule, cost- improvements to Current Stream Map. Analyze
benefits: lower inventory and sequence of processes.
benefit analysis, paybacks, State Map. Draw Future Value-Added vs. non-VA
costs, new floor space for Observe with Lean eyes:
assigned responsibilities. Obtain State VSM showing these time, distances,
growth, incremental sales problems, opportunities,
top management sign-off and improvements. disconnected processes.
from short cycle times, etc. waste, handoffs, confusion.
ownership. Record process times.
LEANROADMAP LINE DESIGN: DATA GATHERING (1.2)
Revisit Value Stream Maps Review sales history data,

developed during Create a comprehensive and chart trends and
Assessment, and confirm list of all products, models seasonality. Define mix
the chosen target areas. and options manufactured and volume for Line
Obtain team consensus in the target area(s). Design. Management signs
and management sign-off. off on all forecasts.
1.2.1 1.2.2 1.2.3

START DATA
CONFIRM LIST ALL PRODUCTS ESTABLISH VOLUMES
GATHERING PROCESS
TARGET AREAS AND OPTIONS AND MIX
Create a comprehensive list of all

production processes in the target

1.2.4
areas. Include scrap and rework.
TOOL LIST DOCUMENT
These processes should correlate with
PROCESSES
the Present State Value Stream Map.
1.2.5 Production Resources List
1.2.7 Process Flow Matrix (example)
1.2.8 Standard Work Definition Template

Create a detailed list of all 1.2.5
production machinery, LIST PRODUCTION
equipment, other fixed assets, RESOURCES
DATA GATHERING and people in the target areas.
COMPLETE
1.2.8 1.2.8 1.2.7 1.2.6

WRITE STANDARD DEFINE INITIAL CREATE PROCESS CREATE PROCESS FLOW
WORK DEFINITIONS PRODUCT FAMILIES FLOW MATRIX DIAGRAMS
Organize products and processes For each product in target

For each product and process, Group products and models by
into a matrix format to document area, draw processes and
define best work methods and call process commonality. Each group
the relationships. Also call the X- sequences required to
out critical quality checks. Collect will constitute a product family.
Chart. manufacture one unit. Use
time-study data for all work steps.
standard PFD format.
LEANROADMAP LINE DESIGN: DEVELOP STANDARD WORK (1.3)
Document each discrete work step on the

Select a process that is currently A variety of different SWD forms are possible, SWD form. Dont worry about times yet. The
experiences process variability, quality depending on the type of work being measured. level of detail needed will depend on the
issues, training issues or high volume. The Select the appropriate form to use. total work content and the volume. This is not
process should be on a Value Stream Map a time and motion study.
or Process Flow Diagram.
1.3.1 1.3.2 1.3.3 1.3.4 1.3.5

START STANDARD
IDENTIFY ASSIGN ESTABLISH VIDEO PROCESS DOCUMENT
WORK DEFINITIONS
TARGET PROCESS DOC TEAM SWD FORM (OPTIONAL) WORK STEPS
1 2 3 4
The Process Owner should be It is sometimes useful to videotape the

involved in the creation of the SWD, process, in order to capture work times, and Observe a number of different
along with operators, engineering to be able to review the steps carefully. staff workers, and review with 1.3.6
and Kaizen Leader guidance. them. Agree on the optimum AUDIT & STANDARDIZE
sequence of step, especially when WORK STEPS
there are differences.
Use this opportunity to identify work steps with a

quality risk, and either error-proof the step or flag the 1.3.7
COMPLETE STANDARD
need for a check-do-check step. ESTABLISH QUALITY
WORK DEFINITIONS
CRITERIA
Take a sampling of times with a variety of different

Ensure that the process document itself is
workers if possible. Capture average times, not the fastest
stored in a safe location, and that it is under
or slowest worker. Classify the times appropriately.
document control procedures. Changes
cannot be made without approval. 1.3.8
RECORD WORK
Create Visual Aids (if helpful) as a visual If specialized tools and equipment are STEP TIMES
reminder of standard work. needed for this process, capture this
information on the SWD form also.
1.3.14 1.3.13 1.3.12 1.3.11 1.3.10 1.3.9

ARCHIVE SWD IN CONDUCT STAFF CREATE CONDUCT STAFF DOCUMENT TOOLS DOCUMENT
DOCUMENT CONTROL TRAINING VISUAL AIDS REVIEW AND EQUIPMENT SUPPLIES
Review completed document with This information will be

Use both the Visual Aids and the
the staff who do the work, and needed to design your supplies
detailed SWD as training materials.
correct as necessary. delivery, if needed.
LEANROADMAP LINE DESIGN: RESOURCE CALCULATIONS (1.4)
Calculate actual work

Work from near-term sales Create Process Flow Matrix
minutes per shift less
forecast approved by mgmt. Add worksheet, by process.
breaks, lunch, meetings,
percentage factor for capacity and Include volume multipliers:
for each process. Verify
to accommodate growth. options, scrap, rework.
shift policy.
START RESOURCE 1.4.1 1.4.2 1.4.3

CALCULATIONS ESTABLISH VOLUMES CALCULATE DAILY ESTABLISH AVAILABLE
BY PRODUCT VOLUME BY PROCESS WORK TIME
TOOL LIST
1.3.2 Process Flow Matrix (example)

Extend Process Flow Matrix to 1.4.4
1.3.3 Available Time Flash Tool include Available Work Minutes CACULATE TAKT TIME
divided by process volume. BY PROCESS
1.3.6 Resource Calculation Flash Tool
1.3.7 Resource Calculation Guidelines
RESOURCE
1.4.7 1.4.6 1.4.5
CALCULATIONS
REFINE & REVIEW CALCULATE PREPARE STANDARD
COMPLETE
RESOURCE CALCS RESOURCES TIME MATRIX
Refine calculations: for

For each process, calculate
workstations, round up or
weighted average work time for Extend Process Flow Matrix with
down according to CPI
mix of products. Divide by Takt time data from Standard Work
opportunities. For
time. Result will be number of Definitions. Separate columns for
machines, minimum one
resources required. labor and machine times.
location for resource.
LEANROADMAP LINE DESIGN: WORKSTATION DEFINITION (1.5)
Confirm resources, work

Confirm machine resources, content, demand. Try to
capacities, demand. If multiple avoid single-station build,
machines required at one process, and arrange labor
typically best to arrange in parallel. sequentially to allow Check-
Do-Check quality control.
1.5.2 1.5.3
START WORKSTATION DEFINE MACHINES DEFINE LABOR
DEFINITION PROCESS IN PARALLEL SEQUENTIALLY
TOOL LIST
1.5.5 Workstation Ergonomics (Bosch) Divide work content product-by-

1.5.4
product. Refer to SWDs. In mixed
1.5.6 Graphic Work Instruction (Example) DEFINE WORK
model line, balance to number of
CONTENT BY STATION
workstations, not to Takt time.
1.5.7 Department Certification Board Provide materials, IPKs.
WORKSTATION
1.5.7 1.5.6 1.5.5
DEFINITION
TRAIN AND CERTIFY CREATE DETAIL DESIGN OF
COMPLETE
OPERATORS GWIs WORKSTATIONS
Create Graphic Work

Determine staffing plan.
Instructions, and tie to Standard Specify tools to be provided. Coordinate
Train operators acc. to SWDs and
Work Definitions. Illustrate work with Materials Team on materials
GWIs. Document skill levels on
steps, inspection points, presentation, parts lists, Kanban chains.
departmental Certification
tolerances. Use photos and Build in good ergonomics, and convenient
Board. Establish certification for
colored graphics. Translations operator flexing to adjacent workstations.
operators, trainers, supervisors.
for multilingual workforce.
LEANROADMAP LINE DESIGN CONCEPTUAL LAYOUT (1.6)
Gather and review all work Schedule ample time for Referring to the Process Flow
to-date. Revisit the Conceptual Line Design session. Matrix, with volumes, define the
Present and Future State Lay out work area, or wall space sequence of processes carrying the
Value Stream Maps and with butcher paper. Provide highest unit volume. Lay out this
improvement areas. pens and colored sticky notes. path with sticky notes.
1.6.1 1.6.2 1.6.3

BEGIN
GATHER DATA & PREPARE TEAM & DEFINE THE HIGH-
CONCEPTUAL LAYOUT
VALUE STREAM MAPS WORKSPACE VOLUME PATH
With the Main Path defined, fill in the 1.6.4

feeder processes and rework loops. LAY OUT
Ignore physical layout constraints such FEEDER PROCESSES
TOOL LIST as floor space or walls.
1.6.8 Photo of Conceptual Line Design
Move to next level of detail. 1.6.5

Using resource calculations, set LAY OUT
machine locations, numbers of RESOURCE DETAILS
workstations. Decide parallel vs.
sequential layout of resources.
1.6.8 1.6.7 1.6.6

COMPLETE
DOCUMENT REVIEW CONCEPTUAL PLAN MATERIALS
CONCEPTUAL LAYOUT
CONCEPTUAL DESIGN LINE DESIGN AND IPKs.
Photograph Conceptual Line

Design on its butcher paper, and With Conceptual Line Design Plan material presentation to
transfer to hand-drafted or CAD displayed, walk products through workstations, movement
document. Obtain sign-off from the line to verify processes, between processes, and IPKs.
team and senior management. sequence, volumes and options. Display detail on the butcher
Make adjustments as required. paper layout chart.
LEANROADMAP LINE DESIGN CAD LAYOUT (1.7)
Appoint skilled CAD

operator for team. Set up
in conference room with
Working with CAD file or CAD system, floor plan,
Gather Conceptual Layout paper blueprint, establish projector, screen and
and all supporting accurate image of facility 1.7.4-A
ample workspace.
documents, lists of including floor plan, CAD SET UP CAD SYSTEM
processes and resources, columns, fixed equipment, AND PROJECTOR
PFDs, and calculations. utilities and doors.
1.7.3
1.7.1 1.7.2 DECIDE: 1.7.5
REVIEW PREPARE FLOORPLAN DESIGN WITH LAY OUT PROCESSES
CONCEPTUAL LAYOUT CAD OR BLUEPRINT CAD OR ON ON FLOORPLAN
PAPER?
Prepare first-cut layout of all

1.7.4-B processes, using CAD or
PAPER SELECT SCALE AND CUT paper models. Replicate, as
OUT MODELS closely as possible, the
START Conceptual Line Design.
Recommend largest scale
CAD LAYOUT Resolve compromises.
possible: 1 inch to 1 foot.
Cut accurately-scaled
layout models for all
equipment, racking, fixed
assets and IPKs.
1.7.8 1.7.7 1.7.6

FINISH
PREPARE LAYOUT PERFORM ON-SITE DETAIL THE PHYSICAL
CAD LAYOUT
DOCUMENTS REALITY CHECK LAYOUT PLAN
With all details complete and With detailed Layout Plan, With processes located, add
confirmed, prepare final walk the facility, verifying detail for aisles, storage, crane
documents for Layout Plan: locations, equipment sizes, reach and load, electrical, ceiling
CAD print-outs in large scale, utilities, clearances, and clearances. Call in Engineering
or blueprints. Copy, post and other issues. Include and Maintenance for review.
distribute as required. Engineering, Maintenance. Document thoroughly on CAD or
paper layout sheets.
LEANROADMAP LINE DESIGN: DEPLOYMENT PLAN (1.8)
GatherLayoutPlan Createlistandcapitalbudgetforall
WithMaintenanceandEngineering,
documents,resource newequipment.Setspecifications,
determineallworkrequiredon
calculations,andlistsof capacity,footprint,investment.
facility:utilities,remodeling,
productionequipment, ObtainManagementapproval,and
movingracks,HVAC.Decideonin
fixtures,andotherassets issuePOsandcontractstomeet
houselabororcontractors.
q y g
requiredbyLineDesign. timelines.
1.8.1 1.8.2 1.8.3

STARTDEPLOYMENT REVIEWLINE AND PLANEQUIPMENT PLANFACILITIES
PLANNING PHYSICALLAYOUT PROCUREMENT IMPROVEMENTS
LEANSTEPBYYSTEPSERIES
Workingwithfullteam,determine 1.8.4
longleadtimetasks,criticalpath, SETDEPLOYMENT
andpreferredsequenceformoves SEQUENCING
andinstallationofequipment.
Withactionitemsandsequences 1.8.5
set,buildprojectmanagement BUILDPROJECTMGMT
spreadsheetorGANTTchart. SPREADSHEET
R
RecommendedtousePM
d d PM
software.
DEPLOYMENT 1.8.8 1.8.7 1.8.6

PLANNINGCOMPLETE
PLANNING COMPLETE LAUNCHPHYSICAL APPROVECAPITAL& ASSIGNDATES&
LAYOUT&MOVE EXPENSEBUDGETS RESPONSIBILITIES
ForallCapitalandExpense
DeploymentofLayoutand Withprojectmanagementspreadsheet
outlaysnotalreadyapproved,
Moveisreadyforlaunch. loaded,determinerequiredmilestones
obtainManagementsignoffand
and dates Assign responsible people
anddates.Assignresponsiblepeople.
issuePOsandcontracts.
TheLeanRoadMapisaregisteredtrademarkofLeonardoGroupAmericas,LLC(http://www.leonardogroupamericas.com)2013All rightsreservedworldwide.Version2.0.
LEANROADMAP LINE DESIGN CONDUCT TRAINING (1.9)
Gather all documentation

For every process and Assess the skill levels of all operators
of work content and steps
workstation in the Lean Line, in the new Lean Line area. Create a
in the Line Design:
detail and document the skills department Certification Board with
Workstation Definitions,
required. information by skill and operator.
SWDs, and GWIs.
1.9.1 1.9.2 1.9.3

START
REVIEW ALL WORK DEFINE SKILLS BY ASSESS CURRENT SKILL
TRAINING
DOCUMENTATION PROCESS / STATION LEVELS
TOOL LIST
Conduct Lean Overview training for 1.9.4
1.8.3 Certification Board (example) all operators and supervisors. CONDUCT LEAN
Emphasize benefits of the Lean OVERVIEW TRAINING
workplace. Hands-on and role-
1.8.4 Lean for Operators Training
playing for flexing, IPKs, Kanban bins.
1.9.7 1.9.6 1.9.5

LEAN TRAINED
SUSTAIN CERTIFY TRAIN TO THE
WORKFORCE
SKILL LEVELS OPERATORS WORKSTATION
Train for process-specific

Determine interval for Supervisors and area leaders
work. Materials include
renewing skills: six to twelve observe operators at work, coach
SWDs, GWIs, Workstation
months. Include dates on where required, and certify that
Definitions, parts lists, key
Certification Board to schedule work is being performed correctly.
quality checkpoints.
refresher or recertification. Record on Certification Board.
Check-do-check.
LEANROADMAP LINE DESIGN LEAN PROCESS LIVE (1.10)
Decide to launch with With Materials Team,

Dry or Wet Line. All at Establish and communicate verify that all parts and
once, or process-by- daily unit volumes and Takt materials are in correct
process? If by process, times. Install white boards locations. Check material
then start at line end and to display ramp-up presentation in work-
1.10.1-A work upstream. Weekend schedules, milestones, and stations throughout the
VERIFY DEPLOYMENT or shutdown? Need to actual results. Lean Line. Walk and audit
PLAN COMPLETE build inventory? the Kanban chains.
1.10.2 1.10.3 1.10.4
START LEAN PROCESS
DETERMINE START-UP SET & COMMUNICATE CONFIRM PARTS AND
LIVE
STRATEGY METRICS KANBAN CHAINS
1.10.1-B
VERIFY TRAINING
PLAN COMPLETE
Communicate plans
thoroughly, emphasizing 1.10.5
value of Lean project. COMMUNICATE AND
Anticipate and address BUILD BUY-IN
operators concerns.
TOOL LIST
1.9.3 Production Status Board (Example)

Clean and paint workspace 1.10.6
for fresh look. Install visual PREPARE
factory aids. Set the tone: THE WORK SPACE
Its a New Day.
NEW LINE 1.10.9 1.10.8

1.10.7
DESIGN RUNNING CELEBRATE BEGIN PROCESS
LINE LIVE DAY
LEAN LINE LIVE IMPROVEMENT
Begin single-piece flow.

Appoint quick-response
Identify a short-term Start modestly and build up
team to identify, document
milestone (week or month) to design tempo.
and correct any line issues
to celebrate. Emphasize Management presence and
that appear. Begin
culture change, CPI, and coaching are crucial to
Continuous Process
organization buy-in. success and buy-in.
Improvement function.
LEANROADMAP LINE DESIGN KAIZEN LINE PERFORMANCE (1.11)
Identify and eliminate NVA

activity. Focus on standard
1.11.3-A work times. Assign Kaizen
ELIMINATE teams.
WASTE
Observe imbalance area, and

wait for learning curve to
1.11.3-B level out. Focus on labor
START LINE RELOCATE steps and work content. Use
BALANCING WORK WORK input from operators and Following implementation,
supervisors. observe and confirm
improvements. Monitor,
Calculate investment in adjust and fine-tune the
new process machinery. Lean Lines balance, flow
1.11.3-C May be required by and throughput.
ADD process variability or
RESOURCES capacity needs.
1.11.1 1.11.2 1.11.4
EVALUATE LINE APPLY LINE BALANCING IMPLEMENT
BALANCE TOOLS Calculate IPKs, and use when KAIZEN TOOLS
1.11.3.D actual times vary around
INSTALL IN-PROCESS Takt. A few inventory units
Look for indicators of line KANBANS (IPKs) can significantly smooth flow.
For each instance of line
imbalance: WIP piling up, imbalance, analyze causes, and
bottlenecks, constraints, apply one or more appropriate
idle operators, poor line balancing tools. Calculate inventory required. Can
volume and throughput. 1.11.3.E be used when average work time
ADD INVENTORY exceeds Takt. Build inventory
AND/OR TIME up- or down-stream, plus
additional work time.
Create and use sequencing

LINE IMPROVED &
in mixed-model line with
1.11.3.F SUSTAINED
differing work content.
INTRODUCE
Sequencing smooths flow,
SEQUENCING
helps avoid jamming and
starving workstations.
LEANROADMAP LINE DESIGN LEAN AUDIT & CERTIFICATION (1.12)
As with earlier decision

regarding consultants,
At least six months consider the value of
following Line Live, experienced outside
1.12.3-A
leadership decides on a experts in evaluating and
SELECT OUTSIDE
formal evaluation of the certifying the Lean project.
AUDITOR
Lean projects measurable YES Select Audit Task Force.
results and sustainability. Gather and review all
documents, checklists and
START AUDIT & 1.12.2 other materials used at
1.12.1 1.12.3-B project inception.
CERTIFICATION DECIDE: USE
COMMIT TO LEAN NO PREPARE FOR LEAN
PROCESS OUTSIDE
AUDIT PROCESS AUDIT PROCESS
AUDITOR?
Are all action items on Master Plan 1.12.4

completed? Review Line Design, EVALUATE NEW
Resource Calculations: does Line CURRENT STATE
produce designed volumes with
calculated resources?
TOOL LIST
1.12.7 Self-Assessment Questionnaire
1.12.9 Value Stream Maturity Model Is there measurable progress towards

1.12.5
LEAN AUDIT & corporate goals: inventory turns,
MEASURE PROGRESS
CERTIFICATION increased productivity, shorter cycle
TOWARD GOALS
PROCESS COMPLETE times? Has this progress produced the
expected Return on Investment?
1.12.9 1.12.8 1.12.6

1.12.7
SUSTAIN CERTIFY CHECK
ADD UP THE SCORE
AND IMPROVE AS LEAN THE CULTURE
Referring to the Value

When all results of audit
Stream Maturity Model, Retake the Self-Assessment Is there visible change in the
and review are satisfactory,
decide on several priorities questionnaire used before. facility: 5S conditions, orderliness,
determine that the target
for ongoing Lean work. Analyze scores: are they tempo, Visual Factory indicators,
area is Lean-Certified.
Sustain the Lean Lines incremental gains, or a employee attitudes, CPI and
Plan an event to celebrate
gains and culture. Lean transformation? Kaizen activities?
the teams success.

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LEANROADMAP

LEAN STEP-BY-STEP SERIES

Welcome to the Mixed-Model Line Design LeanRoadMap

MIXED MODEL LINE DESIGN ROADMAP (1.0)

1.3 Calculate Resources

1.9 Bring Lean Process Live

The Kanban Manager is

Assess current condition of Lay out work in parallel or

1.1 1.2 1.3 1.4 1.5 1.6

Adapt Conceptual Design to

Set timeline, budget & resources for

1.12 1.11 1.10 1.9

Document training needs.

Conduct Lean training for

1.1.1 Performance Metrics Spreadsheet

1.1.11 1.1.10 1.1.9 1.1.8 1.1.7

Revisit Value Stream Maps Review sales history data,

1.2.1 1.2.2 1.2.3

Create a comprehensive list of all

production processes in the target

1.2.7 Process Flow Matrix (example)

1.2.8 Standard Work Definition Template

1.2.8 1.2.8 1.2.7 1.2.6

Organize products and processes For each product in target

Document each discrete work step on the

1.3.1 1.3.2 1.3.3 1.3.4 1.3.5

The Process Owner should be It is sometimes useful to videotape the

Use this opportunity to identify work steps with a

Take a sampling of times with a variety of different

1.3.14 1.3.13 1.3.12 1.3.11 1.3.10 1.3.9

Review completed document with This information will be

Calculate actual work

START RESOURCE 1.4.1 1.4.2 1.4.3

1.3.2 Process Flow Matrix (example)

1.3.7 Resource Calculation Guidelines

Refine calculations: for

Confirm resources, work

1.5.5 Workstation Ergonomics (Bosch) Divide work content product-by-

Create Graphic Work

1.6.1 1.6.2 1.6.3

With the Main Path defined, fill in the 1.6.4

1.6.8 Photo of Conceptual Line Design

Move to next level of detail. 1.6.5

1.6.8 1.6.7 1.6.6

Photograph Conceptual Line

Appoint skilled CAD

Prepare first-cut layout of all

1.7.8 1.7.7 1.7.6

1.8.1 1.8.2 1.8.3

DEPLOYMENT 1.8.8 1.8.7 1.8.6

Gather all documentation

1.9.1 1.9.2 1.9.3

1.9.7 1.9.6 1.9.5

Train for process-specific

Decide to launch with With Materials Team,

1.9.3 Production Status Board (Example)

NEW LINE 1.10.9 1.10.8

Begin single-piece flow.

Identify and eliminate NVA

Observe imbalance area, and

Create and use sequencing

As with earlier decision

Are all action items on Master Plan 1.12.4

1.12.7 Self-Assessment Questionnaire