Advanced Lean

Advanced Lean
Advanced Lean Module
LEAN: Delivering value to
Customers with shortest turn
around time
Advanced Lean
Agenda

Lean Overview ~ Recap..

Lean Methodology

Lean Toolkit

Lean Deployment

Lean Resources
Advanced Lean

Lean Overview ~ Recap.

Lean History

Lean Explained

Lean ene!ts

Lean "sage

Lean asic Toolkit

Lean Methodology

Lean #dvanced Toolkit

Lean Deployment

Lean Resources
Advanced Lean
Some Key Lean Concepts developed at Toyota
$ingle %iece &low
%ull %roduction
T#'T Time %roduction
#utonomation
uilt()n *uality
$topping at
#+normalities
Level Loading
$e,uencing
$ta+ility
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T
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Toyota
#$oduction System
%eople
%eople
%eople
Lean !isto$y
TO-OT#
Recap
Advanced Lean
A principle driven, tool based philosophy that focuses on
eliminating waste so that all activities/steps add value
from the customers perspective.
Imagine Office Processes with:
Lean Thinking is all about continuous waste elimination !
Lean T%inking
Higher Customer Satisfaction
Shorter Lead Time
Higher le!ibilit"
Higher #ualit"
Lower Costs
Higher $m%lo"ee Satisfaction
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Recap
Advanced Lean
Lean concepts apply ac$oss all p$ocesses and
indust$ies
A strategy, philosophy, process and leadership approach for
operating in a superior way. Results include:

Reduced cycle times (product development and production)

Increased quality

Reduced costs and inventory

Increased capacity potential

Improved customer service

igh levels of wor!er involvement, ownership and commitment

Improved "nancial returns

&%at is Lean'
Lean E(plained
Recap
Advanced Lean
#ome pro"t
$igger pro"t
%ost to produce
&rice to sell
Increase pro"t 'y &rice Increase
)ut* may lose custome$s+
T%e conventional ,ay: #$ice - cost
.#$o/t
Lean E(plained
Recap
Advanced Lean
#ome pro"t
$igger pro"t
%ost to produce
&rice to sell
Increase pro"t 'y %ost Reduction
T%e ne, ,ay: #$ice cost -#$o/t
Lean E(plained
Recap
Advanced Lean
Relentless 0ocus on Reducing non value adding
activities

%ost

(efects

)ead time

Inventory

#pace

*aste+

&roductivity

%ustomer satisfaction

&ro"t

%ustomer responsiveness

%apacity

,uality

%ash -ow

.n time delivery
.ork
Time
/value
add0
%ycle /ime
$efore
After
.ait Time
/non
value
add0
1ost21haos
$ame work
completed in
less time
Lean )ene/ts
1ycle time
Recap
Advanced Lean
Apply Any Tool 1$om you$ 2uality Tool )o(
Lean 3sage
Lean vs. Si( Sigma
%ommunicative
%entered on
#ta'le, Repeata'le
&rocess
#utomation
0any /ools for
(riving %hange
0i1ed 0odel &lan,
2an $an, 3isual
0anagement
O+servation
and )ntuition
$ased
Analysis . . . &,,
&R, /A2/ /ime
#tandard
*or! 4
/arget
#heets 3 3 3
#ssumes
(ata is 5ood
4alue $tream
Mapping . . .
$oundaryless 4
0ulti6
5enerational
7ew /ools or
(irection
7ew /ools to
%reate %hange
in %ritical 89s
Data (riven
Analysis
1on!rms
(ata ,uality
/rue 4O1 is
&owerful
Si(
Sigma
Lean
4e/ne 5easu$e Analy6e 7mp$ove Cont$ol
Lean Si( Sigma
5et%odology
St$engt%s
Recap
Advanced Lean
Lean 0o$ 2uick 0i(es.Si( Sigma 0o$ Comple(
#$ocesses ++
$ix $igma
%ro5ect
Hy+rid #.O
Lean 3sage
#verage ~ 6
Months
#verage ~ 6
Months
Time
E
7
o
r
t
Time
E
7
o
r
t
Time
E
7
o
r
t
#verage ~ 89
Months
&%en do 7 use Lean'
Recap
Advanced Lean
Lean: St$engt%ens 8E9s "ou$ney to E(cellence
Lean vs. Si( Sigma'
Lean 3sage
Lean Simple o$ &ing to ,ing )$eadt%
Si( Sigma Comple( and 0ocused 4ept%
Lean
Success
0acto$s:
7mpact
8E
;alues
:
:
)ean #i1 #igma
Identi"es pro'lems
in the -ow
Improves the capa'ility
of steps that do add
value
elps identify steps that don9t
add value and provides tools to
eliminate them
)ean
Improving the capa'ility
can eliminate additional
steps
#i1 #igma:)ean
Energi;ing
Empowering
Team work<
oundary less 2 Open mindset
%assion =or improvement
)ntuition 2 #ction
1ustomer =ocus
Recap
Advanced Lean
&e Need Lean to <e Leane$ 2uicklyLet us sta$t it++
Principle
Ne, ,ays to t%ink a<out p$o<lems
Ne, p$o<lem solving tools and concepts
An imp$ovement met%odology 1ocused on
action
Lean 3sage
So* ,%y do 7 need Lean'
Toolkit
Process
>ust Do )t??
Solutions
Causes
Known
Unknown
Simple Complex
Lean??
#sk an
Expert??
$ix $igma
Recap
Advanced Lean
&%e$e a$e ,e going
Issues
In+entor"
,aiting
-efects
.
/o flow in the +alue
stream0
Processes full of waste
Old situation
Tool
1alue Stream &a%%ing2
other lean tools2 etc0

Results
3eduction of waste
Learned to 4see the flow5
Cou%le of im%ro+ements
Remaining Issues
/o real continuous flow
Still significant amount of
waste0
(asic tools
Tool
Creating Continuous
Flow
Pull production
Challenge
&ore waste reduction
3eal continuous flow
le!ible workforce
Less +ariance
Less waste
6d+anced tools
Advanced Lean
Time 2 1ultural Maturity
T
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l

$
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p
h
i
s
t
i
c
a
t
i
o
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Lean Toolkit
Applying t%e $ig%t tools at t%e $ig%t stage
@$
M"D#
Mistake proo!ng
)ntro to 4alue $tream
Mapping
4isual Management
Expose the
.aste
Reduce
4aria+ility
1ontrol the
%rocess
4alue $tream Mapping
$tandardi;ed .ork
)ntro to 1ontinuous &low
)ntro to %ull %roduction
Level 1
Level 2
Recap
Advanced Lean
App$op$iate Tools and Tec%ni=ues a$e to <e used
depending on t%e need
Lean Tools >ve$vie,
A num<e$ o1 Lean Tools and Tec%ni=ues a$e availa<le
Tools and
Tec%ni=ues
Actions
$ring .rgani;ation
4 %leanliness to
wor! area
<# 7ramewor!
=nderstand
3alue
3alue #tream 0apping
Institute continuous
improvement philosophy
2ai;en >vents
Implement pull6
'ased -ow
2an'an, ?ust6in /ime
Recon"gure wor!
areas
=6#haped %ells
)ene/ts
Reali6ed
Recap
Advanced Lean
Lean Tools 4esc$iption
Exposing the .aste ~ Recap..

<#

@ *astes

0ista!e proo"ng

3isual 0anagement
Recap
Advanced Lean
7mplementing t%e ?S is o1ten t%e /$st step in Lean
T$ans1o$mation
?S @ A 0$ame,o$k to c$eate and maintain you$
,o$kplace
A. S: S>RT B>$gani6ationC
4istinguis% <et,een ,%at is and is not
needed
D. S: SET 7N >R4ER B>$de$linessC
A place 1o$ eve$yt%ing and eve$yt%ing in its place
E. S: S!7NE BCleanlinessC
Cleaning and looking 1o$ ,ays to keep it clean
F. S: STAN4AR47GE BAd%e$enceC
Clea$ly de/ne Tasks and #$ocedu$es
?. S: S3STA7N:SHSTE57GE BSel14isciplineC
Stick to t%e $ules* sc$upulously
?S
Recap
Advanced Lean
At t%e end* eve$yt%ing $esults in Cost++
534A @ Lean is a ,ay to continuously eliminate ,aste
>1amples /he #even (eadly *astes
Motion
De=ec
ts
)nventor
y
Transportati
on
Overproducti
on
.aiting
%rocessing
#$ocess
%roduct
%eople
Incorrect )ayouts of oAce, factory, etc.
)ac! of &ro1imity .f 0achines
.B6line Resources
*atching 0achines *or!
)ong #et6ups and )ead /imes
)arge $atches and Inventory
&lanning 7ull =tili;ation of 0achines and )a'or
&roducing 0ore 5oods than 0ar!ed (emand
&oor 0achine 0aintenance
=nnecessary &rocessing #teps
)onger )ead /imes
)ong (elays for /rou'leshooting
%ostly Rewor!
(issatis"ed (ownstream %ustomers
igh #toc!s of Raw 0aterial, *I&, 4 7inished 5oods
Additional #pace Requirements
%lutter
=nnecessary 0ovement
>1tra andling
C0oving InventoryD
5uda I J &astes
Recap
Advanced Lean
5istake #$oo/ng >ve$vie,
A technique for eliminating errors
0a!ing it impossi'le to ma!e mista!es
It is good to do it right the first time; it is even better to mae it impossible
to do it wrong the first time!
Recap
Elimination
7 >liminate the possi'ility of error
Replacement
7 #u'stitute a more relia'le process
&acilitation
7 0a!e wor! simpler to perform
Detection
7 (etect the error at the defect
source
Mitigation
7 0inimi;e the eBect GOOD
BEST
BETTER
"se the highest level
possi+le =or the
application3
"se the highest level
possi+le =or the
application3
Advanced Lean
.hy 4isual Management A3
(emonstrate how we manage our processes A1onsistent
1ommunication
>1cite customers: sta!eholders wal!ing the -oor A 4isual
Management
/ransparent view of &erformance A $hared Ownership
>scalate a'normalitiesE *uicker Resolution
(ecision ma!ing F wor!ing level A Empowerment
#howcase #uccesses A 1reate a sense o= %ride
;isual 5anagement >ve$vie,
Seeing is )elieving
Recap
Advanced Lean

Lean >ve$vie, Recap

Lean 5et%odology

0ive Lean #$inciples

Lean Advanced Toolkit

Lean 4eployment

Lean Resou$ces
Advanced Lean
Lean Ente$p$ise: 5a(imi6ing ;alue &ing to &ing
0ive Lean #$inciples
Lean Ente$p$ise
Raw
Materials
Tier B
$uppliers
Tier 8
$uppliers
L"#$ %FFIC"
1ustomer
Ceneral
Electric
L"#$ "$T"RPRI&"
Advanced Lean
Lean: 0undamentally C%ange %o, ,e do <usiness
0ive Lean #$inciples
Lean T%inking
&rovide perfect value to the
customer through a perfect
value creation process with
;ero waste in:

(esign (concept to
customer)

$uild (order to delivery)

#ervice (order to cash)

The &undamental O+5ective

7ocus on each product and

its value stream rather than
organi;ations, assets,
process technologies, and
career paths

As! which activities are

waste and which truly create
value

>nhance value 4 eliminate

waste
The &undamental )nsight
Advanced Lean
T%e Tools get you t%e$eT%e #$inciples keep you
t%e$e
0ive Lean #$inciples
The continuous
movement o= products<
services and in=ormation
=rom end to end through
the process
De!ne value in =rom
the customers
perspective and
express value in terms
o= a speci!c product
Dothing is done +y the upstream
process until the downstream
customer signals the need
B
Map the
4alue $tream
E
Esta+lish
&low
6
)mplemen
t
%ull
@
.ork to
%er=ectio
n
8
$peci=y 4alue
Map all o= the stepsA
value added F non(
value addedAthat
+ring a product o=
service to the customer
The complete
elimination o= waste
so all activities
create value =or the
customer
Advanced Lean
Typical >pe$ation: AAKL Activities a$e ;alue Adding
A capa<ility p$ovided to a custome$ at t%e $ig%t
time at an app$op$iate p$ice* as de/ned in eac%
case <y t%e custome$.
0ive Lean #$inciples
A. Speci1y ;alue

#pecify value from the standpoint of the

end customer

As! how your current products:services

and processes disappoint your
customer9s value e1pectation:

priceG

qualityG

relia'le deliveryG

rapid response to changing needsG

fundamental de"nition of the productG

'alue
Incidental
(or
Pure (aste
*aste:

Activities that add no

value, add cost and time

#ymptomsH need to "nd

root causes and
eliminate them

@ types of waste
'alue
Pure (aste
Incidental
(or
'alue
Pure (aste
Advanced Lean
5apping t%e ;S @ See t%e ,%ole and imp$ove t%e
system
M&%eneve$ t%e$e is a p$oduct o$ se$vice 1o$ a custome$*
t%e$e is a value st$eam. T%e c%allenge lies in seeing it.N
B&omack* Lea$ning To SeeC
0ive Lean #$inciples
2. Map the
alue
Stream

Identify all of the steps currently

required
to move products from order to
delivery

%hallenge every step: *hy is this

necessaryG *ould the customer
thin! the product is worth less if
this step could 'e left outG

0any steps are only necessary

'ecause of the way "rms are
organi;ed and previous decisions
a'out assets and technologies
All activities, 'oth value added
and non6value added, required
to 'ring a product (or provide a
capa'ility) from raw material
(initiali;ation) into the arm of
the customer
I. Raw material to
customer
J. %oncept to launch
K. .rder to cash
;alue st$eam
E 5ain ;alue St$eams:
Advanced Lean
E. Esta<lis% 0lo,
0ive Lean #$inciples
Line up all steps t%at t$uly c$eate value in a $apid
se=uence

Require that every step in the process 'e:

%apa'le L right every time (M #igma)

Availa'le L always a'le to run (/&0)

Adequate L with capacity to avoid

'ottlenec!s and over capitali;ation
(right6si;ed tools)
%ontinuous movement of products, services and
information through the various transactions from end
to end in the process
7low appears impractical and illogical 'ecause we have
'een trained to thin! in terms of:
departments, silos
'atches, queues
eAciencies and 'ac!logs
atch %rocessing G 8 minute per piece
A $ %
1ycle TimeH EIJJ Min
/weeks0
A $ %
1ycle TimeH 8B
Min
1ontinuous &low G Make One Move One
Applying t%e $ig%t tools at t%e $ig%t stage
Advanced Lean
#ull: Custome$ Cent$ic
0ive Lean #$inciples
F. 7mplement #ull
Not%ing is done do,nst$eam until $e=ui$ed
upst$eam

/hrough lead time compression

4 correct value speci"cation, let
customers get e1actly what9s
wanted e1actly when it9s wanted:

At the pull of the

customer:ne1t process

=sing signals (!an'ans)

A system of cascading
production and delivery
instructions in which nothing
is done 'y the upstream
supplier until the downstream
customer signals the need
supplier customer
.ne
more
please+
.!ay
Advanced Lean
Continuous 7mp$ovement neve$ stops
0ive Lean #$inciples
?. &o$k to #e$1ection
A continual cycle o1 p$ocess imp$ovements

T%e$e is al,ays mo$e ,aste

#eople lea$n and e(e$cise mo$e c$eativity

7nvolve employees in t%e p$ocess* t$aining t%em as

you p$oceed.

Continuous imp$ovement leads to innovation

3se $oot cause analysis to solve p$o<lems p$omptly

and pe$manently.

5ake o<"ectives visi<le

1urrent $tate
&uture $tate
Dext &uture $tate
Original $tate
Advanced Lean
Time 2 1ultural Maturity
T
o
o
l

$
o
p
h
i
s
t
i
c
a
t
i
o
n
Lean Advanced Toolkit
Applying t%e $ig%t tools at t%e $ig%t stage
@$
M"D#
Mistake proo!ng
)ntro to 4alue $tream
Mapping
4isual Management
Expose the
.aste
Reduce
4aria+ility
1ontrol the
%rocess
Level 1
Level 2
4alue $tream Mapping
$tandardi;ed .ork
)ntro to 1ontinuous &low
)ntro to %ull %roduction
Advanced Lean
Lean Tools 4esc$iption
Reduce 4aria+ility
1ontrol the %rocess

3alue #tream 0apping

#tandardi;ed *or!

Introduction to %ontinuous -ow

Introduction to &ull production

K#ction .ork OutL
Advanced Lean
;alue St$eam
5apping
L E # D
> N / > R & R I # >
C
E
D
%
#
1
T
4
)
$
)
O
D
Advanced Lean
S3##L7ERS
;ie, o1 t%e enti$e Supply C%ain
T>TAL ;AL3E STREA5
C3ST>5ER T> EN4 3SER H>3R #LANT >R )3S7NESS
See t%e &%ole #$ocess 1$om Sta$t to 0inis% @ &ing to
&ing
;alue St$eam >ve$vie,
Advanced Lean
3alue #tream 0apping (3#0) is a pencil and paper tool that helps
us see and understand the -ow of material and information as a
product ma!es its way through the 3alue #tream
7ollow the product or services path starting from the %ustomer
and then move to the supplier and carefully draw a visual
representation of every process
As! a set of !ey questions and draw a C7uture #tateD map of how
value should -ow
elp us see the sources of *aste and eliminate them
Looking at t%e p$ocess 1$om a custome$ value
pe$spective
;alue St$eam >ve$vie,
Advanced Lean
.hy 4alue $tream Mapping is a good place to start your LE#D
5ourney
it helps you visuali;e more than Oust the single6process level, i.e.
assem'ly, welding, etc.
it helps you see more than waste it helps you see the sources of
waste in your value stream
it provides a common language for tal!ing a'out manufacturing
processes
it ma!es decisions a'out the -ow apparent, so you can discuss them
it ties together lean concepts and techniques helps you avoid
Pcherry pic!ingP
it forms the 'asis of an implementation plan
it shows the lin!age 'etween the information -ow and the material
-ow
;alue St$eam 5apping
0o$ms t%e )luep$int 1o$ a Lean 7mplementation #lan
Advanced Lean
&roduct 7amily
&roduct 7amily
Implementation
&lan
Implementation
&lan
%urrent #tate
(rawing
%urrent #tate
(rawing
7uture #tate
(rawing
7uture #tate
(rawing
K
Identify the 3alue #tream for every
maOor product family:program. %oncept
to launch 6 .rder to delivery
0ap the current state 6 Identify all the
actions that don9t create value.
%hallenge every step
(evelop and map concepts for the
future state as a management team
(evelop actions and drive toward future
state
;alue St$eam 5apping
;S5 Steps
A1te$ completion.look 1o$ ot%e$ oppo$tunities to
imp$ove
Advanced Lean
7denti1y A&> oppo$tunities 1$om t%e ;alue St$eam
map
;alue St$eam 5apping
Prodn Cont.
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Monitors Patient Vitals
Produce ~4,000/Qtr
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In$oration
Material
!lo%&
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4as% @ Lean #$o"ect 0unnel
Irregular Irregular
'oo Mu"#
(ariation
eiOun!a
'oo Mu"#
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eiOun!a
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(ariation
eiOun!a
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%reate #upermar!et
*at"#
? I/
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%reate #upermar!et
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%reate #upermar!et
Lon+
Set ,ps
#0>(
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(ariation
eiOun!a, )ate &t. I(
Clea$ly 7denti/es >ppo$tunities to 4$ive Sustaina<le C%ange
Cu$$ent 0utu$e
%reate a 3alue
#tream
Template ~ 1reate your
own 4alue $tream Map
Advanced Lean
;alue St$eam 4eployment
I. #et the strategy
J. 7ind a change agent (how a'out youG)
K. 5et the !nowledge
S. (o an Action *or! .ut
<. >liminate waste 'y e1ecuting the plan
M. >1pand the scope to other areas
Roadmap
4on9t &ait++ @ M>ppo$tunities multiply as t%ey a$e
sei6edN
Action *or! .ut
Advanced Lean
4 Hours + 4 Mins
0-29 days
past due
accounts
GECFA
Collections
No Pones
GE Money
Main!ra"e
#$ision Plus%
Main!ra"e
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c
c
4 9 4ocate
N4 9 No 4ocate
C 9 Call "ade
9 3outed
*
&ait ,i"e
T$ace Collection #$ocess: ;S5
.ait TimeP up to 86 days
4alue #ddP ~ E@ Min
3educe ,A, !ro" 8-90ays
to 4ess tan 4 days
Advanced Lean
#=ter
&rocess 7low
)ead /ime: <J.K< (ays
<V /otal #teps
e=ore
)ead /ime: @M (ays
<V /otal #teps
;alue St$eam 5ap 0$om 8E Rail I A&>
Advanced Lean
Standa$di6ed &o$k
L E # D
> N / > R & R I # >
C
E
D
%
#
1
T
4
)
$
)
O
D
Advanced Lean
Standa$d &o$k
*hy have #tandard *or!G *aste
>limination
I. /o ma!e oAce process rules e1plicit
>sta'lish the e1plicit methods for manual tas!s with
respect to quality, quantity, cost and safety.
prevent wastes
J. A tool for Improvement
/here can 'e no improvement in the a'sence of standards.
A'normal situation show that something is going on.
e1pose wastes
Advanced Lean
Identify &ro'lems
/he com'ination of people, information and material to carry out
an operation in the most eAcient way
Standa$d &o$k
Dormal
Dormal #+norm
#+norm
al
al
vs.
&low e7ect
&rovide clarity a'out activities
Reduce process variance
0a!es process relia'le
>1poses more waste
OQce %rocesses
.ften poorly de"ned
>1amples:
#tandardi;e Input
and6oB can create huge waiting
time. Reduce time 'y
standardi;ation
&rovides the $asis for 2ai;en
.hyR
Dormal vs3 #+normal
*hen normal and a'normal wor!
activities are undiBerentiated, waste
almost inevita'ly occurs. #tandard *or!
provides an eAcient framewor! in which
to determine when an a'normality has
occurred so that it can 'e addressed.
Advanced Lean
Standa$d &o$k
/he devil is in the details. If you do not specify the standard,
you allow wastes to occur that could 'e eliminated. $ut more
important, it hinders learning and improvement in the
organi;ation.
#pecify content, sequence, timing and outcome to prevent and
to e1pose waste. owever, !eep in mind that the details have
to improve the -ow of value as drawn in a value stream map.
A perfect e1ample of #tandard *or!
I. >ach wor!er understands their tas!.
J. All tools and equipment are at arms length
K. #tandard wor! has 'een practiced to
perfection
S. %ontinuous o'servation and analysis drives
continuous improvement
/ypes of *aste >liminated
#earching
7inding
#electing
/ransporting
*aiting
Advanced Lean
Levels o1 Standa$di6ation
%ustomer
%onnection
/wo levels for standardi;ation for every type of
item
A. Activity
$. %onnection 'etween activities
Activity
Advanced Lean
Standa$d Activity
%ustomer
Activity
#tandard Activity have to ma!e the activity direct and
unam'iguous. .n a detailed level tas!s:decisions:etcE should
'e speci"ed.
*hen designing a #tandard Activity !eep in mind the follow
elements:
I. /A2/ time
J. *or! sequence
K. #tandard wor! in process
Advanced Lean
T#'T Time X the frequency at which a product or service must 'e
competed
in order to meet customer needs
/A2/ time formula:
/ime
/a!t /ime
# D
MQD
/SIT0 /SIT0 /SIT0/8BT0
1
&erson
Availa'le /ime
Required .utput
(%ustomer or 7orecasted (emand)
Standa$d &o$k: Takt Time
OQce %rocesses
%hec! any time if you9re on schedule:
(aily SQQ in6voices.
It is IK:KQ, are we on scheduleG
$lement :
Rate of %ustomer (emand X Rate of &roducing:#ervicing
%reate #tandard *or! around /a!t /ime, !eeping in mind the changes in
/a!t /ime.
It9s W:KQ am. ow are we doingG
W am V am IQ am II am noon @ am
.rders
Advanced Lean
:r;ani<ation Area -uper=isor
Ne> ) 3e= Pa;e o! 0ate
Production 4ine
Part Nu"(er
Part Na"e
:perator
Standard Work Seet
,o?
,urns 0P@As
-cope o! :perations
Fro"?
Buality
Cec'
-a!ety
Precaution
-tandard
&or'-in-Process
C 4ots o!
-tandard
&or'-in-Process
,a't)3ate
,i"e
,otal Manual D ,ra=el ,i"e
Man),ra=el ,i"e :perator
End Finish Weld End Finish Weld
Orbital
Weld
Hydro Test Mark
Mech.
Clean
Torch
Braze
Tubing CFM Cell Fern Bissonnette
Cell 6
ll !arts
ll Tubes
" "
Mech.
Clean
#a$ %aterial
Weld
"&&'(ay
F!I
)*#ay
E(M
+nd ,tr. -&"
End
Finish
Outside Cell
+. * a/g lot 0 6
!le-
Finished 1oods
:r;ani<ation Area -uper=isor
Ne> ) 3e= Pa;e o! 0ate
Production 4ine
Part Nu"(er
Part Na"e
:perator
Standard Work Seet
,o?
,urns 0P@As
-cope o! :perations
Fro"?
Buality
Cec'
-a!ety
Precaution
-tandard
&or'-in-Process
C 4ots o!
-tandard
&or'-in-Process
,a't)3ate
,i"e
,otal Manual D ,ra=el ,i"e
Man),ra=el ,i"e :perator
-cope o! :perations
Fro"?
Buality
Cec'
-a!ety
Precaution
-tandard
&or'-in-Process
C 4ots o!
-tandard
&or'-in-Process
,a't)3ate
,i"e
,otal Manual D ,ra=el ,i"e
Man),ra=el ,i"e :perator
End Finish Weld End Finish Weld
Orbital
Weld
Hydro Test Mark
Mech.
Clean
Torch
Braze
Tubing CFM Cell Fern Bissonnette
Cell 6
ll !arts
ll Tubes
" "
Mech.
Clean
#a$ %aterial
Weld
"&&'(ay
F!I
)*#ay
E(M
+nd ,tr. -&"
End
Finish
Outside Cell
+. * a/g lot 0 6
!le-
Finished 1oods
-tep
NoE
:peration Na"e
,i"e
Manual Auto ,ra=el
Production 3e1Ad ,a't)3ate ,i"e Manual
Auto
,ra=el
&ait
FFFFFFFF
:r;ani<ation Area -uper=isor
Ne>) 3e= Pa;e o! 0ate
Production 4ine
Part Nu"(er
Part Na"e
:perator
Standard Work
!o"bination Seet
,otals :peration ,i"e
-ec # % Min # % Hr # %
# # $/%/0$ &M'
Sannon
'()a* Station # +$ ,- .avid
#
$
3
4
/
%
0
!eck Motor
1ssue .2)
1nstall 3en- 2ousin4
1nstall !li5s
1nstall 6er"- Stri5
1nstall/Wire Latc
,u"5er Wire to 7ilter
60 20 80 40 70 G0 H0 I0 90 04
6/6
3
$
#0
/
%
4
#0
3
$
/
4
%
4
%
30 40
' -tep
NoE
:peration Na"e
,i"e
Manual Auto ,ra=el
Production 3e1Ad ,a't)3ate ,i"e Manual
Auto
,ra=el
&ait
FFFFFFFF
:r;ani<ation Area -uper=isor
Ne>) 3e= Pa;e o! 0ate
Production 4ine
Part Nu"(er
Part Na"e
:perator
Standard Work
!o"bination Seet
,otals :peration ,i"e
-ec # % Min # % Hr # %
# # $/%/0$ &M'
Sannon
'()a* Station # +$ ,- .avid
#
$
3
4
/
%
0
!eck Motor
1ssue .2)
1nstall 3en- 2ousin4
1nstall !li5s
1nstall 6er"- Stri5
1nstall/Wire Latc
,u"5er Wire to 7ilter
60 20 80 40 70 G0 H0 I0 90 04
6/6
3
$
#0
/
%
4
#0
3
$
/
4
%
4
%
30 40
'
#tandard *or! #heet #tandard *or! : %om'ination
#heet
Standard ,ork Sheet and Standard ,ork<Combination Sheet defines the ,ork Se=uence
Standa$d &o$k: &o$k Se=uence
#tandard *or!
*hat has to 'e doneG
In what sequenceG
ow much time can it ta!eG
>lement
J
&hysical or digital design
*or! #equence
/he order in which an person performs a
series of repetitive tas!s. It should 'e
diBerentiated from the processing
sequence, which is the order in which the
part is processed.
"se this
Templat
e
#tandard *or!
Advanced Lean
/he minimum *or! in &rocess (*I&) required to perform
repetitive operations, and maintain a continuous -ow.
%ontrols the in6process inventory to ensure an even and
controlled process -ow.
Standa$d &o$k: Standa$d &7#
$lement ;
#tandard *I& should 'e !ept as low as possi'le.
#et a #tandard *I& in your %ell, if applica'le to your oAce
process.
Advanced Lean
/he connection 'etween two activities (hand6oBs) is one of the 'iggest
causes of waste in the oAce.
0a!e sure that to standardi;e the connect 'etween activities. Direct
and unam!iguous specifying:
Epeople involved
Eform and quantity to 'e provided
Eway requests are made 'y each customer
Ee1pected time in which the requests will 'e met (+)
E
It creates a clear supplier6customer relationship. /his will reduce the
possi'ility for variance, which increases the quality standard in the
oAce.
Standa$d Connection
%ustomer
%onnection
and6oBs (connection) are a 'ig cause of waste in the
oAce.
Advanced Lean
#tandardi;ation ma!es a'normalities soon appear. $y loo!ing at
the root causes of the a'normalities, you understand what is going
on, and give the possi'ility to adOust.
/wo solutions: (I) eliminate the a'normality, or if not possi'le (J)
adOust the standard to the new situation.
#tandardi;ation increases your awareness of changes. And through
this awareness you are a'le to adOust to these changes quic!ly,
which increases your -e1i'ility.
#tandardi;ation helps to create a -e1i'le multi6disciplinary
wor!force. It is easy for a person to ta!e over wor! from another
person.
Standa$di6ation and 0le(i<ility
(on9t C0anageD a #tandard E (etect the A'normality
Advanced Lean
4alue $tream Mapping
7irst implement the improvements of the 7uture #tate
(e.g. continuous -ow, <#, etc.). /hen use #tandard
*or! to standardi;e all the activities in and 'etween
the processes. It will e1pose waste ('y a'normalities)
and also prevents waste (!eep every'ody focused on
normal way of wor!ing).
1reating 1ontinuous &low
#tandard *or! helps to reduce variance allow the -ow of
value. )ess variance improves the capa'ility to create real
continuous -ow.
Mistake %roo!ng 2 %oke(-oke
#tandard *or! is the prerequisite for implementing 0ista!e
&roo"ng. 0ista!e &roo"ng has to prevent to have defects
going further on the line. If no standard, then defects
diAcult to detect
Relation ,it% ot%e$ Lean Tools
Normal
A'normal
Advanced Lean
Not ere E
)oo! ere E
4isual Management
#tandard *or! is the prerequisite for
good visual management. It sets the
standards for the wor!. 3isual
management has the o'Oective to
ma!e a'normalities visual, so actions
can 'e ma!e right away.
'ai;en
#tandard *or! provides a 'asis for
improvement, 'ecause it e1poses
waste 'y a'normalities. /hese
a'normalities are then su'Oect to
2ai;en >vents to improve the
processes.
Relation ,it% ot%e$ Lean Tools
#tandard
(on9t C0anageD a #tandard E (etect the A'normality
Advanced Lean
#tandard *or!

Eprevents waste to occur.

Ee1poses waste and is the 'asis for continuous

improvement.

Eincreases your -e1i'ility.

/wo levels of #tandardi;ation
I. #tandard Activity
J. #tandard %onnection
(on9t C0anageD a #tandard E (etect the A'normality
Summa$y
Advanced Lean
7nt$oduction to Single#iece
0lo, BContinuous 0lo,C
L E # D
> N / > R & R I # >
C
E
D
%
#
1
T
4
)
$
)
O
D
Advanced Lean
Single#iece0lo, in a Cell
Cell
6n arrangement of %eo%le2 s"stems2 items2
and methods with the %rocessing ste%s
%laced right ne!t to each other 'physically or
digitally* in se=uential order2 through which
%arts are %rocessed in a continuous flow0
6 ( C
6 ( C
Single)Piece)low
Carr"ing out one)%iece)at)a)time
%rocessing in order to eliminate
stagnation of work '=ueue* in and
between %rocessing ste%s0
-igital Cell
Incoming
orms
Out%ut
Ph"sical Cell
Advanced Lean
/he Ne1t &rocess is the %ustomer E Never #end (efects +
1atches De=ects too Late
ow many more do you haveG
*here are they in the processG
*hat is the root causeG
1atches De=ects )mmediately
Rou only have one
Rou !now where it occurred
Resolve the root cause immediately
atch $ingle %iece &low
7rom: /he /oyota &roduction #ystem
)atc% ;s Single #iece 0lo,
Advanced Lean
&%y 3se Single #iece 0lo, '
CT) *atch
Production
&ingle Piece
Flow
#ualit" 3isk
,IP
IO
Lead time
Producti+it" >
Changeo+er time >>
> Single Piece low %roducti+it" can be im%ro+ed b" balancing %rocesses +ersus
Takt Time
>> Changeo+er time im%act can be reduced b" S&$- or reducing changeo+er
fre=uenc"2 but2 in this case2 b" increasing finished goods in+entor"0
&ingle piece flow is alwa+s better with respect to FIF%
Advanced Lean
&%e$e to sta$t'
Creating Single)%iece)flow
Process Level
Process Level
Single acilit"
'door)to)door*
Single acilit"
'door)to)door*
&ulti%le
Ser+ice acilities
&ulti%le
Ser+ice acilities
6cross Com%anies
6cross Com%anies
:
st
time
1alue Stream
&a%%ing
Prere=uisites
60 1alue Stream &a%%ing
See the flow
(0 6n '%otential* area for Cell
Advanced Lean
,es
6 main characteristic for office %rocesses is that the customer of the %rocess is often the
su%%lier of the needed information for doing the whole +alue stream2 as well0 Therefore2
the customer often has to wait for the whole lead time of the %rocess0
Start within the area with the
biggest %otential of lead)time reduction0
&%ic% p$ocess a$ea'
2u33lier Custo%er
- .
$o
Start with the %ace)maker %rocess0
That are the %rocess ste%s in the +alue stream
that are closed to the customer0
Advanced Lean
:0 Cell Content
Start looking at what items "ou should ha+e in the cell0
?0 6ctual ,ork
Then anal"@e actual work to be done in the cell0
;0 S"stem2 Item2 and La")out
O%timi@e S"stem2 Item2 and Cell La")out for creating continuous flow0
80 ,ork -istribution
-istribute the ,ork among the Peo%le
A0 Im%lement2 Sustain2 and Im%ro+e
6ctual im%lementation of Continuous low in a Cell
Roadmap C$eating Continuous 0lo,
,e are going to look at the cell with Eyes for Flow
Boing to reduce waste out
of:
Ste%s
Peo%le acti+ities
S"stem acti+ities
Item design
La")out
Advanced Lean
Cell Content
-o "ou ha+e the right end itemsC
,hat is the Takt TimeC
6ctual ,ork
,hat are the work elements necessar" to make one %ieceC
,hat is the actual time re=uired for each work elementC
S"stem2 Item and La"out for low
Is "our S"stem suitable for flowC
Is "our item design for o%timal continuous flowC
How can the %rocess be laid out so one %erson can make one %iece as efficientl"
as %ossibleC
,ork -istribution
How to use "our %eo%le efficientl"C
How will "ou distribute the work among the %eo%leC
2uestions 1o$ C$eating Continuous
0lo,
9e" =uestions
Advanced Lean
4o you %ave t%e $ig%t items'
Cell for multi%le items
D &ore fle!ible for
changing demand
D Pushes "ou to create
short changeo+er time
'waste reduction*
:0 le!ibilit"
Think carefull" about assigning right items to "our cell0
Here are some guidelines:
Cells for one item Cells for multi%le items
6 ( 6E( 6E(
Advanced Lean
7denti1y 7tems 1o$ cell
: ? ; 8 A F G
6
(
C
6 grou% of %roducts<ser+ice that go through the same or similar 4downstream5 ste%s0
Start with the %roduct or ser+ice2 that is the customer5s onl" interest in B$0
To sim%lif"2 identif" the %roduct<ser+ice families:
&a% together in one
1alue Stream &a%0
6fter anal"@ing2 "ou
might come u% with the
conclusion to ha+e ste%
A2 F and G in one cell0
I
t
e
m
Process Ste%s E $=ui%ment
/ / / /
/ / / /
/ / /
/
/
,hen re=uired ste%s of the different %roducts +ar" too much2 then se%arate cells0
or e!am%le2 item C does not look to be suitable for the cell0
?0 Similarit" of %rocessing ste%s
Advanced Lean
Pur%ose: &atch Customer -emand Pace with Production Pace
How often should we finish an item to ser+e the customer on timeC
T69T time: It5s the heartbeat of the %rocess
4o you %ave t%e $ig%t items'
Total ,ork Content 'see also ne!t section* of the
%roduct going through the cell should not +ariance
more than ;HI2 otherwise take them a%art0
;0 1ariance of different %roduct t"%es
T
i
m
e
&a!0 J ;HI
( 6
80 Takt Time '%roduction %ace*
6+ailable Time
3e=uired Out%ut
'Customer -emand*
Advanced Lean
&%at a$e t%e &o$k Elements' B1o$ making
one pieceC
,ork element
$ach %rocess consist of a series of work elements0 (" collecting all the
work elements in the cell2 "ou get the total work content of the cell0
4smallest increment of work done b" a %erson 'not a s"stem*
that could be mo+ed to another %erson5
(reaking work in elements hel%s "ou to e!%ose and identif" waste
Calculate the actual work b" using a Process Stud" orm
Buidelines
Bet 3$6L data2 do not rel" on standard time or data from the %ast0 Bet it "ourself0
Time each work element se%eratel"2 otherwise "ou can include waste0 Once timed indi+idual
elements then time o%erator5s com%lete c"cle from start to finish0 Com%are to see the waste0
Time an e!%erienced o%erator who is full" =ualified to %erform the Kob0
Se%erate o%erator work time from s"stem c"cle time0
Advanced Lean
#$ocess Study 0o$m
0icrosoft >1cel
*or!sheet
Lowest
3e%eatable
Date/Time
/otes (or "lement
Process &tud+
%perator
Obser+ed times
rocess !bserver
Process &teps
System
"ycle Time
Full Process &tud+ Template
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Template
Advanced Lean
#ape$ Kai6en
6
(
C
-
$

B
L
I
9
Current Improved
;H
FH
MH
:?H
:AH
:NH
?:H
?8H
Paper 0ai1en
$limination: C and L
Time reduction: 6 and
First analy#e the Total $or% "ontent, and design improvement on paper &
T
i
m
e
H
6
(
-
$

B
9
I
H
.then ha+e a critical
look on the work
elements and design
im%ro+ement on
%a%er 'Im%ro+ed* to
reduce wastes0
irst understand all
the work elements
that make the total
work 'Current*.
6%%roach of immediatel" lea+ing
out wasteful ste%s0 Oou eliminate
some waste on %a%er before
im%lementation0
Pa%er 9ai@en
Total ,ork Content for one item
in the cell are acti+ities 6)90
Advanced Lean
>pe$ato$ )alance C%a$t
;H
FH
MH
:?H
:AH
H
Takt Time
::H sec0
6
(
-
$

B
9
I
H
: ?
6
(
-
$

B
9
I
H
: ? ;
Takt Time
N? sec0
:NH
?:H
Takt Time
?HA sec0
O%erator (alance Chart 'O(C*
Picture of distribution of work among
o%erators in relation to Takt Time0
& then connect to Ta%t T'me.
6
(
-
$

B
9
I
H
:
Sim%le
1isual
#uantati+e
/o guesswork
P O%erator
Advanced Lean
7s you$ System suita<le 1o$ Qo,'
Is "our s"stem able to handle the Takt TimeC
$ffecti+e S"stem C"cle Time Q 'astest Takt Time R ?H)?AI*
luctuation in demand
$=ui%ment is often less fle!ible than %eo%le
Should "ou ha+e one integrated s"stem2 or different small s"stems connected b" a sim%le workflow toolC
Is it working in batch or
single %ieceC
$as" to re%lace '%rice*C
$as" to maintainC
$as" to useC
Is it o%timal design to
su%%ort continuous flowC
If a S"stem 'or &achine* is
%art of Continuous low
Cell2 "ou should make sure
it is a%%ro%riate enough for
handling the low0
6lso ask the follow =uestions about "our S"stem:
1aluableC ) -oes the S"stem add +alueC
Ca%ableC ) -oes the S"stem create no defectsC
6+ailableC ) Is the S"stem alwa"s a+ailable when neededC
6de=uateC ) Is the S"stem not a bottleneck for the flowC
le!ibleC ) Is the S"stem fle!ible to adKust for changesC
Advanced Lean
6re "our items o%timal designed for creating continuous flowC

How is the item %resented in an eas"2 sim%lified2 %ro%er wa"C

6re there an" changes "ou can make on the item2 so it takes less time
for the o%erator to %rocessC

6re the items eas" accessible2 at their fingerti%sC

7s you$ item ideally designed 1o$
Qo,'
Ideall" for a %rocess
with high +olume2 low +ariet"
with high fre=uenc" of use
with stable in%ut
or e!am%le
Pa")roll
Polic" re=uest %rocessing
Customer Ser+ice Centers
Advanced Lean
How can the %rocess be laid out so one %erson can make one
%iece as efficientl" as %ossibleC

6+oid isolated islands of acti+ities0

&inimi@e in+entor" accumulation between %rocesses0

3emo+e '%h"sical and digital* obstacles for the o%erator

&ake +alue creating acti+ities easil" accessible0

-esign good ergonomics0

9ee% manual2 o%erator)based work ste%s close together to allow

fle!ible work element distribution0
Cell Layout
Advanced Lean
>Rce Cell Layout
Out
Incoming
orms
&ulti)functional
Co)located
One %iece flow
(alanced R waste remo+ed
Cross trained team
Staffed within the 4inter+al5
Standard work
Cellular en+ironment is an area of continuous flow0
Ph"sical.
. or -igital
6 cell can also be designed digital0 Think of setting o%erators work
in a flow b" aligning s"stems0
,orkflow IT can hel% to let differ s"stems work together in a flow0
Advanced Lean
8A
:A
;H
H
Takt Time
8A sec0
: ? ; 8
(uffer for +ariance
O%tion 6
(alance the line
!o, to use you$ ope$ato$s
eRciently'
/umber of o%erators:
Total ,ork Content 'after %a%er 9ai@en*
Takt Time R buffer for +ariance
$!am%le
:;8
8A ) ;
P ;0? o%erators
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Advanced Lean
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here two e!am%les:
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that in "our %h"sical or
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Advanced Lean
Im%lementing the low consists of four stages:
:0 Initial Process -esign
?0 &ock)u%
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80 Sustaining the low
6+oid making things %ermanent2 until stage 82
because it is a real learning)b")doing im%lementation0
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A system in which each process ta!es what it needs from
the preceding process when it needs it and in the e1act
amount needed.
>mploys a variety of visual signaling devices and uses
the concept of 2an'an
?ust6in6time focused
%ontrols production system and limits inventory
#impli"es or eliminates documentation
1ustomer pulls the Uow
&%at 7s a #ull System '
Advanced Lean
6 s"stem in which %roducts are %ushed through %roduction or
distribution2 based on a schedule0
T3ead" or not2 here I come!U
Products are %roduced onl" when scheduled
6ssumes recei+ing work centers will be read" for the %roducts
when the" arri+e
Out%ut continues without regard to actual downstream needs
3es%onse is dela"ed and the s"stem disru%ted due to short)
inter+al changes
&%at 7s a #us% System '
Advanced Lean
Planning
Push: ,ork is com%leted based on a %lanning s"stem
Pull: ,ork is com%leted based on authori@ation from
downstream users
,ork 6uthori@ation
Push: ,ork is immediatel" sent to downstream user u%on
com%letion
Pull: ,ork is not forwarded to ne!t o%eration until re=uested
4iSe$ences )et,een #us% T #ull
Advanced Lean
6 con+entional s"stem2 based on a schedule2 generates
unneeded in+entor" 'o+er%roduction* because true
customer needs ne+er fit %erfectl" with schedule0 or the
same reason2 it can also generate shortages0
SHO3T6B$
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Advanced Lean
&%y 3se #ull '
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Advanced Lean

Standardi@ed a%%lication

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Advanced Lean
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&in<&a! is the most often used methodolog" to manage
su%ermarket<buffer in+entor" le+el0
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Pull
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3e%lenish
High %erformance com%anies use 9anban to
communicate needs to %receding %rocess0
Advanced Lean
Reduction in va$iation e(pe$ienced <y t%e custome$
eiOun!a is the foundation of the /oyota &roduction system, and is the
process of leveling and sequencing an operation.
/here are three main elements of eiOun!aE
I. )eveling: .verall leveling of a process to reduce variation in output
J. #equencing: 0anaging the order in which wor! is processed (0i1ed
&roduction)
K. #ta'ility or #tandard *or!: Reduce process variation
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Advanced Lean
Kan<ans a$e used to signal t%e supplying p$ocess
t%at mo$e mate$ial is needed
A Kan!an is a signal used !" a downstream operation
to re#uest a material replenishment
3sing 3sing
#$ocess #$ocess
3sing 3sing
#$ocess #$ocess
Supplying Supplying
#$ocess #$ocess
Supplying Supplying
#$ocess #$ocess
'an+an
Re,uired
%art2 material

ins

La+els

1ards

1arts
Kan<an
Advanced Lean
0i( t%e p$ocess Bp$o<lemC <e1o$e moving on
?ido!a allows machines:processes to operate autonomously 'y shutting
down automatically if an a'normality occurs. /his prevents defective
products from passing to the ne1t process.
/here are two main elements of ?ido!aE
83 #utonomation: Automation with human intelligence L operate
autonomously
B3 $top at Every #+normality
A'normal
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Jidoka
Advanced Lean

Lean >ve$vie,

Lean 5et%odology

Lean Toolkit

Lean 4eployment

Lean 8lossa$y

Lean Resou$ces
Advanced Lean
4on9t &ait++ @ M>ppo$tunities multiply as t%ey a$e
sei6edN
Lean
4eployment
Lean 4eployment Roadmap
I. #et the strategy
J. 7ind a change agent (how a'out youG)
K. 5et the !nowledge
S. #ei;e or create a crisis to motivate change
<. 0ap your value streams, creating a future state plan
M. >liminate waste 'y e1ecuting the plan
@. >1pand the scope to other areas
Advanced Lean
MT%e So1t StuS is t%e !a$d StuSN
Lean 4eployment
7nvestment Re=ui$ed
Technical
789
Cultural
:;9
"2pense
;9
Advanced Lean
M4on9t <e a1$aid to give up t%e good 1o$ t%e g$eat+N
Lean 4eployment
Key 1acto$s 1o$ Success
I. )eadership commitment
J. Ramp up with results
K. %onsistency of purpose
S. 2nowledge:/raining
<. *ide spread %ommunication
M. %hange management
@. /eam responsi'ility
W. 0etrics
V. Reward and recognition
IQ. Roadmap for >1ecution ((iscipline)
II. $alance 'etween short term and long term
IJ. $est practice sharing (%ommunity)
IK. 3alue #tream 0anagement
Advanced Lean
Kai6en - Action &o$k >ut BA&>C at 8E
Kai6en: C%ange 1o$ t%e <ette$
%ontinuous incremental improvement
%ontinuous slow
(ata driven: visual and quantitative
$ias for action
(oes not cost money
A'solute intolerance for waste
Lean 4eployment
Advanced Lean
Need )ot% Kai6en and Kaikaku++
Kaikaku
Time
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Kai6en - Evolutiona$y C%ange
Kaikaku - Revolutiona$y C%ange
Lean 4eployment
Advanced Lean
Responsi<ilities clea$ly dema$cated
Lean 4eployment
4alue
4alue
$treams
%ull &low %er=ection
$enio
r
Mgmt
3
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t
Line
s
&LO. Lean
/&low and %ull )mprovement0
%RO1E$$ Lean
/Elimination o= .aste0
&ocus
7low )ean
7ocuses esta'lishing lean wor!-ow

=se of /echnology for -ow

*ing to wing improvements

>sta'lish &ull *ith customer

involvement

#i1 #igma for comple1 pro'lems

%rocess Lean
)ean for waste elimination 4
process eAciency
>mpowered teams for speed of
e1ecution
/ap !nowledge residing in grass
root level .
#imple %ommunication
Advanced Lean
7mpo$tant to <e ,a$y o1 t%e a<ove 1acto$s
Lean 4eployment
&%y some companies 1ail'
I. /oo 'usy managing day6to6day L no time for continuous
improvement and organi;ational learning
J. $elief that past strategies and approaches will continue to 'e
eBective in the future
K. 0anagement through control and eAciency
S. .rgani;ing and managing through departments
<. =sing people as operational la'or, not operational e1perts
M. )et )ean /hin!ing 'e perceived as a downsi;ing e1ercise
Advanced Lean
Applying t%e $ig%t tools at t%e $ig%t stage

Lean >ve$vie,

Lean 5et%odology

Lean Toolkit

Lean 4eployment

Lean Resou$ces
Agenda
Advanced Lean
Lean Resou$ces
7or all references on Lean training material$ Lean %nitiatives$ &enpact 'ro(ect
examples, visit the )ean %ommunity on the 5enpact #upport %entral
http:::gecishome.gecis.ge.com:portal:pageGYpageid
XKK,W@JKQS4YdadXportal4YschemaX&.R/A)
L
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p
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+
Advanced Lean
Lean Re,a$ds T Recognitions
(ot any )ean
'mprovements&..

*pload it onto the

)ean $or%flow

All approved
Team + 'ndividual
ideas win "heers
Advanced Lean
Closing &o$ds
5any unidenti/ed p$o<lem a$eas e(ists
,it%in you$ p$ocesses
Lean met%odology %elps e(posing t%ose
p$o<lem a$eas I
C$eating oppo$tunity 1o$ imp$ovement
7mplementation is t%e key