Training script:

Lean Basics
Part II

www.iLeanGO.com

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 INFORMATION ON THE TRAINING

General information
This training presents the basics of ‘Lean’. It also serves as an introduction to
more detailed subject-specific modules contained in iLeanGO.com

Level: Lean Novice

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Training plan

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General information Lean tools and
about Lean and methods in a
Continuous nutshell
Improvement

5S

What is 5S?
What is 5S – a tool designed to create and maintain a well-organized and
safe workplace.

• 1S - Sort - (from Jap. Seiri) - removal of all unnecessary items not required
in the production process from the workplace.

• 2S - Set in order - (from Jap. Seiton) - finding a place for items which have
not been discarded at the selection stage, and marking them properly.

• 3S - Shine - (from Jap. Seiso) - specific activities related to cleaning the

workplace and the production area (e.g. sweeping, cleaning machines)

• 4S - Standardize - (from Jap. Seiketsu) - defining the standards regarding

the manner in which we intend to uphold the first three 5S steps

• 5S - Sustain - (from Jap. Shitsuke) - specific activities aimed at engaging

employees in the 5S

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Before and after 5S
When using 5S, we not only improve the visual aspect related to the
workplace, but also contribute to the improvement of productivity -
everything we need is at hand, only necessary items are at the workplace,
we do not waste time for unnecessary movement or searching for items. In
addition, the material is marked and the functioning of a given workplace
has been standardized.

Now think in the context of new employees - how much faster the
introduction process in your company would take for the selected
workplace if the 5S had been implemented?

Why 5S?
• Higher efficiency (we know where everything is placed, no
unnecessary objects that make it difficult to move)

• Greater security

• Easier new employee introduction

• Higher quality

• Easier delivery

• Lower costs

• Higher employee engagement and a better working atmosphere

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 • Short changeovers

• Less breakdowns

• Better appearance in front of customers

• All abnormal situations are immediately visible

5S implementation stages

1. Choose the 5S leader and the 5S team to develop the

implementation plan within the budget and time set
2. Divide the factory into production areas
3. Select the pilot area
4. Specify how to measure success
5. Conduct training for the Manager / operators working in a given
area
6. Implement
7. Write down what we have learned
8. Make the implementation for other areas
9. Conducting regular audits
10. Continuous improvement

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 Visual Management

Components

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Visual workstation
 Andon light signal

Light signals are used to indicate the place of the process requiring
additional attention. They may reflect the potential quality problems
identified by the operator, or need to supplement the material for
production.

 Visual controls

Using colours makes it easy to see, for example, whether the pressure (see
the graphic) is within the norm.

Visual Result Management

 Visual boards - 3 levels of tables

• Level 1 - Senior management
• Level 2 - Mid-level management
• Level 3 - Team Leader / Foreman and operators

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Indicator categories

In visual management of results, it is important to monitor the selected

indicators in relation to the goal. Among others, you can distinguish the
categories, as shown below. Indicators of up to 4-5 categories should be
monitored.

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 Filling the day in the calendar with colour, depending on whether the
result for the day met the target (green) or not (red)

Targets cascading

You already know that you should monitor results on three levels of boards
based on the indicator category. Where to choose what to measure? The
answer is - cascading down the targets resulting from the strategy

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 VSM

VSM – what it is?

• VSM – Value Stream Mapping
• Value stream - all processes and operations (adding value or not),
necessary to deliver a product to the customer
• Wherever is a product for the customer, there is a value stream

VSM Stages

There are 4 basic steps involved in creating a value stream map from the
factory level

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Selection of the product family

• The product family is identified based on the plant's finished products

• For each customer, it should be listed how many different details he

purchases, in what quantity and how often

• Products should be divided into families, according to the similarity of

technological operations

• We choose the product family after a Pareto analysis with division by:

• Rotation of the sold products

• Price of the sold products

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Map of the Current State

Map of the Future State

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 One-piece flow (OPF)

Continuous vs. traditional flow

Traditional flow

- Large stocks between operations

- Poor reaction to defect detection
- A long throughput time

Continuous flow

- No stocks (or 1 item on stock)

- Immediate reaction to defect (you do not need to check the
inventory to see if the defect was repetitive)
- A short throughput time

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Performance vs. plan

• Work based on establishing hourly targets and monitoring hour after hour
of their execution status

• In case of a problem, it is identified by the Team Leader and written down

on the board, possibly also in the report file

• We try to respond to problems on an ongoing basis, identifying the root

cause and eliminating them

• Statistics of problems should be kept

• Mid-level management should meet in a cross-functional team (e.g.

production manager, warehouse manager, planner, quality engineer,
Lean, etc.) to discuss major problems and the actions

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Terms
• Takt of line - working tempo of line (also bottleneck tempo)

• Takt Time (T/T) - determines how often the customer wants to pick up one
piece of the product

• Bottleneck - a work station with the highest cycle time (C/T). The
maximum production on the line depends on the bottleneck

• Cycle Time (C/T) - average time between the production of one piece
and the next piece of the product at a given work station. It is calculated
by dividing the time available for production by the number of
manufactured pieces

• Processing time (P/T) - average duration (measured with a stopwatch

from the moment of production starts to the moment of putting piece
away) of the production of one piece of the product at a given work
station

• Yamazumi Chart - a graph that visualizes the summary of operation times

(divided into activities) in relation to the Takt Time

Measures
Line balancing is a method of balancing the time load of individual
operators in the context of the flow of one piece, and also of aligning with
the Takt Time (T/T) bar

Measures:
• Full Time Equivalent (FTE)
• The theoretical number of people needed to meet the customer's
needs, assuming a 100% balance of the line.
• Line of Balance (LOB)
• Level of production line balance in %
• % Loss (LOB)
• The level of losses caused by the LOB level

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Yamazumi Chart - before balancing

According to the calculation, 6 employees should work on the line, while 8

employees do. This is due to the low Line of Balance factor of 58%, which
generates 42% of losses. The first operation is bottleneck and constitutes the
takt of line. It is also a limitation in the process in terms of meeting the client's
requirements - operation time is longer than the Takt Time (T/T)

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Yamazumi Chart - after balancing

The line was almost perfectly balanced to 98%, generating 2% of losses. We

managed to reduce the cast to 6 employees. Here, you should remember
that the optimization cannot be followed by dismissals! People need to be
involved in the changes, because the best ideas will come from them. That
requires from the organisation a guarantee that they keep the job. Natural
rotation (when an employee quits, we do not look for a replacement) or
moving to another line may be considered.

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OPF Line

In addition to production monitoring and line balancing, OPF raises the

following issues:

• Material Kanban
• Water Spider's route calculation
• Plan for every part
• 5S (available in the 5S module)
• Spaghetti diagram
• Cell design
• Work standardization
• Jidoka
• Built-in quality
• Poka Yoke

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 SMED

What is SMED?
In Formula 1, it takes only a few seconds to change tires, while changing
tires in a workshop takes up to 30 minutes.

In this section, you will get to know SMED and understand how to shorten
changeovers

• SMED - Single Minute Exchange of Die

• A theory and a set of techniques that allow to reduce retooling times to
less than 10 minutes. Thanks to the acceleration and simplification of
machine changeover, the size of the production series can be reduced.
This means reducing production costs

• The changeover time is the difference between the last good piece of
the previous production series and the first good piece of the next
production series

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Traditional changeover

Changeover time

SMED
D
STOP Trials

MACHINE IS NOT
OPERATING !!!

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Types of activities

External activities can only be carried out when the machine is operating

Internal activities can be performed while the machine is switched off

SMED Stages

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1. PREPARATION FOR IMPLEMENTATION
At this stage, identification of all changeover steps takes place with the
operator

2. SEPARATION OF INTERNAL AND EXTERNAL ACTIVITIES

This is the most important step taken during the implementation of the SMED
method. Preparation and transport of tools and instruments during machine
operation allows to reduce the time of internal activities by 30% to 50%

3. TRANSFORMING INTERNAL ACTIVITIES INTO EXTERNAL ONES

It involves reassessing activities in terms of qualifications for a given type and
searching for ways to transform internal preparation into external one. It is
possible thanks to the insight into the actual course and properties of the
preparatory activity being carried out

4. OPTIMIZATION OF EXTERNAL AND INTERNAL ACTIVITIES

In order to reduce the duration of preparatory activities, it is necessary to
analyse them in detail and use appropriate tools (described below)

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 Leveled Production System

Push vs. Pull

SYSTEM PUSH

- Large batches and as little changeovers as possible

- Large overproduction
- Management by extinguishing fires
- Production based on forecasts
- Changing orders from suppliers

SYSTEM PULL

- Small batches and the amount of changeovers corresponding to the

customer's requirements
- Production consistent with customer consumption
- Management by signals
- Inventory control in progress

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Issues with stocks
• The water level symbolizes stocks in the company. If it is high, it covers
what is at the bottom of the lake (rocks symbolizing problems)

• By gradually reducing the level of stocks, we reduce the company's

costs

• To pass from point A to point B (that is, convert the raw material into a
finished product) with a reduced level of stocks, you must eliminate the
rocks in the lake.

• This is very important in the context of reducing production costs and

switching to production in the PULL system

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Kanban - minimum batch for production start

In some cases - for example long changeover even when using SMED - may
be too expensive to produce individual orders based on Kanban cards. As a
solution, to start the production the minimum batch is calculated.

A container is taken from the shipping area. The Kanban production card
goes to the series collection box. When the compartments are filled for a
given assortment, the
cards are transferred by
the feeder to the machine
operator. He will execute
the order producing the
quantity of pieces
corresponding to 'n'
Kanbans times the number
of pieces in the container.

Kanban Card
It is a card that is the foundation for production control in the PULL system.
When parts are collected, the card goes to the previous workstation with
the order to produce what was consumed

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Traditional vs. leveled production

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 Total Productive Maintenance

General Information
Total Productive Maintenance (TPM) is defined as a comprehensive service
of machines and devices aimed at ensuring their maximum availability. TPM
is implemented within the entire company by operators and personnel
responsible for maintenance

TPM aims to achieve the following goals:

1. Maximizing equipment efficiency (improving total efficiency),

2. Development of a maintenance system (maintenance service) to
extend the equipment's lifespan,
3. Involvement of all departments in planning, design, use and
maintenance of all devices,
4. Activation of employees' involvement in the maintenance service
of the whole machine park
5. Promoting TPM through activities carried out by small task forces.

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TPM Temple

TPM Goals

Achieving at least 80% of OPE - Overall Plant Effectiveness

Achieving at least 85% of OEE - Overall Equipment Effectiveness

Development of a work procedure that eliminates the

possibility of quality deficiencies

Lowering production costs by 30%

Providing the customer with the ordered quantity of products

of required quality in a timely manner

Creation of an accident-free working environment

3x increase in the number of employee suggestions where they

are analysed; if not, then implementing such a program.
Constant development of employees' competences

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5 x Why

Determining the root cause will also require a physical analysis of the
conditions of the course of the activity, i.e. observation of the line (work
station) for the identified problem.

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 Lean Scrum

About Scrum
• It is not a methodology!

• It is a framework of conduct - a set of tools and processes in accordance

with the Agile Manifesto

• Implementation of small tasks under the so-called Sprints and gathering

feedback instead of a detailed implementation of the schedule set in the
definition phase of the project

• Scrum guide to download: http://www.scrumguides.org/index.html

Roles

(responsible for the project) (coordinator of work in the team)

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Road map - visualisation

Instead of a rigid schedule, use a Road Map and sprints

Scrum diagram

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Events in Scrum

Sprint - 1 to 4-week iteration, within which the things determined during

Sprint planning are implemented

Sprint planning - at the beginning of each Sprint, you should determine

which things are the most valuable and will be placed in the section to be
done in a given sprint

Daily Scrum - daily meetings of the project team on discussing the progress
of work, tasks and problems

Sprint review - at the end of the Sprint, check the growth of the project /
product and the value added and collect feedback from stakeholders
about the completed work and discuss further planned activities

Retrospective - at the end of the Sprint, you should analyse what has worked
well and what needs improvement. A plan for implementing changes
should be prepared

Artefacts in Scrum

• Product Backlog - a list of things (so-called Epics or User Stories) to do as

part of a project / product. This is the only place from which the project
team takes tasks

• Sprint Backlog - list of things (stories, tasks) to do in the Sprint

• Increase in value added / project / product - completed, tested / verified

increase in the value added within the project

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Decomposition

Kanban board

Monitor the implementation of tasks using a Kanban table. Identify individual

colours as priorities and periodically update the implementation status.

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Finished reading? Go to tasks!

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