Overview:
Changing a traditional batch and queue style of production system into a lean manufacturing
system takes time and knowledge of the tools and techniques used to make the changes
happen. This workshop will provide the required knowledge to develop: |
- Both a current and a future Value Stream Map (VSM)
- How a Manufacturing Cell is designed
- The use of Product Families to identify production needs
- Understand what a Kanban System can do
- Understand the Just - In - Time Production system
- Begin using The 5S Principles in all areas of the company
- Operate Kaizen Blitzes effectively
|
| The timing and the pace of implementation of these tools and techniques
is a corporate decision. It is recommended that you take a slow paced approach to
ensure the tool or technique is implemented thoroughly before moving to the next
project on the list. You will find that the projects will be more successful when
you focus on each task until it becomes stable before moving on.
|
Who should attend:
Quality Control/Assurance Managers, Engineers, Company Executives, Project Leaders,
Office Staff, Foreman/Lead Hands. The change to Lean Manufacturing is a task for
the entire company, not just the production staff. In-house workshops are generally
given to a team of 5 to 10 people from a cross section of staff.
|
| Agenda: |
Understanding Lean Manufacturing
- Find out what benefits are available when you go Lean.
- Hear what other companies have experienced after implementing Lean.
- Learn the seven (7) deadly wastes plus 1.
- Review and discuss Dr. W. Edwards Deming's 14 Points for Management (the Lean philosophy).
- See how Lean Thinking© is developed and used to determine value added activities.
- Find out the benefits to a Value Stream Map
|
Learn 6 Lean Tools
- Learn how to apply the principles of Lean Thinking©
- Learn how to break down your products into Product Families
- Learn the Principles of 5S and get forms for follow-up reviews
- Find out what is involved in designing a Manufacturing Cell
- Learn what a Kanban is and how to use it
- Understand what to look for during a Kaizen Blitz
|
Just - In - Time Workshop
- Find out how Just - In - Time (JIT) was developed
- Join in a hand-on demonstration of JIT - going from the traditional batch
and queue production system through 4 iterations to the JIT "Bumping" system
- Determine if JIT is applicable to your product(s) and where
- Use two types of Kanbans while doing the JIT exercise.
- See how these Kanbans can be used in your company.
|
Value Stream Map Workshop
- Identify all of the tasks to be viewed and timed
- Go to production floor and time each task
- Return to build the current Value Stream Map (VSM)
- Learn the icons used in a VSM
- Identify the lean metrics to be incorporated in the future VSM
- Draw the future VSM - identifying the priority of changes to be made
- Develop a new plant layout to match the new VSM
|
Kaizen Event Scheduling
- Develop an appreciation of the benefits of Kaizen Events
- Determine the need for scheduling the events
- A Kaizen Blitz schedule form provided and is reviewed
- Learn exactly what your are expected to do during a Kaizen Blitz.
- See how root cause analysis (RCA) and the Deming circle (PDCA); Plan, Do, Check, Act are used.
|
Kanban Cards or Signals
- Learn what a Kanban can do for organizing production
- See how the Kanban system will reduce and regulate inventories
- Learn how to calculate the number of Kanbans you need
- See how 2 different Kanbans are used during the JIT exercise
|
Summary and Quiz
- Review the entire workshop for questions
- Emphasize the key elements of each section
- Wrap up questions and answer session
- Take a short quiz to ensure the main points have been learned
|
| The length of the workshop will vary depending on the complexity
of the product or sub assembly that is identified for review. For example, a simple product
with 10 operations totalling 60 minutes of labor would take approximately 5 to 6 days
to complete. This is usually the minimum amount of time to review a product. The
workshop can be broken down into sections so that personnel are not withdrawn from
their duties for an extended period of time. The break points are after the first
day of "classroom" work and before evaluating the product on the shop floor to build the current VSM.
The second break point is between the development of the current VSM and the building
of the future VSM. The longest period is often the timing and development of the
current VSM due to the requirement to attain reliable labour times for each operation.
It is recommended that a continued presence of the consultant is used after the
future VSM is drawn for the initial project development and implementation. This
is to demonstrate to the staff how a project is properly developed and to ensure
the project stays focused and is incorporated into the plant operations smoothly.
|
| To contact me for a quote for your
in-house workshop, just click on the link.
|
 Lean Manufacturing
Value Stream Mapping
|
