Lean Manufacturing Interview With a Former Toyota Quality Manager



you my name is Chris Trent I worked for Toyota for just over nine years from the years of 1988 to 1997 worked at the Georgetown Kentucky assembly plant my my position that the plant was I was originally hired in as a quality engineer and then ended up being one of four quality engineering managers my favorite lean tool or TPS tool that's probably of all the questions the most difficult because there's so many right I mean again the elimination of waste is what it's all about so if you consider the tool of recognizing what are the wastes of a process that's very powerful but then using the value stream mapping tool to uncover those wastes once you uncover them then the tools of built-in quality of course quality being my background is one of my favorites but then also standardization extremely powerful in solving the problems that you know you uncover with the value stream mapping and then of course without teamwork and five s none of that's possible so that's a tough one favorite tool all of them it's this the answer to this one how does Toyota implement the idea of continuous improvement and there's three other questions that how about 5s and how about it's at Toyota I don't ever recall thinking about them as a tool it's how we did the work there was always that thinking of how will we do things better you know I really even struggle I mean of course the word Kaizen was used quite a bit but again it was just the culture it wasn't something that taught as a tool it's how you did the business same as 5s it's how you did your work I would say okay the idea of respect for people the concept of respect for people is most evident in the fact that everyone is empowered you know everyone's opinion matters everyone is expected to participate in continuous improvement in doing their own job how can I do my job better you were you were always treated well that you know Fujitsu Cho who is now the current or was the CEO of of global Toyota was our first plant manager there and he would hold the door open for an hourly worker the same as he would for anyone else I mean it was just tremendous amount of respect for each other and then again you were it not only empowered but expected to participate in the process of continuous improvement well there I had many sensei's we had a very interesting system there of when I first joined you know we were fairly small organization and we every single person had a what they called coordinator was the name for the the Japanese sensei then of course as we grew you couldn't we couldn't have someone there you know as your sensei but finally every manager level would always have a sensei so again I had many there unfortunately it's a very tragic story of the gentleman who was my sensei the longest he'd been my sensei for a period of two years and then was gone for two years and came back and then when he was at his second stint there was killed in the plane crash in Detroit on his way to the Detroit Auto Show so his name was Keita takun ami and again very strong personality we fought all the time and then it really wasn't until years later trying to teach others what he taught me that I understood the brilliance of what he was teaching me I was I was always butting heads with him but again it was like unbelievable what I learned from him I mean again it was a lot about discipline I learned everything about the a3 and problem-solving from him you know and tricks to do a good a three that you know he would oh my gosh one time you know we worked on an a3 probably for a month non-stop till we got it just right and the you know I things that I thought were just nitpicky were had a very strong meaning behind them of being concise and not using words use diagrams use charts use pictures you know things like that so it was again I just thought he didn't like English because he couldn't read English it was no it was because it made the presentation they a3 much better for anyone to understand it without a lot of words just one small example really I would say this their technology is secondary editor and that recently I read or saw a article that will express this much better than I do but again they it's a tool and it's not they're not interested in what's the latest and greatest technology needs to support the people and it needs to be proven before you implement it an example is in five years after we had opened up the first plant phase one we built a second plant okay double the capacity of the plant and I was part of the team responsible for big getting all of the test equipment all the end of the line complete vehicle testing equipment I was part of the team to pick who provided it what was provided etc well we were you know that that we'd go to the local Detroit you know manufacturers who supplied Ford's and GM's you know and they'd have all that want to sell us on all the latest technology that everyone was using and we were like no we don't want that we want this old stuff because it was proven and it we knew it was reliable and we knew it would work so it was very interesting it's like well you know why aren't we using the latest in the best now it wasn't the case and and I think you know again there's some things that the technology made the parts of the the tools of TPS work like making single minute exchange of dies requires a great deal of technology to make that happen okay but you don't need to automate everything I mean the assembly process was virtually unlimited and then even since I've left I know that they have gotten away from even putting too many robots in the body shop because they have more flexibility with people so again a lot of words to say it's secondary it's not all about robotics it's not all about the latest technology you

Lean Manufacturing @ Atlas Copco



you may have noticed a breath of fresh air is blowing over the Atlas Copco factory floor a breath of lean air lean manufacturing is about the elimination of waste we can really concentrate to the dust which are giving added value to the product we eliminate all other tasks which are not giving added value like walking waiting time that quality and that's one as one the new assembly lines look very different compared to the old ones the previous assembly lines we designed in a totally different way we looked to the compressor we look to olden material which was needed to assemble all types of compressors and we put it into the assembly line in the old way of thinking operators were literally surrounded by mountains of components they had all the components in the small blue boxes in front of them and they had to choose the right component and sometimes operators are mistaken and taking the wrong component and it leads to to waste those days are coming to an end now we look to the operator and we look to the tasks of the operator and instead of having all material to the on the assembly line we bring the material to the operator and direct access to the operator on a lean line the operator is the center of things we bring all the material in sequence to the line so the first component on the line is also the component he meets for the Machine he is working on quality is of course always our first concern it's therefore we introduced the tools like ok ok plates the aim of the poky ok plate is that they start up at the beginning of the assembly filling up this plate and at the end of the assembly the plate must be empty the lean concept makes life and work easier for the operators for instance all carriers are on wheels this also makes it easier to quickly adapt the line to changing production needs modern electrical tools are at hand these ensure that the perfect amount of torque is applied and that all necessary screws are used and a bar code based traceability system guarantees that all the right components are installed in each unit we are really focused on the design for assembly we also looked to the way of working for the operator so that the operator has an easy access to all the components that you can easily assemble the components into the unit another aspect of lean manufacturing is destroy for less components try to standardize as much as possible we try to have the same components as much as possible for the different types of compressors by focusing on standardization we are also able to reduce the total assembly time as a result of the shorter assembly time the throughput time is shortened as well lean manufacturing is essential in ensuring accurate delivery times for high-volume production not only the assembly time was shortened so was the assembly line this assembly line is it's much much shorter than a classical assembly line for example when we first designed this assembly line not according to the lean principles we had an assembly line of 70 metres today this production line is only 14 metres and this is only by implementing lean principles like sequencing bringing material to the operator and designing the workstation according to the deeds of the operators and not according to the needs of the compressor anymore a lean environment and product design both tailored to the needs of the operator less components meaning less room for error lean manufacturing is the way forward in fact the first results of lean manufacturing in the portable energy division have proven this point on-time delivery increased by 15% and quality improved by 11% a resounding success by implementing the principles of lean manufacturing we reduce the total amount of components we reduced the working time and by doing so we were able to reduce the amount of work stations and we were even able to improve the quality so it's a win-win situation

Lean Manufacturing Principles: Operate Like Surgeons



hi guys Ian Johnson from drive your success com today I want to talk about the importance of getting your production employees to operate like surgeons now if you think about a surgeon surgeon is always operating against time they've got all the tools they need within close proximity to where they're working they waste no time whatsoever fumbling about trying to get the best of what they need and everything else so it's the same kind of mindset mindset we want with with our with a production employee it's the same kind of mindset you should have with your management when it comes to manufacturing you know your production employees have to operate like surgeons so what typically happens when I start off with a with a new customer is I go in and I start talking to them about the importance of operating like a surgeon and I talked about cycle times in the relationship between you know cycle times from one production work cell to the next transit times and invariably nine times out of ten all the time pretty much I get the answer of yeah and we know what the cycle times are our ERP system tells us that's not what our issues are and right away I know what their issues are the issues is I don't know how to track cycle the cycle times so my answer to someone who says we know the cycle times are our ERP system tells us is to say to them that's great I'm happy that you know what the cycle times are because your ERP system can tell you but they cannot tell you what they should be and there is not a single ERP system anywhere in the world I eat rpm RP I don't care what you call it there's not a single system anywhere in the world that is intuitive enough to tell you what they should be all I can tell you is what they are right now in order to lower them and to do something about your cycle times you've got to see production happen in person okay so I've talked a couple of times about these things in the past about you know analyzing cycle times from one works out of the next and analyzing productivity rates and I always start from analyzing productivity rates and cycle times at an individual production work cell because that's where the work stopped it just happened if you think about a product being manufactured it starts from one area moves to another before it moves to the next to the next to the next cell if there's a problem at each one of these cells it just creates a backlog in the process so if you want to analyze cycle times get to the point get to where works so the first step that I usually start off with customers is to analyze productivity rates for specific work cells okay so we're going to start off number one productivity rates now I will go through a very quick analysis of a productivity rate that I did for a customer recently very simple and very straightforward I've actually got another video about this that I posted on my on my blog very quickly this is how you do it I actually had a customer who couldn't reconcile while they were only getting 18 units out of an eight-hour work shift very simple no one works a full eight hours you have eight hours okay you had to take one hour off for lunch this is a particular example is one hour for lunch minus two x 15 minute breaks one in the morning one in the afternoon leaves you with six and a half hours of available work time okay so right away no one's working full eight hours at most even if they could they can't but if they could they would work of six and half hours okay but we all know nobody's a robot so what happened is in this particular workstation I did this analysis over several weeks and to be quite honest with you and analyzing the cycle times we found out in this analysis that they averaged approximately a hundred and thirty-five minutes of lost time each eight-hour work shift now there's a lot of reasons why this happened a couple of the reasons we're bill of material issues assembled assembly outline so assembly outlines we had work order issues and it weighs bottom line on average five days of the week is about a hundred and thirty-five minutes of lost time all kinds of issues that we encountered in this particular workstations if you convert the six and a half hours in two minutes six and half hours is actually three hundred ninety minutes okay so no one works eight hours you can take an hour off take two 15-minute break six and a half hours convert it into minutes is three hundred ninety minutes okay we encountered up average of one hundred and thirty-five minutes per work shift of downtime you take that off you're left with two hundred and fifty five minutes or four hours and 25 minutes of actual work time so you got two hundred and fifty five minutes where work was actually being done this particular product has a circle time of 15 minutes okay and if you take this 255 and divide it by this 15 so 255 / 16 let me just correct that 255 / 15 you actually get the 17 or 18 units that this company was complaining they were only getting at an eight hour shift bottom line is they were getting 17 to 18 units out of basically of four hours and 25 minutes shift okay first step operating like surgeons productivity rate analysis at the work cell okay the second step is reduce downtime okay so i thought i was 15 minutes there's a lot of issues right here that pertain to lost time waste of time work stoppages now if you attack this 15 minutes and start to systematically eliminate some of these root causes that you've got right here you'll bring that cycle time down so in this particular case we went from 15 minutes now I think it was like 14.25 the third step here is if you want to track your cycle times I'm through your ERP system or if you want to be able to turn around to someone like myself and say you know we know what our cycle times is you should only say that after you've gotten to this point all right the bottom line is your cycle times step number 3 equals your ERP times they are your benchmark time and that means that if you want to be able to say that you know exactly how low your cycle times are in a given workstation or across the production floor you've got to be able to figure out your productivity rate eight hours minus an hour minus 2 50 minute break six and a half hours inverted in two minutes track the lost time the causes you get three hundred ninety minutes particular example minus 135 waste of time 255 in terms of actual work time so this company was getting 18 units not out of eight hours at four hours in 25 minutes we then attacked the causes here systematically over a couple of weeks brought it down to 14.25 and that's considerable that's a lot and then we use this 14.25 as the time that we tracked all of our future variances on in terms of their ERP system so to be quite honest with you when I have a customer of mine tell me that they know what the cycle times are because their ERP system tells them especially at the beginning of a project it's music to my hairs so that's pretty much it get your guys operating like surgeons take care of Ian Johnson dragger success com

GBMP Lean Training DVD: Toast Kaizen – Introduction to Lean Manufacturing Preview



what if there was a switch in each of your employees heads and by turning that switch to the on position you could get them to notice and eliminate the problems in their daily work process that are holding your business back and costing you and your customers time money and other resources would you flip that switch taiichi Ohno and Shigeo Shingo at the Toyota Production works believe that just such a switch existed in all of us now the toast Kaizen video from the Greater Boston manufacturing partnership uses principles developed by mr. Ono and mr. Shingo to create a fun and easy way to flip that switch to the on position to get you and your employees to begin to notice and eliminate waste in a seamless non-disruptive day-to-day manner using many tiny changes for the better to create a groundswell of dramatic improvement efficiency and effectiveness the toast Kaizen video was conceived and created by Shingo Prize winner Bruce Hamilton president of the Greater Boston manufacturing partnership and a lien practitioner and educator for 18 years the video that you're about to see has been created to demonstrate some of the basic philosophy principles of the Toyota Production system or as we call it today Lean Thinking lean manufacturing or lean administrative Bruce begins the video with an overview of Lean principles then takes those principles out of the workplace and into a process that's familiar to all of us namely the process of making toast and that might seem a little strange but think about it making toast is about as familiar and as easy a process as you can get yet that very familiarity often blinds us to several inefficiencies in the process itself by taking an objective look at such a simple and everyday task with the Lean principles in mind you and your employees can begin to develop a new way of seeing that can lead to vast changes for the better in your business it is a simple process but it does involve a machine tools conveyance equipment customer in this case it's my wife is the customer and it involves a person who is doing the work and that will be me Bruce performs the simple task of making toast then challenges the viewer to consider and identify each of the 7 wastes inherent in the process and to suggest ways to eliminate them he uses the production of toast as a jumping-off point for defining each of the 7 wastes in a way that gets us to notice things we may never think about in our own day-to-day activity you saw me walk back and forth perhaps four times you say well there's get a little nervous and antsy watching me wait for that toast and the worst waste of all we call overproduction next Bruce makes toast again but this time with a few small changes that result in a dramatic savings in both time and frustration then Bruce follows up with an in-depth explanation of those changes and of how he eliminated each of the 7 wastes from the process the work you need to do is done on a machine which is far away from you and we put the butter right at the point of use as well no more cert in the first video I waited a long time to start the toaster in the second video I started the toaster as soon as I knew what the customer wanted and very importantly I knew what the customer wanted and I found a way to make good productive use of my time that was balanced against the Machine tided a good day for me and for the customer this is what continuous improvement is all about once Bruce has defined each of the 7 wastes and has demonstrated how they can be identified and removed from any process through simple observation and change he concludes the video with a simple challenge yeah toast is simple to make go take a look at another process go take a look at your job but this time watch with an eye for improvement and see how many of these wastes you can identify and remove and that's toast Kaizen a simple and effective 30 minute video that is enjoyable to watch and that teaches Lean principles in a way that syncs straight in just like flipping a switch it's like a one-on-one session with one of the top lean practitioners in the field once you and your employees watch the video you're likely to discover that it's both fun and easy to look at a process with an eye for improvement and you'll enjoy the quick and dramatic benefits that come as a direct result of practicing Lean Thinking to order copies of the toast Kaizen video or for information on our on-site training call the greater boston manufacturing partnership at six one seven two eight seven seven six four eight you

What is LEAN MANUFACTURING? What does LEAN MANUFACTURING mean? LEAN MANUFACTURING meaning



lean manufacturing or lean production often simply lean is a systematic method for the elimination of waste muddah within a manufacturing system lean also takes into account waste created through overburden Mori and waste created through unevenness and work loans Laura working from the perspective of the client consumes a product or service value is any action or process that a customer would be willing to pay for essentially lien is centered on making obvious what adds value by reducing everything else lean manufacturing is a management philosophy derived mostly from the Toyota Production system TPS hence the term Toyotas amiss also prevalent and identified as lean only in the 1990s TPS is renowned for its focus on reduction of the original Toyota seven ways to improve overall customer value but there are varying perspectives on how this is best achieved the steady growth of Toyota from a small company to the world's largest automaker has focused attention on how it has achieved this success Lean principles are derived from the Japanese manufacturing industry the term was first coined by John cravaack in his 1988 article triumph of the lean production system based on his master's thesis at the MIT Sloan School of Management craft SiC had been a quality engineer in the Toyota GM yumi joint venture in California before joining MIT for MBA studies craft six research was continued by the International motor vehicle program in at MIT which produced the International best-selling book co-authored by Jin Womack Daniel Jones and Daniel Roos called the machine that changed the world a complete historical account of the ins and how the term lean was coined as and I hole awake 2007 for many lean is a set of tools that assist in the identification and steady elimination of waste as waste is eliminated quality improves while production time and cost are reduced a non-exhaustive list of such tools would include SMED value stream mapping 5s can bein pole system poka-yoke error proofing total productive maintenance elimination of time batching mixed model processing rank order clustering single point scheduling redesigning working cells multi-process handling and control charts for tucking laura there is a second approach to lean manufacturing which is promoted by Toyota called the Toyota way in which the focus is upon improving the flow or smoothness of work thereby steadily eliminating Laura Arne Vaness through the system and not upon waste reduction per se techniques to improve flow include production leveling pull production by means of Ken Bain and the huge uncle box this is a fundamentally different approach from most improvement methodologies and requires considerably more persistence than basic application of the tools which may partially account for its lack of popularity the difference between these two approaches is not the goal itself but rather the prime approach to achieving it the implementation of smooth flow exposes quality problems that already existed and thus waste reduction naturally happens as a consequence the advantage claimed for this approach is that it naturally takes a system-wide perspective where as a waste focused sometimes wrongly assumes this perspective both lean and TPS can be seen as a loosely connected set of potentially competing principles whose goal is cost reduction by the elimination of waste these principles include pull processing perfect first time quality wasteman innovation continuous improvement flexibility building and maintaining a long-term relationship with suppliers automation' leveling and production flow and visual control the disconnected nature of some of these principles perhaps Springs from the fact that the TPS has grown pragmatically since 1948 as it responded to the problems it's all within its own production facilities thus what one sees today is the result of a need driven learning to improve where each step has built on previous ideas and not something based upon a theoretical framework Toyota's view is that the main method of lean is not the tools but the reduction of three types of wastes mutta non value-adding work worried overburden and laura unevenness to expose problems systematically and then use the tools where the ideal cannot be achieved from this perspective the tools are workarounds adapted to different situations which explains any apparent incoherence of the principles above also known as the flexible mass production the TPF has two pillar concepts just-in-time jet or flow and automation' smart automation adherents of the Toyota approach would say that the smooth flowing delivery of value achieves all the other improvements as side effects if production flows perfectly meaning it is both pull and with no interruptions then there is no inventory if customer valued features are the only ones produced then product design is simplified and effort is only expended on features the customer values the other of the two TPS pillars is a very human aspect of a tunnel nation whereby automation is achieved with a human touch in this instance the healing touch means to automate so that the machine slash systems are designed to aid humans in focusing on what the humans do best lean implementation is therefore focused on getting the right things to the right place at the right time in the right quantity to achieve perfect workflow while minimizing waste and being flexible and able to change these concepts of flexibility and change are principally required to allow production leveling P & junga using tools like SMED have their analogues in other processes such as research and development Rd the flexibility and ability to change are within bounds and not open-ended and therefore often not expensive capability requirements more importantly all of these concepts have to be understood appreciated and embraced by the actual employees who build the products and therefore own the processes that deliver the value the cultural and managerial aspects of lean are possibly more important than the actual tools or methodologies of production itself there are many examples of lean tool implementation without sustained benefit and these are often blamed on weak understanding of lean throughout the whole organization lean aims to make the work simple enough to understand though and managed to achieve these three goals at once there is a belief held by some that Toyota's mentoring process loosely called some PI and kohai which is Japanese for senior and junior is one of the best ways to foster Lean Thinking up and down the organizational structure this is the process undertaken by Toyota as it helps its suppliers improve their own production the closest equivalent to Toyota's mentoring process is the concept of links and say which encourages companies organizations and teams to seek outside third-party experts who can provide unbiased advice and coaching C will magickal Lean Thinking 1998

Kan Ban Manufacturing Layout: Lean Principles



hi guys iam Johnson from driver success comm today we're going to talk about can vans and we're gonna talk about how a camera and works in manufacturing and we're going to do this from two points of view the first is going to be from a company that manufactures from a fixed bill of materials and in this case they make the same product day-in day-out and the second one is going to be from a company that uses a semi fixed bill of materials and this example is going to cover perhaps a company that's using a push-pull strategy where they are pre manufacturing most of their finish good but then they're letting their customer decide upon customisable options okay and so let's take a look at the first scenario what I've done here is I basically outline for you know example operations that might be included in turning a raw material into an industrial finish good okay and we're just going to go over these four operations and I'm going to show you how the Kanban Agreement basically or the Kanban structure works from the finished goods backwards okay so with this particular product you've got cutting and let's say you've got cleaning so these two operations in this first portion you need to be done in order to move the semi finish good to the next chain in the process which involves CNC and perhaps your CNC aluminum or invar and you have to do tapped holes or what-have-you these two operations need to be done in order to move the product or the semi finish goods to the next operation which is soldering and perhaps your you know deeper ring or drilling and tapping or whatever have you have to do these two operations need to be done in order to move to the fourth stage and the fourth stage attuning assembling and labeling has to be done in order to turn that into a finished good now within a Kanban system there are semi finished products in each one of these four stages and they are all in a holding pattern they're basically waiting to see what happens with the finish minute quantity okay so this is essentially how the Kanban would work let's say you have a quantity of 10 units box waiting to ship out to your customer okay everything begins and ends with what happens to this finish good quantity within the canvas now long before we had the benefit of MRP systems tracking work orders and tracking cycle time variances kanbans were all visual cues okay they were all based on visual cues and verbal communication from one operation to the to the next okay so in this case you've got 10 units that are box finished waiting to go and you've got 70 finished goods in each one of these operations what will happen is when these 10 units have been purchased by your customers let's say customers have come in they bought all of those finished goods this portion is gonna say you know what we have an inventory count of zero and they're going to send that message through the forth operation and they're gonna say you need to replenish the finish good Kemp so the fourth operation will finish off these last two operations and they will move those products into the finished goods stage however the fourth operation now registers an inventory count of zero and their message and their need will go to the third operation that maybe will tell the third operation please finish what you have to do and move your products so that we can eliminate this zero inventory so the third operation will do what they have to do and they'll move the products forward now the third operation has a zero inventory count they will send a message to the second the second will finish what they have to do and when they are finished their inventory count will be zero and they will send that message to the first operation which will finish what they have to do and it will move it to the second operation however when their operation shows an inventory count is zero that message goes out to the vendor we need raw material and consumables what have you so the Kanban system works from what happens to the finished good count and each one of these operations has semi finished product waiting to see what happens with the finish good cans and the reason why it's a visual system is that at one time individuals used to hold up cards okay they used to hold up cards and say we have a zero count or they used to verbally tell the previous operation we need you to replenish us okay so it's a pretty simple system but it works nonetheless now what we're going to do with this semi fish semi-sentient a semi fix build materials example is what we're looking at in this case and here's a company that basically manufactures products that can be considered as customized okay however to start from scratch based on a customer order would take too long so they want to shorten their product to market meantime so what they're doing in this case is they are pre manufacturing the majority of the product okay so they're pre manufacturing the assembly or the finish good and let's say they pre manufactured eighty percent now this is something that a lot of companies do when it comes to emulating Dell and I did a video about Dells push-pull and I covered this inside of it okay it's also a portion of an interview that I did with the Institute of supply chain manager but essentially what this company is doing it is pre manufacturing and it is assembling this portion of the finish could in order to be ready and the remaining 20% okay of the finish good is going to be driven by options options that the company controls okay and the customer can choose any one of these options and these options only include twenty percent of the work in order to finish off the assembly so they pre manufactured eighty percent they combine it with the customers option in order to have a finished good so in this case the the Kanban is going to work from the mindset of what happens with those customizable options okay so with the fixed bill of materials you had a situation where you're making the same product day-in day-out no deviation you do not deviate from your fixed bill of materials making the same product every day but in this case you have variations okay so what they've done is perhaps you know we've gone from one to two to three to four in this example perhaps what they've done is with the pre manufacturing stage they've gone from one to three okay and this 20% is the fourth stage okay so it's a little bit different but by-and-large is basically the same approach everything begins and ends with your finished goods you're finished good counts determine what happens with the previous stages within a Kanban agreement so that's it Kanban an example of fixed and semi-fixed bill of materials take care in Johnson Drive your success calm bye-bye

Lean manufacturing for maximum efficiency in control cabinet building



Wenn wir über intelligente Produktion sprechen, ist ein sehr wichtiger Aspekt die möglichst effiziente Organisation aller Prozesse und Ressourcen. In diesem Zusammenhang scheint das Wort Lean ein Schlüssel zum Erfolg zu sein. Heute ist Tim Alsters hier, um uns einen kleinen Einblick zu geben, was Lean Production bedeutet und was Phoenix Contact dazu anbietet. Hallo Tim! Eure Idee ist es, Prozesse mit Lean Consulting zu verbessern. Kannst du erklären, was Lean Consulting ist? Lean Management ist ein Set von Instrumenten und Prinzipien, die einem Unternehmen helfen, seine Prozesse zu verbessern. Hier bei Phoenix Contact nutzen wir Lean seit vielen Jahren für unsere Produktionsprozesse und haben ein eigenes Team von Lean-Experten aufgebaut. Die Idee hinter Lean Consulting ist es, unsere Expertise in diesem Bereich unseren Kunden zur Verfügung zu stellen. Wenn Kunden Phoenix Contact Lean Consulting nutzen, welche Leistungen können sie erwarten? Wir beginnen mit einem ersten unverbindlichen Besuch, um uns einen Überblick über den aktuellen Stand des Kunden zu verschaffen und zu besprechen, wo unsere Unterstützung benötigt wird. Abhängig vom konkreten Fall bieten wir dann verschiedene Dienstleistungen an. Es beginnt mit der Lieferkette. So analysieren wir beispielsweise Lagerbestände und Logistikprozesse. Wir bieten Workshops an, um gemeinsam mit den Montagearbeitern schlanke Montagelinien zu entwickeln. Wir schulen die gesamten Mitarbeiter in Lean Basics, damit sie nachhaltig erste Ergebnisse erzielen und sich kontinuierlich verbessern können. Außerdem können wir sie im Lean Engineering, der Layout-Planung und der Hardware-Auswahl beraten. Danke, Tim, dass du uns diesen Einblick gegeben hast. Wenn Sie mehr darüber erfahren möchten, wie wir Strategien für die intelligente Produktion umsetzen, verpassen Sie nicht unsere kommenden Videos.

Learn What Standard Work is Within a Lean Manufacturing System



Hi there. My name's Ron Pereira and I'd
like to welcome you to this first module of our Standard Work
course. Now Standard work is an important topic
that applies to any industry or process. Now Standard work is also one of the principles
within the Lean Management body of knowledge that can cause the most confusion.
Well in this course, we'll cover Standard Work in general, as well as, specific applications.
Now in this first module, we're going to start things off with the topic of standardization.
Well specifically by the end of this module, you'll know what we mean when we speak of
both standards and standardization. Additionally, we'll also explain why
standard work is so important to the success of sustainable continuous improvement. Okay.
So let's begin with a discussion on standardization. Well Standardization means setting a standard,
as well as, bringing a condition into conformance with that standard. Now there are three steps
to the standardization cycle. First, we must determine or identify a standard.
Next, once we know what the standard is we must ensure everyone in the organization
understands what the standard is while also committing to following the standard.
Third, we must check to see that the standard is reasonable, fair, and can be followed
while also finding ways to improve the standard. Now an often misunderstood idea is that standards
are absolute and unchanging. And this isn't the case at all.
In fact, standards must be continuously updated and improved. In fact, most of us live with
and benefit from standardization in our daily lives.
A good example of standardization is the red stop sign.
Now its shape and color are familiar to people all over the world making it possible for
anyone to know what to do when they see the sign.
Now standards of this type are set by traffic laws
to serve the higher purpose of keeping people safe. Now these types of standards are
adjusted or improved when people realize that the location or position of the sign
needs to be moved in order to become more visible.
Additionally in some cases, the stop sign can be eliminated and replaced with a roundabout
as is very common throughout the world such as the UK and throughout Europe.
Next, there are many benefits to standardization no matter if you work in an office, hospital,
or factory. For example, practicing standardization improves
safety, maintains stable quality while also enabling us to visualize what's
normal versus abnormal. Additionally, practicing standardization reduces
cost, increases productivity, stabilizes delivery times, eliminates waste,
simplifies processes, improves morale with fair and objective standards, and creates
the basis for continuous improvement. Additionally, standardization develops people
through problem solving. In fact, Taiichi Ohno, the chief architect
of the Toyota Production System, once said, "that without standards there can be no kaizen."
In other words, if you're always doing things differently without agreeing
to a standard, it'll be nearly impossible for anyone to
be able to improve a process in a sustainable manner.
Now along these lines another important aspect of standardization is that standards
are meant to be improved. In other words, standards are not handcuffs like some mistake
them to be. Instead, standards are the starting point
for continuous improvement. Now to wrap this first module up,
I'd like to leave you with some thoughts and questions to ponder.
And if you happen to be watching this video as a group feel free to discuss these questions
together. First, I'd like you to think about examples
of everyday standardization. Next, I'd like you to brainstorm examples
of how a lack of standards has potentially jeopardized safety, quality, delivery cost,
or the morale of associates at your company. And finally, I'd like you to ponder how
the work you personally do could benefit from standardization? Alright.
Well this wraps up this first module. Throughout the rest of this course, we're
going to go on a deep and thorough journey of Standard Work including how it applies
to high volume, mixed model, and everyday activities. Now in our next module, we're
going to get things started with an introduction to the three main types of Standard Work. So we'll speak to you soon!