“LEAN LIFE" LEAN ORGANIZATION ISM NY /NJ FORUM 2011

1. “LEAN LIFE" LEAN ORGANIZATION ISM NY /NJ FORUM 2011 Michael T. Walsh, CPIM, LSSBBThe Quality Solutions Groupwww.QSG.net

2. INTRODUCTION WHO the HELL are YOU and WHY are YOU HERE?

3. The Importance of Waste Elimination • Lean deals with the elimination or reduction of many types of non­value­ added activities, often referred to as waste. • The driving force for waste elimination is improved value in the products and services customers buy.

4. Waste Elimination: The Seven Popular Wastes • Overproduction • Waiting • Excessive Transportation • Inappropriate Processing • Unnecessary Inventories • Unnecessary Motion • Defects Taiichi Ohno, Toyota Production System

5. We hear what we want to hear • No Sweat, No Effort, No Strain • Secret of the astronauts • Eat what you want and still lose weight • New Technology – Clinical Studies • Just 10 Minutes a Day • Fast results quickly • Just take a pill and get rid of the FAT • Fat burns off while you sleep • Have Pizza, Beer, Nachos – No Problem

6. Common Disclaimers (for diets and diet plans) • Results may vary………. • Results not typical… • Unique experience… • Don’t try this at home………. • Professional Drivers - Closed Track… • Your particular body type, metabolism, size, height, weight, etc.., may not provide blah, blah, blah…………… • Consult a Physician………. • Results projected with a combined healthy diet and an exercise program……

7. How does one get lean (personally)? • Healthy Diet • Exercise • Weight Control • Reduction in Stress • Lifestyle Management • Long term change in behavior

8. Lean Implementation Methodology? 1. Leadership 2. Transparent Workplace 3. Just­inTimeTechniques 4. Controlling Processes 5. Standardizing Work 6. Continuous Improvement

9. Leadership

10. Leadership Function An important function of leadership is to bring about needed change by identifying a vision, aligning employees to that vision, and then motivating them to achieve that vision.

11. Visual Workplace

12. Visual Management 3 boxes maximum 1 box minimum PART XYZ

13. Just – In - Time

14. Quality Costs

15. Process Control

16. Poka­Yoke Methods and Examples Control Warning Contact Fixed Value Motion Step Parking height bars Armrests on seats Staff mirrors Shop entrance bell French fry scoop Predosed medication Trays with indentations Airline lavatory doors Spellcheckers Beepers on ATMs – Richard Chase and Douglas Stewart, Mistake Proofing Based on Shigeo Shingo

17. Standard Work

18. Doing the work Checking key Responding process indicators to signals Doing the work photos Pick labels from shelf If below 130 ­ flush If above 150 move dial up one notch Check glue temp is between 130 and 150 deg C Place in hopper If in control leave alone If out of control, switch off and tell supervisor Activate machine Record temp on control chart Place in container Standardized Process Chart

19. Continuous Improvement

20. Seven Tools of Quality • Flowcharts/maps • Pareto • Fishbone • Run diagram • Tally/histogram/measles • Correlation • SPC (Check sheets SOPs) PDCA The seven tools are a set !

21. Why Lean? “It’s not necessary to change. Survival is not mandatory.” – W. Edwards Deming “It’s kind of fun to do the impossible.” – Walt Disney “One of the greatest discoveries a man makes is to find he can do what he was afraid he couldn’t do.” – Henry Ford

22. QUESTIONS ?

23. The Quality Solutions Group • QSG.NET • 508-367-9257 • Mikewalsh.QSG@comcast.net • Please leave us your Business Card • Lean Six Sigma Check List • Copy of this presentation