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Today was a pretty huge day for me:
-5:00am wakeup, oh am i not a morning person. but if i need to travel, i'm usually up to the task.
-Hit the road by 6:00am, i have a 2h45m drive ahead of me, up to Lincoln, AL.
-Starbucks for coffee and a croissant.
-[hours of driving]
-9:15am, quick change into a devilishly handsome suit in a Burger King bathroom (that was surprisingly regal).
-9:35am, have a chat with the guard at the Honda Manufacturing front gate. Learned that i took the long way up from Tuskegee.
-9:39am, checked in with the front desk security guards and met my liason.
[hours of interviewing and facility touring]
-1:20pm, Call to Amber to let her know things went well
-1:30pm, Ruby Tuesday's for a pat-on-the-back Burger *delicious*
[hours of driving in the opposite direction]
-:THUD: nap.
And this is the first HDR i liked the result of... After pulling the 3 exposures (JPG's, forgot to shoot in raw) into Photomatix Pro, tone mapped to my liking there, and then put it back into Adobe Lightroom for additional tweakage.
Opinions? Suggestions?
This week I was instructing a group of Lean Manufacturing Six Sigma students from our factories from all over the United States, and while I was heading for the Hilton Garden Inn conference area, I passed the Clock Tower at Levis Commons in Perrysburg, Ohio. It stood out so brightly against the dark morning sky, I just had to stop and try to capture it. Arriving early, I was nervous about teaching inferential statistics for the first time to a large group, but this elegant scene calmed me a bit before going in.
* 5S is an integral part of Lean and Set-in-Order is the second stage of 5S. Set-in-Order is probably one of the most difficult steps in the 5S process, but there are also more tangible benefits from implementing Set-in-order.
* If you have not already done so, you might want to first watch our 5S Overview and Sort videos.
* In review, the 5 S's are Sort, Set-In-Order, Shine, Standardize, and Sustain in that order. We will now focus on Set-in-Order for the remainder of this presentation.
* Set-in-Order means arranging all of the items you have determined are necessary for production so they are easy to find, easy to use and easy to put away when finished. This includes determining the best locations for machines and equipment. Locations should be created for each item and clearly labeled. This reminds us of an old adage, "a place for everything, and everything in it's place".
* Before you even begin Set-in-Order ensure that the Sort phase is completely finished. After all, why would you want to spend time creating locations for items you don't even need?
* You already know a little bit about this phase of 5S, because we all practice Set-in-Order in areas that are important to us. For example:
A: When it's time to eat, do we have to search for silverware, or do we have it perfectly organized and ready right where we need it?
B: For you golf enthusiasts, the golf bag and cart are a perfect example of set-in-order. The clubs all have their own specific location, the cart holds the bag at just the right angle to allow the clubs to be easily retrieved and put away again. And there are special pockets for balls, tees, and every other accessory needed.
C: Fishermen are the same way. When it comes time to find that special lure or any other piece of fishing equipment they have got it going on.
D: Is hunting your sport? I'll bet you have a special cabinet at home where you carefully store all of your guns, ammunition, and other accessories where you can easily find them.
E: And...well, you get the picture. If it's important to us, we practice set-in-order.
* If we can make our workplace as important to us as our favorite sport or hobby, and practice set-in-order, we would enjoy our jobs much more than we do now.
* 5S is also referred to as a visual workplace. Set-in-Order is the method we use to create a visual workplace. We want everything to be organized so we can know the status of everything at a glance.
* In this example you can clearly see one tool is missing and by the red shape, you can tell even from a great distance away, it is the hammer that is missing.
* In this example you can see that all of the brake form tooling is well organized, labeled, and color coded. It is very easy to find the tools you need and put them back in the correct place afterwards.
* Our inventory needs to be organized so we can learn at a glance the status of it. The clear Plexiglass in this example allows us to review all inventory levels at once.
* Here is a great example of setting up your inventory so you know exactly when you need to replenish it.
* Another example of setting up a Kanban area where again at a glance you know the status.
* You also want to create a workplace where the flow of work is obvious to anyone.
* With visual instructions on how the work is to be performed
* Kanban boards are an excellent visual tool.
* Set-in-Order applies to safety equipment also. You want fire extinguishers to be visible so anyone can locate it in case of emergency.
* You also want to make first aid kits visible and easily accessible in case of an emergency.
* Let's look at some storage options to consider, for example:
A: Some items can only be stored on the floor such as large machines or other large items.
B: Some equipment can be made portable, which is ideal for flexible manufacturing
C: Racks and Shelving can increase your storage capacity in a small amount of floor space
D: And carts on wheels can be very helpful
E: Flow racks can be used for work in process
F: Storage bins are easy to identify and great organizers and space savers
G: Cabinets
H: Shadow Boards
I: And also tools that hang from the ceiling
* When it comes to implementing Set-In-Order, it's just like real estate. It's all about location, location, location. Let's talk about how to decide appropriate locations for items.
* First let's create a spaghetti diagram to determine where the operators have to travel to get the items they need for production. This is easily done by observing and tracking the operators as they go about their normal production.
* Here is an example of what a completed Spaghetti diagram looks like. Use this diagram to improve the layout of needed items by identifying and eliminating any excess motion. By locating parts, equipment, machinery, and tools in the best locations possible, we can minimize motion waste. Keep in mind that locating machines close together may give you the opportunity to have one person operate more than one machine as shown in this example. A proper layout improves flow and requires less people for production, which improves productivity dramatically.
* Locate items based on the frequency of their use. The more an item is used, the closer it should be to the actual point of use. This shadow board mounted on the outside of this CNC machine could not be better positioned. This Brake Form machine has all of the necessary tools for set-up stored close by for easy access. Here is an example of a machine that needs to be adjusted on a daily basis. In this case it would be wise to store this wrench as close to the actual point of use as possible, even if it means having to buy an extra wrench to do so. Do not store items in a manner that would cause unsafe conditions however.
* If items are used together they should be stored together. For example, this drill, drill chuck, and drill bits are all used together, so they should all be stored and organized in the same place. This helps eliminate searching waste.
* Be creative when implementing set-in-order. Set-in order is only limited by your imagination. This safety barrier for the Timesaver Deburring machine doubles as a storage location for the sanding belts that are needed for that same machine.
* If applicable, develop tools that retract to a home position so that you will always know where it is. Here is an example of a drill that when you let it go of it, it moves up and out of the way. Here is an example of a hose reel that takes care of storing that needed item.
* When it comes to the tools that you use, you are in complete control. Here are some different tool options to consider:
A: Develop tools that serve multiple functions. This means less tools to store and create locations for.
B: Think about using a substitute for the tool; the need for this wrench for example can be eliminated...
C: With a nut like one of these that can be turned by hand.
D: Also think about eliminating tools and speeding up the process significantly by substituting a different method. For instance, automatic clamping can be used instead of nuts and bolts saving a great deal of manual labor.
* Creating locations for items will limit how many items can be stored in the area and when done properly will give good visual control on inventory levels as shown in this example. This makes it impossible to store more items than are necessary in a given area.
* Outlining is used on floors to show the location of a particular item and also to limit the amount of inventory that can be placed there. Each storage area should be clearly labeled. Outlining is also used to clearly show aisle ways, electrical panels, and locations of potential safety hazards.
* It's a good idea to develop a color code strategy for marking your floors and then standardize it. Color coding your tooling also has some great potential. This example shows how the tooling is color coded by the radius size of the tooling.
* Tool boards also have great potential for a visual workplace. You can outline the tools and label them so they are easy to find and put away. You can also see if a tool is missing from 20 feet away. Just keep in mind that shadow boards may not always place the tools as close to the point of use as possible based on the frequency of their use.
* Where storage locations might change slightly, consider portable labels. For example, magnetic labels work extremely well on metal racking, drawers and metal storage racks.
* It would be very difficult to find the item you need and put it away again in this tool cabinet without proper labeling, and even with proper labeling, there is absolutely no visual control at all. Here is a great example of tool organization and labeling. The use of Plexiglass keeps the tools clean and it makes the tool storage very visual. Setting the shelves at an angle also makes the tools even more visual.
* Set in Order eliminates many kinds of waste as follows:
A: The waste of searching is eliminated by locating items where they are easy to find and put away again.
B: Motion waste is eliminated when we eliminate the waste of searching. Motion waste is also reduced when we place tools at the point of use and change the layout of equipment and machines to create flow.
C: The waste of human energy and frustration is eliminated when items are easy to find and we have a less stressful environment to work in.
D: The waste of excess inventory is eliminated by creating specific locations for your inventory with only enough space for the items we need.
E: The waste due to difficulty in returning items is eliminated when we make it clear where items belong and it becomes easy for anyone to return items.
F: The waste of unsafe conditions is eliminated when aisle ways are clearly marked
G: Along with fire extinguishers, first aid kits and other safety items being clearly marked.
H: This results in decreased medical and insurance costs
I: The waste of defective products decreases as our work areas are organized and efficient.
J: Productivity increases when machines are moved to create flow and all of the above wastes are eliminated
K: Employee satisfaction increases as it becomes faster and easier to do their job.
L: And last, bottom line profitability increases from all of these efforts.
* Set-in-Order is probably one of the most difficult steps to implement on the shop floor. It requires a tremendous amount of time, a lot of planning and hard work, top management support, lots of teamwork and plenty of creativity.
Most companies fail to implement set-in-order properly because it is so all encompassing, so if you need help with 5S training and/or implementation, give us a call today, and don't forget to check out the other videos in the 5S Series.
We're the guys who make this process simple!
* 5S is an integral part of Lean Manufacturing since it focuses heavily on the elimination of waste. Shine is the housekeeping portion of 5S and this video will teach you how to implement Shine at your company so you may realize all of the benefits 5S has to offer.
* In review, the 5 S's are Sort, Set-In-Order, Shine, Standardize, and Sustain in that order. We will now focus on Shine for the remainder of this presentation.
* By implementing 5S Shine you can turn a terrible workplace where no one wants to work, into an enjoyable workplace where people are happy to come to work each day. Before Shine, our workplace can look dirty and dingy. But our workplace improves gradually as we sweep the floors, mop the floors, and even polish the floors until they shine. We also clean the surfaces of everything including machines, tables and cabinets. Remove dust from every surface and clean the windows and skylights so they will let in natural light. Cleaning the windows, skylights, walls, and other surfaces makes the environment brighter and easier to detect quality defects that might otherwise have gone undetected.
* And last, cleaning the machines is a big part of Shine because as we clean the machines, we will be able to easily inspect them. Cleaning and maintaining the machines is one of the most tangible benefits of shine. Here is an excellent example of a filthy machine before Shine. If this machine had any oil leaks, you would never be able to find them in this condition.
* After Shine this machine looks brand new. Any oil leak would stick out like a sore thumb and that is exactly what you want. While we clean the machines in our area, we must inspect them closely so we can take greater care of them. We can ensure that:
A: There are no loose nuts or bolts
B: Make sure gauges are legible, working properly, and within the acceptable range specified
C: Check the condition of the motor
D: Feel for any heat that might be excessive
E: Check all of the fan belts or other belts for proper tension and excess wear
F: Feel the equipment for excess vibration
G: Smell for anything out of the ordinary especially something burning.
H: Listen for any sounds that are not normal to the operation of the equipment.
I: And look for water, oil, hydraulic, or air leaks.
* When we clean the machines we will uncover various leaks that had previously gone undetected. Any liquids leaking on the floor can cause people to slip and injure themselves. And leaks can also cause people to get shocked. Machines that leak oil make a mess of the machine itself and the surrounding area.
* Oil leaks can also cause machines to overheat and wear out quickly because of the lack of oil. Oil leaks also cause people to have to replace the oil frequently and don't forget about the cost of the oil itself.
* If you find your equipment needs to be repaired, every company has a different set of rules to follow, but as a guideline, you want to do it yourself immediately if you are fully capable of doing so. But if the problem is beyond your capabilities, call in a professional. Poorly maintained machines will break down more often and at the worst times.
* When machines are not running productivity automatically goes down. And that causes the boss to get upset, not to mention how the customer is going to feel when they find out their delivery is going to be late because your machine is not running.
* Shine can help eliminate another problem and that is FOD or foreign object damage.
* For example: metal shavings left on workbenches or other surfaces can damage your products. This shipping container used for transporting product is filled with debris and metal shavings that will damage the product when placed inside and transported. Foreign object damage can cause costly rework or scrap. Nobody really likes to clean without being told, so there are some key steps to make Shine work for you. First, you need to make a list of the items to be cleaned in the area. And determine the method of cleaning and add that to the list you just created. For example, mop with soap and water, or use spray cleaner brand X, etc.
* You then need to make assignments for cleaning and make it very visual as to who is responsible for cleaning what and when as in this assignment board showing pictures of the responsible individuals.
* When you organize your cleaning supplies, use the Set-in-Order phase of 5S. This way everyone will know where the cleaning supplies are and where to put them when they are done. Make sure that any chemicals or cleaners used are clearly labeled.
* And finally, it's time to start shining. Once you implement Shine, you will realize the following benefits:
Morale improves as employees are happy to work in clean work environment.
Quality improves as defective products are easier to catch in a clean bright environment.
Your workplace will be much safer meaning less accidents, fewer injuries, and lower medical costs. Insurance costs are also reduced.
* Cleaning and inspecting the equipment means more reliable equipment which results in:
Less production downtime
And that means Higher machine uptimes
More on time deliveries, and higher productivity
* Customers and potential customers can't help but notice what a great workplace you have. And best of all, these improvements equate to more money added to the bottom line.
The road to Lean is paved with 5S. So if your company wants to become Lean, this is a great place to start your journey. Shine is not easy, and neither is implementing any aspect of 5S, so if you need help training employees or implementation give us a call today. We're the guys who make this process simple!
eXample Consulting Group's SIX SIGMA GREEN BELT training and certification workshop held at NEW DELHI on DEC 3, 4 and 5 - 2010.
eXampleCG programs once announced are ALWAYS held as scheduled (NEVER postponed / cancelled or rescheduled)
Participant Feedback
This experience has been outstanding. Would further like to enroll in more programs. I look forward to a change in career path!! I got 100% value from the program and DEFINITELY recommend!! It is very much applicable in my career and will be very helpful
Rating (10 / 10) (Training Professional - New Delhi)
Very good experience from this program. Well delivered in comparison to other programs I have attended. I got 100% value and surely recommend this to colleagues. This program will definitely help in my career!! (Rating: 9 / 10)
Very good, unforgettable program!! Very nice in comparison to other programs. I got excellent value, definitely recommend to friends. This will definitely help in my career growth!! (Rating: 8 / 10)
Mumbai, India - February 29, 2020: Dabbawala bicycle couriers get ready to deliver lunch boxes around Mumbai to workers around the city
An episode of 30 Rock made a lot of Six Sigma jokes, including this chart. The topics (the 4th one is my favorite):
Workshops:
Objective deployment components for failure mode effect analysis
Critical-to-quality specifications as applied to vertically integrated frameworks
DFSS in the age of DMAIC
Strategizing processes intergratuitively
(This workshop unsafe for menstruating women)
L.U.N.C.H. (Speakers: Six Sigma Black Belts)
Seminars:
Executive dining etiquette
Presentation speaking Level 2
Hiring assistants
Troubleshooting skills
In the episode, it's revealed that L.U.N.C.H. stands for "Lego Utilization for Negating Crisis Hierarchies", while lunch was called C.L.A.S.S. (Consuming Lunch And Simple Socializing).
By: Brad Hollister
Though optimizing a Supply chain is often imagined to become re-working the warehouse order process, quite a few have discovered that the effectiveness degree of the Supply chain is actually a operate with the all round perspective of the organization. Optimizing a Supply chain often leads into revising accounting practices, order processing, and often instances even touches places such as production and marketing. Supply chain optimization globally throughout the business can actually begin to assist identify other regions of improvement such as supplier romance, warehousing, freight carrier assortment. Collaborating with management to operate across departments can be utilized to leverage other business functions and set the complete organization on a path of procedure improvement. The duties exactly where improvement is most prevalent are typically capabilities these kinds of as materials procurement, vendor qualification, content buying, supplier evaluation, and internal procedure engineering. Firms that utilize six sigma, lean, kaizen strategies in their Supply chain and also manufacturing can adapt these kind of techniques to other components from the organization here are a few examples of how to apply production and Supply chain practices to the relaxation of your organization.
• Quality inspection is often the single variable separating you from a competitor. It is important that your team adopt a 100% quality 100% of the time approach to looking for items lacking an established quality standard. Do not put quality at one particular location in the warehouse. Instead make quality improvement an attitude across the organization.
• Employee cross-training so that employees are versatile for company and employee purposes. A cross-trained employee can be used in several scenarios, and the variety of different tasks will also combat employee boredom.
• Create a positive work environment. Employees should feel empowered which will allow them to take more pride in their work and have a feeling of worth to your Supply Chain.
• Outsourced procurement can be an effective optimization technique to explore, as a proper methodology is defined, quality standards for products and suppliers are established, and risk management are handled during the creation of such processes. These kind of are many benefits of this technique.
• Minimizing extra order touch points from customer support to operations, which can be performed via the conventional order fulfillment these as unnecessary reporting, maybe product or service reconciliation just before shipping or waiting to get a supervisor to administer the orders.
• Inventory holding costs should be balanced to a pull model for consumer demand,thereby controlling production and minimizing time delays. Bill of materials rationalization can be gained and ultimate customer satisfaction can result. This applies directly to procurement and the amount of capital expense that a company holds. Sometimes economies of scale can override holding costs when purchasing raw materials in bulk for example. It is important to know your options.
• Rework of excess material can be reprocessed and reused. An example of this is from an automotive stamping plant, where parts are stamped and the excess material is melted and used for raw material. This will also assist in any green initiatives. This can be as simply starting a recycling program within your organization and reduce paper waste for a greener office.
• Determining and quantifying the current state of your Supply chain is important to find out what is efficient and what exactly is not. Identifying a baseline of latest operations is very important so that the resources expended to make an efficient Supply chain can be justified and either ramped up or scaled back again.
• Feasible alternatives for techniques, administration, and optimization might be handled by simulation software program to optimize processes and also configurations devoid of the real charge and disruption of making the physical adjust. This enables organizations to implement the adjustments and also streamline operations that may save dollars and also or develop added income.
• Cloud web servers can offer extra storage, lower system administration costs, reduce money expenditure, rapidly add extra features, and may minimize administration of the processes itself.
• Process mapping along with after-market service are locations which will be investigated and have the lean ideas utilized to them. By mapping a business enterprise process from end-to-end it allows a holistic picture to emerge as to what the organization is currently accomplishing. By having this as being a reference for historical or intellectual worth these as being a proprietary course of action or intellectual property can illuminate areas of squander. Organizations that give following marketplace solutions such as repairs to out of warranty appliances can seem to automate, track components along with employees much more efficiently, dispatch appropriately trained workers for your correct jobs and also the finest ways to get there, create along with implement a correct procurement approach to source components and suppliers along with track function orders as well as time per project much more closely to increase revenues and also reduce charges.
These types of are just some approaches of how applying a lean or six sigma method can maximize efficiencies along with drive out squander out of your organization. In today’s economic local weather corporations may well just will need to re-evaluate their squander, priorities and also efficiencies. Freight Entry is a Freight marketplace for shippers, 3pl's, and also carriers to see industry situations just before making procurement choices.
SUMMARY
To most companies, the effectiveness of their provide chain indicates the many distinction within the planet. If carriers injury freight or warehouses are not able to get their shipments, often times it could have negative penalties on the livelihood in the organization. Freight Access delivers handful of steps as well as ideal practices to guarantee your provide chain is optimized as well as improved.
Regarding the Author:
Brad Hollister is definitely an Seasoned Transportation Executive with Freight Accessibility, Inc. - the World's Only Online Freight Marketplace. Mr. Hollister includes a passion for Company Growth by innovation, course of action improvement, and also technological innovation. Sense free to get hold of Brad with virtually any inquiries, possibilities, or strategies (http://www.bradhollister.com) or by dialing 312-450-3020.
5S sort
* 5S is an integral part of Lean Manufacturing. This presentation will focus on sort which is first S in the 5S process.
* It might be helpful to first watch our 5S Overview Video if you have not seen it previously.
* In review, the 5S's are sort, Set in Order, Shine, Standardize, and Sustain in that order. Let's focus on sort for the remainder of this presentation.
* Everyone can relate to a messy garage and that can be compared to our workplace. We gather too many things over time and pretty soon we can barely walk around. If you had to work in this environment, think about:
A: How much time would you spend looking for the things you need?
B: How efficient you would be, or in other words, how long it would take to complete a project?
C: How safe of an environment is it?
D: And how frustrating might the experience be?
* Many companies tolerate these conditions in the workplace because they do not understand the extent of the waste and the consequences involved.
* In order to clear the area you have to define what is needed in the immediate area. When you do this, consider:
A: Cabinets
B: Paperwork
C: Gauges
D: Machines and equipment
E: Packaging Materials
F: Parts and assemblies
G: Blueprints
H: Shelving
I: Supplies
J: Tables
K: Tooling
L: Towels
M: And even trash
* Let's create a department we can use as an example that needs to be sorted out. In this department, we have:
A: Machines
B: Workbenches
C: Tool Boxes
D: Supply Cabinets
E: Work in Process
F: Chairs
G: Trashcans
H: Tools
I: Paperwork
J: And Pallets
K: This example is fairly typical for a department in a manufacturing company.
* Now it's time for that first big step. Figuring out what stays and what goes. Don't go it alone. sorting is a team sport, and if second or third shifts are involved, make sure you include them in sorting and every aspect of 5S. There are some territorial issues involved with all aspects of 5S, so it is best to work together as a Team.
* Here are some guidelines for making good decisions:
A: The 48 hour rule says that if you are going to use it for production within 48 hours it belongs in the area.
B: The concept of sort is similar to the Just-In-Time principle as they both teach only what is needed, only in the amounts needed and only when it is needed
* Another guideline is based on frequency of use. The less frequently an item is used, the farther from the work area it should be stored, for example:
A: Items that are used daily should be stored in the immediate area
B: Items that are used weekly should be stored near the area
C: Items that are used monthly or less frequently should be stored in a remote location.
* Make a list of everything in the area and the frequency of use such as daily, weekly, or monthly. Make sure this is a team effort.
* Then disposition the items on the list as follows:
A: Item to stay in the area
B: Item to be stored near the area
C: Item to be stored in a remote location
D: Item no longer needed
* When items have been dispositioned as no longer needed, a red tag system is used for several reasons:
A: To identify the item
B: Where the item came from
C: Who created the red tag
D: And the date the tag was created
* If the disposition is the item is no longer needed, you might want to consider:
A: Placing the items in a red tag hold area for six months before taking any further action
B: Hold an auction with the key people at your company to see if any other department needs the item
C: After that either sell it
D: Give it away to charity
E: Or put it in the trash
* Now that dispositions have been made, it's time to start clearing out the area. Let's see what a difference it makes with our example department:
A: It's not uncommon to have machines that are no longer needed or used, but no one can bear to remove them. This machine is no longer needed, so we are removing it and the workbench next to it.
B: The amount of work in process needed in an area will vary, but remember, your department is not a storage area so get extra WIP out.
C: Storage cabinets have a way of collecting lots of unneeded items, so it's best to get them out.
D: Personal tool cabinets take up a lot of room and the tools are only available to one employee and the tools cannot be placed at point of use.
E: Extra pallets can be removed from the area and if needed, a location can be created for them to be stacked up.
F: Chairs are seldom necessary in a Lean environment. Chairs detract from flow and an efficient process.
G: Extra tools that are not immediately needed can be removed
H: As well as the extra trashcan
I: Finally, we have removed any paperwork that is not needed for current production
J: You can clearly see the amount of extra space you now have for production or additional equipment, which will increase your capacity. You can now see the possibilities of re-arranging this department to make it more efficient. That is where set-in-order comes into play.
* The benefits of sort are many:
A: First of all, it is quite a bit easier to just move around in the area
B: And that means less things in the area to trip over, meaning less accidents
C: sorting typically removes barriers that might have built up over the years
D: And that helps to improve communication
E: Employees don't have to search nearly as much to find what they need
F: So the time it takes to set-up machines or equipment decreases along with the searching time.
G: This causes Productivity to increase
H: And the waste of human energy and frustration decreases
I: And we can put a few extra dollars in our pocket by eliminating these wastes.
* Remember, 5S is not easy. If it were, everybody would have done it already. But as you can clearly see, the benefits of sort are worth the effort it takes to implement.
We hope you have enjoyed this presentation. Look for the other videos in the 5S series on Set-in-order, shine, standardize, and sustain. And if you need help training employees or implementing 5S visit us at xtremelean.us .
We're the guys who make this process simple!
eXample Consulting Group's Design for Six Sigma Green Belt training session for a Global leader in Confectionary manufacturing
Improving Business Performance with Ease, Part 1 by xtremelean.us
* Welcome to Part I of a six-part video series where I will show you how you can transform your business by implementing a customized business performance measurement system that will improve your business performance to World Class levels never before dreamed of.
* Every business is comprised of many different processes, and as an example, here are the functions that make up the value stream for one particular company, and each function has multiple processes.
* There is one guarantee I can make to you. Every process or aspect of your business within your company is either improving...
* Or it is getting worse
* But it is definitely NOT staying the same.
* So how well are you tracking every aspect of your business?
* To be highly successful in business, you must have your fingers on the pulse of all of aspects of your business continually. Most companies struggle because they have no easy way to do this.
* The business decisions you make should be based on data and not on gut feelings.
* When we have access to good data, good decisions can be made. And when good data is arranged in a graphical format that is easy to understand and analyze, we can make good decisions quickly.
* Good and fast decision making means rapid improvement for all aspects of your business.
* It also means your business will be completely proactive, or acting in advance to deal with expected difficulties. You will no longer be in a reactive mode where you wait for problems to occur before taking action.
* Being reactive is also known as firefighting and most companies even have people that are experts at fixing problems after they have occurred. When you become proactive, you can prevent all of the costly firefighting.
* Being proactive also eliminates the finger pointing, frustration and chaos at all levels of the organization.
* Rapid improvement is also synonymous with making money. Is your company a money making machine where profitability is always high? Or does your company struggle with cash even when business is really strong?
* Did I mention this performance measurement system is totally automated? All you need is Microsoft Office Excel 2007.
* The bottom line is you can take the data on your company's server, and upload it into automated charts that will never need to be maintained again. The data will refresh and update the chart automatically.
* If you think this looks too complicated for you, don't worry. I will make your learning experience easy.
* The burning question is, are you ready for your business to improve to world class levels? If so, welcome to the rest of this presentation.
* The foundation of this performance measurement system will be the five phases of Six Sigma:
Define, Measure, Analyze, Improve and Control.
The five phases of Six Sigma are also referred to as the DMAIC process. The DMAIC process lends itself perfectly to establishing and maintaining a business performance measurement system that can be used to improve all aspects of your business concurrently, continuously, and with relative ease.
* Now in the remainder of this presentation "Define", we will discuss setting business goals that are key and that reflect the values of the shareholders and top management, and setting up a performance measurement system structure to support and achieve those goals.
* The process starts by determining what your business values are, and turning them into SMART and sustainable goals.
* I will then explain the support structure that directs the energy from all of your employees like a laser towards the achievement of your business goals.
* Having appropriate goals for any business is key if you want to be successful in this global marketplace. Determining goals is also the keystone of the structure for supporting and achieving your companies goals.
* Goal setting is not easy and it requires more than a crystal ball if you want to be successful. Let's say you would like to set as your goal to grow the business by 30% next year.
* If you look at last years performance trend and it showed your business was actually declining, setting a goal of 30% growth may not be attainable.
* But if lasts years performance trend showed you grew the business by 30% the year before, it may very well be possible to continue that growth pattern. The bottom line is, goal setting should be based on good information or data to establish an effective and attainable goal.
* Goals must be SMART and that means:
Specific - goals must be specific rather than vague. For example, I want to improve our on time delivery performance to 99%.
Measurable - In this instance it means you need to be able to measure what your on time delivery performance is. If you can not measure it you can not manage it.
Attainable - This is tricky. If you set a goal that is absolutely unattainable, employees will become discourage because they will feel they have failed. On the other hand, if you set a goal that is too easy to reach, once the goal is reached, people stop trying to improve.
Realistic basically means the goal is manageable and will support the high level goals of the company.
Time bound - which means giving your goal a target completion date such as by the end of the fiscal year.
* Stretch goals are objectives that seem impossible under the present circumstances, but setting stretch goals can cause people to think outside the box and develop ideas to improve performance dramatically.
* Business goals are at a very high level and should be based on what the company values and what is most important to them.
* Every company will have a different set of values and goals, but I will give you examples of some worthy goals that a company might strive for:
Customer satisfaction
Quality
On-Time delivery
Shareholder satisfaction
Employee satisfaction
Market Share
Growth Rate
And Profitability
* You may choose any set of goals that align your company with its values.
* Let's pretend for a moment that these are your companies values. I will now show you how to turn these values into the businesses high level goals.
* Let's take one of our high level values "Customer Satisfaction" and turn it into a SMART goal.
* First our goal must be specific. Customer Satisfaction is probably one of the hardest values to measure. In this case, I would recommend sending surveys to your customers regularly, or better yet using a survey service like "Survey Monkey" to perform automated surveys regularly. Getting actual responses from your customer would be the best way to judge their level of satisfaction. So let's set a specific goal of wanting the customer surveys to come back at 90% satisfied at least to start with.
* Design the survey to the customer so their responses are measureable such as "on a scale from 1 -10 how would you rate our customer service" and so on. Also decide how often you will send the surveys out.
* Be careful when setting the goal at 90%. You want to have to stretch, but you also want the goal to be attainable.
* Ensure the goal is realistic and manageable. Does your company have the resources to create an on-line survey to send to your customers? Do you have the resources to analyze the feedback and make the necessary improvements?
* Making the goal time bound means giving yourself some time to reach the goal of 90%. For example you may say you want to reach your goal of 90% by the end of the year.
* Now let me introduce you to the support structure that directs the energy from all of your employees like a laser towards achieving your SMART business goals.
* Now that SMART goals have been established based on the true values of the company. They must be supported by all applicable aspects of the business if they are to be attained. The operational metrics are the first line of support for the goals and values of the company. What can the entire company do to help ensure the customer surveys are returned at a 90% level or higher?
* Customers are looking for just three things. They want products with high quality, with world class service at an affordable price.
* In this case, Operations can track several areas that will support the companies high level goal of customer satisfaction. They can track the outgoing quality levels to the customer and the on-time delivery performance to the customer. Product costs can be reduced many ways, but increasing productivity and reducing inventory levels just a couple of examples of reducing product costs which in turn can reduce the cost to the customer. Customer service can play an important role in treating the customer like a King and there are many ways to accomplish this. So as you can see, this one high level goal of customer satisfaction is now being supported by five clear and measureable goals by the folks responsible for operations.
* For every high level goal, there is a flow down to operations of several measurements that will support and help achieve the high level goal.
* Operational metrics or measurements seldom mean anything to operators that are actually responsible for manufacturing the products. Each cell or department must know exactly how they are performing to help support and achieve the operational metrics. Hence the need for Cell or Department measurements.
* Let's again just take one example from the Operations Metrics "Productivity" and see how each Cell or Department can support it and track their productivity separately. The Cell or Department Leaders would be responsible for tracking. And remember, each must have a SMART goal. You now have five cells that know what their productivity level is relative to their goal, and whether they are successful or if there is improvement needed. No questions. Each cell also knows how they are affecting the Operations metrics in regards to productivity and the effect it has on customer satisfaction. Operations also knows exactly how each department is doing and how it is affecting their operational goal.
* The cell or department leader must also have the ability to know the productivity of each member in their area. You can now see how each and every high level company goal can be supported and achieved by every person within your business.
* This is the performance measurement system structure that will support and help you achieve your goals and objectives and make your business a thriving success.
* Next up in our video series is the Measure section, or Part II, where we will discuss:
The sheer power of measurements by themselves
Setting up charts to make them easy to analyze while also getting the most information possible
And what can happen when charts are made visible and employees are taught how to read them.
* I hope you have enjoyed this presentation. Once again, this was Part I of Six, so stay tuned for the rest of the series.
In the meantime, if there is anything I can do to help you improve your business, visit my website at www.xtremelean.us
Lean Business and Manufacturing Overview by xtremelean.us
* This presentation is an overview of Lean Business and Lean Manufacturing.
* Lean Business can be compared to our bodies. If we are athletic, we are considered to be lean. If we are not athletic, we are not lean. When we are not lean, we are sluggish and lack energy. For example, it is very difficult to run when we are unfit as opposed to being in good physical shape. Let's explore this concept a little further.
* A Lean Company is considered to be:
A: Fast
B: Strong
C: Agile
D: Coordinated
E: Ready for anything
F: Promotes teamwork
G: Has a lucrative business
H: And in general, a winner
* On the other hand, a non lean company is considered to be:
A: Slow
B: Weak
C: Clumsy
D: Uncoordinated
E: Not ready for anything
F: Severe lack of teamwork
G: Cash poor
H: And in general, a loser
* Every company is made up of several business processes that are linked together as shown in this example.
* The first reason many companies fail to become lean is they focus their attention solely on manufacturing, rather than the entire business.
* Let's take a look at the process flow for manufacturing as an example.
* The green areas represent value added work, whereas the red areas represent all of the wastes found in manufacturing.
* The amount of actual value added work adds up to a very small 1 - 5% of the time spent in manufacturing
* The second reason many companies fail to become lean is, they focus their efforts on improving only the value added work they perform, instead of reducing or eliminating all of the waste in the process. Making improvements on the value added work gives a very small return as shown here.
* Within manufacturing, let's focus our attention on the non value added work, or wastes that extend the lead time unnecessarily. Remember, this represents 95 - 99% of the time spent in manufacturing.
* There are seven predominate wastes in manufacturing processes, and I will give some examples of each.
* If you see product sitting on your shop floor waiting to be processed you have excess inventory or excess work in process. While it sits on the shop floor you are not adding value to it.
* If you have to remove rust or dust from products because of the length of time they spent in your manufacturing process, you are over processing.
* If you have to wait for anything including waiting for set-ups, inspection, or other downtime, this is the waste of waiting.
* Any walking the operators have to do is a good example of wasted motion. Walking never adds value to the product.
* If you produce more parts than what the customer needs because you want to take advantage of the set-up, that is overproduction. Long set-up times are the cause of overproduction.
* Defective products have to be either reworked or scrapped. Defective products take a substantial amount of time away from production.
* If you move product with forklifts or conveyors your process includes excess transportation, which is usually caused by a poor layout of equipment and machines.
* To become lean you must focus your efforts on both the value added and non value added steps in your process. Reduce or eliminate as much of the waste as you possibly can, and make improvements on the value added work to reduce the lead time substantially.
* There are many steps in the business process that contribute to the overall lead time. To reduce total lead time we have to focus efforts in more areas than just manufacturing. If waste is eliminated at every business process, total lead time can be drastically reduced. Kaizen Events are one of the best ways to identify and eliminate waste.
* Search for waste in your business and look at all of your business processes, not just manufacturing. Sometimes waste is disguised as value added work and can be difficult to find, so be diligent and ask lots of questions.
* Perform a comprehensive lean assessment on your business. A fresh set of eyes can be extremely helpful when it comes to an accurate lean assessment. We specialize in quick yet thorough lean assessments.
* When performing an informal self assessment of your company, you might want to ask yourself these questions:
A: Do we deliver quickly and on time to our customers, or are we slow, our deliveries late and customers are upset?
B: Is my business strong and do we value our employees, customers, and suppliers, or are we weak and just taking care of number one?
C: Is my company flexible? Can we respond effortlessly to changes in customer demand and marketplace? Or are we inflexible and clumsy?
D: Are all the processes in my business well coordinated or is coordination a foreign word?
E: Is my company always ready for continuous improvement efforts, or is my company never ready or willing to change?
F: Is teamwork a way of life at my company or is there a lot of infighting?
G: Are we lucrative and put money back into the business regularly, or do we struggle to make ends meet?
H: And in general, is my company a clear winner, loser, or somewhere in-between.
Remember, when it comes to business, you want to be a winner, not a loser, so visit us at www.xtremelean.us and we can help you transform your company into a lean, mean, money-making machine.
# This is an overview of 5S with its associated benefits.
# There are many that believe 5S is just about housekeeping. This is a myth that will soon be busted.
# The 5S's are sort, set in order, shine, standardize, and sustain in that order and starting with sort.
# To sort, you first have to determine what is needed and not needed in the area. Consider equipment, tools, materials, supplies, and even paperwork.
# The benefits of sort are:
A: More floor space, which leads to less things to trip over.
B: Less wasted motion increases productivity
C: sorting may even improve health conditions
# Set in order includes determining the best locations for machines and equipment. Here is an example of a department before 5S, and after.
# Set in order includes determining the best locations for tools. Making tools easy to find and put away and clearly labeled. Tools should be stored at the point of use. If a wrench is needed to adjust this machine, it should be stored as close to the point of use as possible.
# Creating locations for everything in the area and labeling them is another part of set in order.
# Some of the benefits of set in order include the elimination of Searching Waste - looking for needed tools is a waste of motion, and less wasted motion means higher productivity and faster set-up times.
# Shine actually does have to do with housekeeping and that is where the myth comes from. shine includes cleaning the floors, the surfaces of everything, cleaning the windows will let natural light in, and cleaning machines will make it easy to inspect the machines for leaks or other maintenance problems that need to be addressed.
# Some of the benefits of shine include:
A: Safer conditions when we keep oil and liquids off the floor.
B: Better equipment reliability when we keep it clean and maintained.
C: And employees are happier when then have a clean work environment to come to each day.
# Standardize means everybody doing things the same way when it comes to sort, set in order, and shine. There are many possibilities for standardization, and I will give you just a few examples. When it comes to sorting for example, the same red tag system and procedure should be used. Setting in order can be standardized in the way we mark our floors and the way we locate our tools. shine can be standardized in the cleaners we use and how we label them, to the way we store them. We can also have a standard approach to problem solving when we encounter problems with sort, set in order or shine.
# The benefits of standardizing are everything is done the same way by everyone, and everyone understands what to do and how to do it.
# 5S is as difficult to sustain as keeping up an exercise program. If we do not continue exercising, we go back to the way we were before we started. 5S is as difficult to sustain as eating properly, if we do not continue, we again go back to the way we were. Here is an example of sustaining a healthy body, and not sustaining. sustained flight...and not sustained flight. If we do not sustain 5S, our company will revert back to the way it was before we started.
# The benefits of sustain are you get to enjoy all of the benefits of 5S forever:
A: Less Wasted Motion
B: Less Searching Time
C: Less Accidents
D: Lower costs
E: Increased productivity
F: Higher Quality
G: Employee Satisfaction
#
# 5S will help you on your road to Lean. Many of the wastes that need to be eliminated in manufacturing can be eliminated through 5S.
# Remember, 5S is not easy, but good things never are. The benefits far exceed the hard work required to achieve 5S.
This 5S Videos Series is also available in Spanish!
If you need help in training or implementing 5S, please visit us at www.xtremelean.us . Also, look for additional videos for sort, set in order, shine, standardize, and sustain.
Lifetime Dream # 28 of my list of 155: I will become a certified Black Belt in the Six Sigma Program. I will learn to apply my analytical skills to eliminate defect in business segments of United Healthcare and improve affordability and cost effectiveness. I will use this as a gateway to a Senior Project Manager for United Healthcare.
I have been re-assessing my dreams this year, and this is one that I have replaced. Where once I wanted to earn a black belt in Karate, I decided to replace this dream to be a Black Belt in Six Sigma. Math, statistics, logic, and everything in between has always come naturally to me. I love working with figures to find solutions. I also am one of the few who really love the company I work for and what they are doing in America.
I would love to be in the Six Sigma program which is basically about eliminating defect to find a perfect process, quality, and so on. It’s not easy, but I always love the challenge.
Today was another meeting and I have yet another on Friday. I am really loving this program!
Mumbai, India - February 29, 2020: Dabbawala bicycle couriers get ready to deliver lunch boxes around Mumbai to workers around the city
5S Overview Video by xtremelean.us
* This is an overview of 5S with its associated benefits.
* There are many that believe 5S is just about housekeeping. This is a myth that will soon be busted.
* The 5S's are sort, set in order, shine, standardize, and sustain in that order and starting with sort.
* To sort, you first have to determine what is needed and not needed in the area. Consider equipment, tools, materials, supplies, and even paperwork.
* The benefits of sort are:
A: More floor space, which leads to less things to trip over.
B: Less wasted motion increases productivity
C: sorting may even improve health conditions
* Set in order includes determining the best locations for machines and equipment. Here is an example of a department before 5S, and after.
* Set in order includes determining the best locations for tools. Making tools easy to find and put away and clearly labeled. Tools should be stored at the point of use. If a wrench is needed to adjust this machine, it should be stored as close to the point of use as possible.
* Creating locations for everything in the area and labeling them is another part of set in order.
* Some of the benefits of set in order include the elimination of Searching Waste - looking for needed tools is a waste of motion, and less wasted motion means higher productivity and faster set-up times.
* Shine actually does have to do with housekeeping and that is where the myth comes from. shine includes cleaning the floors, the surfaces of everything, cleaning the windows will let natural light in, and cleaning machines will make it easy to inspect the machines for leaks or other maintenance problems that need to be addressed.
* Some of the benefits of shine include:
A: Safer conditions when we keep oil and liquids off the floor.
B: Better equipment reliability when we keep it clean and maintained.
C: And employees are happier when then have a clean work environment to come to each day.
* Standardize means everybody doing things the same way when it comes to sort, set in order, and shine. There are many possibilities for standardization, and I will give you just a few examples. When it comes to sorting for example, the same red tag system and procedure should be used. Setting in order can be standardized in the way we mark our floors and the way we locate our tools. shine can be standardized in the cleaners we use and how we label them, to the way we store them. We can also have a standard approach to problem solving when we encounter problems with sort, set in order or shine.
* The benefits of standardizing are everything is done the same way by everyone, and everyone understands what to do and how to do it.
* 5S is as difficult to sustain as keeping up an exercise program. If we do not continue exercising, we go back to the way we were before we started. 5S is as difficult to sustain as eating properly, if we do not continue, we again go back to the way we were. Here is an example of sustaining a healthy body, and not sustaining. sustained flight...and not sustained flight. If we do not sustain 5S, our company will revert back to the way it was before we started.
* The benefits of sustain are you get to enjoy all of the benefits of 5S forever:
A: Less Wasted Motion
B: Less Searching Time
C: Less Accidents
D: Lower costs
E: Increased productivity
F: Higher Quality
G: Employee Satisfaction
*
* 5S will help you on your road to Lean. Many of the wastes that need to be eliminated in manufacturing can be eliminated through 5S.
* Remember, 5S is not easy, but good things never are. The benefits far exceed the hard work required to achieve 5S.
This 5S Videos Series is also available in Spanish!
If you need help in training or implementing 5S, visit us at www.xtremelean.us . Also, look for additional videos for sort, set in order, shine, standardize, and sustain.
About Xtreme Lean Consulting
Welcome to our website where you will find valuable information about Lean Business practices, Lean Manufacturing, Six Sigma Quality, and how we can implement solutions to improve your business.
Xtreme Lean Consulting is made up of expert consultants with many years of "hands-on" experience from the shop floor to Senior Management.
We understand the pressures and requirements of manufacturing businesses and the difficulty in improving the workplace. (Continuous Improvement)
We also understand every company is unique in its products, processes, culture, people, and the problems they face (Tailored solutions).
Working collaboratively with your company employees, we assess the current manufacturing and business processes from a Lean perspective. Together we develop a strategic plan for success, train and coach employees to implement improvements, and ensure goals are met and sustained (improvement).
We have consultants fluent in English and Spanish(communication) who are capable of working effectively at all levels of the organization. Our training materials are engaging and easily comprehended by all personnel. Watch samples of our training materials here on this website. (Training materials)
Working together you can expect our solutions to yield all of the following benefits:
* Higher productivity
* Higher quality
* Greater capacity
* Shorter lead time
* Reduced Inventory
* Higher profitability
* And increased customer satisfaction
We look forward to working with you to transform your company into a World Class business. Visit us at www.xtremelean.us
Lifetime Dream # 28 of my list of 155: I will become a certified Black Belt in the Six Sigma Program for United Healthcare. I will learn to apply my analytical skills to eliminate defect in business segments of United Healthcare and improve quality and cost effectiveness. I will use this as a gateway to a Senior Project Manager for United Healthcare.
I have been in the Green belt program for some time now, learning the methods of the Six Sigma program. I have really been soaking it up- loving every minute of it. Today I was able to meet the boss of my mentor. World of Flickr, meet Lucinda. She is an awesome teacher and leader, and I really hope that I get to work with her over and over for a long time!
Lifetime Dream # 28 of my list of 155: I will become a certified Black Belt in the Six Sigma Program. I will learn to apply my analytical skills to eliminate defect in business segments of United Healthcare and improve affordability and cost effectiveness. I will use this as a gateway to a Senior Project Manager for United Healthcare.
I have been re-assessing my dreams this year, and this is one that I have replaced. Where once I wanted to earn a black belt in Karate, I decided to replace this dream to be a Black Belt in Six Sigma. Math, statistics, logic, and everything in between has always come naturally to me. I love working with figures to find solutions. I also am one of the few who really love the company I work for and what they are doing in America.
I would love to be in the Six Sigma program which is basically about eliminating defect to find a perfect process, quality, and so on. It’s not easy, but I always love the challenge!
The Seven wastes Found in Manufacturing by xtremelean.us
* The Seven wastes Found in Manufacturing is an enlightening video that defines and gives examples of each waste with their associated consequences. waste elimination is key to any Lean organization.
* waste is the opposite of value and you should continue adding value while reducing or eliminating waste.
* There are typically seven types of waste found in manufacturing, and for the purposes of this presentation, I will assign an animation to represent each waste that will be used throughout.
1: Excess Inventories means holding or purchasing unnecessary raw materials, excess work in process or finished goods.
2: Unneeded Processing Time or Over-processing means having unnecessary steps, work elements, or procedures.
3: Waiting means time delays, idle time or time during which value is not added to the product, adding cost without creating value. Waiting lengthens the total cycle time unnecessarily.
4: Excessive Motion is the actions of people or equipment that do not add value to the product.
5: Overproduction can be early production, producing over the customer requirements, or producing unnecessary materials or products.
6: Defective Products means producing a part that is scrapped or requires rework, or consuming resources without making a product for the customer.
7: The waste of Transportation means multiple handling or unnecessary handling, and ultimately causes the delay of material delivery to next operation.
* These wastes do not add value to the product and must be identified and either eliminated or reduced. Your business will not reach its full potential when these wastes exist.
* Examples of excess inventories include:
A: Most of the work in process between operations also called "batch and queue" is excess inventory
B: And producing more than the customer demands causes excess inventories
* The consequences of having excess inventories include the waste of waiting. Watch this one batch of parts as it slowly makes its way through production. As you can see, all of the work in process between operations causes the lead time of each batch to increase drastically. Most of the time spent in manufacturing is waiting. All of that waiting causes longer lead times and delays.
* Excess inventory prevents problems from being detected quickly enough. In this example, let's pretend you are processing a 1,000 piece batch. The red ball represents your batch of material as it makes its way through the excess inventory. If the 3rd operation finds a problem with the 1st operation, you are looking at all 1,000 pcs being defective.
* Materials and labor are tied up in inventories sitting on the shop floor which is cash out of pocket.
* Excess inventory means having to handle the same material multiple times, stocking materials the customer does not need, controlling and counting inventory, and purging materials from stock.
* Lastly, excess inventories consume valuable floor space that could be used for additional equipment that can produce product and increase productivity.
* Examples of unneeded processing time or over processing include:
A: Sanding more than is required to produce an acceptable product
B: Applying more paint than is required
C: Having to remove rust or dust because of the length of time the product sat on the shop floor
D: Not having the right equipment to do the job, like using a machine for something it was not intended.
* When items are over processed:
A: It takes longer to produce the item so the lead time lengthens
B: It takes valuable time away from production, so productivity decreases
C: It is a waste of human energy and motion
D: And if we have to transport the items for an operation that is unnecessary, it is excess transportation
* Some examples of the waste of waiting are:
A: waiting while the parts sit in queue
B: The operator waiting for anything including inspection
C: Waiting for operators that are not meeting takt time for example
D: And the waste of watching any machine run
* The waste of waiting causes:
A: Longer lead times
B: A loss in productivity
C: And the start and stop prevents smooth production flow
* Some examples of excessive motion are:
A: Bending to pick up parts or tools
B: Reaching for parts or tools
C: And walking is by far the worst waste of excessive motion
* Excessive motion applies to both machines and to manpower and causes:
A: Longer lead times
B: A decrease in productivity
C: And poor ergonomics which can lead to safety concerns
* Overproduction is characterized by:
A: Making too many parts or producing parts before the customer requires them
B: Excessive scrap during set-ups cause us to produce more parts than are required
C: But long set-up times are the main culprit for producing more parts than are required. Long set-ups are a waste of time so production wants to make as many parts as possible before they tear down a setup, and that usually means producing more than the customer wants at that moment.
* Overproduction causes:
A: Longer lead time
B: Excessive inventories
C: wasted motion
D: And a decrease in productivity
* Some examples of defective products include:
A: Scrap
B: Rework
C: Customer complaints
D: And customer returns. Customer returns require processing, rework or remake, and sometime a formal corrective action process.
* When defective products are produced:
A: It costs money in materials and labor to rework or remake
B: It takes extra time away from production
C: Customer good will is lost
D: And the lead time is increased
* Examples of the waste of transportation can be found when we see conveyors (which are considered automated waste) and forklifts. The waste of transportation is caused by a poor factory layout.
* The waste of transportation causes:
A: A longer lead time
B: Transportation damage causing rework or scrap
C: And a decrease in productivity
* As you can see, all of these wastes are interrelated. You must continuously drive waste out of the factory and increase value to the customer. Remember, the customer is only willing to pay for value added activities and not waste.
Proper flow reduces all of the wastes discussed in this presentation. If you need to change the flow of your business, visit us at www.xtremelean.us
We're the guys who make this process simple!