Lean Manufacturing is a 10-class, 16-hour program of instruction addressing the fundamentals
of this exciting operations management philosophy.
encompasses a set of technologies that slash lead times, improve on-time
delivery performance, reduce waste, and lower costs dramatically.
provides in-depth coverage of Lean Manufacturing management technologies
that work - there's no fluff here!. It contains numerous real-world examples based
on production challenges in a variety of industries
will provide attendees with the ability to:
one-piece flow based on Takt times and design a manufacturing system
with Takt times meeting customer requirements.
implement cellular manufacturing approaches.
inventory while increasing throughput with setup reduction techniques,
minimized travel and floor space layouts, and pull-based
Delay Ratio techniques to eliminate lost time.
Visual Manufacturing and the 5S approach for clean, organized, and
efficient work areas.
inventory costs by focusing on defect prevention instead of detection.
resistance to change.
Production Dashboards to know performance against plan status,
identify where variances exist, and rapidly get back on plan.
all of the above techniques to reliably make what is needed, when
needed, in the amounts needed.
for this program include a background or interest in optimizing manufacturing
efficiency. Industry-based case studies are used extensively in this program,
and during the program attendees are encouraged to share their experiences and
challenges with others.
engineers, quality assurance specialists, supply chain management specialists,
and others desiring improved operational performance.
Module 1: Introductory Lean
Manufacturing Concepts. Manufacturing management
challenges. Manufacturing Requirements Planning and Just-In-Time manufacturing
management concepts. Lean
Manufacturing overview. Pull production and cellular manufacturing.
Robust processes and quality improvement.
Eliminating lost time. Setup
time reduction. Phased inventory. Work-in-Process reduction.
The Toyota system. Case
studies. Group discussion.
Module 2: Finding and
Eliminating Lost Time. Lost time definitions.
Production time versus lost time.
Lost time causes. Plant layout, inventory location, and process limitation
factors. Delay ratio analysis overview. Preparing
the delay ratio analysis. Delay
ratio analysis results interpretation. Acting on delay ratio analysis findings.
The power of recovering lost time. Conquering
lost time. Case studies and delay
ratio analysis example.
Module 3: Takt Time,
Capacity, and Load Considerations. Takt time definition and
implications. Takt time versus cycle time.
Capacity definitions. Load
definitions. Capacity versus load
considerations. The relationship
between takt time, capacity, and load, and how these factors affect efficiency
and the ability to deliver products on schedule. Determining takt time, capacity, and load.
Capacity versus load analysis. Finding
and using hidden capacity. Case
Module 4: Lean Production
Defining the existing process. Flow charting. Identifying
and eliminating unnecessary steps. Optimizing the process flow.
Identifying and eliminating redundant work. Defining optimized quality assurance points.
Identifying tooling and material requirements at each step.
Plant layout considerations. Advantages
and disadvantages of straight line versus cellular flows. Balancing the operation.
Lost time considerations. Sample
layouts. Case studies.
Module 5: Setup Time
time definition, philosophies, and reduction approaches.
Setup as a lost time driver. Setup
reduction advantages. Setup
reduction approaches. Instilling
operator, manufacturing engineer, numerically-controlled-machine programmer,
engineer, and supervisor teamwork in reducing setup times.
Fixturing, tooling, procedural, and storage considerations. Prekitting. Minimizing
walking, fastening, and adjustment. Internal
versus external setup considerations. Case studies.
6: Process and Product Robustness. Robustness definition.
identifying nonconformance history and potential nonconformance causes.
Quality measurement systems. Unearthing
failure causes in simple and complex systems.
Using failure mode assessment and assignment matrices.
Corrective action options and order of precedence.
Corrective action boards. Nonconforming
material management. Using the
material review function as a vehicle for forcing corrective action.
Evaluating corrective action efficacy.
7: Visual Manufacturing.
manufacturing definitions. The case
for quality measurement and production status transparency throughout the
organization. Shop floor practices,
including work-in-process inventory locations and levels.
Tooling shadow boards. The
5S Program: Sorting, simplifying, scrubbing, stabilizing, and maintaining
self-discipline. The “Mr.
Clean” approach. Dashboard
reports and recommended dashboard metrics.
8: Integrating Purchasing
Activities. Integrating supplier load
versus capacity factors into your lean manufacturing philosophy.
Managing the external factory. Timing
supplier deliveries. Assuring
purchase order due dates support your manufacturing need times.
The “Wonder Bread” approach. Reducing
in-house supplier inventories in your facility. Implementing and using a supplier quality and delivery
rating program to drive supplier selection and performance. Case studies.
9: The Six Sigma Approach.
Six Sigma program definitions. Quality
program evolution into the Six Sigma concept.
Statistical considerations underlying the Six Sigma approach.
The Motorola and General Electric experience.
Six Sigma statistical methods. Continuous
improvement. Process design and
management. Statistical process
control. Variability reduction.
Voice of the customer. Design
of experiments. Case
Module 10: Putting
It All Together.
Selling the Lean Manufacturing philosophy internally and externally.
Recommended overall implementation approach.
Targeting quick initial successes. Likely
risk and conflict issues. Recommended
conflict resolution strategies. Recommendation
risk management strategies. Overcoming resistance to change. Course review and program conclusions.