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Lean Manufacturing Course Outline -- 3 Units

Unit 1 - Lean Concepts
Lesson 1: Why Lean?
·          Be customer focused: Be on-time, responsive, flexible, and fast.
·          Simplify and standardize workflows: Mimic continuous flow, minimize WIP, use visible measures.
·          Manage capacity: Increase process uptime, reduce set-up times, find “lost” capacity.
·          Eliminate waste: Identify non-value adding activities, then modify, combine, or eliminate those tasks.
·          JIT: Not too early and never late; not just-in-case inventory but just-in time production and delivery; products must always be made right the first time; equipment must always work when needed.
Lesson 2: Lean Terminology
·          Terms
·          Tools
·          Techniques
Lesson 3: Eliminate Waste with Lean
·          Match lot sizes to customer demands: Use kanbans; end WIP.
·          Use pull scheduling instead of push scheduling.
·          Schedule to the rate-determining step (the bottleneck., then debottleneck process lines.
·          Facilitate fast feedback: Arrange sequential operations next to each other ensures fast feedback from internal customer operation to internal supper operation if something in-process is not right.
Lesson 4: Components of Lean
·          Overview of the 8 Components of Lean: Value Stream Mapping, Workplace Organization, Predictability & Consistency, Set-up Reduction, TPM, Visual Factory, Support Processes, & Continuous Improvement.
Lesson 5: Value Stream Analysis
·          Mapping the process from incoming order to outgoing product: Define process goals, create the current state map, & establish process metrics.
·          Using the current state map to identify potential improvements, conceive the future state.
Lesson 6: Lean Thinking
·          Eliminating waste is not limited to manufacturing; the same techniques apply to the office, sales, finance, maintenance, and even R&D processes and procedures.
·          Lean & Six Sigma are complementary.
Challenge: An assessment of the learner’s progress in this unit.

Unit 2 - Lean Practices
Lesson 1: Value Stream Mapping.
·          Identify process goals.
·          Collect & analyze process data.
·          Create a macro-facility workflow to determine how to minimize high volume travel distances.
·          Conduct a micro-process workflow to apply cellular concepts, identify and remove bottlenecks, & move to pull manufacturing with kanbans.
Lesson 2: Workplace Organization
·          Apply the 5S's: Sort (clearing the work area), Set in Order (designating locations), Shine (cleanliness and workplace appearance), Standardize (everyone doing things the same way), & Sustain (ingraining it in the culture).
Lesson 3: Predictability & Consistency.\
·          Use DFA/DFM to design quality in.
·          Conduct GR&Rs to ensure reliable measurement systems are in place.
·          Employ SPC to help ensure processes are predictable & stable.
·          Reduce variation & improve process capability with DOE.
·          Eliminate the root cause of defects using problem-solving and mistake-proofing.
·          Move to Six Sigma quality.
Lesson 4: Set-up Reduction
·          Apply SMED concepts.
·          Separate external tasks (external to the process) from internal tasks.
Lesson 5: TPM
·          TPM versus PM.
·          Develop operator involvement in the equipment and begin predictive maintenance practices.
Lesson 6: Visual Factory
·          Use status display of performance for dashboard or balanced measures and COQ results.
·          Visual controls such as sensory alerts indicate if something is out of place.
·          Marking on the floor, kanbans, andons, & panel-alarms all help build a visual control infrastructure.
Lesson 7: Support Processes
·          Lean techniques require changes in Purchasing, Scheduling, Warehousing/Shipping, & Accounting practices.
Lesson 8: Continuous Improvement
·          Fight NIH (not-invented-here) attitudes and leveraging successes.
·          Use kaizen events for rapid, targeted improvements to achieve the future state.
·          Use a standardized Problem-Solving Model (e.g. DMAIC or 8-D).
·          Begin as employee idea system.
Challenge: An assessment of the learner’s progress in this unit.

Unit 3 - Implementing Lean
Lesson 1: Lean Starts with People
·          Communicate the why, what, how, & who.
Provide education in the concepts.
·          Train employees in tools & techniques as needed to achieve a flexible workforce.
Lesson 2: Data Drives Lean
·          Focus efforts on projects that lead to tangible saving.
·          Calculation techniques to generate data include: Time studies, equipment loading, TAKT time, staffing requirements, process yields, & COQ.
·          Sample Worksheets covered include: Lean Project Summary; Cell Target Worksheet; Data Collection Form for Basic Equipment and Utility Parameters; Value-adding Analysis Worksheet; Process Change-Over/Setup Worksheet; Set-Up Reduction Worksheet; Cubic Feet Analysis Worksheet; & Lot Size Worksheet.
Lesson 3: Layout Options
·          Improved layout are about moving cubic feet (not numbers of items), eliminating crossover points, arranging the process in the natural flow order; linking processes to minimize time and distance; moving equipment together to simulate a continuous process flow; & putting internal customers and suppliers next to each other.
·          Be careful to identify anchors or monuments; do not move them.
·          Typical layout options are explored.
Lesson 4: Lean Inventory Practices
·          Minimize trips to and from the warehouse by designing the warehouse to work for you.
·          Use ABC inventory categories to prioritize inventory needs and storage locations.
Lesson 5: Roadmap for Lean
·          Start with the people issues.
·          Focus on workplace organization (the 5S’s), then, use value stream analysis and process workflow analysis to establish effective layouts.
·          Where to focus next depends on specific needs.
·          Use targeted Kaizen events to speed changes.
·          Do not overlook the need to modify support processes (especially scheduling and purchasing).
Lesson 6: Pitfalls with Lean
·          Not documenting the financial impact/savings.
·          Lack of commitment from leadership.
·          Using traditional purchasing practices.
·          Not changing scheduling techniques.
·          Failure to address workforce issues.
·          Not really mistake-proofing the root cause.
·          Thinking Lean is just for manufacturing.
·          Not using beneficial technology.
·          Not leveraging successes.
·          Getting too lean.
·          Failing to hold the gains.
Challenge: An assessment of the learner’s progress in this unit.