Le Lean Pour PME

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An explanation of Lean for SMEs
LE LEAN - IFCIL
I S O 9 0 0 1
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An explanation of Lean for SMEs
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PROCESS Management
Customer
Suppliers
Customer
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PROCESS Management
Customer
Customer
quote

• Process
• engineering

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PROCESS Management

• The benefits of Process Management mean that
  Heads of organisations are able to
•   Clearly identify the steps in the
  construction of a service or product   Define
  the quality levels required at the entry and exit
  of each process   Identify risks at the
  interfaces between processes   Empower each
  process manager  Make each employee aware of
  their responsibility for the quality provided to
  the client   Set up a steering process by
  quality efficiency

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PROCESS Management

• With process management the chain of command is
  able to
• Qualitatively follow each step of the product
  or service   Establish a quality assurance
  system on each process   Focus employees
  activity on specific quality objectives  
  Empower teams throughout the process   Define
  better the skills needed at each stage of the
  process

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PROCESS Management

• With process management, thecompany employees
• Understand better the contribution of their work
    Identify precisely what is expected of them
  in terms of downstream quality   Measure the
  efficiency and quality of their work   Share
  with a team performance issues of their process
    Pool the good practices with their colleagues
    Are fully committed to the company quality
  policy and developping their own quality control
  skills

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VALUE STREAM MAPPING
Time without value added for the customer
Time with value added for the customer
Client
Client
The time between the beginning and the end
of the process is sometimes not directly
proportional with the time
actually spent
working to provide added value for the customer.
Total of activities without value added for the
customer
Total with value added for the customer
50
50

• There are 7 sources of waste that do not add
  value to the customer
• Creating unjustified delays.
• Producing more than customer demand dictates.
• Moving or handling products, dossiers or data
  uselessly.
• Manusfacture a substandard product or give poor
  service and generate useless operations.
• Create stocks of products or abnormally large
  files
• Manusfacture a defective product or give
  unsatisfactory service which necessitates the
  goods to be returned
• Not using the creative, observational and
  intellectual potential of the personnel

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VALUE STREAM MAPPING

• By constantly keeping it in mind to identify the
  actions or activities that provide real value
  added to the customer, the employees
• Focus on important activities
•   Seek ways to remove activities without VA
•   Be aware of the concept of process or procedure
•   Measure what the cost of an activity or product
  is more accurately
•   Have a customer-oriented attitude

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VALUE STREAM MAPPING

• Thanks to Value Stream Mapping , the Management
  has the tools to
• Assign staff to core tasks
•   Reduce costs
•   Increase productivity
•   Reduce lead time
•   Reduce stocks

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VALUE STREAM MAPPING

• The direction of the company with the VALUE
  STREAM MAPPING approach
• Has a comprehensive vision of the process  
  Reduces waste in an organized way.  Focuses on
  the bottlenecks and quality problems   Has a
  communication tool for all the staff   Leads
  the change precisely and openly

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JIT FLUIDITY OF FLOW
With the classic approach -The products are made
by batch to achieve significant economies of
scale and lengthy series - Significant
intermediary Stocks - The collection of
unfinished products or files being processed is
sizeable -The waiting time between workshops or
services increased - Low motivation of
employees - Purchases are planned and delivered
in large batches-The identification of defects
is not fast (Batch) -Reactivity is slow The
customers delivery deadline subject to many
uncertainties
Customer
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JIT FLUIDITY OF FLOW
JAT FLUIDITE DES FLUX
Customer
Supplier
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JIT FLUIDITY OF FLOW

• The principles which make JIT effective
• Produce steadily according to need the rate of
  customer orders are directly proportional to the
  rate of production (Takt time)
• Manufacture in small batches
• Organise the versatility of a workstation rather
  than continuously moving from one step to another
• Enrich the tasks
• Organise the production around units fabricating
  the finished product or dealing with whole files

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JAT FLUIDITE DES FLUX

• Thanks to fluidity of flow, managers
• Identify the background problems in the
  treatment of information
• Facilitate teamwork
• Reduce time between workshops or services
• Remove the actions with no value added
• Reduce unnecessary handling between workshops or
  services

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JAT FLUIDITE DES FLUX

• Thanks to fluidity of flow, employees
• Understand the contribution of their work to the
  satisfaction of internal or external customers
•   Are encouraged to resolve problems immediately
  and collectively
•   Are more aware of quality
•   Are more responsive and aware of their
  responsibility
•   Are more versatile
•   Work better as a team

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- 1 Know how to manage files A21 -2 Know how to
manage files A22 -3 Know how to manage files
A23 -4 Know how to manage files A24
STANDARDSWORKS - tâches limitées et précises
Manage the file A22 - a Control the conformity
of a file -b Establish a file A22 -c Instruct a
file A22 -d Liquidate a file A22 -e Archive a
file A22
A -Control the conformity of a file t Check
that all the parts are present using the check
list Y Check the conformity of the demanded
codes U Check the spelling I- Make sure the
customer reference n is correct.
Check the conformity of the demanded codes -
Obtain the latest version of the code list from
the network. -Print out a hard copy of this
list. -Tick each code of the file and strike the
corresponding code off the list. -Make sure that
5 codes have been ticked and 5 codes struck off.
-Put handwritten initials in a summary box to
confirm the totality of the 5 codes -
1
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STANDARDWORKS - (Tasks limited and defined)

• Works standards allow employees to
• Know exactly how to carry out each task
• Have a reference for good practice
• Share the same practices as their colleagues.
• Have a reference for conformity.
• Be based upon a precise formalisation of
  guidelines that avoid errors

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STANDARDWORKS - (Tasks limited and defined)

• Works standards allow managers to
• Standardize formally the practices expected at
  workstations.
• Train each employee in a precise way.
• Master the follow up of the acquisition of know
  how.
• Integrate and monitor new collaborators.

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STANDARDSWORKS - (Tasks limited and defined)

• Works standards allow heads of Human Resources to
  
• Have task files for each post.
• Capitalise on the collective know how on
  processes.
• Improve work practice.
• Define training programmes in a precise way.

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KSM (Key Skill Management)(Wide raange od
skills which can be executed randomly)
The function of RH
Thinks in terms of
Focuses on
Skills identification
The individual
The reporting system
Thoroughness of the activities The details of the
description
KSM
Les managers
Think in terms of
Focus on
Productivity of the means
Their targets
Efficiency of the process
Their operational results
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KSM (Key Skill Management)(Wide raange od
skills which can be executed randomly)
Key
Sensible
PRACTICES
Practices With risk
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KSM (Key Skill Management)(Wide raange od
skills which can be executed randomly)

• The KSM approach allows managers to
• Concentrate on the most important practices.
• Integrate new collaborators safely
• Establish a precise training programme
• Recognize key activities linked to quality,
  productivity and safety.
• Carry out annual appraisals which are factual
  and motivating

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KSM (Key Skill Management)(Wide raange od
skills which can be executed randomly)

• The KSM approach gives each employee
• A point of reference for good practice.
• A clarification of the practices linked to their
  skills.
• The means to place themselves precisely with
  respect to their post

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KSM (Key Skill Management)(Wide raange od
skills which can be executed randomly)

• The KSM approach allows heads of Human Resources
  to
• Make the link between their vision and the
  constraints of managers
• Have a point of reference for the integration of
  temp staff or new collaborators
• Situate each post in a practical manner with
  regards to skills
• Give the appraisals a solid and universally
  recognisable basis

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JIDOKA
STOP ! Research root causes immediately
Defect in a component part Part missing from the
file Procedure not respected File
incomplete Material not in conformity Errors in
the supplied data ETC.

• The precautions to take
• - Intermediary stock by unit if lean production
  is in place
• - Reactive and supple organization
• - Skills confirmed in the group activity of
  rapid research for causes (activity, analysis
  method)
• -

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JIDOKA

• jidoka (immediate research for causes of failure)
  allows
• To sensitize the teams to get it right fist
• To eradicate quickly the cost of non quality
• Constant improvement of the results of processes
• To increase the practice of auto control
• To train in the practice of constant improvement
• To increase regularly the gains in quality and
  productivity
• Tent to zero default

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KAISEN Making improvements starting from ground
level
In companies employees are rarely asked to think
collectively about issues.
However the large majority of People in positions
of responsibility know that 10 heads are better
than one.
However the large majority of People in positions
of responsibility only use 20 of the potential
of their employees
In companies sometimes computers are connected
together to obtain more power
However, the large majority of People in
positions of responsibility, dont promote
teamwork in their companies
However the large majority of People in positions
of responsibility dont set up any system that
could exploit positively the remarks of any kind
from their employees.
In companies action is taken if there is a
warning pop-up on the computer screen
In companies, A 100W machine is not bought if
only 5W is needed
However the large majority of People in positions
of responsibility know that teamwork is more
motivating and more efficient.
In companies, Managers prefer to base the work on
individual performance
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KAISEN Making improvements starting from ground
level
However the large majority of People in
posistions of responsibility know that in their
private lives their employees -Establish a
budget -Repair systems more or less complex,
-install devices at home -do gardening or DIY,
-classify, organize, prepare projects, -buy or
share information, -imagine, create, anticipate
-participate in or lead associations, -organize
travel plans -invest and plan, -are responsible
for their children, -communicate, make
decisions, create, In fact, use their brains
effectively in a wide range of activities where
they are responsible for themselves and their
families!
So, at work, the employee is asked to go about
their daily routine like a machine! -To
implement guidelines -To execute tasks -To
respect the procedures -To follow repetitive and
predefined procedures -To comply with a
reference or standard and above all not to ask
questions and annoy his boss!
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KAISEN - Making improvements starting from
ground level
Kaisen in the company is the basis of motivation,
involvement, performance and productivity. At the
heart of the Lean approach, Kaisen manages the
improvement of the involvement of everyone thanks
to precise and rigorous methods that have
demonstrated their effectiveness.
Le Kaisen answers to this paradox and rests on 4
principles -The expertise, intelligence and
common sense of the personnel is not being
positively used -The possibilities of
improvement are limitless -Gains in
productivity and quality are at the heart of the
daily activity all day at the workstations
-Everyone will be more motivated if they
participate in a collective work that uses all
their intelligence and ability to make decisions
-The implementation of continuous improvement
(KAISEN) for all is one of the primary functions
of the chain of command
Thanks to Kaisen, people in positions of
responsibility can increase the innovation
potential of their business and make significant
improvements in quality   productivity   and
motivation For everybody involved
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Value added for the customerPermanent
re-evaluation
Do these elements in the current situation have
actual, permanent and absolute use for my
customer?
The organization - methods - procedures - the
disposition ways of doing - versatility -
ranking - storage - locations - circuits lead
time - travel - support - technology - machinery
- equipment - premises - habits - the material -
the content The Service The Product -
Permanently re-evaluate everything
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Value added for the customerPermanent
re-evaluation

• Does this add anything for my customer?
•   Does it enhances the satisfaction of my
  customer?
•   Does it reduce the costs for my customer? Any
  Lean action must be interpreted in terms of its
  contribution to added value for the customer .

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Value added for the customerPermanent
re-evaluation

• The modus operandi, ways of doing, saying and
  presenting,
• The rankings, packing,
• The records, labelling, packaging
• The handling, the type of storage
• The movement of people or objects
• The material, the process
• Customer expectations
• Meetings, discussions, information means
• The lead time, specifications Etc.
• With the same idea running through these
  points Is it good enough

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VALUE ADDED RE-EVALUATION
JIDOKA
KAISEN
K.S.M.
STANDARDS WORKS
JIT FLUIDITY of FLOW
VALUE STREAM MAPPING
PROCESS MANAGEMENT
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An explanation of Lean for SMEs

• THE END

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Methods list and understanding Lean

• Process Approach process control sheet,
  monitoring indicators de surveillance, Quality
  operating system,
• Value stream mapping Flow mapping, functional
  analysis,
• Just in time SMED,AMDEC,SPC,TRS,
• Standards works break down approach (functional
  components),
• KSM intégration control, progress contract,
  situation note, appraisals, skills matrix
• Jidoka A4,
• Kaisen AMDEC,PDCA,DMAIC,QOS

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Lean glossary

• Andon is a system to notify management,
  maintenance, and other workers of a quality or
  process problem
• Stock buffer stock which compensates for any
  production stoppage.
• Manufacture to order Manufacturing from existing
  orders rather than for predicted orders
• Production island Place where various key
  activities are gathered to process a product or a
  file, this allows the organization flexibility,
  reduces unnecessary manoeuvres, and intermediate
  stock
• Cycle Time Time taken for preparation ,
  loading, execution, and unloading of a part (or
  file)
• Value-creating Time time during which employees
  or machines work directly for the added value
  provided to the client
• Error-proofing ou poka-yoké method allowing an
  employee to avoid making mistakes at any given
  time during the process ie. folding a paper to
  write on the back the address or shaping a
  component to avoid it being put in the wrong
  place
• 5S 5S is a method for organizing a workplace,
  especially a shared workplace (like a shop floor
  or an office space), and keeping it organized
  Sorting, straighten, sweeping, standardizing,
  sustaining
• 5 whys! question-asking method used to explore
  the cause/effect relationships underlying a
  particular problem Ultimately, the goal of
  applying the 5 why
• Method is to determine the root cause
  of a defect or problem

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Lean glossary

• Supervisors they are above the team leaders in
  general and coordinate several independent teams.
  They ensure the deployment of Kaisen and plan
  production and resources
• Hansei to take stock of key moments of activity
  to make a point, draw lessons and build
  experience. These practices must be documented
• Heijunka levelling of production and smoothing
  to avoid large stocks at the beginning and the
  end of the process
• Heijunka box box providing the levels for
  kanban production organization
• Stocks there are different types of stocks,
  security, shipping, unfinished finished
  products. The objective is to optimize stocks
• Jidoka Detection of a defect during the
  production cycle and immediate identification of
  root causes
• Just in time produce just what is required it
  is downstream and the pace of customer's order
  that control production
• Kaisen project group working on a process or
  an element of a process to simplify and improve
  according to the principles of LEAN

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Lean glossary

• Kamban reporting system often a card that
  informs the operator to launch the production of
  a part or his movement or his order, generally
  production system driven by the downstream where
  the movement of kanban determines the decision to
  launch production
• Lean consumption mapping chart showing all the
  tasks that a consumer must make to purchase goods
  or a service
• Lean supply mapping As above for the supplier
• Lean departement department of the company
  responsible for the promotion and deployment of
  lean management (training, support, assessment)
• Muda totue activity that wastes resources
  without adding value to the company
• Mura variability of a process or a job in which
  the intensity of the activity varies and makes
  the workload uneven between employees
• Muri work overload for operators or machines
  due to fluctuations of activity smoothing can
  eliminate the muri
• Multi-process assignment form of organization
  that develops and affects the versatility of an
  operator to do different tasks relying on
  different activities.This organization reduces
  intermediate stocks

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Lean glossary

• Overall rate of return of equipment TRG rate
  of availability rate of performance rate of
  quality
• Availability rate downtime over potential
  opening time
• Rate of performance time of abnormal use over
  time of use at full speed (starting, setting up,
  stoppages, etc.)
• Rate of quality loss associated with scrap and
  reworking over total production in units of
  measurement
• PDCA improvement cycle, plan, develop, control,
  assure
• Preventive maintenance is an approach to
  maintenance that promotes anticipation and is the
  basis for TPM
• Pull Production
• Push Production
• Sensei person with experience of lean who is
  capable of supervising within a company with a
  lean program set up
• Back up stock minimum stock of products to
  address a temporary production stoppage while
  respecting productivity targets
• SMED method to reduce the time to change tools
  (Single minute exchange of die)
• Six sigma method based on statistical analysis
  to improve the quality of processes and based on
  the number of defects per million parts
  (PPM,parts per million)
• Spaghetti diagram diagram to monitor the
  movement of personnel or products along the value
  chain
• Takt time time needed to produce one unit of
  product requested by the consumer
• Team leader they have no hierarchical
  responsibility over their team but are capable of
  replacing any member

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Lean glossary

• Equip and provide support for members of the
  team. They ensure that standards are known and
  respected by all and intervene in case of
  non-quality
• Total productive maintenance this approach
  targets the involvement of all (engineers,
  operators, managers) to increase the productivity
  of equipment focusing on the major causes that
  limit the effectiveness of equipment
• Total quality control monitoring total quality
  and its deployment in a logic of conformity,
  improvement and anticipating the involvement of
  all for customer service
• Visual Management visible display of anything
  that can help inform employees (production
  activities, quality results, defects, incidents,
  actions for improvement, etc.