Lean Framework 6 points, metric & Stability
Resource: Lean Framework, Metrics , LM Driver, LM Pre‐requisite , LM Principles , LM Tools , LM Metrics , Code of Conduct , Stability , Standards
Lean Framework
• LM Driver: The motivating force that provides energy and life for a particular endeavor {spirit of excellence, continuous improvement & constant learning}
– spirit of excellence is innate in the corporate culture and workers cannot be bribed or threatened as a way to achieve sustainable continuous improvement {cannot bribe your kid to get good grades}
• LM Pre‐requisite: Something required beforehand or necessary as preparation for something else. In LM: behaviors or practices that must be embedded within the organizational culture otherwise the lean tools will have no chance of taking root.]—(1) Discipline, (2) Customer‐Supplier Relationship {1 sits under 2}.
• LM Principles: A law or fact of nature which makes possible the working of a machine or device. <a principle of economics states that price is always determined by interaction of two
forces: demand and supply> [In LM: laws of process science that must be recognized. If such laws are ignored, then the result will be generation of waste.]
1. Pull produces the most efficient control mechanism for material flow {a rope cannot be pushed},
2. Single‐piece flow of material produces the highest speed of material flow { a snake is less drowsy if it eats a rat a piece at a time, rather eating it in one single gulp a developing indigestion},
3. Process variability introduces hidden waste {why does the shooter hit all around the bulls eye? Is it his arm or his mind that is unsteady?}
LM Tools: A device or mechanism used for accomplishing a specific outcome
– Skill & Techniques: The manner in which a tool is to be used in order to guarantee best results Kaizen is the technique <perfect piano technique>
• LM Metrics: A system of measures used for evaluating performance {Throughput, Leadtime, WIP, Quality PPM, Customer Satisfaction Index,etc.}
• Code of Conduct: a set of conventional principles and expectations that are considered binding on any person who is a member of a particular group. How we like define code of conduct is not stick but rules that arebeneficial if adopted with proper explanation / justifications, example:
– Don’t smoke close to gas station
– Book of thermodynamic does not explain how to design a refrigerator works but just
explain heat exchange system {Knowledge management etc.}
Metrics
• Metrics are needed in order to see improvement
• Metrics are visible, result‐based measures for targeted performance improvement and team reward / recognition
• Are easy to see and understand
• Are important to the customer either directly or indirectly
• Provide quick feedback for ease of use
• Motivate people toward action
• Are Not used as a form of punishment
Importance of Stability
• True improvements are impossible without Stability
– Man
– Machine
– Material
– Method
• Stability starts with:
– Visual management & 5‐S
– 5‐S supports standardized work, TPM & JIT
• Continuous improvement does not work without standardization
The Foundation ‐ Stability
• Improvement is near impossible without stability in:
– Man / women
– Machine
– Material
– Method
– (Measurement system)
– (Mother nature)
• May require temporary ‘Non‐Lean’ steps to stabilize (i.e. adding a buffer, people or equipment)
• Stability starts with:
– The 5‐S
– Visual management
– Total Productive Maintenance (TPM)
• Stability allows for ‘Just In Time’ manufacturing
• Stability supports standardization
Standards
• The foundation for production/services is standards
• The foundation for Excellence is adherence to standards
• A standard is a clear image of a desired condition free of any negative connotations
• Standards make abnormalities immediately obvious so corrective action can take place
• An effective standard is clear, visual & simple
– A thick volume on a shelf is not a good standard!
– Good Examples:
• Silhouette board showing where tools or supplies go
• A methods chart showing: step 1, step 2, etc.
The Foundation – Standardization
• For production to function properly there must be standardization
• The bedrock of excellence is adherence to standards
Government regulations are a bad example of standards
– i.e. thick manuals that no one want to read
• Must be a clear image of a desired condition
• They must make abnormalities immediately visible to everyone
• They must be simple, clear & visual
– i.e. a value stream map, shadow board for storing tools, etc.
• A standard should be a basis for comparison
Lean Framework
• LM Driver: The motivating force that provides energy and life for a particular endeavor {spirit of excellence, continuous improvement & constant learning}
– spirit of excellence is innate in the corporate culture and workers cannot be bribed or threatened as a way to achieve sustainable continuous improvement {cannot bribe your kid to get good grades}
• LM Pre‐requisite: Something required beforehand or necessary as preparation for something else. In LM: behaviors or practices that must be embedded within the organizational culture otherwise the lean tools will have no chance of taking root.]—(1) Discipline, (2) Customer‐Supplier Relationship {1 sits under 2}.
• LM Principles: A law or fact of nature which makes possible the working of a machine or device. <a principle of economics states that price is always determined by interaction of two
forces: demand and supply> [In LM: laws of process science that must be recognized. If such laws are ignored, then the result will be generation of waste.]
1. Pull produces the most efficient control mechanism for material flow {a rope cannot be pushed},
2. Single‐piece flow of material produces the highest speed of material flow { a snake is less drowsy if it eats a rat a piece at a time, rather eating it in one single gulp a developing indigestion},
3. Process variability introduces hidden waste {why does the shooter hit all around the bulls eye? Is it his arm or his mind that is unsteady?}
LM Tools: A device or mechanism used for accomplishing a specific outcome
– Skill & Techniques: The manner in which a tool is to be used in order to guarantee best results Kaizen is the technique <perfect piano technique>
• LM Metrics: A system of measures used for evaluating performance {Throughput, Leadtime, WIP, Quality PPM, Customer Satisfaction Index,etc.}
• Code of Conduct: a set of conventional principles and expectations that are considered binding on any person who is a member of a particular group. How we like define code of conduct is not stick but rules that arebeneficial if adopted with proper explanation / justifications, example:
– Don’t smoke close to gas station
– Book of thermodynamic does not explain how to design a refrigerator works but just
explain heat exchange system {Knowledge management etc.}
Metrics
• Metrics are needed in order to see improvement
• Metrics are visible, result‐based measures for targeted performance improvement and team reward / recognition
• Are easy to see and understand
• Are important to the customer either directly or indirectly
• Provide quick feedback for ease of use
• Motivate people toward action
• Are Not used as a form of punishment
Importance of Stability
• True improvements are impossible without Stability
– Man
– Machine
– Material
– Method
• Stability starts with:
– Visual management & 5‐S
– 5‐S supports standardized work, TPM & JIT
• Continuous improvement does not work without standardization
The Foundation ‐ Stability
• Improvement is near impossible without stability in:
– Man / women
– Machine
– Material
– Method
– (Measurement system)
– (Mother nature)
• May require temporary ‘Non‐Lean’ steps to stabilize (i.e. adding a buffer, people or equipment)
• Stability starts with:
– The 5‐S
– Visual management
– Total Productive Maintenance (TPM)
• Stability allows for ‘Just In Time’ manufacturing
• Stability supports standardization
Standards
• The foundation for production/services is standards
• The foundation for Excellence is adherence to standards
• A standard is a clear image of a desired condition free of any negative connotations
• Standards make abnormalities immediately obvious so corrective action can take place
• An effective standard is clear, visual & simple
– A thick volume on a shelf is not a good standard!
– Good Examples:
• Silhouette board showing where tools or supplies go
• A methods chart showing: step 1, step 2, etc.
The Foundation – Standardization
• For production to function properly there must be standardization
• The bedrock of excellence is adherence to standards
Government regulations are a bad example of standards
– i.e. thick manuals that no one want to read
• Must be a clear image of a desired condition
• They must make abnormalities immediately visible to everyone
• They must be simple, clear & visual
– i.e. a value stream map, shadow board for storing tools, etc.
• A standard should be a basis for comparison