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Lessons from a Lean Consultant

Author Chris A. Ortiz
Release Date: 2008/03/01
ISBN: 9780137144075
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Book Description

Making Lean Work: “In-the-Trenches” Help from a World-Class Expert

Lean manufacturing can improve productivity and quality, shorten lead times, reduce costs, and improve competitiveness. However, succeeding with lean is not easy. Chris A. Ortiz, one of the country’s most respected lean implementers, shows you exactly how to overcome obstacles, drive value from lean, and sustain success for the long term.

Ortiz draws on his experience leading many successful lean transitions and more than 150 kaizen events. He shows you how to prepare for a lean shop floor environment, implement best practice procedures and standards, build executive support, lead kaizen within the factory, and deal with the ups and downs you will inevitably encounter.

Forget theory: This is a step-by-step, what-to-do guide for professionals in the trenches—plant and engineering managers, lean managers and directors, Six Sigma practitioners, and working engineers.

Topics covered include

  • Seven reasons lean can fail—and how to overcome them

  • Establishing successful kaizen programs: champions, events, teams, goals, tracking, and scheduling

  • Avoiding early stumbling blocks in data collection, waste removal, and process design

  • Getting your operators and supervisors to “buy into” lean

  • Training managers, engineers, and new employees

  • Promoting flexibility and cross-training

  • Using lean to drive growth, not just save money

  • Lean leadership made simple: twelve practical techniques, five simple rules—and ten things not to do

  • Sample audit, tracking, and time study forms

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    Table of Contents

    1. Copyright
      1. Dedication
    2. Preface
    3. Acknowledgments
    4. About the Author
    5. Introduction
    6. 1. Case Study: How Lean Failed
      1. Gung Ho!
      2. Lean Training
      3. The First Kaizen Event
      4. Struggling with Change
      5. Raising the Bar: 5S Implementation
      6. Improving Work Instructions
      7. Lack of Accountability
      8. The Second Kaizen Event
      9. Giving Up on Lean
      10. End of the Journey
    7. 2. The Change Commitment
      1. The Three Main Drivers of Product Success
        1. Cost
        2. Quality
        3. Delivery
      2. The Big Picture
        1. Owners
        2. Employees
        3. Suppliers
      3. The Strategic Purpose
        1. Productivity
        2. Quality
        3. Inventory and WIP
        4. Floor Space Use
        5. Throughput Time
      4. Creating Your Strategic Purpose
        1. Estimated Annual Improvement to the Metrics
          1. Productivity
          2. Quality
          3. Inventory and Work in Process
          4. Floor Space
          5. Throughput Time
        2. Departmental Responsibilities
          1. Purchasing
          2. Engineering
          3. Sales and Marketing
          4. Production Control
          5. Maintenance
      5. Chapter Wrap-Up
    8. 3. The Lean Infrastructure: Kaizen
      1. Creating the Company Kaizen Program
      2. Kaizen Champion
      3. Kaizen Events
        1. Kaizen Event Selection
        2. Kaizen Team Selection
          1. Manufacturing or Industrial Engineer
          2. Quality Engineer
          3. Facilities and Maintenance Personnel
          4. Materials Operator
          5. Line Operators
          6. Management
        3. Kaizen Team Leader Selection
        4. Kaizen Event Date and Length
        5. Kaizen Team Goals and Expected Results
        6. Kaizen Event Planning
        7. Kaizen Event Budgeting
      4. Kaizen Steering Committee
        1. Kaizen Champion
        2. General or Plant Manager
        3. Engineering Manager
        4. Manufacturing Manager
        5. Human Resource Manager
        6. Purchasing or Materials Manager
        7. Maintenance or Facilities Manager
      5. Kaizen Event Tracking and Scheduling
        1. Tracking
          1. Pre-event Items
          2. Post-event Items
        2. Scheduling
          1. Four Weeks before the Event
          2. Two Weeks before the Event
          3. One Week before the Event
          4. One Day before the Event
      6. Kaizen Event Communication
        1. Kaizen Event Tracking Sheet
        2. Kaizen Newsletter
        3. Communication Boards
        4. Employee Suggestion Box
      7. Monthly Kaizen Meeting
        1. Open Action Items
        2. Past Kaizen Event Results and Lessons Learned
        3. Upcoming Kaizen Events
      8. Getting Started
        1. Schedule a Meeting with Upper and Middle Management
        2. Schedule and Conduct the First Kaizen Meeting
        3. Create the Kaizen Event Tracking Sheet
      9. Your First Kaizen Event
        1. Planning
          1. Selecting the Area
          2. Selecting the Team Leader
          3. Selecting Team Members
        2. Week of the Kaizen Event
          1. Day 1
          2. Days 2 and 3
          3. Last Day
      10. Chapter Wrap-Up
    9. 4. Early Stumbling Blocks
      1. 5S and the Visual Workplace
        1. Mistakes in Straightening
        2. Mistakes in Sustaining
          1. 5S Audits
          2. 5S Tracking Sheet
      2. Time and Motion Studies
        1. Use a Stopwatch
        2. Document the Work from Start to Finish
        3. Collect the Work Content First
      3. Waste Removal
        1. High-Priority Waste
        2. Medium-Priority Waste
        3. Low-Priority Waste
      4. Quality at the Source
      5. Workstation Design
        1. Lines versus Work Cells
        2. Physical Flow
          1. Conveyor Belts
          2. Conveyor Rollers
          3. Lift Tables
          4. Workbenches
          5. Mobile Lines
        3. Material Presentation
        4. Tool Presentation
        5. Operator Fatigue and Safety
        6. Painting and Lighting
        7. Documentation
      6. Chapter Wrap-Up
    10. 5. Operator and Supervisor Involvement
      1. Standard Work
        1. Following the Work Content
        2. Using Single Piece Flow and Controlled Batches
        3. Staying in the Workstation
        4. Maintaining Communication
        5. Working within Effective Hours
      2. How to Get Them Involved
        1. Using the Kaizen Suggestion Box
        2. Kaizen Steering Committee Floor Representatives
        3. Involving Operators in Data Collection
      3. Lean Manufacturing Training
      4. Chapter Wrap-Up
    11. 6. Lean Training Programs
      1. Training Programs for New Employees
        1. Level 1: Company Product Overview
        2. Level 2: Quality Overview
        3. Level 3: Introduction to Lean Manufacturing
          1. The Seven Deadly Wastes
          2. 5S and the Visual Workplace
          3. Standard Work
            1. Standard work is ...
            2. Standard work is not ...
          4. Effective Hours
          5. Kaizen
        4. Level 4: Mock Line Training
      2. Cross-Training Program
        1. Levels of Progression
          1. Novice
          2. Certified
          3. Trainer
        2. Progression of Temporary Workers
        3. Cross-Training Matrix
      3. Training Managers and Engineers
        1. Managers
        2. Engineers
      4. Chapter Wrap-Up
    12. 7. Lean Manufacturing as a Growth Creator
      1. Lean Goals
      2. Pay-for-Skill Program
        1. Number of Certifications
        2. Years of Experience
        3. Attendance
        4. Kaizen and Kaizen Event Participation
        5. Quality Errors
      3. Providing Incentives for Good Ideas
      4. Chapter Wrap-Up
    13. 8. Lean Leadership Made Simple
      1. Poor Leadership Traits
        1. The Master Delegator
        2. The Yes/No Manager
        3. The Crisis Junkie
        4. The Poor Decision Maker
        5. The Personal Boss
      2. A More Congenial Leadership
        1. Acknowledge and Involve Your Staff
        2. Provide an Environment in Which People Can Be Successful
        3. Do Not Humiliate Anyone Who Works for You
        4. Create an Environment Where Mistakes Are OK
        5. Remember Personal Details
        6. Don’t Hide behind Your Position
        7. Be Approachable
        8. Admit Your Mistakes
        9. Listen in a Way That Encourages Employees to Talk to You
        10. Be Clear in Your Requests
        11. Stand behind Your People
        12. Be a Good Communicator
      3. Effective Lean Leadership
        1. Ten Signs of Incompetent Lean Leaders
        2. Five Lean Leadership Rules for Success
      4. Chapter Wrap-Up
    14. A. Quick Reference
      1. The Seven Deadly Wastes
      2. Key Elements of a Company Kaizen Program
    15. B. Supplemental Material
      1. 5S Audit Form
      2. 5S Tracking Sheet
      3. Time Study Sheet
    16. Glossary
    18.117.186.92