Slide - Day 4 & 5 (1) LEAN TRAINING 2 DAYS PROGRAM.pptx

Lean Training: Principles, Techniques, and Implementation
Introduction
Lean training is a systematic approach designed to enhance organizational efficiency by minimizing waste while maximizing value. Originating from the Toyota Production System (TPS), lean principles have transcended manufacturing to influence various sectors, including healthcare, construction, and service industries. This essay explores the fundamental principles of lean training, its methodologies, tools, and the impact of its implementation on organizational performance.
Understanding Lean Principles
Lean principles are centered around the concept of value creation for customers. The core idea is that any activity that does not add value to the end product is considered waste and should be eliminated. The five foundational principles of lean management are:
Value: Define value from the customer’s perspective. Understanding what customers perceive as valuable is crucial for effective lean implementation.
Value Stream: Identify all the steps in the value stream for each product or service, eliminating those that do not create value.
Flow: Ensure that the remaining steps flow smoothly without interruptions or delays.
Pull: Implement a pull system where production is based on customer demand rather than forecasts.
Perfection: Strive for continuous improvement through regular evaluation of processes and outcomes.
These principles guide organizations in creating more efficient processes that meet customer needs while minimizing resource expenditure.
Lean Training Techniques
1. Value Stream Mapping (VSM)
Value Stream Mapping is a visual tool used to analyze and design the flow of materials and information required to bring a product or service to a consumer. It helps identify waste and areas for improvement by mapping out each step in the process.
Benefits:
Provides a clear picture of current processes.
Highlights inefficiencies and bottlenecks.
Facilitates communication among team members.
2. Kaizen
Kaizen is a Japanese term meaning "continuous improvement." It involves all employees at all levels working together proactively to achieve regular, incremental improvements to the manufacturing process.
Benefits:
Encourages employee involvement and ownership.
Fosters a culture of continuous improvement.
Leads to sustainable changes over time.
3. Just-In-Time (JIT)
Just-In-Time is an inventory management strategy that aligns raw-material orders with production schedules. The goal is to reduce inventory costs and improve cash flow.
Benefits:
Minimizes waste by reducing excess inventory.
Improves cash flow by decreasing storage costs.
Enhances responsiveness to customer demand.
4. 5S Methodology
The 5S methodology focuses on organizing and managing the workspace efficiently and effectively. The five steps are Sort, Set in order, Shine, Standardize, and Sustain.
Benefits:
Creates a clean and organized work environment.
Reduces time spent searching for tools and materials.
Enhances safety

1. LEAN 5-S & BASIC KANBAN DAY 4

2. MUDA/ PEMBAZIRAN Ke Arah Projek LEAN - PDCA Pada tahun 1930, Dr Walter A. Shewhart telah memperkenalkan konsep kitaran PDCA yang dikenali sebagai Shewhart Cycle. Konsep tersebut telah dikembangkan selanjutnya ke negara Jepun dalam sektor pembuatan yang dikenali sebagai The Deming Wheel. 83

3. 3 Objektif Latihan Meningkatkan kemahiran amalan 5-S dan faedah-faedah pelaksaannya ditempat kerja . 2. Belajar teknik-teknik pengasingan , pemeriksaan visual, amalan penyenggaraan dan standard kerja untuk meningkatkan operasi kerja harian . 3. Meningkatkan pengetahuan dalam Sistem Kanban faedah-faedahnya

4. MUDA/ PEMBAZIRAN LEAN 5S SEIRI/SISIH Mengasingkan barang-barang yang tidak diperlukan di tempat kerja dan membuangkannya. SEITON/SUSUN Susun barang-barang yang diperlukan dengan teratur supaya iannya mudah diambil untuk digunakan. SEISO/SAPU Bersihkan tempat kerja dengan rapi supaya tiada habuk di atas lantai, mesin dan perkakas. SEIKETSU/SERAGAM Memelihara taraf penjagaan kebersihan dan penyusunan tempat kerja yang tinggi pada setiap masa. SHITSUKE / SENTIASA AMAL Melatih pekerja mematuhi peraturan penjagaan kebersihan yang baik dengan sendirinya. 81

5. Definasi 5-S Asingkan bahan yang dikehendaki , dengan yang tidak perlu Penyusunan atau mengatur tools/ barangan secara sistematik Pembersihan , penyenggaraan dan pemeriksaan Piawaian dan sentiasa mengamalkan 3-S yang pertama Tanamkan tabiat yang baik dan membudayakan amalan sengaraan dan keselamatan tempat kerja Sisih Susun Suci Seragam Susila 5

6. MUDA/ PEMBAZIRAN Faedah LEAN 5S Menurut Mahathir Fansuri (2018), amalan 5S boleh digunakan sebagai salah satu alat bagi mengurangkan elemen pembaziran 82

7. Definasi Seiri SEIRI membantu anda untuk membuat Keputusan diantara peralatan / sumber yang perlu dengan yang tidak perlu . SEIRI is stratification management dealing with the root causes and application of making decision on what to do with needed and unneeded items at work place .

8. Seiri mahukan anda untuk membuat audit atau penilaian terperinci di Work Station ‘on what to do with needed and unneeded items’. Membuat keputusan di antara barang / sumber perlu dan yang tidak perlu . Peralatan yang perlu , harus di simpan dan yang tidak perlu harus dibuang atau disimpan di Stor , Penekaan adalah pada kebolehan membuat keputusan , apakah yang anda ingin buat dengan barang yang perlu dan tidak perlu . Definasi SEIRI

9. Pelaksaan Seiri – Metod Klasifikasi Penggunaan bahan Yang sentiasa digunakan Yang jarang digunakan Keutamaan Kekerapan Penggunaan Bagaimana untuk Stor Rendah Kurang dari 1 tahun Alih , Buang, Jual Sederhana Sekali dalam 2 – 6 bulan Sekali dalam sebulan Sekali dalam seminggu Stor ditempat yang dekat mengikut keutamaan Tinggi Sekali dalam sehari Sekali setiap jam Letak atau simpan di work station

10. RED TAGGING At Work Station As soon as unnecessary items are identified, it is marked with Red Tag so that anybody can see clearly what needs to be Eliminated or Removed. The use of Red Tag can be one secret to eliminate the unnecessary items faster Category 1. Equipment 7. Quasi products 2. Jigs and tools 8. Finished products 3. Measuring Instruments 9. Quasi materials 4. Materials 10. Office products 5. Parts 11. Paper, pen, etc. 6. In-process Inventory Item name Manufacturing No. Quality Units Value $ Reason Not needed 4. Scrap material Defective 5. Use known Not need soon 6. Other Disposal by: Department/Division/Section Disposal method: Discard Return Move to red-tag storage site Move to separate storage site Other Disposal complete (signature) Today’s date: Posting date: Disposal date: Red-tag file no.

11. RED – TAG - Treatment Method TREATMENT DESCRIPTION Dispose of Dispose of as scrap or incinerate items that are useless or unneeded for any purpose Sell Sell off to other companies items that are useless or unneeded for any purpose Return Return items to their previous owner (if the item is an unprocessed claim item from a supplier company) or to where they were previously Lend out Send to other section of the company that can use them Change location Move items to another specified storage site Apply Orderliness Return items in better order or apply Orderliness to improve storage method and then store the items

12. CLUTTER WORK PLACE (BERSELERAK) Report/drawing Magazines/bulletins Outdated posters, notices ,memos etc Unfinished letter CD’s, trays Files not needed for this week’s work Letters e.g computer & fax printed Non functional stationary items, stapler, pen Defective items Clutter is the excessive disorganized mess you don’t need in your work environment

13. How to Seiri ? 3 Techniques to Implement SEIRI 1.Self Audit by taking photograph before & after 2.Red-Tagging all unneeded items, documents and tools 3.Classification of items and equipments based on frequency of usage .

14. DEFINASI SEITON - SUSUN Seiton ialah pembentukan satu sistem penyusunan , pengaturan , pengambilan pemeriksaan barangan dan dokumen secara sistematik menggunakan 7 prinsip SEITON.

15. 7 Seiton Principles Follow the first-in-first-out (FIFO) method for storing items. Assign each item a dedicated location. All items and their locations should be indicated by systematic labeling. Place items so that they are visible to minimize search time. Place items so they can be reached or handled easily. Separate exclusive tools from common ones. Place frequently used tools near the user.

16. How to SEITON Your Workplace STORAGE SEITON Principle Label For SEITON Current Status Tools Material no aplpplication of FIFO Drums are kept every where Air pressure gauge No labeling Specialize tools Digital Torque Wrench Required Action Arrange tools according To size, type of job Strict application of FIFO Assign dedicated place with yellow lines Put sticker with diff. color for different function Air pressure gauge should Have propoer label Items list identified and displayed

17. Definasi SEISO SEISO adalah amalan kerja kearah pencegahan . Ianya menekankan kepada amalan pemeriksaan yang menjamin penyenggaraan tempat kerja yang sempurna . SEISO focus on preventive cleaning combined with inspection leading towards autonomous maintenance

18. SEISO - CLEANING Tujuan SEISO Mewujudkan suasana tempat kerja yang bersih yang membolehkan untuk melakukan tugas dengan lancar . A task is only done well when you have put everything back in order or improve it. Cleaning is Inspection, and cleaning is Maintenance. The less you keep, the less you maintained. Don’t leave things in such a hopeless state that no one can hope to make a sense of them.

19. SEISO - CLEANING Cleaning as inspection Cleaning as maintenance Special attention to critical task or areas Everybody perform at the same time 5 minutes 5-S daily Effective system is the target

20. Some Good Seiso Techniques Practice 5-10 minutes of Seiso daily. Responsibility Map - assign an owner to each machine. Responsibility Schedule combine with inspection.

21. Definasi Seiketsu Seiketsu menekankan kepada standard kerja atau SOP yang harus menjadi amalan dan panduan kerja untuk mencapai keputusan cemerlang .

22. Painting - lines Conduct regular audits and preventive actions Indicators Visual Management Color Management Labels, labels, labels !!!!!! Directional markings Warning colors Fire extinguisher signs Color coding Responsibility labels STANDARDIZATION

23. Definasi Shitsuke Shitsuke memberi penekanan kepada amalan kerja berdisplin . Ianya mensyorkan untuk memliki ‘ minda bolah melakukan ’ , percaya dengan Tindakan Diri dan Ahli Kumpulan dan berpaksikan sistem kerja yang berkesan

24. Teknik Amalan SHITSUKE Mempunyai matlamat 5-S. Ada rancangan tindakan. Amalkan “ Do It Now Policy” Ikut sistem Jalankan audit Observe safety rules strictly .

25. Define Kanban Kanban A signal to indicate when more parts are needed Card, empty bin, In-process Kanban on plant floor Kanban System - a pull system that uses color-coded cards attached to parts or part containers to regulate the upstream production and delivery flow.

26. Pull System Pull System is a flexible and simple method of controlling/balancing the flow of resources. Produce exactly what the customer wants Minimum inventory Small lots Simplifies production scheduling and MRP Management by sight/signals The Pull takes place throughout the supply chain, not just inside your production facility 26

27. Pull System 27

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29. Benefits of a Pull System Increases employee involvement Allows decision making at appropriate levels Allows manufacture of only what is needed by customer Improves communication with customer through visual controls Provides a common system for moving material through the plant 29

30. Push System Push System – Products are provided to the consumer based on forecasts or schedules. Build product to forecast Create excess inventory Extra Inventory costs Extra floor space Expired product Damaged product

31. Push System 31

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37. Kanban Cards Production Kanban – describes how many of what item a particular operation needs to produce. Withdrawal Kanban – is used to pull items from a preceding operation or a supermarket. 37

38. Kanban cards 38 © 2009 RLM & Associates LLC 9/9/2024

39. Supermarket System A stocking system in which materials are stored by the operation that produces them until they are retrieved by the operation that needs them. When the store is full, production stops

40. Kanban Supermarkets 40 © 2009 RLM & Associates LLC 9/9/2024

41. Kanban Supermarkets 41 Vendor maintained kanbans © 2009 RLM & Associates LLC 9/9/2024

42. Kanban Limits Workstations 42

43. FIFO 43

44. Visual Management 44 © 2009 RLM & Associates LLC 9/9/2024