Your Lean Manufacturing process is inefficient. How can you optimize it with the right tools?

In my perspective at first step we should start with the VSM to define the value stream along with identifying your future state as well as the Kaizen opportunities. Then you must have process mapping activity to deeply understand how your value is streaming. Through this you will be able to identify that lot of wastes your value stream is having.

Problem definition is extremely important when you would like to solve inefficiency, defining the right objective , scope , baseline can get you to understand the problem in detail. Further value addition process analysis can be done through basic tools like SIPOC, 4M and later with VSM can bring exploded view of the process challenges.

For a Value Stream visualization I suggest to go gemba with a team of process and method experts for instance with a template to make it easier for the participants. The goal is to create a common view on the actual state of the Value Stream. This visualization is A KIND OF LANGUAGE to transport the opportunities and problems and thus create a common view as a start for the further improvement journey. However, I would start one step before Value Stream Mapping with MIND-SET BUILDING. Target is to enable people to take the customer view or/and to reduce fear or resistance on upcoming change. Generally I suggest on every change journey always PEOPLE BEFORE PROCESS!

O VSM é a principal ferramenta para identifica??o de desperdícios e oportunidades, sendo este mapeamento feito a partir do processo como está e após identifica??o doas oportunidades desenha-lo novamente com a nova vis?o, ou seja, comparando o atual versus o futuro. Demais ferramentas ir?o ajudar no direcionamento para implementa??o.

Se n?o há "pessoas" nesse primeiro passo, n?o acredito que esse processo será otimizado. Nada acontece sozinho ou individualmente, o processo de lean é coletivo com participa??o de todos.

Quando falamos em dados é importante salientar que, para ter mais eficiência no resultado esperado é crucial que se avalie na verdade os fatos juntamente com os dados. Taiichi Ohno já dizia: Os dados s?o importantes, mas eu coloco ênfase nos fatos. Neste caso, é fundamental que se vá ao local de trabalho para entender o que se passa e colher o máximo de informa??es sobre os fatos. A partir daí que se inicia uma boa análise com uso de várias ferramentas metodológicas.

"Dime como te mides y te diré cómo trabajas" Es imposible mejorar nada si ni siquiera sabemos de donde partimos. Define indicadores clave que monitoricen tu actividad productiva; métricos como la seguridad, la calidad, la entrega o la eficiencia no deben faltar. Si tienes dificultades para establecer un primer objetivo, mide durante un tiempo y toma tu mejor marca como meta inicial. Visualiza y comparte los resultados con el equipo, debate con ellos si no se alcanzan los objetivos en busca motivos que impidan hacerlo. Hazles partícipes de la dinámica de resolución de problemas utilizando una tormenta de ideas, 5 Why, Ishikawa, etc para entender el porqué de los desvíos. Genera dinámicas frecuentes de revisión y define una cadena de ayuda.

Depending on the current state of the process, it may be necessary to first stabilize the value stream before collecting and analyzing data. This can often be done by observation to identify large causes of waste and variation and then make, usually, quick improvements to create a predictable result.

Data analysis helps us understand and quantify the problem. Selection of data analysis tools is not simple and should be thoroughly accurate. All tools mentioned in the article are relevant and can be used based on the requirements and organisation capabilities. I would suggest to study the process environment and process output to identify the correct tool that will help determine and analyse the process. Once legit tool is selected it is very convenient to understand analyse the process health.

I will start with review the process performance, instead starting with VSM. From the performance data we continue with data clustering and create the pareto. The improvement plan always foccused on the group which impact to the 80% of performance; in other words we always focus on the biggest source of losses.

Con las ideas claras genera un grupo de trabajo, imprescindible el personal de línea si quieres que funcione, si no cuentas con ellos tus mejoras posiblemente no pueda aplicarse y casi seguro que no quieran aplicarlas

It's rather "Identifying the right solution". FMEA helps in identifying the most correct solution to a problem in the given scenario.

I believe that a key element to really implement a game-changer solution is to start from the ideal state rather then simply trying to improve the current state. Having a clear picture of the current state is obviously important because it helps to highlight the gaps. But before applying any change I’d recommend to think about the perfect (ideal) state (the one which would work only in a perfect world) and then develop the future state by ‘’simply’’ trying to land the ideal state in the real world. I strongly believe that this strategy gives a bigger opportunity to get as close as possible to the ‘’perfection’’ without being stuck into the status quo.

Para otimizar um fluxo de valor, é possível implementar solu??es específicas para abordar desafios identificados: Problema: Estoques excessivos. Solu??o: Ado??o do sistema Kanban para gerenciamento eficiente de estoques. Problema: Varia??es nos processos. Solu??o: Estabelecimento de padr?es e treinamento para assegurar consistência. Problema: Tarefas manuais demoradas e sujeitas a erros. Solu??o: Introdu??o de automa??o, como RPA, para economizar tempo e reduzir erros. Problema: Fluxo de material ineficiente. Solu??o: Reorganiza??o do layout para otimizar o fluxo de material. Essas solu??es visam aumentar a eficiência, reduzir desperdícios e aprimorar a qualidade, contribuindo para a otimiza??o do fluxo de valor.

Algo muy común es querer implementar una solución con nombre “sexy”, es decir, nombres muy conocidos en la industria pero…. Mal interpretada o no entendidas en su totalidad, por ejemplo kanban, a veces se cree que es la herramienta principal para bajar inventarios dejando de lado las políticas de inventario o desempe?o del proveedor. Hay que estar seguros de que el equipo completo entiende perfectamente las palabras relacionadas a Lean Manufacturing. No hay nada malo en asegurarse que todos entienden lo mismo y por completo un término, no des por sentado que todos están en la misma página

Standardization is one of the most important tools for improving Added value processes and operations in lean production. As long as standardization is not established, it will not be possible to train multi-skilled operators and analyze quality defects. One of the requirements for realizing the concept of self-control is the implementation of operational standards.

A padroniza??o no contexto Lean refere-se à cria??o e manuten??o de processos consistentes e bem definidos. Algumas práticas-chave incluem documenta??o detalhada de processos, uso de padr?es visuais, procedimentos claros e simples, treinamento padronizado, checklists, revis?es regulares para melhoria contínua, estabelecimento de padr?es de qualidade, compartilhamento de conhecimento, avalia??o de desempenho, envolvimento da equipe, implementa??o do sistema 5S, Gemba Walks e a cria??o de indicadores de desempenho. A padroniza??o no Lean visa eliminar desperdícios, melhorar a eficiência e proporcionar uma base sólida para a melhoria contínua.

When a good result is achieved, we must focus on how to review the standards and maintenance actions. One missing point that is used to happen is to not consider feedback for future projects. Sometimes, some factor can be reduced in next projects by changing some structure, tools, fixtures, etc.

Si el proceso no se estandariza no se puede medir correctamente, si no se mide es imposible mejorarlo y poco a poco se deteriora (con total seguridad)

En la estandarización de los procesos es recomendable utilizar el ciclo SDCA con el fin de crear los mecanismos y rutinas necesarias para hacer y mantener el estándar, con el fin de que el mismo estándar pueda ser mejorado a través del ciclo PDCA.

The ???????? ?????????? Analysis can be used to continuously monitor our process and identify improvement opportunities based on customer feedback/satisfaction level. Kano's model is based on customer emotions towards the product or service by identifying the basic needs of customers as well as performance and exciting features. Kano Model classified customer emotions into 3 major characteristics. ??. ?????????????????? ???????????????????? (??????????) ??. ???????????????? / ?????????????????????? ???????????????????? (????????????????????) ??. ?????????????? / ???????????????? ???????????????????? (????????????????????) One important step in successful KANO Analysis is reliable Voice of Customer Data.

Considering the kaizen as a basis, there's always some improvement to be found and to be developed. When a target is achieved, it is important to define a new challenge to pursue. It's a behavior: you must never be satisfied with the results that you achieved.

There are so many tools and strategies available. The most important thing is not to over complicate and lose sight of your objective. Many well intended projects end up getting derailed trying to chase perfection. Perfection is a myth and lie, it does not exist. However, there is a lot of value in embracing the journey to excellence. Have the courage to embrace mistakes and shortfalls, learn from them and drive on. You got this!

Identifying current situation to illustrate gaps with quantitative numbers or KPIs . It’s first step to move forward with good action plan to close identified gaps with settling priorities with all stakeholders for sure . DMAIC .

La optmización de los procesos es una actividad constante que debe ser parte de la cultura de una empresa, la búsqueda de la mejora continua es la inconformidad con el estado actual por parte de todos los empleados, a través del Kaizen es posible crear esta filosofía.

I've been working at Toyota do Brasil for 17 years, and during this time I could see many companies that are pursuing Lean Manufacturing by wrong perspective, that is cost saving only. Lean Manufacturing is related to People Development. People are the basis of any process. Make the process meaningful, that any person can do it and contribute with company and society, adding value for customers, that is the essence of any company's survival. This is the correct mindset. You can apply it in any kind of process, if your perspective is correct.

It is true that Lean achieves cost reduction, but this is only one of the greatests results after the whole improvement process, not really the main goal. All Lean Journey is about solving any pain that impacts people lives. It is much more interesting when people have chance to improve by themselves the process that is strugling their precious life investment : Their Time! Whith the clock running against our lifetime, any second can not be used as waste. So after a succesful lean implementation procedd we do must have not only cost reduction, but a faster and smooth process and mainly a huge people development , engagement and satsfaction that will guarantee the real continuous improvement!

Lean Manufacturing is not going to work just because you think that it works. I am a well-versed IE. Lean is "IE for beginners without calling it IE". For sure, any non-IE will think that Lean is all that he/she needs to know to analyze, design, implement, sustain AND innovate your production system design. Guess what? The Lean tools, ESPECIALLY if you are any type of Make-To-Order high-mix low-volume manufacturer, will fail you 100% of the time! Even otherwise, the Lean tools are to solving complex operational problems like ONE ingredient is to an ENTIRE recipe --- necessary but not sufficient. IMHO, move on from Lean --- it is low-grade Industrial Engineering. Use what will work always --- Industrial Engineering and Management.

Pour avoir développé plusieurs 10eme de projets, du dessin de style ,jusqu'au démarrage série dans plusieurs usines dans le monde et cela dans le monde exigeant de l'automobile, il est primordial que le Lean manufacturing soit pris très en amont pour éviter d'être dans le curatif , mais dans l'anticipation. Le Lean manufacturing doit être davantage intégré dans les phases de conception du produit et du process. La simulation numérique complète des lignes de prod est un des outils permettant "le faire bien du premier coup".

Se o seu processo de lean está ineficiente, posso garantir que o problema n?o está no método e nem nas ferramentas. Com mais de 19 anos atuando na implanta??o de TPM e WCM em indústrias no Brasil e na América Latina, asseguro que a ineficiência está ligada à falta de engajamento das pessoas. Lean n?o é nas máquinas, nos ambientes ou nos processos! Lean é nas pessoas! Algumas iniciativas que eu uso para engajar pessoas s?o: - Comunica??o clara sobre objetivos e propósito do lean na empresa; - Defini??o de uma gest?o da rotina de modo que as ferramentas do lean sejam o suporte pra atingimento das metas das áreas; - Defini??o clara de papéis e responsabilidades; - Capacitar as pessoas; - A??es de reconhecimentos das pessoas.