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Hopefully, by now you have read the highly touted blog, “What Is a Lean Manufacturing System” (No worries if you haven’t read it yet. I happen to know the author and I can hook you up.)
Although "What Is a Lean Manufacturing System" is a tough act to follow, if it just left you wanting to learn more and more. You’re in luck. Again. We’re about to embark on the next chapter of our Lean pilgrimage. Now that you understand the basic philosophy behind a digital lean system, let’s dig a bit deeper into the principles.
Lean Manufacturing principles are as follows:
Let's take a closer look at each of these lean principles.
Why would ‘Identify Value’ be the first Lean Manufacturing Principle? You can perhaps substitute different words, but the underlying intent is the same. What is important? In business, in dealing with others, in life?
Unless you have a clear understanding of what is valuable, how can you seek to attain it? And not just valuable. Of the most value.
What does every business value? Money, profits? Sure, those are handy. But those are byproducts of providing value. Producing the best product? The safest, fastest, biggest, brightest? Yes, there is value in all of those things. But they are not the value.
The most valued by whom? Value is defined by the Customer and no one but the Customer. Value, in the eyes of the Customer, is everything the Customer is willing to pay for. Think ‘value added.’ Customers do not pay for, do not value, anything but the product itself. Non-value added equals anything that does not increase the desirability of your product. Think waste elimination. Seeking to maximize value is the emphasis behind Lean Manufacturing.
When we speak of Value in terms of Lean Manufacturing Principles, Value is the Principal Principle, the cornerstone of all that is Lean Manufacturing. That means, do whatever is required to preserve and increase Value as perceived and defined by the Customer. "The Customer is always right." That's the bottom line. Remember this: Value is the principal principle. The primary premise around which all else is built. Notice that all of those profoundly perfect participles will permanently present themselves for consideration in perpetuity. That's a great little brain trick to point you perpetually toward the promised land: Value; Customer Satisfaction, and Successful Business. (You're welcome.)
In order to Map the Value Stream, you must first know what a Value Stream is and how to identify one.
A Value Stream is a physical manifestation, a path, if you will. This path is a series of steps, a sequence of activities, from the start of creating value (producing a product) through its completion. A Value Stream encompasses all the processes required to design, produce, and make available your product, goods, or service to the customer.
The name alone conjures images of gently flowing. They didn’t name it Value Typhoon or Value Raging Rapid. Value Stream is the path along which all information, materials, and processes travel to create Value, the product. Flow. Not Value Volcano.
A Value Stream can be thought of as a physical entity, process flow, and a series of procedures, all at the same time, without being contradictory.
Together, a Value Stream is where and how information, materials, and processes work in unison to create Value for the Customer, i.e., the Product. A Value Stream is the vehicle utilized to create and bring Value to the Customer. A Value Stream helps illuminate potential causes of waste. Eliminating waste helps streamline processes and flow with the desired outcome of creating the most efficient system possible.
Value Stream Mapping is a way to track and keep track of product as it travels through the process. Value Stream Mapping is a physical illustration that ideally starts with the introduction of raw materials to the facility at the very beginning of the manufacturing process.
The Value Stream Map then follows those materials throughout the value-added manufacturing processes, ultimately arriving at the final destination: the point where the Customer pays for the product. Nirvana.
Value Stream Mapping is a critical Lean Manufacturing Principle: Without a map, we don’t know where we to start, where we need to go, or where we’ve been. Value Stream Mapping is invaluable to capture Current State. All critical steps are displayed; time and volume are quantified at each step.
While the Current State Value Stream Map illustrates where you are presently, the Future State Value Stream Map shows what the ideal will look like after process improvements have been put in place.
This may be the easiest Lean Manufacturing Principle of them all. Resist the temptation to overcomplicate this.
Creating a good flow should employ as much common sense as possible. Pro Tip: Guess who are great advisers about flow? The folks on the shop floor. Although they may be going about their jobs, doing things the way they have always done them, consult them and include them in this process. They have a good grasp on those elements of performing their jobs that are unnecessary. If you are open to the ideas and suggestions of the people who actually create the Value your customer pays you for, you may be quite surprised. You may find that things are being done the way they've always been done because Management inadvertently communicated that message. There is only one way to do anything, the right way. And if you're not the manager, the message often sounds like, "My way." (The right part being implied.) Or worse yet, Management has communicated that there are two ways to do anything: the right way (My way) and the wrong way (the highway). Ouch, that hurt, didn't it?
Creating Flow is intended to maximize efficiency of the product’s manufacturing journey. Given that your product has likely changed since your company first started manufacturing it, and that technology has evolved so much in recent decades, it stands to reason that your current flow could benefit from a closer look. Along with your experienced labor force, this is a Lean Manufacturing Principle that lends itself to unique insights from new sets of eyes.
Where do you start? Why, at the beginning, of course. The benefits of ‘walking’ the process can’t be overstated. What seems to make sense? Where are you doubling up or backtracking? Can you identify areas and procedures where unnecessary redundancy has been built in over time? One might say, this isn't rocket science. I live in Utah, so I know what rocket science is all about. Visualize places that seem really well organized, where it’s easy to get from A to Z in a logical, effortless manner. That’s what you’re shooting for.
If your driveway is in front of your house, it probably makes sense to pull into the garage from the front, too. Unless you live on a super busy street and can access your garage from a side street. Aha!
Approach Creating Flow in the same logical manner you would any aspect of your life. Look for ways to:
A well thought out work area results in reduced production time, reduced levels of inventory, and less redundancy in material handling. Good flow allows you to get from A to Z without skipping letters, without circling back, and without having to buy a vowel, Vanna.
Now that you have created good product flow, you have seen a tremendous reduction in lead time. Because you are able to produce more efficiently...
Before your newly implemented Flow, any time drawings were revised to reflect a new requirement, you went into instant panic mode. How would you locate the components and finished goods that were now effectively obsolete? That inventory would never be usable.
Pulling instead of pushing means that the customer lets you know when they’re ready for product. When you’re not scrambling to catch up because you’re making what the customer wants when they want it, you are no longer paying expedited freight and delivery costs to get components from your suppliers. You no longer keep a fleet of vehicles, complete with drivers, to get product on an airplane so you don’t shut down your customers.
Think how much more available real estate you’ll have now that you don’t have Olympic stadiums full of inventory. You don’t have to overbuild or underbuild because inventory is no longer the boss.
The manufacturing realm is most definitely the real world. In my experience, I have found that translating these truisms into everyday vernacular and situations people can relate to tremendously reinforces the message. Want to explain the theory behind Pull when the people you're teaching have had PUSH! shoved down their throats their entire manufacturing life? Try this approach: Have them think of their own families, their own kitchens, and their own budgets. You know every member of your household wants to eat, practically every day it seems. When you go to the grocery store, do you buy ingredients so you can prepare the exact same meal every day? Do you keep preparing food whether it's mealtime and whether anyone is hungry or not? Do you pile it up on the table or in the spare closet, just in case someone is willing to eat it later? Tomorrow maybe? Of course you don't. And if you do, please don't invite me over for dinner. Put these concepts in words people can relate to and understand. You will quickly see that they can appreciate the philosophy and concepts you are sharing with them. This is a Lean Manufacturing Principle that manifests itself in their real worlds.
Like the other Lean Manufacturing Principles we’ve reviewed, to seek perfection is not one and done.
Perfection is not attainable, but that doesn’t mean it’s not worth pursuing. Even if you actually manufacture horseshoes or hand grenades, you’re not satisfied with pretty close.
Maybe naming it, “Keep Trying to Do Better” would seem less intimidating. That takes a long time to say, though. Keep looking at all elements from a different perspective. Switch things up. Have folks from different departments look at processes and flow outside the area where they work. Hold a cross functional Kaizen event with people from accounting, production, custodial services, procurement, quality, transportation, human resources, etc. Your Kaizen Event can even be virtual. Just make sure there's some true interaction so your attendees stay engaged and have something to take away from the experience. These are great segways to further your Continuous Improvement efforts.
Encourage your associates to speak up with suggestions. You won’t be able to implement every idea, but you never know where your next, “Hey, why don’t we try slicing this bread?” moment will come from. Learn from others who have been down this path before you. When your teams find something that works really well, share that across your shop and across other facilities within your organization. There's no need to reinvent a perfectly good wheel. That's what Yokoten is all about: Sharing learning laterally across an organization. And not just inside your facility. Across your company. You may produce different products than your sister sites. That does not mean sites cannot learn from one another. Any efforts to improve - production, communication, relationships, performance - will yield benefits.
Be a little daring yourself! I know, just saying that scared me a little, too. Try something new. If it doesn’t work exactly like you had hoped, try something else new. As long as new approaches don’t create potential safety issues or compromise the integrity of the product, take those new ideas out for a spin. New ideas should be recognized and rewarded. That's the opposite of shutting people down before they even get started.
Don’t limit all this great energy and optimism to engineers alone. Every single person can see ways to improve, to continue to seek perfection. If you don't at least see every single person in your organization, let alone interact with them, you know - like talking and stuff - maybe your journey toward perfection is still a work in progress, too.
Having a system to facilitate the right lean behaviors consistently makes taking these steps much easier, and much quicker to see the benefits. See how L2L's Lean Tools can help your operations improve.
What makes L2L so unique is the fact that the product was developed by real manufacturing users. People that truly understand the day-to-day issues and concerns that drive the production floor.