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Lean Cheatsheets

This document compares traditional Lean principles with those more suited for high mix, low volume production environments. It notes that in high mix/low volume scenarios, lead time is influenced more by the entire value stream beyond just operations. Takt time and pacemaker concepts are addressed through quoted times and real-time bottleneck management rather than standard times. Continuous improvement focuses more on bottleneck processes and lead times across the full value stream rather than just final goods inventory.

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prekajski
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141 views

Lean Cheatsheets

This document compares traditional Lean principles with those more suited for high mix, low volume production environments. It notes that in high mix/low volume scenarios, lead time is influenced more by the entire value stream beyond just operations. Takt time and pacemaker concepts are addressed through quoted times and real-time bottleneck management rather than standard times. Continuous improvement focuses more on bottleneck processes and lead times across the full value stream rather than just final goods inventory.

Uploaded by

prekajski
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Traditional Lean

1.

Customer Value:

Quality known per product or customer

Lead-time standard (problems covered over


with FG, Raw or WIP inventory)

Price economies of scale for both raw materials


& operations to gain price improvements

2. Identify/map the Value Stream:

Management of problem solving (A3, 6sigma, etc.)

TAKT std. for customer of type of product

Value Streams can be fixed long term

Process Mapping less importance (less leadtime & cost in info. flow)

Information flow: standard & repeatable

Lead time: mostly influenced by supply


chain & operations

High Mix Low Volume Lean


1.

Customer Value:

Quality (per part/project spec.)


Lead-time (OTD) entire value stream (Quote,
schedule, purchase, logistics, order fulfill, ship,
install/debug, invoice (cash flow))
Price - maintain & manage against quote
Profit better understood per project & customer

2. Identify/map the Value Stream:

Determine which problems deserve the


effort to root cause problem solve (ABC)

TAKT = planning/managing with quoted time

Value Stream: more flexible as


projects/customers change, only by type of
part/product (i.e. cross training matrix)

Process Mapping: more important to


improve lead-time (OTD) & cost for entire
value stream

Information flow: varies depending on


project type, customer, market

Lead time (value adding): influenced by


workload at every step of information &
material flow (less influence w/ supply chain)

3. Flow how to create flow across all processes: Value


Stream Management

Pacemaker heavier operations focus


(i.e. level every process to takt)

Lead-time (can be overcome with inventory)

SMED

OEE
use to balance each process to Takt

5S

Quality

3. Flow how to create flow: push order in & maint. flow

Bottlenecks:
Flow of information: real time manage
Flow of material: manage in real time (day
by hour, FIFO boards, etc.)

Lead-time competitive advantage

SMED

OEE
focus on bottlenecks, continuously

5S
realign capacity with demand

Quality

4. Pull work towards pull & no need forecast (is only a


solution when can not arrive at 1 piece flow)

Planning plan pacemaker (long CT),


manage inventory (Raw, WIP, FG)

Leveling small batch, JIT

Kanban where you can not reduce changeover, consider Supermarkets for Raw & WIP

4. Pull only a consideration based on ABC (runners,


repeaters, strangers analysis)

Planning launch based on agreed lead-time,


bottlenecks (capacity vs. demand) identified
by day by hour & FIFO boards

Leveling you are already JIT (only applies if


you have runners)

Kanban only applicable if ABC analysis


identifies runners, can use conWIP?, then
apply to raw & WIP (never FG for runners)

5. Perfection kaizen (continuous improvement)

Applies to specific products & standardizing


before next kaizen step

5. Perfection
Applies to general processes

Focus is bottleneck processes

Heavier focus on lead-time (no FG to hide


issues)

Bottlenecks in both flow of information & flow


of material (both have demand vs. capacity
issues)

Lean accounting (Activity Based Costing)

www.LowVolumeLean.com

In High Mix / Low Volume


Lead-time is Dramatically Influenced Outside of Operations
High Mix Low Volume Lean
1.

Customer Value:

Quality (per part/project spec.), might need to


evolve understanding

Lead-time (OTD) entire value stream


(Quote, schedule, purchase, logistics, order
fulfill, ship, install/debug, invoice (cash flow))

Price - maintain & manage against quote,


profit varies more by product & customer,
therefore require a better understanding per
project & customer

Lead-time has less to do with operations


Order

Quot
ation

Technical
Resolution

Order
Raw
Mtl.

Supplier Lean Time

Plan

Order
Fulfill

Pack
Logistic

Invoi
ce

Operations is only a small portion of total lead-time,


Therefore Low Volume Lean specialized
methodologies focus both on the entire value stream

www.LowVolumeLean.com

Takt time & the Pace-maker Principals are addressed


with
Quoted Times & Real-Time Bottleneck management
High Mix Low Volume Lean
2. Identify/map the Value Stream:

Determine which problems deserve the effort


to root cause problem solve (Intuitive, ABC,
etc.)

TAKT = planning/managing with quoted time

Value Stream: more flexible as


projects/customers change, only by type of
part/product (i.e. cross training matrix)

Process Mapping: more important to improve


lead-time (OTD) & cost for entire value stream

Information flow: varies depending on project


type, customer, market

Lead time (value adding): influenced by


workload at every step of information &
material flow (less influence w/ supply chain)
Time Available (per period)
Takt Time = Customer Demand (per period)

Difficult to determine, especially if you


Build to Order
VF-4 Schedule

Use your quoted times (your link to the


customer) & visually monitor planned to
actual time with day by hour

Pacemaker = Traditionally the


process with the longest cycle
time, its typically based on
standard products or product
families.

Instead

Identify and minimize the


impact of the
Bottle-neck in real time

www.LowVolumeLean.com

These are a few simple


examples of how Lean being
applied to
differs from leans traditional
applications to
Scenarios

www.LowVolumeLean.com

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