Page 158 - How To Implement Lean Manufacturing

136 Cha pte r Ei g h t

Steps 4–8: Specific Value Stream Evaluations and Action Items:
4. Document the current condition of the value stream.
a. Prepare a present state value stream map.
5. Redesign to reduce waste. (This is simply a summary of Chapter 7.)
a. Prepare a future state value steam map that will:
i. Synchronize supply to customer, externally.
ii. Synchronize production, internally.
iii. Create flow.
iv. Establish pull-demand systems.
b. Create a spaghetti diagram.
c. Show all kaizen activities on the Gantt chart.
6. Evaluate and determine the goals for this line:
a. Determine critical process indicators.
b. Set specific goals for this line/product. (Goal #1 is to protect the customer.)
c. Document all kaizen activities found in this analysis on the Gantt chart.
7. Implement the kaizen activities.
a. First implement finished goods inventory controls to protect the supply to
the customer.
b. Implement your jidoka concept.
c. Implement all other kaizen activities on the Gantt chart.
8. Following the changes, evaluate the new present state, stress the system, and
then return to step 4.

The Implementation Plan Will Be Documented on a Gantt Chart
We have spent little time in this book on project management. Since this book is written
to those in manufacturing, like engineers, performing projects is something we assume
you are already skilled in. If you are not, a number of excellent references are available.
I recommend Project Management DeMYSTIFIED (McGraw-Hill, 2004) by Sid Kemp. At
a minimum, your Gantt chart—or project management tool, whatever it is—should
have certain data. For example:

• Show all kaizen activities.
• Show key milestones.
• Show completion dates and responsibilities.

A Key Question to the Implementation

Value Stream by Value Stream or Facility-wide?
To install a Lean manufacturing system for all value streams in a large complex plant
simultaneously is very difficult. Although this “clean sweep” approach is surprisingly