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See the Waste: Henry Ford's Lean Success Secret - By AtoZ Compliance
Key Take Away:
World class lean management manufacturing performance requires recognition of all forms of waste or muda, most of which is asymptomatic (without symptoms). This Webinar will present not only subjective lean production methods to identify this waste, but also analytical lean thinking methods from which waste cannot possibly hide.
The biggest obstacle to the elimination of waste is generally failure to recognize its existence. Poor quality is, in fact, the only one of the Toyota Production System's Seven Wastes that announces its presence. Taiichi Ohno, Shigeo Shingo, and Henry Ford all said explicitly that other forms of waste are generally asymptomatic, or without symptoms; they do nothing to announce their presence.
Wasted cycle time cannot hide from cycle time accounting, which requires the process to account for all the time that the work spends in the factory (and in transit). No material or energy waste can hide from the material and energy balance that is familiar to chemical engineers. Exposure of the waste then makes it possible to apply lean methodology to eliminate it.
Waste can, per Henry Ford, be broken down into one of four categories:
(1) waste of the time of people, or motion inefficiency,
(2) waste of the time of things, or cycle time,
(3) waste of material, and
(4) waste of energy management system.
Only in the early 20th century did Frank Gilbreth realize that the motion efficiency of military drills could be applied to civilian enterprises such as brick laying. Henry Ford addressed this waste and the others at every possible opportunity to achieve proven, unprecedented, and world-class results.
This webinar will use several lean process real world examples to teach the attendee to recognize all these wastes.
Why Should You Attend:
Registration to ISO 9001:2015 is no guarantee that your organization will not incur enormous opportunity costs or even go out of business due to failure to recognize a risk or opportunity that is not covered by the standard. An opportunity cost refers to money the organization does not make rather than a recognizable loss such as costs of rework, scrap, or warranties on defective product. Opportunity costs are therefore invisible but can also be enormous.
Another way to say this is, "We can't find it if we don't look for it," and the standard does not require us to look explicitly for most forms of waste. An auditor cannot issue a finding for a wasteful process as long as the process meets the standard's requirements.
Areas Covered In This Webinar:
• The TPS's Seven Wastes can be easily broken down into only four wastes: time of people, time of things, material, and energy. Henry Ford said, in fact, that it is possible to waste only time, material, and energy, but the two classifications for time encourage separate focuses on motion efficiency and wasted cycle time. Both can be very substantial.
• Waste of the time of people can often be revealed with a video of the job, and Frank Gilbreth used this technique more than 100 years ago. A movie of bricklayers at work exposed clearly the waste motion of bending over for each brick, which is apparently how the job was done for thousands of years (as masonry is among the world's oldest skilled trades).
• Cycle time accounting forces waste of the time of things to become visible. It classifies all time that the work spends in the process as transformation (in which the tool is in contact with the work—this is the only action that adds value), transportation, setup and handling, inspection, and waiting. What we want is a continuous process in which something is always happening to the work; a series of value-adding "Bangs!" as described by Masaaki Imai. As an example, many tools such as stamping machines make a literal "Bang!" when they transform the work, and this is the split second in which the process adds value. Anything between the bangs is non-value-adding, and should be eliminated if possible.
• Know that the greatest barrier to lean manufacturing excellence is rarely lack of technology to remove the waste, but rather inability to recognize the waste in the first place
• Learn Henry Ford's simple but comprehensive categories for waste, which can easily be taught to the entire workforce. These are waste of the time of people, waste of the time of things, waste of material, and waste of energy
• Apply cycle time accounting to force all wasted cycle time to become visible, and recognize that inventory is directly proportional to cycle time
• Use the material and energy balance to force all material and energy wastes to become visible. In addition, dumpster diving, or looking at what is thrown away, will generally expose material wastes
Who Will Benefit:
• Manufacturing Engineers/Managers
• Manufacturing Executives
• Managers - waste management
• Operations managers
• Utilities managers
William A. Levinson
William A. Levinson, P.E., is the principal of Levinson Productivity Systems, P.C. He is an ASQ Fellow, Certified Quality Engineer, Quality Auditor, Quality Manager, Reliability Engineer, and Six Sigma Black Belt.
He is also the author of several books on quality, productivity, and management, of which the most recent is The Expanded and Annotated My Life and Work: Henry Ford's Universal Code for World-Class Success.
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Managers - waste management
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