Homework Due in May

Here is the "homework" due at the May Lean White Belt sessions:

Visual Controls:

1. Complete the Visual Controls checklist and radar chart

2. Complete the Exercise (the one you worked on in class): Visual Control Examples for Each of the 7 VC Areas

One-Piece Flow Cells:

3. Show n Tell the John Deere Styro Video to a small group of people

4. Read the 2 handout articles: Hirano's Eight Conditions for Flow Production and Schonberger's Making Work Cells Work for You

5. Do the Exercise: Spotting Poor Flow (ID a potential cell in your operations...shop floor or office)

Recession Resistance with Lean

We want to help you get immediate benefits using Lean techniques while laying the foundation for a long-term continuous improvement strategy -- to help your company right now and for its future.

Certainly, Lean should be part of your long-term strategy of providing better quality products to your customers, in less time and at a lower cost by eliminating waste in every process. With the current economic conditions our North Country companies face, never has there been a better time to realize the cost-saving opportunities Lean techniques can bring.

Our Lean experts -- with decades of experience -- can assess your current situation and propose the best path forward based on your unique needs.

Don't have the manpower to implement? We can provide the on-site assistance you need. Cash flow constraining your ability to hire the expert help you need? Our Recession Resistance program brings together available funding programs, deferred and performance-based payment options. And, everything we do will include your internal Lean champions (Lean White Belts & Green Belts) so they can carry the improvements well into the future.

CITEC is right here in northern New York. We are your neighbors and we sincerely want your company to survive and thrive. For the best opportunities to improve cash flow, contact us at 315.268.3778 ext. 23 today.

Lean White Belt / Upcoming Registrations

Do you want to register your interest for sending attendees to a future Lean White Belt training series? Or do you want us to contact someone with more information about the program?

The interest in this program has been so great that we have offered it for three straight years now and are already receiving inquiries for 2010. So far, we have provided training in all of the Lean tools to 159 participants representing 43 companies located throughout the six northern counties of New York, as well as attendees from some of those companies' facilities in Canada and the northeastern US. Most companies send multiple attendees and most have sent additional attendees during subsequent series.

We've had very large companies (500 employees) and very small ones (15 employees) with every type of processing: Discrete, Continuous and Job Shop (paper industries of all types, a variety of cheese manufacturers, mining, plastic bags, fractional motors, freight train brake systems, gun cleaning kits, truss manufacturers, industrial valves, train door components, chandeliers, etc.).

Sessions are scheduled based on interest -- so, to make sure your company is included for future series, just email wilson@citec.org and we'll make sure to keep you informed on upcoming registrations.

Changing Paradigms: Lessons of the Square Watermelons

Japanese grocery stores had a problem. They are much smaller than their US counterparts and therefore don't have room to waste. Watermelons, big and round, wasted a lot of space. Most people would simply tell the grocery stores that watermelons grow round and there is nothing that can be done about it. But some Japanese farmers took a different approach. "If the supermarkets want a space efficient watermelon," they asked themselves, "How can we provide one?" It wasn't long before they invented the square watermelon.

The solution to the problem of round watermelons wasn't nearly as difficult to solve for those who didn't assume the problem was impossible to begin with and simply asked how it could be done. It turns out that all you need to do is place them into a square box when they are growing and the watermelon will take on the shape of the box.

This made the grocery stores happy and had the added benefit that it was much easier and cost effective to ship the watermelons. Consumers also loved them because they took less space in their refrigerators which are much smaller than those in the US - which resulted in the growers being able to charge a premium price for them.

What does this have to do with anything besides square watermelons? There are a few lessons that you can take away from this story which will help you in all parts of your life. Here are a few of them:
Don't assume: The major problem was that most people had always seen round watermelons so they automatically assumed that square watermelons were impossible before even thinking about the question. Things that you have been doing a certain way your entire life have taken on the aura of the round watermelon and you likely don't even take the time to consider if there is another way to do it. Breaking yourself from assuming this way can greatly improve your overall life as you are constantly looking for new and better ways to do things.

Question habits: The best way to tackle these assumptions is to question your habits. If you can make an effort to question the way you do things on a consistent basis, you will find that you can continually improve the way that you live your life. Forming habits when they have been well thought out is usually a positive thing, but most of us have adopted our habits from various people and places without even thinking about them.

Be creative: When faced with a problem, be creative in looking for a solution. This often requires thinking outside the box. Most people who viewed this question likely thought they were being asked how they could genetically alter water melons to grow square which would be a much more difficult process to accomplish. By looking at the question from an alternative perspective, however, the solution was quite simple. Being creative and looking at things in different ways in all portions of your live will help you find solutions to many problems where others can't see them.

Look for a better way: The square watermelon question was simply seeking a better and more convenient way to do something. The stores had flagged a problem they were having and asked if a solution was possible. It's impossible to find a better way if you are never asking the question in the first place . Always ask if there is a better way of doing the things that you do and constantly write down the things you wish you could do (but currently can't) since these are usually hints about steps you need to change. Get into the habit of asking yourself, "Is there a better way I could be doing this?" and you will find there often is.

Impossibilities often aren't: If you begin with the notion that something is impossible, then it obviously will be for you. If, on the other hand, you decide to see if something is possible or not, you will find out through trial and error.

Questions About Questions

Just wanted to emphasize that CITEC Lean Team members -- Eric Myers, Terry Wiley and John Pinkerton -- are here to help you as mentors... coaches. If you aren't sure how to get started on a Kaizen project or Training event, please don't hesitate to contact either Eric or John. If you have a question on the content of the Lean White Belt training material, the best person to check with first is probably Jim -- since the content from this course has been developed as a result of his many years of Lean training.

If you have a general question about Lean that you think your fellow LWB Candidates would also be interested in -- or a LWB implementation experience you want to share -- this would be a great place to share! Just click on the word "comment" below to post your question/thoughts on a topic.

Where To Buy Red Tags Locally

Here's the place Jim purchases his Red Tags from:

Jim Markert
Production Coordinator, Production Unlimited
Jefferson Rehabilitation Center
615 West Main Street
Watertown, NY 13601
315-782-0330 x1440

Session Assignments

At the beginning of every LWB classroom session, we are looking for each company to share their homework assignments -- you can do this as a team. Homework assignments are emailed to participants at the completion of each classroom week, as well as being posted on this blog.

If you need any guidance in completing your assignment, just contact your Lean Coach... that's what we're here for!

John Pinkerton, LWB Coach (Watertown attendees) pinkerton@citec.org; office phone 315.268.3778 x28; or, cell phone 315.212.2155

Eric Myers, LWB Coach (Plattsburgh attendees) myers@citec.org; office phone 518.563.7565 x32; or cell phone 518.420.4719

Terry Wiley, LWB Coach (Plattsburgh attendees) wiley@citec.org; office phone 518.563.7565 x31; or, cell phone 518.651.1902

Recommended Lean Reading

Here is a list of books that Jim uses / recommends for the Lean White Belt series:

Essential Lean reading:

Lean Thinking, 2nd edition, by Jim Womack and Dan Jones (the bible on Lean)

The Toyota Production System, by Taiichi Ohno (what Toyota did with Lean)

Learning to See, by John Shook and Mike Rother (the basic book for Value Stream Mapping).

The Toyota Way, by Jeffrey Liker (the Toyota Culture)

The Toyota Way Fieldbook is a companion to the international bestseller The Toyota Way. The Toyota Way Fieldbook builds on the philosophical aspects of Toyota's operating systems by detailing the concepts and providing practical examples for application that leaders need to bring Toyota's success-proven practices to life in any organization. The Toyota Way Fieldbook will help other companies learn from Toyota and develop systems that fit their unique cultures.

Learning to See: Value Stream Mapping to Add Value and Eliminate Muda
When John Shook worked at Toyota he noticed that the senior experts on the Toyota Production System often drew simple maps when on the shop floor. These maps showed the current physical flow of a product family and the information flow for that product family as they wound through a complex facility making many products.

Creating a Lean Culture: Tools to Sustain Lean Conversions helps lean leaders succeed in their personal batch-to-lean transformation. It provides a practical guide to implementing the missing links needed to sustain a lean implementation. Mann provides critical guidance on developing and using the key elements of a lean management system, including: leader standard work, visual controls, daily accountability processes, maintaining a process focus, managing key HR issues, and much more.


Also recommended are these targeted, Shopfloor Series Books:

Autonomous Maintenance for Operators
Author: Japan Institute of Plant Maintenance

This book provides operators, supervisors, team leaders, and TPM coordinators with useful guidance for autonomous maintenance.

Cellular Manufacturing: One-Piece Flow for Workteams
Author: Productivity Press Development Team

Introduces production teams to Cellular Manufacturing; a process which involves rearranging traditional operational-based factory layouts into process-based cells that promote a smooth production flow by cutting waste.

5S for Operators: 5 Pillars of the Visual Workplace
Author: Productivity Press Development Team

The premiere book in Productivity Press' Shingo Prize Winning Shopfloor Series, 5S for Operators is a must read for anyone who is serious about unleashing the power of the 5S System in their workplace.

Focused Equipment Improvement for TPM Teams
Author: Japan Institute of Plant Maintenance

Focused equipment improvement (FEI) is one of the pillars of TPM. This book gives shopfloor TPM teams, including production workers, maintenance technicians, engineers, and managers, a strong framework for further improving equipment performance.

Identifying Waste on the Shopfloor
Author: Productivity Press Development Team

In Identifying Waste on the Shopfloor, the Productivity Development Team has created an excellent guide to quickly understanding, identifying, and eliminating shop floor waste. From inventory waste to process-related waste, Identifying Waste on the Shopfloor covers every type of waste generating event, policy, and mindset. The book then gives you tools to effectively eliminate them from your manufacturing processes.

Just-in-Time for Operators
Author: Productivity Press Development Team

Are you ready to implement a just-in-time (JIT) manufacturing program but need some help orienting employees to the power of JIT? Here is a concise and practical guide to introduce equipment operators, assembly workers, and other frontline employees to the basic concepts, techniques, and benefits of JIT practices.

Kaizen for the Shopfloor
Author: Productivity Press Development Team

Prepare your entire workforce to truly benefit from your next kaizen event! Now you can give your frontline employees the information they need to understand, plan, and implement kaizen.

Kanban for the Shopfloor
Author: Productivity Press Development Team

Kanban for the Shopfloor is the latest addition to Productivity's Shopfloor Series, winner of the 2000 Shingo Prize. Written at a basic knowledge level for a wide audience, Kanban for the Shopfloor gives your shopfloor workers the information they need to understand, plan, and implement kanban.

Mistake-Proofing for Operators: The ZQC System
Author: Productivity Press Development Team

Prevent defects by educating operators to control processes so mistakes are not made. Introduces front-line workers to basic ZQC methods. Easy-to-read format covers all aspects of this important manufacturing strategy.

OEE for Operators: Overall Equipment Effectiveness
Author: Productivity Press Development Team

The goal of Total Productive Maintenance (TPM) is to increase equipment effectiveness so each piece of equipment can be operated to its full potential and maintained at that level. But in order to maximize equipment effectiveness, you need a measurement tool that can help you understand your equipment problems so you can take steps to eliminate them.

Pull Production for the Shopfloor
Author: Productivity Press Development Team

Written at a basic knowledge level for a wide audience, Pull Production for the Shopfloor gives your shopfloor workers the information they need to understand, plan, and implement pull production.

Quick Changeover for Operators: The SMED System
Author: Productivity Press Development Team

Shingo's book on the SMED system redesigned for operators. Application of Shingo's techniques can reduce lead-time from weeks to days and lower work-in-process inventory and warehousing costs.

Standard Work for the Shopfloor
Author: Productivity Press Development Team

Standard Work for the Shopfloor introduces production teams and managers to basic standard work concepts and applications. Use this book to get everyone on board to maintain quality, efficiency, safety and predictability. This book will enable plant managers to explain and thereby get the support they need from higher management for their performance improvement efforts.

TPM for Every Operator
Author: Japan Institute of Plant Maintenance

IW Challenge of the Month: "Lean Won't Work"

You are going to love this challenge and the responses posted! It is -- no doubt -- a concern of every company who first embarks on the Lean path. Essentially, the company decided Lean would help them be more efficient in serving their customers and, after six months of trying, are questioning their decision to "go Lean."

"Lean Won't Work" - Industry Week's Challenge of the Month

Send me your feedback... or post a comment to this blog entry!

Schedule of Sessions / At a Glance

Training Schedule/Locations: Each session will begin with continental breakfast at 7:30 a.m., training will begin promptly at 8:00 a.m. and conclude at 5:00 p.m.

Session 1: Getting Started / Course Logistics, Lean Principles, Current State Value Stream Mapping

01/27/09 - Plattsburgh : Meeting Room at the Plattsburgh International Airport, 42 Airport Ln # 201, Plattsburgh. (click on link for directions)

01/29/09 - Watertown: BOCES/Charles H. Bohlen Technical Center, Special Education Building/Teachers' Conference Room, 20104 State Route 3, Watertown. (See attached campus map for room location)

Session 2: Future State Value Stream Mapping, Lean Project Implementation

02/17/09 - Plattsburgh : Meeting Room at the Plattsburgh International Airport, 42 Airport Ln # 201, Plattsburgh. (click on link for directions)

02/19/09 - Watertown: BOCES/Charles H. Bohlen Technical Center, Special Education Building/Teachers' Conference Room, 20104 State Route 3, Watertown. (See attached campus map for room location)

Session 3: Hoshin Planning, 5S Workplace Organization

03/24/09 - Plattsburgh : Meeting Room at the Plattsburgh International Airport, 42 Airport Ln # 201, Plattsburgh. (click on link for directions)

03/26/09 - Watertown: Ramada Inn, Renaissance B Conference Room, 21000 NY State Rt 3 (6300 Arsenal St), Watertown. (click on link for directions)

Session 4: Visual Controls, Cell Design (Technical System)

04/28/09 - Plattsburgh : Meeting Room at the Plattsburgh International Airport, 42 Airport Ln # 201, Plattsburgh. (click on link for directions)

04/30/09 - Watertown: BOCES/Charles H. Bohlen Technical Center, Administration Building/Conference Room, 20104 State Route 3, Watertown. (click on link for directions)

Session 5: Standard Work, Visual Pull (Kanbans & Supermarkets)

05/26/09 - Plattsburgh : Meeting Room at the Plattsburgh International Airport, 42 Airport Ln # 201, Plattsburgh. (click on link for directions)

05/28/09 - Watertown: BOCES/Charles H. Bohlen Technical Center, Administration Building/Conference Room, 20104 State Route 3, Watertown. (click on link for directions)

Session 6: Lean Cell Teams (Social System), Lean Materials Handling

06/23/09 - Plattsburgh : Meeting Room at the Plattsburgh International Airport, 42 Airport Ln # 201, Plattsburgh. (click on link for directions)

06/25/09 - Watertown: BOCES/Charles H. Bohlen Technical Center, Administration Building/Conference Room, 20104 State Route 3, Watertown. (click on link for directions)

Session 7: Kaizen, TPM (Total Productive Maintenance)

07/28/09 - Plattsburgh : Meeting Room at the Plattsburgh International Airport, 42 Airport Ln # 201, Plattsburgh. (click on link for directions)

07/30/09 - Watertown: BOCES/Charles H. Bohlen Technical Center, Administration Building/Conference Room, 20104 State Route 3, Watertown. (click on link for directions)

Session 8: Heijunka (Level Production), Workforce Flexibility

08/25/09 - Plattsburgh : Meeting Room at the Plattsburgh International Airport, 42 Airport Ln # 201, Plattsburgh. (click on link for directions)

08/27/09 - Watertown: BOCES/Charles H. Bohlen Technical Center, Administration Building/Conference Room, 20104 State Route 3, Watertown. (click on link for directions)

Session 9: Zero Waste (Continuous Improvement), SMED/Quick Changeover

09/22/09 - Plattsburgh : Meeting Room at the Plattsburgh International Airport, 42 Airport Ln # 201, Plattsburgh. (click on link for directions)

09/24/09 - Watertown: BOCES/Charles H. Bohlen Technical Center, Administration Building/Conference Room, 20104 State Route 3, Watertown. (click on link for directions)

Session 10: Urgency of Material Flow (Line Stop), Create Connected Process Flows (One-Piece Flow)

10/20/09 - Plattsburgh : Meeting Room at the Plattsburgh International Airport, 42 Airport Ln # 201, Plattsburgh. (click on link for directions)

10/22/09 - Watertown: BOCES/Charles H. Bohlen Technical Center, Administration Building/Conference Room, 20104 State Route 3, Watertown. (click on link for directions)

Session 11: ZDQ (Mistake Proof & Fail Safe), Lean Transformation (Value Steam & Cell), Certification Celebration

11/17/09 - Plattsburgh : Meeting Room at the Plattsburgh International Airport, 42 Airport Ln # 201, Plattsburgh. (click on link for directions)

11/19/09 - Watertown: BOCES/Charles H. Bohlen Technical Center, Administration Building/Conference Room, 20104 State Route 3, Watertown. (click on link for directions)

Lean & Six Sigma as a Biz Strategy

"Along came lean ... and we started seeing dramatic improvements, not just in such dimensions as productivity, inventory turns and on-time delivery, but also in scrap reduction. We quickly learned that lean drives quality, big time."

Whether it is manufacturing or health care, organizations are putting quality efforts and lean in the same continuous improvement toolbox. This article in the Milwaukee Journal Sentinel talks about the opportunities to dovetail Six Sigma programs with Lean as a strategy to improve Wisconsin organizations.

Lean White Papers

Industry Week recently provided links to several white papers that apply to Lean ... I am providing the links to those here:

http://www.industryweek.com/Whitepapers/LeanStrategies/Leancanada.pdf
http://www.industryweek.com/Whitepapers/LeanStrategies/MetalIndustry.pdf
http://www.industryweek.com/Whitepapers/LeanStrategies/Automotive.pdf
http://www.industryweek.com/Whitepapers/LeanStrategies/IndustrialMachinery.pdf
http://www.industryweek.com/Whitepapers/LeanStrategies/LeanHi-tech.pdf
http://www.industryweek.com/Whitepapers/LeanStrategies/AerospaceandDefense.pdf
http://www.industryweek.com/Whitepapers/LeanStrategies/ConsumerProducts.pdf
http://www.industryweek.com/Whitepapers/LeanStrategies/QuantumLeap.pdf