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Objectives of Lean are to: 1) Produce a product or perform a service in the most efficient way, 2) Deliver the product r service to customers on time, 3) Produce only quality products and services, 4) Deliver what is needed, when it is needed, in the amount it is needed. Operating principles of Lean are: 1) The right material/ product, 2) At the right place, 3) At the right time, 4) In the right amount Desired outcomes of Lean: 1) Customer first action, 2) Respect for people, 3) Elimination of waste.

Foundations of Lean include: 1) Company values, culture, behaviors and guiding principles, 2) Standardized processes, 3) Continuous improvement, 4) Employee involvement, 5) Structured problem solving recess. Job Instruction Training Method The Job Instruction 01) Training was developed by the Training Within Industry (TWIT) Service. The purpose was the develop training methods that would quickly prepare someone to be productive in a role they had never done before. The three primary courses were, Job Methods (KM) and Job Relations (JAR). The Jell course taught instructors to train inexperienced workers faster.

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The instructors were taught to break down jobs into closely defined steps, show the procedure while explaining the key points and then give the reasons for the key points. Jell was a four step process and required repetition by the instructor four times and then the student four times: 1) The trainer would first demonstrate, 2) Demonstrate and state the major step, 3) Demonstrate and repeat the major steps and stating key points, 4) Demonstrate and repeat the major steps and key points and then state the reasons as they did the job the fourth time.

The trainer then watches the student attempt to do the job and saying nothing. The trainer provides coaching as the team member progresses. The learner then progresses through the next three tepees repeating what the trainer did. The trainer then provides directions to the learner on what she should do if she has questions or concerns. The trainer also keeps a close watch over the learner’s progress and gradually weans from the follow up. Jackson Simulation: My Job Instruction trainer, Ron gave me the Jell training for two posts: Location 7 and 9 of blue team.

He repeated the process 4 times and then made us do the process four times reading the process, risks, 70% completion and hands on practice of the steps before starting real time on the job. This emphasizes the importance Of Jell and Standardization. Standard Work Standardized work is a prescribed set of tasks required to be followed each time a job is performed. All who perform that job must follow the same fundamental steps. This provides stability and establishes a standard from which future improvements can be easily measured.

Standardized work is made up of three basic elements: 1) Take Time, 2) Work Sequence, 3) Standard In Process Stock (also known as Work in Process, WIPE) The Jackson Simulation The LESS (Lean Environment Simulator) training is designed to provide experience of an ideal Lean environment showcasing the way Lean principles and tools are intended to work as a system. It helped us to gain deeper understanding of the Lean concepts learnt in class and be able to apply them in practical situations. To begin with, each participant was required to wear certain standard safety equipments (PEP) to enter the simulation environment.

The equipments included: safety glass, belt protection, watch protection and ring protection. The complete simulation event could be broken down into the following parts: 1) Information of the objectives of the reject, 2) Introduction to Workplace, 3) Job Instruction Training, 4) Simulation Round and Metrics Report, 5) Continuous Improvement Round l, 6) Simulation Round II and Metrics Report, 7) Continuous Improvement Round II, 8) Simulation Round Ill and Metrics Report, 9) Post Training Review, 10) Group Learning.

ESP. Targets: The following targets were needed to be achieved: Safety: O Lost Time, O Recordable, 95% Participation; Quality: O Defects, O Rework, 6-Sigma Quality; Productivity: 56 units per hour, O Rework; Cost: O Scrap, O Overtime. We were then introduced to the workplace. We were introduced to the lean principles applied in the workplace: use of Kanata cards, Anton emergency signals, production process, inventory used.

Next, we were given XI Training on two steps of the assembly line to help us prepare for the simulation round. Simulation I saw production of 14 products in 30 minutes period with 12 instances of problem with safety, 26 instances of problem with quality and 1 instance of scrap/ cost. As we were far away from the goal, the session of continuous improvement round I was held to brainstorm ideas to bring us closer to the target condition.

Work Methods were changed, accessories were added, work job was rearranged and timed. Simulation II was then performed. Simulation II saw production of 18 products in 30 minutes period with 14 instances of problem with safety, 10 instances of problem with quality and 2 instances of scrap/ cost. As we were still far away from the goal, the session of continuous improvement round II was held to brainstorm Ideas to bring us closer to the target condition.

Work Methods were changed again, accessories were added, work job was rearranged and timed. Simulation Ill was then performed. Simulation Ill was the final simulation for the event which saw production of 22 products in 30 minutes period with 6 instances Of problem with safety, 4 instances Of problem with quality and O instances of scrap/ cost. We were able to achieve an increase in productivity from 50% in Simulation to 78% IN Simulation II just by sincerely following the Lean principles.

Deductions/ Learning’s: As we can see the safety issues in the first round were at 12 whereas the goal to be achieved was O The safety issues over the 3 simulation rounds gradually crease to 6 which is a very good improvement The number of quality issues in the first round was 26 which declined to 4 in the last round The number of finished products was 14 in the first round which comprised of 1 defective cab and this number of finished products increased to 22 in the last round with O defective cabs which is still not as much the target set but a good improvement After every round, there were team meetings where we discussed how to improve the current process flow so as to achieve the set targets keeping in mind they would meet the AS standards and at the same mime reduce the waste. Now this was done by brain storming and thinking with the idea to implement continuous improvements.

Following the 1st round, the team had a better understanding of the implications of not following the standard work procedure and also improve themselves in performing the assigned task There were instances where teams had to interact and help each other out in order to resolve certain issues which involved both the teams The behavior of the teams was very receptive and not competitive as everyone was working with a common goal in mind to achieve the targets set.

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