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Lean Thinking

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Angel Cheverez

on 12 February 2019

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Transcript of Lean Thinking

Lean Thinking
Define Lean
Identify the goals and principles of Lean methodology
Identify the 8 types of waste
Identify Lean tools, (5S, Kanban, Kaizen, Poka Yoke, Visual Management)
Define PDCA and utilize 5 Why’s
Identify the benefits of operating in a Lean environment

8 Forms of Muda
ver Production
on-Utilized Resources
xcessive Processing
Now it's your turn,
can you find the muda?

Lean Tools
So What Is Lean?
Lean is “doing twice as much work with half as much effort in half the space in half the time with half the needed inventory on site.”

What is Lean?
Lean is “doing twice as much work with half as much effort in half the space in half the time with half the needed inventory on site.”

Brief History of Lean
Henry Ford –
‘Flow Production’
Goals of Lean
Customers first
Learn to see waste
Improve flow
Improve quality
Eliminate waste
Reduce time
Reduce total costs
Simply, lean is creating more value for
customers with fewer resources.

Kiichiro Toyoda and Taiichi Ohno - 'Toyota Production System'
5 Principles of Lean
Define Value From the Customer
Specify value and express value in terms of a specific product
Map the Value Stream
Map all of the steps that bring a product of service to the customer
Establish Process Flow
The continuous movement of products, services and information from end to end through the process
Implement Pull From the Customer
Nothing is done by the upstream process until the downstream customer signals the need.
Work to Perfection
The complete elimination of waste so all activities create value for the customer
Errors, rework, or work-in-process that lacks a necessary component for completion
Over Production
Producing more than the customer (internal or external) needs at any point in time
Idle time created while waiting for material, information, personnel, equipment or services
Non-Utilized Resources
Not utilizing or under-utilizing highly skilled staff to develop processes that will eliminate waste or maximize productivity
Movement of specimens, supplies or materials that does not add value
Waste occurs when more specimens, materials or supplies are on hand than are required for meeting current customer needs
Movement of staff and patients that does not add value
Excessive Processing
Efforts that add no value from the customer's viewpoint
What is Kanban?
Kanban is Japanese for "sign" or "signboard."
The first S focuses on eliminating unnecessary items from the work place
The next step is to thoroughly clean the work area, equipment and tools
Set In Order
This step focuses on efficient and effective storage methods (stabilize)
Here, we concentrate on standardizing best practice in the work area. This is the precise method by which you maintain the first three Ss.
The last and most difficult S to achieve is sustain.
Go through everything in the work area, separating and eliminating
what isn't needed
What you use a lot
What you will use someday
What you will never use
(JIC mentality)
Sweep, scrub, paint and polish; Make it Shine!
Staff take pride in a clean and clutter-free work area
Helps to create ownership
Easy to notice changes in the environment
Arrange items that are
needed in a neat, consistent and easy-to-use manner
(tape shadowing)
"A place for everything and everything in its place"
Allow employees to participate in the development of standards, ownership and ideas
Have an inspection ready work environment, day-in and day-out, conduct audits
Human nature is to resist change, the tendency is to return to status quo and the comfort zone of the "
Old Way
This is basically a scheduling system for just in time (JIT).
Kanbans maintain inventory levels.
A signal is sent to produce and deliver a new shipment as material is consumed.These signals are tracked through the replenishment cycle and bring extraordinary visibility to suppliers and buyers.
What is Kaizen?
Kai: to change
Zen: for the better

Means to continuously improve all functions and includes all employees

Standardize an operation and activities
Measure the operation
Compare measurements against requirements
Innovate to meet requirements and increase productivity
Standardize the new, improved operations
Continue cycle ad infinitum

Demings Circle
Why did it sink in the middle?

The center wasn’t fully cooked.

Why wasn’t the center cooked?
Because I kept opening the oven door.

Why did you keep opening the door?
To manually take the temperature.

Why did you manually take the temperature?
Because the oven runs hot.

Why does the oven run hot?
The temp gauge is broken.

You are going to bake your favorite cake
Ask 'Why' 5 times
to determine root cause

What is Poka Yoke?
Simply, Poka Yoke means “error proofing.”
It is meant to help the operator avoid mistakes.
Main purpose is to eliminate product defects by preventing, correcting, or drawing attention to an error.

Visual Management
Technique where information is communicated by using visual signals instead of texts or other written instructions.
Design is deliberate in allowing quick recognition of the information being communicated in order to increase efficiency and clarity.

Signals can be of many forms, from different colored clothing for different teams.
Flashing lights or warning sounds when instrumentation is not working are clear signs.
Proper, clear signage for anyone to understand.

Simply, lean is creating more value for customers with fewer resources.

Single Piece Flow
A process in which a product proceeds one complete product at a time through various operations.

No Batches! One result at a time!

One person per station
Work at same speed throughout

Incorrect container type
Bad reagents
Wrong patient label
Moving patients or specimens around
Moving racks of tubes or supplies through the work environment
Shipping specimens via any means
Transporting reagents and consumables via any means

Wrong test ordered
Bad results reported
IV contamination
Wrong date/time on sample
Wrong specimen type
Missed test
Missing information

Testing to suit the laboratory’s schedule
Drawing extra tubes
Unnecessary aliquots
Large courier/phlebotomist specimen dumps
Pushing batches of specimens on to the next

Waiting for an instrument to cycle
Waiting for someone to answer the phone
Waiting for specimens to be delivered
Waiting for someone to complete
instrument maintenance
Waiting for an instrument to be repaired
Waiting for someone to draw your blood

Excess supplies, reagents and instrumentation
Specimen & material storage
Ordering, receiving, stocking, dispensing, tracking, etc

Walking to another room for tools, equipment, parts or specimens
Wasted motion in a poorly designed lab space or
instrument configuration
Searching for specimens
Searching for supplies
Searching for tools

Sorting, resorting and sorting again
Handling paperwork over and over again
Repeat testing
Racking and re-racking specimen tubes

Acceptable inventory
Lean Workshop
Let's try it!
by: Angel Cheverez
Tracy Clark

Test Your Memory
What are the 5 s's?
What term means error proofing?
What does the "W" in downtime stand for?
We utilize "Why" 5 times to determine what?

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