Growing the
Lean Community
An LAI Plenary Conference
Production Operations
Transition-to-Lean
April 11, 2001
Presented By:
Tom Shields
MIT
Research Sponsored (Jointly) By LAI and ManTech
Lean
Aerospace
Initiative
Objective
Develop a transition to lean
roadmap for production
operations utilizing models
which have been shared with
us by LAI members and LAI
researchers
2 - Team Initials/Presenter - 041001 © 2001 Massachusetts Institute of Technology
web.mit.edu/lean
Lean
Aerospace
Initiative
John Crabill
–
Don Meadows –
Ron Milauskas –
Craig Miller
–
Tom Shields
–
Brian Schwartz –
Bob Torrani
–
Roadmap Team
U.S. Air Force Research Lab
Lockheed Martin
Textron
Northrop Grumman
MIT - LAI
Pratt and Whitney
Textron
3 - Team Initials/Presenter - 041001 © 2001 Massachusetts Institute of Technology
web.mit.edu/lean
Lean
Aerospace
Initiative
Roadmap Development
Process
➢ Develop understanding of each shared model
➢ Acknowledge each model’s parameters
➢ Review pros and cons of each model
➢ Define requirements for a common model
➢ Integrate requirements and pros of each into a
common TTL roadmap
➢ Review product with LAI team members
➢ Obtain feedback and suggestions on further
improvements
4 - Team Initials/Presenter - 041001 © 2001 Massachusetts Institute of Technology
web.mit.edu/lean
Lean
Aerospace
Initiative
Roadmap Requirements
➢Consistency and synergy with enterprise
TTL roadmap
➢Show precedence order and continuous
improvement loops
➢Summarize scope and breadth on one page
➢Provide common framework for
communicating to all organizational levels
➢Can be enhanced by providing a
description manual to explain each phase
and step within the phase
5 - Team Initials/Presenter - 041001 © 2001 Massachusetts Institute of Technology
web.mit.edu/lean
Lean
Aerospace
Initiative
Model Integration into a
Common Roadmap
Textron
Pratt & Whitney
Entry
Vision
Northrop
Grumman
Lockheed
Martin
Top
Level
Flow
MIT Cochran
MIT Reynal
Detailed
Activity
Flow
6 - Team Initials/Presenter - 041001 © 2001 Massachusetts Institute of Technology
Transition to
Lean in
Production
Operations
web.mit.edu/lean
Production Operations Transition-To-Lean Roadmap
Supply Chain/External Environment
• Legal
• Environmental
• Government Reqd. Systems
(MMAS, EVMS, etc.)
Enterprise / Production System Interface
• Financial
• Information
• Procurement
• Engineering
• Quality
• Safety
• Training and Human Resources
• Workforce/Management Partnership
Phase 0
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Phase 6
Adopt Lean
Paradigm
Prepare
Define
Value
Identify
Value Stream
Design
Production System
Implement Flow
Implement Total
System Pull
•Build vision
•Build vision
•Establish
•Establish
need
need
•Foster lean
•Foster lean
learning
learning
•Make the
•Make the
commitment
commitment
•Obtain Sr.
•Obtain Sr.
Mgmt. buy-in
Mgmt. buy-in
•Integrate with
•Integrate with
Enterprise
Enterprise
Level
Top
Lean
Level
an
Leadership •Establish
Roadmap
•Establish an
Operations
Operations
Lean
Lean
Commitment Implementation
Implementation
Team(s)
Team(s)
•Develop
•Develop
implementation
implementation
strategy
strategy
•Develop a plan
•Develop a plan
to address
to address
workforce
workforce
changes
changes
•Address Site
•Address Site
Specific
Specific
Cultural Issues
Cultural Issues
•Train key
•Train key
people
people
•Establish target
•Establish target
objectives
objectives
(metrics)
(metrics)
•Select initial
•Select initial
implementation
implementation
scope
scope
•Define
•Define
customer
customer
•Define value •Define value Quality,
Quality,
Schedule, and
Schedule, and
Target Cost
Target Cost
•Record current
•Record current
state value
state value
stream
stream
•Chart product
•Chart product
and
and
information
information
flow
flow
•Chart operator
•Chart operator
movement
movement
•Chart tool
•Chart tool
movement
movement
•Collect
•Collect
baseline data
baseline data
+
•Develop a future
•Develop a future
state value
state value
stream map
stream map
•Identify takt time
•Identify takt time
requirements
requirements
•Review
•Review
make/buy
make/buy
decisions
decisions
•Plan new layout
•Plan new layout
•Integrate
•Integrate
suppliers
suppliers
•Design visual
•Design visual
control system
control system
•Estimate and
•Estimate and
justify costs
justify costs
•Plan TPM
•Plan TPM
system
system
+
•Standardize
•Standardize
operations
operations
•Mistake proof
•Mistake proof
processes
processes
•Achieve process
•Achieve process
control
control
•Implement TPM
•Implement TPM
•Implement self•Implement selfinspection
inspection
•Eliminate/
•Eliminate/
reduce waste
reduce waste
•Cross train
•Cross train
workforce
workforce
•Reduce set-up
•Reduce set-up
times
times
•Implement cell
•Implement cell
layout
layout
•Implement
•Implement
visual controls
visual controls
+
+
Phase 7
•Select
•Select
appropriate
appropriate
production
production
system control
system control
mechanism
mechanism
•Strive for single
•Strive for single
item flow
item flow
•Level and
•Level and
balance
balance
production flow
production flow
•Link with
•Link with
suppliers
suppliers
•Draw down
•Draw down
inventories
inventories
•Reassign
•Reassign
people
people
•Re-deploy/
•Re-deploy/
dispose assets
dispose assets
+
Strive for Perfection
Expand
Internally/Externally
•Team
development
•Optimize quality
•Institutionalize 5S
•Institute Kaizen events
•Remove system barriers
• Expand TPM
• Evaluate against
target metrics
• Evaluate progress
using lean maturity
matrices
ENTRY
© 2000 Massachusetts Institute of Technology
IMPROVED
COMPETITIVE
POSITION
6/5/00
Managing Lean Transition In Production Operations*
Supply Chain/External Environment
Enterprise / Production System Interface
• Business Management
• R&S
• Engineering
• AMMC
Phase 0
Adopt Lean
Paradigm
• Build Vision
• Establish
Need
• Foster Lean
Learning
• Make the
Commitment
• Obtain Sr.
Mgmt. Buy-In
• Product Support
• Bargaining Units
• Program Offices
• Business Development
Phase 1
Phase 2
Define
Value
Prepare
• CAV
• Legal
• Communications
• Business Ethics
Su
Phase 3
Identify Current
Value Stream
• Customer
• Suppliers
• Government Reqd. Systems
(MMAS, EVMS, etc.)
Phase 4
Phase 5
Design Future
Develop
Value Stream Implementation Plan
Phase 6
Execute
The Plan
• Integrate With
• Define Area to
• Document
• Develop a Future
• Perform Gap
• Drive To Change
Enterprise
Executive Level
Lean
Commitment • Create a Climate Roadmap
for Change
• Establish Lean
Implementation
Team
• Develop and
Articulate
Strategy
• Resolve how to
Maintain
Mutual Trust
While
Rightsizing
• Address SiteSpecific
Cultural Issues
• Train Key
People
• Establish Target
Objectives
be Transitioned
• Define
Customer
• Define Value Quality,
Schedule
and Cost
Targets
Current State
Production
System
• Map People,
Product and
Information
Flows
• Collect
Baseline Data
• Determine Level
of Lean Conduct
State Production
System
• Project the Level
of Desired Lean
Conduct
• Integrate
Suppliers
• Estimate and
Justify
Investment
Analysis
Between Current
State And The
Desired State
• Establish
Attainment
Criteria: Goals,
Measures And
Clearly Defined
Timelines
• Develop Impact
Statement And
Interfaces
• Perform
Resource
Evaluation
The Way People
Do Their Work
• Understand That
People Must
Make The New
System Work
• Continually
Monitor
Progress And
Assess Impact
Of Adverse
Trends
• Take Action On
Deviations To
Plan And
Communicate
Revisions
• Guide Behavior
Modification
• Realign Critical
Systems And
Structure
LTS Toolkit & Workbook
SMC Group Analysis Tools
Phase 7
Strive For Perfection
Expand
Internally/Externally
* Adapted From LAI
• Continuous Improvement Culture
• Institute Kaizen Philosophy
• Learning Transferred Throughout Organization • Evaluate Against Target Metrics and Lean Maturity Matrices