Lean - Henry Ford Health System
Lean - Henry Ford Health System Lean - Henry Ford Health System
Basics of LEAN Basics of LEAN Specify Value Desired by Customer • Identify value stream & challenge all wasted steps • Manage towards perfection (zero defects) LEAN Training 2010 Reduce & Eliminate Waste, Continually • Overproduction • Time waiting • Transportation • Processing • Stock on hand • Movement • Defective products Process Focused Incremental Improvements Specific Ideals, Rules, Operational Principles Henry Ford Production System
Toyota PROCESS FOCUSED Methods for Eliminating Waste LEAN Training 2010 • Just-in-time production Leveled production, allocate work evenly throughout day Pull system, link each process to preceding & following Continuous flow processing, reduce batch sizes Eliminating inventories Multi-skilled operators Employees in charge of own jobs Employees design standardized work Continuous improvements (kaizen) Henry Ford Production System
- Page 1 and 2: Introduction to the Henry Ford Prod
- Page 3 and 4: We LEAN Training 2010 Lean? did Lea
- Page 5: LEAN Toyota’s Unique Mass Product
- Page 9 and 10: LEAN Training 2010 “It’s the wo
- Page 11 and 12: LEAN Tools to Improve Workflow LEAN
- Page 13 and 14: LEAN Training 2010 Henry Ford Produ
- Page 15 and 16: Original Ford LEAN Training 2010 Pr
- Page 17 and 18: Creating a Mass Production Culture
- Page 19 and 20: Mass Production Mass Production •
- Page 21 and 22: Production System Characteristics T
- Page 23 and 24: Total Quality Management Total Qual
- Page 25 and 26: Changing Culture It Starts & Ends w
- Page 27 and 28: Henry Ford LEAN Training 2010 Produ
- Page 29 and 30: Creating Culture LEAN Training 2010
- Page 31 and 32: The Business Case for Quality Custo
- Page 33 and 34: Problem Solving Culture LEAN Traini
- Page 35 and 36: Lab Lean Journey 2004-2010 LEAN Tra
- Page 37 and 38: LEAN Culture of Continual Improveme
- Page 39 and 40: As leader, I don’t have all the a
- Page 41 and 42: Why empower the worker? LEAN Traini
- Page 43 and 44: Lean LEAN Training 2010 Right Light
- Page 45 and 46: The Engaged Worker The Engaged Work
- Page 47 and 48: Worker Empowerment Worker Empowerme
- Page 49 and 50: LEAN Team LEAN Team “Creativity p
- Page 51 and 52: “Present” to “Future” Cultu
- Page 53 and 54: Blameless “Don’t find fault, fi
- Page 55 and 56: Customer Feedback Informing Improve
Toyota<br />
PROCESS FOCUSED<br />
Methods for<br />
Eliminating Waste<br />
LEAN Training 2010<br />
• Just-in-time production<br />
Leveled production, allocate work evenly<br />
throughout day<br />
Pull system, link each process to preceding &<br />
following<br />
Continuous flow processing, reduce batch sizes<br />
Eliminating inventories<br />
Multi-skilled operators<br />
Employees in charge of own jobs<br />
Employees design standardized work<br />
Continuous improvements (kaizen)<br />
<strong>Henry</strong> <strong>Ford</strong> Production <strong>System</strong>
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