| Workshop Description: |
Becoming lean means improving flow and eliminating non-value-adding waste in your operations. The process begins with understanding the flow of materials and information through your production processes. Value stream mapping is the tool which provides that understanding.
The value-stream map is a manual representation of every process in your material and information flow. It includes scheduling information, such as how we decide what to make, when, and how much. It also includes supply information, such as changeover times, cycle times, quality yields and machine uptime. Finally, it includes customer demand information, such as rates of demand, product mix, and service levels.
Value stream mapping provides the roadmap to direct your lean kaizen efforts, such as changeover reduction, preventive maintenance, standardized work and pull/kanban. Mapping the current state of your value chain avoids the mistake of cherry-picking isolated improvement. Developing a leaner future state maximizes the benefits of your efforts by delivering greater value to your customers with lower total costs.
Using the case study in the Shingo Prize winning book, Learning to See, you'll learn how to identify a product family, how to see the entire value stream for a that family, how to map the current state value stream to identify and eliminate waste, what makes a value stream lean, and how to develop a plan to achieve future state results.
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Speaker
Biography: |
Don Guild
Don’s professional experience began with twenty years in manufacturing line operations, including shop supervision, scheduling and materials management, and operations management. He was on the forefront in the early implementation of automated requirements planning and participative management systems. After two years of consulting in the mid-1980’s for Dr. Eli Goldratt, specializing in the application of finite scheduling techniques and constraints theory, Don founded Synchronous Management in 1986 to focus on the hands-on application of lean techniques in purchasing, manufacturing, and distribution.
He is experienced in the training and application of value stream mapping, pull/kanban system design and implementation, cellular manufacturing, plant layout, changeover reduction, and lean performance metrics. His hundreds of clients have ranged in size from $1MM per year to over $1BB per year in annual sales. Manufacturing environments served include high-volume, repetitive production, engineering prototype shops, job shops, vertically integrated fabricators, and purchase-and-assemble shops. Industries served include casting and forging, machinery, aerospace, biotechnology, electronics components and assembly, food processing and consumer products.
Don’s pioneering work includes capacity-based lot-sizing techniques for changeover-intensive resources, make-to-order kanban for the non-repetitive job shop, and auto pull for complex repetitive environments.
Don’s academic background includes: Associate in Arts in Liberal Arts, Orange Coast College, Costa Mesa, CA, 1977; Bachelor of Science in Law, Western State University College of Law, Fullerton, CA, 1975; Juris Doctor in Law, Western State University College of Law, Fullerton, CA, 1977: Masters in Business Administration, Pepperdine University, Malibu, CA, 1982
He is a member of the Association of Manufacturing Excellence; Certified on the Fellow Level by the American Production and Inventory Control Society; Author of the Pull/Kanban training program for the NIST-Manufacturing Extension Partnerships; Author of Pull/Kanban Systems training for the Lean Enterprise Institute; Faculty member of NIST-MEP and the Lean Enterprise Institute. Don has conducted over twenty workshops and presentations for AME, and a number of his clients are frequent speakers for AME.
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