1) There are four strategies to make a value stream lean.

1.1) Synchronize supply to the customer, externally - Lean synchronization aims at

managing the operations process in such a way that it achieves exactly what
customers are looking from the operation. Lean synchronization intends smooth,
continuous flow without any sort of delay, waste and imperfection.
The tools used are:
The Takt Calculation- Used to determine the rate at which the customer
requires product.
Cycle, Buffer and Safety Stocks These are necessary inventory levels
required to manage internal and external variations.
Leveling of Model Mixes or Products The goal is to avoid making large
batches of product, but rather one at a time to match the customer demand.
This will add in minimizing inventory levels.
1.2) Synchronize production, internally This requires dividing the necessary work in
processing steps so each processing step takes the same time.
The tools used are:
Balancing- This is done by completing a time study and then designing the
work at each work station to be the same.
Standard Work A technique used to review performance. It is a set of tools
such as a flow chart with cycle times for each process step, so a supervisor or
engineer can evaluate how well a process is performing.
1.3) Create Flow The concept of flow is to prevent the production from stopping
unless there is value added work to be done. The concept of flow has two
measures.
Local measures Cycle time; the increment of time between consecutive
production units.
Overall measures The overall time it takes for a unit to complete the entire
production process.
The tools used are:
Minimum lot sizes ideally one-piece flow.
Close coupled cells to minimize travel distance.
Single minute exchange of dies.
Jidoka.
Problem solving by all employees.
Continuous improvement activities.
5 whys for problem solving

Variation reduction
Metrics such as OEE to address issues with yield, availability, and cycle time
Total production maintenance to reduce downtime.

1.4) Establish Pull- Demand System Pull systems have two characteristics:
First - Fixed Inventory, which requires the need to determine cycle, buffer and
safety stocks.
Second They are activated when a product is removed and this signals he
upstream process to produce. No signal no production.
The tools used are:
Kanban - which is used to create the pull systems. Training must precede
the implementation of the pull system. All employees must be trained in
the concept of the pull production.
Just in time - Supply the right quantity of material to the right location at
the right time.

2) APPLYING LEAN TO PLANT MAINTENANCE

Lean maintenance is a proactive maintenance system utilizing planned and scheduled
maintenance activities using maintenance strategies developed through the application of
reliability centered maintenance and practiced by self-directed action teams using the 5S
process, and autonomous maintenance. They are supported by a distributed, lean
maintenance storeroom that provides parts and materials on a just-in-time basis and
supported by a maintenance and reliability engineering group that performs root cause
failure analysis.
Step 1: Specify Value
Define value from the perspective of your customer as well as the product or final customer. The
internal customer is production and production equipment operators. The external customer is
the product consumer.
Step 2: Identify the value stream
Identify the value stream, the set of all specific actions required to bring a specific product through
the three critical management tasks of any business: the problem-solving task, the information
management task, and the physical transformation task. Create a map of the Current State and
the Future State of the value stream. Identify and categorize non-value-adding waste in the
Current State, and eliminate it.
Step 3: Flow
Make the remaining steps in the value stream flow. Develop a product-focused organization that
improves lead-time. Maintenance must be ready to proceed at scheduled equipment availability
time and equipment restored to production (in spec) at scheduled on-line time.

Step 4: Pull
Let the customer pull products as needed, eliminating the need for a sales forecast. In
maintenance, perform maintenance on on-line production equipment not on off-line equipment;
maintenance tasks that sustain production tolerance/quality specifications are a priority.
Step 5: Perfection
Continue the process of reducing effort, time, space, cost and mistakes. Maintenance tasks are
performed correctly the first time and every time. Maintenance task completion restores
equipment to production specifications and tolerances.

APPLYING LEAN TOOLS

5-S Process
Seiri (Sort)Sort what is not needed. Use a color-coded tagging system; red tags for items
considered not needed. Then provide everyone a chance to indicate if the items really are needed.
Red tagged items that no one has identified a need for is eliminated.
Seiton (Straighten)Straighten what must be kept. Make things visible, e.g., put tools on
pegboard and outline the tools shape so its storage location can be readily identified. Apply a
place for everything and everything in its place philosophy.
Seiso (shine)Scrub everything that remains. Clean and paint to provide a tidier and pleasing
appearance.
Seiketsu (Standardize) Standardize best practices in each work area. Spread the clean/check
routine. When others see the improvements, provide training and the time to improve their work
area.
Shitsuke (Sustain)Sustain focuses on defining a new status quo and standard of workplace
organization. The tendency is to return to the old way

Standardized Work Flow

The standard is the best, easiest and safest process to complete the job. Components include:
TAKT Time - In Production it is the available work minutes divided by required product quantity
to determine minutes per piece or cycle time. In Maintenance it is the available work minutes for
scheduled maintenance divided by the scheduled time required.
Work SequenceIndividual steps in the process being performed by maintenance technicians.
Standard WIP (Work in Process)Smallest amount of WIP required to do the job.
Value Stream MappingA process mapping technique. By mapping a complete process and then
mapping just the value-added steps, insight is gained into the amount of waste inherent to the
process.

Just-in-Time (JIT) and Kanban Pull System

This tool has more applications on the production line than in the maintenance operation,
however there are useful features that can simplify a major maintenance processscheduling or
throughput. JIT and PULL are facilitators of continuous flow in production. The goal in production
operations is continuous flow such that production can (potentially) run at full capacity. Full
capacity in maintenance is performing the right amount of maintenance required to meet the
production schedule that is approved by the customer who, in most cases, is production. In terms
of work management, the design capacity of the maintenance process is equal to the total number
of man-hours available for executing maintenance work. This design capacity is used for
scheduling maintenance. Scheduling 100% of available labor hours will enable the maximum
amount of maintenance, or full design capacity, to be achieved. Schedule anything less and full
design capacity can never be reached.

Jidoka (Quality at the Source)Poka Yoke (Mistake Proofing)

As this relates to manufacturing, jidoka means quality is manufactured in by the process and not
inspected in. This kind of quality control can certainly be applied to maintenance processes.
Trained and qualified maintenance technicians should be performing, or directly supervising, every
maintenance procedure. Technicians should be using the proper tools, have the correct repair
parts and consumables (lubricants, cleaning agents, coolant, etc.) and be working in the proper
environment.

LEADERSHIP CHANGES
Lean maintenance is also about fundamental changes in attitudes and leadership roles. In the lean
environment the shop floor-level employee is recognized as the companys most valuable asset.
Management and supervisory roles change from that of directing and controlling, to a role of
supporting. A company transitioning to lean manufacturing will not have a sound basis of
maintenance support without first implementing many of these necessary and fundamental
changes in the maintenance operation.