Lean Manufacturing

Chris PoteetScott Carroll

Manufacturing Operating Principles Framework

Human Infrastructure

Standardization

Quality Focus & Robust Processes & Products

Just-In-Time

Continuous Improvement

Policy Deployment

Employee Opinion Surveys

Std Communication Channels

Man Assignments

New Hire Orientation

Group / Team Meetings

Suggestion System

Shopfloor Training Area

Integration of Tasks

Qualification Training Matrix

Safety Regulations

Ergonomic Evaluation

Environmental Protection

Process Support Documentation

Scoreboards

Standard Shift Change Procedure

Quality Gates

Labeling, Marking, & Footprinting

Shopfloor Section Audit

Quality Alerts / Prod. Info. Boards

Quality Alert System / Quality Stop

Certification Audit

Process Audit

Single Point Lesson

Problem Solving / Closed Circuits

Process FMEA

Customer Quality Measurement

Production Planning Schedule

Mixed Loads / Tugger Transport

Withdrawal & Fill-up

One Piece Flow

First-In, First-Out (FIFO)

Single Stage Stock strategy

Stable Customer Demand Rate

5 Step Improvement Process

C. I. Workshop

Leadership

Role Clarity

Employee Involvement & Development

Work Group Organizational Structure

Safe Work Practices & Environmental Awareness

Standardized Methods & Procedures

Visual Techniques / 5S

Quick Issue Detection & Correction

Robust Processes / Products & Preventative Quality Assurance

Customer Focus

Production Smoothing

Pull Production

Continuous Flow Proc.

Customer Demand Rate

Waste Elimination

Enablers Subsystems

H. R. Systems

Joint Commitment

Communication

Training

Core Beliefs & Values

TeamworkInspirationOpenness

CustomerFocus

Agility

Innovation

OPERATINGPRINCIPLES

Process

Focus

Quality

Speed (to market) Excellence

Responsibility

S

afety

Q

uality

D

elivery

C

ost

M

orale

Profitability

Support Processes, Tools, & Measurement Results

Employee Feedback

Employee recognition

Checklists and Monitoring

Group Development Activities

Process Descriptions

On the Job Training

C. I. Implementation Area

Team Leader Roles (as applic.)

Groups, Boards

Cross--Functional Training

Visual Safety Indicators

Refuse / Waste Separation

Standard Work Instructions (SWI’s)

Standard Work in Process (WIP)

Shopfloor Measurement

Standardized Equipment

5S

Quality Feedback Loops

Root Cause Analysis

Boundary samples

Preventative Maintenance

Total Productive Maintenance

Error Proofing

Mistake Proofing

Statistical Process Control (SPC)

Quality Agreements

Quality / Zero Defect Gate

In-Line sequencing

Order Cards

Material Flow Planning

Small Lot Containers

CDR / Cycle time chart

Plan, Do, Check, Act (PDCA)

7 Wastes

5 Why’s

Engineering Change Control

Practice Sharing

MQAS

Quality Policy / Management ReviewBusiness Plan / Assurance SystemPerformance Feedback

Responsibility and Authority

Training

Resources

Use of Cross Functional Teams

Employee Safety / Environmental

Doc & Data Cont / Prod ID & Trace.Process Control / Inspection & TestInsp & Test Stat / Cont of Quality RecordsHandling, Storage, Pkging, PreservationControl of Customer-Supplied Product

Control of Non-conforming ProductCorrective and Preventative ActionStatistical Techniques

Production Part Approval ProcessDesign Control

Preventative Maintenance & Calibration

Contract Review

Delivery (Prod Sched - 1 Piece Flow) Inventory

Quality Planning Purchasing

Cont. Imprv / Corrective & Prev. ActionManufacturing Capabilities

Analysis & Use of Company DataCustomer Satisfaction / Assurance Asses.

Three Pillars of Lean Manufacturing

• Human

•Technological

•Systems

How Pillars Affect SQDCM

Human

Technological

Systems

Safety

Quality

Delivery

Cost

Morale

What Do We Mean by a System?

These five subsystems are tightlylinked… each one affects the others.

Human Aspects

Consumer Feedback:• After purchase surveys• Surveys to potential buyers

Employee Feedback:• Process problems or improvements (lighter robotic arm design)• Integrated into continuous improvement process (Suggestion

box, recommendations to supervisors)• Employee online surveys

Unions:• Union representatives / liaisons to assist employees with problems• Recognition of employees as the most important asset of the company

Human Aspects

Training:• Cross training of employees (varied tasks, flexibility of supervisors)• Floaters (use in assisting with critical tasks, flexibility supervisors for

breaks)• Company closed circuit television in break area (covers company

news, financial updates, new products)• Voluntary participation in continuing education classes

= higher morale

Technological Aspects

Facility Layout:

• Open aisles allow managers to monitor processes and employees

to detect problems

• Reduction of wasted movement (i.e. travel distances)

• Workstation design

Ergonomics:

• Force, frequency and flexion

• Ergo-Arms, foot pads, roller racks, tilt racks, hydraulic tables

• Use of employees in the design phase of manufacturing

Technological Aspects

Material Handling:

• Reduction of component stocks (1 1/2 hour operations) at stations

• Components come in pre-packaged amounts for specific jobs

• Component packages stored in marshaling areas

• Reduce the lifting done by the employees

• Computerized / Wireless acquisition (fork lifts)

Mistake Proofing:

• Color Coding

• Shape Coding

• Bar code scanner for all sub-parts (can track all parts by VIN #)

• Computerized feedback from tools

Technological Aspects

Preventative Maintenance:

• Scheduled services occur at shift changes

• Unscheduled services conduct repairs upon employees request

• Testing Measuring Diagnostics Equipment

System AspectsStandardization:• Standardize work instruction and directions• 5 S’s (Sift, Sweep, Sort, Sanitize and Sustain)• SPC Charts• Preventative Maintenance• Safety (Paint markings, laser indicators)

JIT:• Orders received at the gate trigger each department• Reduction of inventory equates to reduction of storage requirement,

increases working capital, decreases bureaucracy• Increases responsiveness to customers• Temporary bank after human intensive stage

System AspectsComputerized Monitoring:

• Real-time production statistics

• Color coded warning system

• Defects on products are noted and tracked throughout the process

• KUKA camera tracking system

• Computerized check of all options (Huntsville check)

Continuous Improvement:

• Non-Value added activities

• Wastes

Definition of Value Added Activity (VA)• An activity that transforms or changes raw material or information to meet

customer requirements.

Value Added Tests:– The customer must recognize the value (be willing to

pay for it)

– The product must physically change during the process

– The activity must be done right the first time

Definition of Non-Value Added (NVA) Activity• Any activity that does not transform or change raw material or information

to meet customer requirements.

Non-Value Added Tests:– Activities that do not meet all of the three VA test rules

– Some non-value added work may be necessary

Value Added

• Machining

• Stamping

• Assembling

• Designing

• Customer Service

• Analysis

• Painting

• Sealing/Welding

Non-Value Added• Transportation

• Inventory

• Defective material

• Wait Time

• Inspecting

• Testing

• Correcting

• Batching

• Setup

The 7 Wastes1. Product Defects: Defects or repair work

2. Overproduction: Producing too much or too soon

3. Inventory: Excess raw materials or work in process

4. Transportation: Double handling or conveyance of materials

5. Processing: Unnecessary work or processing

6. Waiting: Waiting for parts, materials machines to cycle

7. Motion: Excess walking, bending, or reaching

POLICIESMinimizeFluctuation

Downstream fluctuations must be minimized to reduce the “rippleeffect” on upstream processes.

Implement ShortLead Time

Short lead times are the keys to flexibility, cost reduction, andcustomer satisfaction. Rather than optimizing individual piecesand functions, optimize total throughput.

Eliminate waste Strive to eliminate waste, especially overproduction. In otherwords, do not produce too many, too soon or too fast.

Recognize thelimitations of plans,forecasts, andschedules

Remember that forecasts are necessary evils and plans dochange. Therefore forecast as accurately as possible, recognizethe limitations of forecasts, and plan accordingly. Be prepared torespond quickly to change.

Focus on the actualcondition of the“front lines”

Identify and solve problems when they happen. Capitalize on thecollective knowledge of the team. Utilize team members’knowledge.

Keep it simple andmanageable

Resiliency and flexibility are facilitated by a synchronizedprocess.

How Pillars Affect SQDCM

Human

Technological

Systems

Safety

Quality

Delivery

Cost

Morale