what is lean mfg

8/3/2019 What is Lean Mfg.

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WHAT IS LEANMANUFACTURING?

An Overview


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Lean History 101

Lean Defined & Key Concepts

The Lean Techniques

The Leanest of the Lean

Report Card of Lean in the U.S.A.

Future of Lean

Universities and Lean

TOPICS


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1900 1940 1980 2000

LEAN HISTORY


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The Toyota system is not opposed to the Ford system.

Rather, it is a progressive enhancement--a system

geared to the Japanese market that mass-produces insmall lots with minimum stocks.

Shigeo Shingo

Notable Quote


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Toyota Production System Pull ManufacturingJust-In-Time World Class Manufacturing

Lean Manufacturing

JIT/TQC/EI/TPM

Short Cycle Manufacturing

One-Piece-Flow

Cellular Manufacturing Demand Flow Manufacturing

Stockless Production Focused Flow Manufacturing

Agility Value Adding Manufacturing

Group Technology Time Based Management

Synchronous Flow Manufacturing End-Lining Operations

Continuous Flow Manufacturing

MANY NAMES, BUT THE SAME CONCEPT


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Lean Defined & Key Concepts


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A cookie-cutter approach to improvement.

Companies must apply appropriate Lean principles

for their industry and specific company situation.

Something that a company does once.

Lean is NOT an end point; it is a never ending

improvement process. Lean is a journey.

LEAN IS NOT


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A systematic approach to identifying and eliminating waste(non-value-added activities) through continuous improvement byflowing the product at the pull of the customer in pursuit ofperfection

--The MEP Lean Network

DEFINING LEAN

ANOTHER DEFINITION

A manufacturing philosophy that shortens the time line betweenthe customer order and the shipment by eliminating waste (non-value-adding activities).


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KEY CONCEPTS

Waste Reduction

Lead Time Reduction

Variation Reduction Product Flow

Pull of the Customer

Continuous Improvement


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Value is added any time we physically change ourproduct towards what the customer is buying.

If we are not adding value, we are adding cost orwaste.

Lean Manufacturing drives the systematicelimination of waste.

Value-Added Time : MinutesTime in Plant : Weeks

ORDER CASH

KEY QUESTION Are my customers willing to pay for this ????

VALUE ADDED


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Overproduction

Defects

Non-value added

processing Waiting

Underutilizedpeople

Excess motion

Transportation

Excess inventory

Typically 95% of Total Lead Time is Non-Value Added!!!

Value added

5%

Non-value added

LEAN = ELIMINATING THE WASTES


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Poor

Long Set-ups Plant Layout Scrap Downtime

Long Supplier Process Lack of Poor Unlinked

Lead-times Imbalances Training Tooling Schedules

No Unclear Poor Improper

Standardization Specifications Housekeeping Reward System

Raw FinishedMaterial Product

Inventory Level

INVENTORY HIDES PROBLEMS


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Poor

Long Set-ups Plant Layout Scrap Downtime

Long Supplier Process Lack of Poor Unlinked

Lead-times Imbalances Training Tooling Schedules

No Unclear Poor Improper

Standardization Specifications Housekeeping Reward System

Raw FinishedMaterial Product

Inventory Level

REDUCING INVENTORY WITHOUTSOLVING PROBLEMS


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Look at the service(s) that you provide. Review each activity.

Is the activity adding value?

If YES If NO

Is this the best way to do it? Can it be eliminated?

If not, can it be reduced?

NOTES: Be sure to include all the wasteful activities that occur occasionally.

Remember Value is defined by the CUSTOMER.

LEAN THINKING: VALUE-ADDING ANALYSIS


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Push

Pull


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ProcessB

ProcessA

Fin.Goods

RawMatl

Supplier Customer

PartFlow

ProcessC

PUSH SYSTEM

Information Flow

WIPWIP

Execution - Parts completed to schedule without any downstream considerations

Replenishment - Based on projected demand (forecasts)

Shop Floor Control - System, transactions, paperwork

Problems - Hidden

Reaction to changes and problems - Through system - rescheduling

Linkage - Operations are NOT physically linked


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KANBAN

Kanban = Signal

Kanban signaling device, kanban, can be cards, carts,golf balls, marked-off spaces (kanban squares), etc.

Signals when to do work

Signals what work to do Signals when not to do work

Controls inventory


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ProcessB

ProcessA Fin.Goods

RawMatl

Supplier Customer

Information Flow

PartFlow

KanbanLocations

ProcessC

PULL SYSTEM

Execution - Parts produced upstream as signaled from the downstream operation or customer

Replenishment - Based on consumption

Shop Floor Control - Automatic - visible

Problems - Exposed - creates urgency

Reaction to changes and problems - Immediate - on-line and visible

Linkage - Operations ARE physically linked


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Process

B

Process

ARawMatlSupplier Customer

Information Flow

PartFlow

KanbanLocations

Process

C

PULL SYSTEM

Make to Order and Engineer to Order Shops, bydefinition, operate by PULL since nothing is produceduntil an order from the customer is received.


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The Lean Techniques


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QuickChangeover

StandardizedWork

Batch Reduction

Teams/Employee Involvement

Quality atSource

5S SystemVisual

Systems

Plant Layout

POUS

Cellular/FlowPull/Kanban

TPM

ValueStreamMapping


LEAN BUILDING BLOCKS


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FUNCTIONAL DEPARTMENTS AND CELLS

FUNCTIONAL

CELL


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10 minutes

10 minutes

Batch & Queue Processing

Lead Time: 30+ minutes for total order21+ minutes for first piece

10 minutes

ProcessA

ProcessB

ProcessC

12 min. for total order3 min. for first part

ProcessB

ProcessA

ProcessC

Continuous Flow Processing

IMPACT OF BATCH SIZE REDUCTION


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CELL ADVANTAGES OVER FUNCTIONAL DEPARTMENT

1. Shorter Lead Time

2. Improved Quality - Quicker problem identification

3. Improved Quality - Less potential rework or scrap

4. Less Material Handling

5. Improved Coordination

6. Reduced Inventory7. Departmental conflicts eliminated

8. Simplified Scheduling

9. Less Space Required

Functional Cellular


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STEPS IN A CHANGEOVER (taken from ShigeoShingos A Revolution in Manufacturing: The SMED

System)

Percent of time of changeoverPreparation, after-process

adjustment, checking, return

to storage of parts, tools,

fixtures, move materials

Removing parts, blades, jigs,etc.; mounting same for next

lot, move materials.

Machine setting,

measurements

Making trial pieces and

adjusting

50%

30%

15%

5%


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KEY BENEFITS OF REDUCING SETUP TIMES

1. Shorter Lead Times2. Decreased Inventory

3. Increased Capacity

4. Improved Flexibility

5. Improved Accuracy/Quality6. Improved Responsiveness to Customers

Analyze

Implement

Standardize

LeanBasicsSMED

Document


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Simple signals that provide an immediate understandingof a situation or condition.

Examples:

Shadow boards for tools, supplies, and safetyequipment

Color coding

Lines on the floor to delineate storage areas, walk

ways, work areas, etc. Marks to indicate correct machine settings

Andon lights

Kanban cards

VISUAL CONTROLS


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VISUAL MEASUREMENT


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Mistake Proofing

Minimizing the opportunities for mistakes tooccur.

When mistakes do occur, preventing mistakesfrom becoming defects.

POKA-YOKE


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Sort (Seiri) - Perform Sort Through and Sort Out, byplacing a red tag on all unneeded items and moving themto a temporary holding area. Within a predetermined timethe red tag items are disposed, sold, moved or given away.

Set in Order (Seiton) - Identify the best location forremaining items, relocate out of place items, set inventorylimits, and install temporary location indicators.

Shine (Seiso) -Clean everything, inside and out.

Standardize (Seiketsu) -Create the rules for maintainingand controlling the first 3Ss and use visual controls.

Sustain (Shitsuke) - Ensure adherence to the 5Sstandards through communication, training, and self-

discipline.

THE 5 Ss


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The Leanest of the Lean

Toyota

Four-year Study of the Toyota Production System

Decoding the DNA of the Toyota Production System by Steven Spear and H.

Kent Bowen, Harvard Business Review, September-October 1999


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QuickChangeover

StandardizedWork

Batch Reduction

Teams/Employee Involvement

Quality atSource

5S SystemVisual

Systems

Plant Layout

POUS

Cellular/FlowPull/Kanban

TPM

ValueStreamMapping


LEAN BUILDING BLOCKS


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The tacit knowledge that underlies the Toyota Production System can be

captured in four basic rules. These rules guide the design, operation, andimprovement of every activity, connection, and pathway for every productand service. The rules are as follows:

DECODING THE DNA OF TOYOTA

1. All work shall be highly specified as to content, sequence, timing,and outcome.

4. Any improvement must be made in accordance with the scientificmethod, under the guidance of a teacher, at the lowest possiblelevel in the organization.

Decoding the DNA of the Toyota Production System by Steven Spear and H. Kent Bowen,

Harvard Business Review, September-October 1999

2. Every customer-supplier connection must be direct, and theremust be an unambiguous yes-or-no way to send requests andreceive responses.

3. The pathway for every product and service must be simple anddirect.


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Report Card

20+ Years of Lean in the U.S.A.


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Lead Time Reduction

Productivity Increase

WIP Reduction

Quality Improvement

Space Utilization

0 25 50 75 100Percentage of Benefits Achieved

Flexibility Skill Enhancement Visual Mgmnt

THE GOOD NEWS


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Simplified Scheduling Less Transactions Less Variation, More Predictability Forecasts Become More Accurate

Quicker Response To Design Changes

Quicker Market Response Problems Are Visible Product Team Organization - Eliminates Departmental

Conflicts

Facilitates Cross Training Facilitates Alternate Pay Schemes (Pay For Skills) Increased Sales

ADDITIONAL BENEFITS


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THE BAD NEWS?

Im not a defeatist or pessimistic but I think were stillin the early days with regard to figuring out how to dothis lean stuff

James WomackPresident of the Lean Enterprise Institute

Excerpt from IndustryWeekMagazine, November 2001


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Future of Lean


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1. Lean is here to stay due to its Customer orientation.

2. There will be more Lean activity in the areas of Office Lean, andcreating flow in pure Job Shop and Engineer to Orderenvironments.

3. The Silver Bullet mentality will be abandoned by morecompanies, and replaced with a renewed focus on the Leanfundamentals and the development of a true ContinuousImprovement System.

4. 3 above will be accelerated as more Lean versus Leancompetitive battles emerge.

5. Hopefully, Lean will become more evident in Universitycurriculums. (Refer to next section on Universities and Lean.)

THE FUTURE OF LEAN


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Lean Keys to Success


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Prepare and Motivate People Widespread orientation to CI, quality, training and

recruiting workers with appropriate skills

Create common understanding of need to changeto lean

Employee Involvement Push decision making and system development

down to the lowest levels

Trained and truly empowered people

Share information and manage expectations

Identify & empower champions, particularlyoperations managers

Remove roadblocks (i.e., people, layout, systems)

Make it both directive yet empowering

KEYS TO SUCCESS

RECOMMENDED READINGS


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World Class Manufacturing: The Next Decade by Richard Schonberger

World Class Manufacturing: The Lessons of Simplicity Applied by Richard

Schonberger Lets Fix It! Overcoming the Crisis in Manufacturing by Richard

Schonberger

The Machine That Changed the World by James P. Womack and Daniel

T. Jones

Lean Thinking by James P. Womack and Daniel T. Jones

Becoming Lean by Jeffrey Liker

Lean Transformation by Bruce A. Henderson and Jorge L. Larco

The Goal by Eli Goldratt

The Race by Eli Goldratt

The New Manufacturing Challenge: Techniques For Continuous

Improvement by Kiyoshi Suzaki




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The Human Side of Just-In-Time: How To Make The Techniques Really

Work by Charlene B. Adair-Heeley

Fast Track to Waste-Free Manufacturing by John W. Davis Visual Systems by Gwendolyn D. Galsworth

A Revolution in Manufacturing: The SMED System by Shigeo Shingo

Quick Changeover for Operators:THE SMED SYSTEM created by The

Productivity Press Development Team

SET-UP TIME REDUCTION by Jerry W. Claunch

Kaizen For Quick Changeover by Kenichi Sekine and Keisuke Arai

Performance Measurement for World Class Manufacturing by Brian H.

Maskell

Breaking The Cost Barrier by Stephen A. Ruffa and Michael J. Perozziello



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