Review
brief
history
of
manufacturing
systems
Distinguish
between
mass
and
lean
manufacturing
Introduce
key
Concepts
of
Lean
Manufacturing
Review
the
kinds
of
changes
needed
to
be
considered
a
lean
manufacturer.
Late
1800’s
Car
built
on
blocks
in
the
barn
as
workers
walked
around
the
car.
Built
by
craftsmen
with
pride
Components
hand-‐crafted,
hand-‐fitted
Excellent
quality
Very
expensive
Few
produced
Assembly
line
-‐
Henry
Ford
1920s
Low
skilled
labor,
simplistic
jobs,
no
pride
in
work
Interchangeable
parts
Lower
quality
Affordably
priced
for
the
average
family
Billions
produced
-‐
identical
Cells
or
flexible
assembly
lines
Broader
jobs,
highly
skilled
workers,
proud
of
product
Interchangeable
parts,
even
more
variety
Excellent
quality
mandatory
Costs
being
decreased
through
process
improvements.
Global
markets
and
competition.
Half
the
hours
of
human
effort
in
the
factory
Half
the
defects
in
the
finished
product
One-‐third
the
hours
of
engineering
effort
Half
the
factory
space
for
the
same
output
A
tenth
or
less
of
in-‐process
inventories
Source: The Machine that Changed the World Womack, Jones, Roos 1990
Best Quality - Lowest Cost - Shortest Lead Time
Through shortening the Production Flow by Eliminating Waste
Just in Time
“The right part at the right time in the right amount”
• Continuous Flow • Pull System • Level Production (Heijunka)
Jidoka
“Built in Quality”
• Manual / Automatic Line Stop • Labor-Machine Efficiency • Error Proofing • Visual Control
Flexible, Capable, Highly Motivated People
Management
creates
a
culture
where:
Problems
are
recognized
as
opportunities
It’s
okay
to
make
legitimate
mistakes
Problems
are
exposed
because
of
increased
trust
People
are
not
problems
-‐
they
are
problem
solvers
Emphasis
is
placed
on
finding
solutions
instead
of
“who
did
it”
is
a
manufacturing
philosophy
which
shortens
the
time
line
between
the
customer
order
and
the
product
shipment
by
eliminating
waste.
Business as Usual
Customer Order
Waste Time
Product Shipment
Lean Manufacturing
Customer Order
Waste
Product Shipment
Time (Shorter)
“Anything
that
adds
Cost
to
the
product
without
adding
Value”
Counting Moving
Sorting Acknowledgments
Storing
Invoices Expediting
What
value
is
Added
by:
Inspecting Scrap Returns to Suppliers Repackaging
Rework
Loading / Unloading
Receiving Report
CORRECTION WAITING
Any non-work time waiting for tools, supplies, parts, etc.. Repair or Rework
MOTION
Any wasted motion to pick up parts or stack parts. Also wasted walking
PROCESSING
Doing more work than is necessary
Types of Waste
OVERPRODUCTION
Producing more than is needed before it is needed
INVENTORY
Maintaining excess inventory of raw mat’ls, parts in process, or finished goods.
CONVEYANCE
Wasted effort to transport materials, parts, or finished goods into or out of storage, or between processes.
$
Cash
!!
Customer
Low Cost High Quality Availability
Value
!!
Your Company
Profit Repeat Business Growth
3 Price to Sell
3
Some
Profit
2
Cost to Produce 1
Bigger
Profit
1
2
Cost
+
Profit
=
Price
Price to Sell
1
1
Some
Profit
Cost to Produce
3 2
Bigger
Profit
3
2
Price
-‐
Cost
=
Profit
Produce
according
to
customer
demands:
What
is
needed
When
it
is
needed
In
the
quantity
it
is
needed
Utilize
-‐
Continuous
flow
processing
-‐
Pull
system
Batch Processing
10 minutes 10 minutes 10 minutes
Total Batch A processing time : 30 minutes
Continuous Flow Processing
Total Batch A processing time : 12 minutes Only 3 minutes for 1st part
• Product
requires
three
processes
that
take
one
minute
each
• Processing
first
batch
in
batches
of
10
requires
30
minutes
• Processing
first
“batch”
one-‐at-‐a-‐time
requires
only
12
minutes
JIT Element - Pull System
Following processes withdraw what they need when they need it. Preceding processes replenish what is taken away.
Production Kanban
A B C D E F G H I J K L M N O P Q
Withdrawal Kanban
Upstream
Processes
Pull
New Product
Downstream
Processes
Store
Needed Product
Production
Schedules
will
always
change
Production
will
never
go
according
to
schedule.
Takt
Time
=
Time (Available seconds per working day) Volume (Daily production requirement)
Sets pace of production to match pace of sales.
Cycle
Time
=
Actual time required for a worker to complete one cycle of his process
Left
Hand
change
over
Left
Hand
change
over
Right
Hand
change
over
Left
Hand
Right
Hand
change
over
change
over
Right
Hand
Left
Hand
change
over
8 hours
change
over
Left
Hand
change
over
Right
Hand
change
over
Left
Hand
Right
Hand
change
over
change
over
Right
Hand
change
over
JIDOKA
Machines
intelligence
to
be
self-‐operating
and
self-‐stopping
People Quality
served
by
machines,
not
vice
versa
built-‐in,
not
inspected-‐in
Efficiency
human
work
separated
from
machine
work,
people
freed
to
do
value-‐added
work
Inconsistent Process
Inconsistent Results
Traditional = People doing whatever they can to get results
Consistent Process
Desired Results
Lean = People using standard process to get results
“To
standardize
a
method
is
to
choose
out
of
the
many
methods
the
best
one,
and
use
it.
Standardization
means
nothing
unless
it
means
standardizing
upward.
Today’s
standardization,
instead
of
being
a
barricade
against
improvement,
is
the
necessary
foundation
on
which
tomorrow’s
improvement
will
be
based.
If
you
think
of
“standardization”
as
the
best
that
you
know
today,
but
which
is
to
be
improved
tomorrow
-‐
you
get
somewhere.
But
if
you
think
of
standards
as
confining,
then
progress
stops.”
Henry Ford, 1926 Today & Tomorrow
Captures
best
practices
Posted
at
the
work
station
Visual
aid
Reference
document
work
sequence
job
layout
time
elements
safety
Developed
with
operators
Basis
for
Continuous
Improvement
1 min.
Takt Time (1 min.)
Cycle Time
Operators
1 min.
A
B
C
D
E
Takt Time (1 min.)
Operators
A
B
C
D
E
Visual
Factory
Error
Proofing
Quick
Change-‐over
Total
Productive
Maintenance
“Ability
to
understand
the
status
of
a
5-‐S
production
area
in
5
minutes
or
less
by
simple
observation
without
use
of
computers
or
speaking
to
anyone.”
1S
Sift
and
Sort
2S
Stabilize 3S
Shine
4S
Standardize 5S
Sustain
(Organize)
(Orderliness)
(Cleanliness)
(Adherence)
(Self-‐discipline)
Cascade
Preventing
accidental
errors
in
the
manufacturing
process
Error
detection
Error
prevention
A
way
to
achieve
zero
defects.
Quick Change Over
QCO is used to:
Reduce
time needed to change over from one set-up to another. first time capability. repeatability of change over operations
Improve Improve
TPM
is
a
structured
approach
to
maintaining
equipment
and
insuring
stable
manufacturing
processes.
Everybody
gets
involved.
First Time Quality
• • • • • Standardized Work Error Proofing Root Cause Analysis Problem Solving Change Request Forms Predictable Processes Machine Reliability Total Productive Maintenance Improved up-time Reduced scrap & repairs •
People
• Skilled, multi-function workers – Training – Employee development Small Group Activity – Quality – Safety – Productivity – Cost Structured feedback meetings Empowerment – Involvement – Accountability – Responsibility – Authority Safety & Ergonomics
Just in Time
• • • • • • Kanban production Min / Max levels Smaller Lots Quick Change Over Less inventory Less reliance on schedules
•
• •
•
Training
Communication
Elimination
of
Waste
(NVA)
Continuous
Improvement
Visual
Factory
More
efficient
layouts
Roles
&
Responsibilities
More
involvement
/
ownership
Long
term
GROWTH!!
Evidence of Progress toward Lean
Smaller lot sizes Increased capacity / throughput Higher inventory turns More available floor space Improved workplace organization Improved quality : reduced scrap / re-work Reduced inventories : raw, WIP, FG Reduced lead times Greater gross margin Improved participation & morale