Lean Manufacturing

Lean Manufacturing BUSINESS PROCESS IMPROVEMENTS Searchtec Consulting Group Lean Manufacturing Lean manufacturing is about the “ No waste” culture and philosophy in managing the organization processes. It does not matter managing any specific company size or type of business. Whether it’s a large-complex corporation or a small group of students with a house painting business. Successful lean-process improvements is in its implementation and the leadership of those participating in it. Searchtec Consulting Group Lean Manufacturing The triumph of lean manufacturing is determined by how companies manage and conduct business to achieve maximum benefits from the resources available to them without having to spend too much in the process. Success is also achieved by the reduction or elimination of the wastes of as related to operations. Searchtec Consulting Group Waste Wastes have been identified as: • Transportation (the movement of goods more than what is minimally needed) • Activity(employees working more than what are minimally required) • Defects (the efforts linked with inspecting and fixing problems) • Process (conducting more work than what is actually needed) • Overproduction (leading to wasteful stockpiles) • Inventory • Waiting (delays) • Unused Employee Creativity Searchtec Consulting Group Challenges The largest challenge in implementing Lean is all about the quality of the leadership tasked with executing it (as with any change initiative) and much less about the tool set required to identify and reduce it. Searchtec Consulting Group Do it right, the First Time Trial and error methods are basically a waste of resources and time. If adequate planning is given for designing the manufacturing process, then there wouldn’t be the need to start all over again, or fix up problems. Searchtec Consulting Group Eliminate Waste Lean manufacturing principles focus on eliminating waste from the company. This means taking out unnecessary activities, or surplus positions, or do away of processes that just cause delays. Searchtec Consulting Group Advocate for the Best Quality Every company should always seek for the best value that can be achieved. All the lean effort will be useless if quality of design is not specified. Quality of design and quality of performance Searchtec Consulting Group Ask your customers Consumers should be given the freedom to decide what they want. Do Not push trends or products that the customer does not want. Rather, you should always survey for what will make your consumers satisfied. Searchtec Consulting Group Design flexibility Lean manufacturing tools should not be rigid and or one dimensional thinking. If something needs to be improved and changed, then do so at once, instead of challenging with the original plan that may be found to be resource constraints and time-wasteful along the way. Searchtec Consulting Group Lean Manufacturing Tools Some of the lean manufacturing tools that might be able to help you in your processes are:  5S  Cellular Manufacturing  Mistake Proofing  Set-Up Reduction Searchtec Consulting Group 5S A fundamental tool in Lean manufacturing where the approach is an organizing, structuring technique to get rid of clutter and waste. Cleanliness and having a set place for everything is key   Sort Eliminate all unnecessary and seldom used items or equipment from the workplace. Straighten Organize the way that necessary things are kept, making is easier for anyone to find, use, and return them to the proper location. Sweep Keep things clean, floor swept, machines and furniture clean, all areas neat and tidy. Standardize Establish standards and processes to maintain and improve the first three S’s    Sustain Create an environment where maintaining a 5S Visual Workplace is the natural thing to do. Searchtec Consulting Group Mistake-proofing (Poka-Yoke) Built-in safeguards, reduce defects to zero is at the goal of this approach. Highlight problems as they occur, do not let mistakes, oversights and errors slip through. Processes are designed around this principle to be more efficient and to help cut down on cost, scrap and waste. Searchtec Consulting Group 14 Rules of Kaizen 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Keep an open mind to change Maintain a positive attitude Create a blameless environment Encourage non-judgmental thinking Be aware of multiple alternatives Treat others as you want to be treated Respect and involve all team members One person, one vote Create a team environment No such thing as a dumb question Create a bias for action Creativity before Capital Never leave in silent disagreement Have fun Searchtec Consulting Group SMED (single minute exchange of dies) Quick and speedy change-over in business processes, manufacturing and operations are essential: Time and quality matters, means money! Process thinking is the key . (Get rid of unnecessary steps, actions or movement) Reducing time on any process save money Searchtec Consulting Group NEGATIVE THINKING PROCESSES Resistance to change  We don't agree on the Problem  We don’t know where to start  We don't see how the proposed solution will solve the Problem(s)  "Yes, but ...", i.e., the proposal looks good on paper, but there are some negative side effects foreseeable if we implement the solution  It may work, but there are too many, or too difficult, obstacles blocking implementation  Fear of going at it alone - doesn’t see how to get there. Searchtec Consulting Group Job Design Job design involves specifying the content and methods of job      What will be done Who will do the job How the job will bob will be done Where the job will be done Ergonomics Searchtec Consulting Group Methods analysis Analyzing how a job gets done Begins with overall analysis Focus and moves to specific details Searchtec Consulting Group The need for methods analysis can come from a number of different sources:  Changes in tools and equipment  Changes in product design or new products  Changes in materials or procedures  Other factors (e.g. accidents, quality problems) Searchtec Consulting Group Methods Analysis Procedure 1. Identify the operation to be studied 2. Get employee input 3. Study and document current method 4. Analyze the job 5. Propose new methods 6. Install new methods 7. Follow-up to ensure improvements have been achieved Searchtec Consulting Group Charts  Flow process chart  Chart used to examine the overall sequence of an operation by focusing on movements of the operator or flow of materials  Worker-machine chart  Chart used to determine portions of a work cycle during which an operator and equipment are busy or idle Searchtec Consulting Group Process Capacity                  Capacity planning Measures of capacity Capacity unit Output measures Input measures Utilization Max. capacity vs. effective capacity Increasing maximum capacity Bottleneck Theory of constraints (TOC) Buffer-rope Economies of scale Capacity strategies Capacity cushion Expansionist strategy Wait-and-see strategy Linking capacity to business decisions Searchtec Consulting Group Metrics What to measure a.TAKT b.Linearity c.Cycle time d.Work in Process e.Quality Searchtec Consulting Group Redesigning a Process Through Capacity Change Define scope 2 Identify opportunity 1 Document process 3 Implement changes 6 Redesign Process (Capacity change) 5 Searchtec Consulting Group Evaluate performance 4 Process Analysis & Documentations - Flow Charts Identify all the steps in the process Look for un necessary steps or Steps out of sequence Delays that can be minimized or eliminated. Any Repeated steps? Why do we do it this way? Is this process being run the way it should? Are there control points to prevent errors or rejects? Should there be? Searchtec Consulting Group FLOW PROCESS CHART ANALYST PAGE Job Requisition of petty cash AM 1 of 2 Details of Method Requisition made by department head Put in “pick-up” basket To accounting department Account and signature verified Amount approved by treasurer Amount counted by cashier Amount recorded by bookkeeper Petty cash sealed in envelope Petty cash carried to department Petty cash checked against requisition Receipt signed Petty cash stored in safety box Searchtec Consulting Group Flow Charts A flowchart is a pictorial representation of a logical decision process, which identifies all of the major steps and decision points involved in progressing from the beginning to the end. Flowcharts provide a global overview of a “procedure” clearly identifying how each step is related to the others in order to accomplish a particular objective. Searchtec Consulting Group Begin Step 1 No End Decision 1 Yes Searchtec Consulting Group Process Charting RE-ENGINEERING MANAGEMENT To better understand and agree on what the process is in terms of actions and decision points To determine how the process currently works To determine how the process should work To identify “waste” and opportunities for improvement Searchtec Consulting Group Categories for Brainstorming THINK OUTSIDE THE BOX •Material •Machine •Manpower •Methods •Measurement •Environment Searchtec Consulting Group Customer Issues Resolution Process (CIRP) Process Map (Flowchart) February 3, 2003 Start Determine Budget Authority Customer Issue Reported customer issue is received by GSE department leader either via e-mail, voicemail, or by direct contact Clarify Issue GSE engineer contacts customer directly to clarify the issue, problem, or concern GSE management determines what budget will be used to pay for work Authorize Work Investigate & Perform Research Yes Should issue be redirected to another department?     No Record Issue initial issue details are recorded in Franklin planner Report Initial Finding Report initial findings to GSE management review CMM's gather drawings identify relevant sources of information determine scope of issue GSE management authorizes work to be done GSE Engineer Performs Work      develop plan develop schedule make changes to drawings write PAR etc. Indentify Cognizant Engineer GSE management identifies responsible cognizant engineer and schedules transmittal meeting Is work covered under Product Support Agreement? Yes Supply Customer With Finished Product provide customer with finished product materials and data No Transmittal Meeting GSE management transmits all known issue information to cognizant engineer Notify Customer scope of issue is outside of product support agreement Prepare Quote? End No Yes Searchtec Consulting Group Searchtec Consulting Group Searchtec Consulting Group Searchtec Consulting Group Searchtec Consulting Group Searchtec Consulting Group A