Professional Documents
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INTRODUCTION:
Lean production is an assembly-line manufacturing methodology
developed originally for Toyota and the manufacture of automobiles. It is also
known as the Toyota Production System. The goal of lean production is
described as "to get the right things to the right place at the right time, the first
time, while minimizing waste and being open to change". Engineer Ohno, who is
credited with developing the principles of lean production, discovered that in
addition to eliminating waste, his methodology led to improved product flow and
better quality.
During the 1980s, the set of practices summarized in the ten rules of lean
production were adopted by many manufacturing plants in the U.S. and Europe.
The management style was tried out with varying degrees of success by service
organizations, logistics organizations and supply chains. Since the demise of
many dot.coms, there has been a renewed interest in the principles of lean
production, particularly since the philosophy encourages the reduction of
inventory. Dell Computers and Boeing Aircraft have embraced the philosophy of
lean production with great success.
1. Value
2. Value stream
3. Waste
4. Equipment reliability
5. Continuous Flow
6. Pull production
7. Continuous improvement
8. People involvement
VALUE:
This is the value we provide to the customers. Value is the complete package
of products and services we use to serve the customers and penetrate
the market from the point of view of the customer.
In line with a target costing approach, this value translates into the price the
customer is willing to pay and, in turn, to the product and service costs we must
achieve in order to satisfy the customer and the companys
stakeholders.
OVERPRODUCTION:
The word over-production can be used to describe a type of waste
which is in most of the places and we never think this as a waste. This is
producing something before it is actually required. This can be applied to the
bigger picture or in more localized sense.
In the bigger picture, this is equivalent to create a product or a service before it
is actually required. Lean manufacturing always trust on the pulling rather than
pushing. This means that every product or a service must be pulled from the
process immediately after that. Therefore a product or a service must be pulled
by the customer. In simpler way, the customer must have the real requirement
for the product or the service being produced. If goods are produced without any
simulation from the market, then the product should be kept until the market for
the product arises or create market stimulation with huge advertising campaigns
etc. This is known as the push strategy. Still there will not guaranty that will be
able to sell the products without wastages.
In much smaller picture, the word over production might mean producing a part
of a product before it is required by the assembly line or the process after that.
For an example there is no point of making more receivers than the phone
intended to be produced. The extra amount will be a lost.
Over production accounts to many loses. One is the waste due to
unnecessary parts. This also will make the WIP higher. Flow will not be
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Higher quality
Higher profits
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JUST-IN-TIME MANUFACTURING
`Just-in-time' is a management philosophy and not a technique.
It originally referred to the production of goods to meet customer demand
exactly, in time, quality and quantity, whether the `customer' is the final
purchaser of the product or another process further along the production line.
History of JIT
JIT is a Japanese management philosophy which has been applied in
practice since the early 1970s in many Japanese manufacturing organizations. It
was first developed and perfected within the Toyota manufacturing plants by
Taiichi Ohno as a means of meeting consumer demands with minimum delays.
Taiichi Ohno is frequently referred to as the father of JIT.
Toyota was able to meet the increasing challenges for survival through an
approach that focused on people, plants and systems. Toyota realized that JIT
would only be successful if every individual within the organization was involved
and committed to it, if the plant and processes were arranged for maximum
output and efficiency, and if quality and production programs were scheduled to
meet demands exactly.
JIT manufacturing has the capacity, when properly adapted to the
organization, to strengthen the organizations competitiveness in the
marketplace substantially by reducing wastes and improving product
quality and efficiency of production.
There are strong cultural aspects associated with the emergence of JIT in Japan.
The Japanese work ethic involves the following concepts.
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These benefits manifest themselves in employee loyalty, low turnover costs and
fulfillment of company goals.
DECISIONS AND ACTIONS IN JIT ORGANIZATIONS are guided by a set
of principles. They are:
Simplification: Given multiple ways to achieve the identical results,
simpler is better.
Cleanliness & Organization: A clean, organized workplace promotes
discipline and caring attitudes about work and products, reduces waste,
and helps pinpoint incipient trouble sports and workplace problems.
Visibility: Information that is immediate visible to everyone who needs it
enables people to do their jobs better, motivates them to do the right
thing and eliminates unnecessary and ineffective planning and control
activities.
Cycle Timing: Regularity of workplace patterns reduces uncertainty,
increases learning and improvement potential, and permits better
planning and action toward meeting customer demand.
Agility: Daily, changing customer demand is a fact of life; companies
must be able to react to changes, plan for them, and be able to respond
even without plans.
It has now come to mean producing with minimum waste. "Waste" is taken in
its most general sense and includes time and resources as well as materials.
Elements of JIT include:
Continuous improvement:
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Just-In-Time Processing
Just-In-Time (JIT) describes a process which is able to provide exactly what is
needed when it is needed. This minimizes inventory stock or idle time while
maintaining perfect delivery performance. Our JIT model is displayed graphically
below.
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As you move up the model, effort and materiel waste is reduced and
processes become more predictable in producing the output. It is still important
to perform a CPR analysis to insure that you are not just finding a faster way to
make products that lose you money.
JIT has been interpreted to mean many different things, such as a
method, a system, and a philosophy. The most current interpretation, the one
subscribed to here, is that JIT is a management philosophy that addresses not
only production practices, but also expectations about the roles and
responsibilities of managers, support staff, line workers, and suppliers, their
relationships to one another and to customers, as well as broader issues about
the conduct of business. At some other level, JIT principles apply to all
organizations large and small, services and manufacturing. Problems with
implementing JIT tend to stem from lack of commitment, resistance to change,
or simple misunderstanding about what JIT really means. JIT is a move back to
basics, and there can be little argument over JIT from the perspective that the
principles behind it make good business sense.
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WORK CELLS:
Work cell concept is another concept developed with the JIT. Work
place is arranged in to a cell which is in the shape of English letter U. in a work
cell there will be 3-12 people depending on the job task performed by this cell.
There will be many cells which will complete the total product by working
together. People who are in this cell are multi skilled and can perform multiple
tasks according to the requirement. One of the main advantages of the work cell
is the less movement and lesser transportation. Also this will reduce the over
production considerably. This will also give very high flexibility to the entire
production system since changing from one product to another is very easy.
Sometimes it may require changing one work cell to produce a completely new
product. Team working culture is very important in a process like this. Therefore
good leadership is very much required. Every performance is measured in the
team basis. Therefore motivation must be there for all the people working in the
cell to work for a common objective.
Kanban tooling
Kanban is one of most popular tools in lean manufacturing. This is a simple
concept, but very effective. Kanban mainly focus on the reduction of
overproduction. There are mainly two types of kanbans.
They are
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5S (methodology)
5S is a reference to a list of five Japanese words which, transliterated
and translated into English, start with the letter S and are the name of a
methodology. This list is a mnemonic for a methodology that is often incorrectly
characterized as "standardized cleanup", however it is much more than cleanup.
5S is a philosophy and a way of organizing and managing the workspace and
work flow with the intent to improve efficiency by eliminating waste, improving
flow and reducing process unreasonableness.
What is 5S?
5S is a method for organizing a workplace, especially a shared workplace (like a
shop floor or an office space), and keeping it organized. It's sometimes referred
to as a housekeeping methodology, however this characterization can be
misleading workplace goes beyond housekeeping (see discussion of "Seiton"
below).
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KAIZEN
Kaizen means "improvement". Kaizen strategy calls for never-ending efforts for
improvement involving everyone in the organization.
Kaizen Mindset is Kaizen's Starting Point. It sets the right mindset and business
environment in a Continuous Improvement Firm (CIF).
Kaizen Mindset
Everything
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Think
Customer-driven
Imagine
Quality
Recognize
Think
See
Emphasis
Start
with scarcity. It's hard to see the need for Kaizen when resources are
plentiful.
When
The Process
The quick and easy kaizen process works as follows:
1. The employee identifies a problem, waste, or an opportunity for
improvement and writes it down.
2. The employee develops an improvement idea and discusses it with his or
her supervisor.
3. The supervisor reviews the idea within 24 hours and encourages
immediate action.
4. The employee implements the idea. If a larger improvement idea is
approved, the employee should take leadership to implement the idea.
5. The idea is written up on a simple form in less than three minutes.
6. Supervisor posts the form to share with and stimulate others and
recognizes the accomplishment.
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KANBAN
Kanbans are self-evident signals that indicate what work is to be done
and when. Many of the benefits of becoming Lean can be tracked back to the
implementation of Kanbans. Kanbans clearly identify needed work, reduce the
number of defective parts produced, allow for job-sharing, give instant visual
indicators of productivity and constrains, along with many other benefits.
Ultimately, most Kanbans evolve into what is known as One Piece Flow where
parts are literally passed from one operation to the next, with no wait time
between work stations.
Kanban scheduling systems are among the most simple, effective and
inexpensive means for manufacturing production and inventory
control.
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QUALITY-AT-SOURCE
Quality-at-the-source begins with quality-at-the-supplier. When
supplier. When suppliers guarantee 100% quality, the customer can eliminate
inspection of arriving material. Incoming materials can be moved directly to
points of use, and buffer inventory to cover defects can be minimized. High
quality requires high process capability, and the customer helps its supplier
achieve high capability by sharing its own experience and expertise (assuming it
has already high capability its own high capability). As described later,
companies, continue to work with only the few suppliers who are able to
continuously meet tough requirements.
CELLULAR MANUFACTURING
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Design
An example of a cellular manufacturing layout. Each product is
manufactured in its own work cell.
The goal of cellular manufacturing is having the flexibility to produce a
high variety of low demand products, while maintaining the high productivity of
large scale production. Cell designers achieve this through modularity in both
process design and product design
Process Design
The division of the entire production process into discrete segments, and
the assignment of each segment to a work cell, introduces the modularity of
processes. If any segment of the process needs to be changed, only the
particular cell would be affected, not the entire production line. For example, if a
particular component was prone to defects, and this could be solved by
upgrading the equipment, a new work cell could be designed and prepared while
the obsolete cell continued production. Once the new cell is tested and ready for
production, the incoming parts to and outgoing parts from the old cell will simply
be rerouted to the new cell without having to disrupt the entire production line.
In this way, work cells enable the flexibility to upgrade processes and make
variations to products to better suit customer demands while largely reducing or
eliminating the costs of stoppages.
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The work balance chart given above is helpful for steps 2 and 3. Cycle time is
plotted on the vertical axis for each operation.
The large improvements in Lead Time, productivity and inventory reduction are
to be noted.
You can expect much discussion about details of implementation and feasibility
of various options. This is normal Here the goal is to establish general feasibility.
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Dedicated Process
Shared Process
Data Box
Workcell
These icons show inventory between two processes. While mapping the
current state, the amount of inventory can be approximated by a quick
count, and that amount is noted beneath the triangle. If there is more
than one inventory accumulation, use an icon for each.
Inventory
This icon also represents storage for raw materials and finished goods.
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Push Arrow
This icon represents the? Pushing? Of material from one process to the
next process. Push means that a process produces something regardless
of the immediate needs of the downstream process.
This is an inventory? Supermarket? (Kanban stockpoint). Like a
supermarket, a small inventory is available and one or more downstream
customers come to the supermarket to pick out what they need. The
upstream workcenter then replenishes stocks as required.
Supermarket
FIFO Lane
Safety Stock
Production
Control
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Electronic Info
Production
Kanban
Withdrawal
Kanban
Signal Kanban
Kanban Post
Sequenced Pull
Load Leveling
A location where kanban signals reside for pickup. Often used with twocard systems to exchange withdrawal and production kanban.
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Kaizen Burst
Operator
These icons are used to highlight improvement needs and plan kaizen
workshops at specific processes that are critical to achieving the Future
State Map of the value stream.
Timeline
The timeline shows value added times (Cycle Times) and non-value added
(wait) times. Use this to calculate Lead Time and Total Cycle Time.
TAKT TIME
Takt Time- It is desired time between units of production output
synchronized to customer demand.
The concept carries backward through a process stream. Ideally, every step
synchronizes with the final output. Takt Time is fundamental to Lean
Manufacturing.
Takt time can be defined as the maximum time allowed to produce a product in
order to meet demand. It is derived from the German word taktzeit which
translates to clock cycle. There is logic therefore to setting the pace of
production flow to this takt time. Product flow is expected to fall within a pace
that is less than or equal to the takt time. In a lean manufacturing environment,
the pace time is set equal to the takt time.
As an example, if we have a total of 8 hours in a shift (gross time) less 30
minutes lunch, 30 minutes for breaks (2 x 15 mins), 10 minutes for a Team Brief
and 10 minutes for basic Operator Maintenance checks, then;
Net Available Time to Work = (8 hours x 60 minutes) - 30 - 30 - 10 - 10 = 400
minutes.
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It will be obvious that this kind of capacity re-planning is not something that will
be desirable every week. It is therefore important that the varying part of Takt
time, the customer demand, should have been leveled before this kind of work
re-planning is undertaken. That leveling is looked at elsewhere and that
therefore this style of capacity modification should be undertaken to meet long
term customer demand changes and not weekly forecasts.
The figure ABOVE illustrates the concept for the B-24 aircraft built at Willow Run
during World War II. The final assembly rate was established at "a bomber an
hour" so the Takt time for Final Assembly is 60.0 minutes.
The aircraft requires one Forward Fuselage sub-assembly and the Takt
time for this production area is also 60.0 minutes.
Four propellers per aircraft generate a Takt time at Propeller Dress of
15.0 minutes.
Each ship needs two rudders, so Takt time for Rudder Sub-Assembly is
30.0 minutes.
Each rudder requires six ribs. Takt time for Rib Forming is, therefore, 5.0
minutes.
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REFERENCE
BOOKS:
Competitive Manufacturing Management by Nicholas (third reprint 2005)
Tata McGraw-Hill Edition 2001
Publishing Company Limited
7 West Patel Nagar, New Delhi-110 008
Pages refered-13,15,75,80,90,101,131,186,222,267,269,338,412,555,679
WEBSITES:
www.leaninstitute.com -lean definition, lean principles
www.answers.com -lean principles, kaisen. kanban, TQM
www.industryweek.com- lean management
www.collegescam.com - lean management, lean production
www.searchCIO.com - lean production, JIT, cell manufacturing
www.tyslean.com - cell manufacturing, workcells, lean production
www.whatis.com -lean production
www.stategosinc.com - kaisen, value stream mapping
www.smthacker.com - kaisen, kanban, TQM
www.lean.org - lean management, lean production, lean thinking
lean principles
www.aircad.com - kaisen, kanban
www.isixsigma.com - lean principles
www.inventrysolution.com - lean- 7wastes
www.leanmanufacrutingconcepts.com - lean manufacturing
www.1000ventures.com - lean management, lean manufacturing,
lean thinking, kaisen, kanban, set-up-cost reduction
www.maskell.com - lean thinking
www.wikipedia.com - lean management
www.sdmagazine.com - kaisen, kanban, workcells
www.ifm.eng.can.al.uk - lean management
www.wiki.hmccentral.com - lean management, lean principles
www.stumbleupon.com - lean production
www.leanconstruction.org -lean principles
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