Professional Documents
Culture Documents
Lean Manufacturing
o-o-o-o-o-o-o-o
An Overview
Presented by
&
2
The Principles and Practice of
Lean Operations
3
Outline
Lean Principles & Definitions
1. Concepts
2. Value vs. Waste
3. What is Lean?
4
Lean Principles
5
The Principles of Lean
1. Specify value from the standpoint of the end
customer
2. Identify all the steps in the value stream, eliminating
whenever possible those steps that do not create
value
3. Make the value-creating steps occur in tight
sequence so the product will flow smoothly toward
the customer
4. As flow is introduced, let customers pull value from
the next upstream activity
5. As value is specified, value streams are identified,
wasted steps are removed, and flow and pull are
introduced, begin the process again until a state of
perfection is reached in which perfect value is
created with no waste
The Machine That Changed The World, Womack, 1990 6
The Beginnings of Lean…
1900 Toyoda – textiles, turn of century, stopped looms
when threads broke
1934 Toyota Motors Corp. – tired of repairing poor quality
so studied processes intensely
1936 Toyota – started first “Kaizen” improvement teams
Taiichi Ohno – studied US supermarkets and saw need to
control production to produce only to demand
Post War – Demming assists Japan with quality
1988 – John Krafcik writes “Triumph of Lean Production
System” as Masters thesis at MIT
1990 – Womack, Jones, Roos write “The Machine that
Changed The World”
Continuous
5. Seek Improvement
Perfection 3. Create Flow
4. Establish Pull
10
What is Lean?
11
Types of Waste
Overproduction
Excess inventory
Defects
Non-value added processing
Waiting
Underutilized people
Excess motion
Transportation
12
Lean isn’t Just for the Plant…the
Office can create Just as Much Waste
in Time and Manpower
13
Lean Tools & Techniques
14
Outline
15
5S & Visual Control
16
5S and Visual Control
5 Elements of 5S
Why 5S?
Waste
Workplace observation
Sort
Straighten
Shine
Standardize
Sustain
Visual Factory
17
Why 5S?
18
After 5S
19
Sort
(Seiri)
20
Straighten
(Seiton)
21
Shine
(Seiso)
Results in
Fewer breakdowns
Greater safety
Product quality
More satisfying work environment
22
Standardize
(Seiketsu)
23
Sustain
(Shitsuke)
24
Before
25
After
26
Before
After
Before
After
Before
After
After
After
Kaizen
35
What is Kaizen?
Kaizen (Ky’zen)
“Kai” means “change”
“zen” means “good (for the better)”
Gradual, orderly, and continuous improvement
Ongoing improvement involving everyone
Speed of implementation – create small victories
36
How to Kaizen
Identify
Plan – identify what to change and how to do it
Do – execute the improvement
Check – ensure the improvement works
Act – future and ongoing improvements
Repeat
37
Kaizen Blitz
38
Kaizen Blitz - Agenda
39
Setting Goals
40
Goals Characteristics
42
Goals Characteristics
43
Goals Characteristics
44
Before
After
Before
47
After
Root Cause Analysis
49
What is a root cause?
ROOT CAUSE =
The contributing “factors” that, if corrected, would prevent
recurrence of the identified problem
The “factor” that sets in motion the cause and effect chain
that creates a problem
50
What is root cause analysis?
identifying a problem
51
Hints about root causes
52
But who’s to blame?
53
Importance of the root cause
54
What is a Cause-Effect Diagram?
55
Cause-Effect Diagram
Materials Methods
Environment Effect
Equipment People
NOTE: Causes are not limited to the 5 listed categories, but serve as a starting point
56
Cause-Effect Diagram
Allow team members to specify where ideas fit into the diagram
Clarify the meaning of each idea using the group to refine the ideas. For
example:
Materials Methods
Traffic Delays
Shipping
Environment
Weather Wrong Equipment Driver Problems
Dispatcher Attitude
Breakdown Dirty Equipment Wrong Directions
Equipment People
57
5 Why’s
58
Value Streams
59
Outline
60
What Are Value Streams?
61
Types of Value Streams
62
Administrative Mapping
63
Value Stream Mapping
64
Value Stream Mapping
65
The Current State
66
The Current State
Typical Results
80 – 90% of total steps are waste from standpoint of
end customer.
99.9% of throughput time is wasted time.
67
The Future State
68
The Future State
69
The Current State
70
The Future State
71
Pull Manufacturing
72
Outline
73
Push Vs. Pull Scheduling
Push Scheduling
Traditional approach
Usually work order driven
Very transactional (Kitting and Issuing material)
Completed items typically move in batches
Difficult to keep work priorities synchronized
“Piles” of inventory on the production floor is the
most visible characteristic
74
Push Vs. Pull Scheduling
Pull scheduling
Coordinated production
Driven by demand (pulled through system)
Nothing is produced by the upstream supplier
until the downstream customer signals a need.
The rate of production for each product is equal
to the rate of customer consumption
75
Inventory Hides Problems
Unreliable Capacity
Scrap
Vendors Imbalances
76
Lowering Inventory Reveals Problems
• Reducing variability
• Eliminating waste
• Streamlining production and material flows
• Accurate information
77
One Piece Flow
78
Kanban
79
Kanban Card
Unique Part #
46-281247p1 Description
27” Al Rim
Qty
Where to find
part when bin 23 Kanban Qty
is empty Where to return
Stock Loc: Line Loc: filled Kanban
RIP 1 Asm. 1
80
Kanban Example
81
Kanban Example
82
Kanban Squares
X X X
X
X X
Flow of work
Flow of information
83
Pull System
Leveled assembly
instructions
Production A Fab Vendor
C
Schedule A
B Sub
A
Fab Vendor
Customers Final Assy
Fab Vendor
84
....
Mistake Proofing
(Poka Yoke and Error Proofing)
85
What is Mistake Proofing?
● Inexpensive
● Very effective
86
1-10-100 Rule
Activity Cost
Order entered correctly $1
Error detected in billing $ 10
Error detected by customer $ 100
87
What Causes Defects?
88
Poka yoke
Mistake-proofing systems
Inexpensive Point of Origin inspection
Quick feedback 100% of the time
89
3 Rules of POKA YOKE
90
Everyday Examples
Removable memory (thumb flash drives) cannot be
inserted unless the drive is oriented correctly. The
contact surfaces within the drive occupy only one-half
the height of the insert. A solid block occupies the other
half which must mate with the contacts of the
receptacle.
Stove A
Stove B
92
Everyday Examples
How would you operate these doors?
A B C
93
Poka-Yoke label gauge
POKA-YOKE
LABEL GAUGE
Hand
Lotion
Sides of label
align with sides
of window to
show skew
Bottom of label
aligns with bottom
of window to
show height
94
Quick Changeover
Single Minute Exchange of Dies
95
What is SMED?
96
Why SMED?
Reduced inventories.
Improved productivity.
Higher quality levels.
Increased safety.
Improved flexibility.
Reduction in throughput time.
Improve operator capabilities.
Lower manufacturing costs.
97
Changeover Time Defined
98
Changeover Defined
99
Traditional approach
Combine lots
100
Another way
101
Economic Batch Quantity
Example 1: Current setup times are 3 hours and the run time per
unit is 1 minute. Customers order in batches of 100. Target
manufacturing cost is $1/unit and we charge $2/unit
= $2.24/unit
102
Economic Batch Quantity
= $0.94/unit
103
Economic Batch Quantity
Example 3: Reduce changeovers to 20 mins
= $0.96/unit
104
Classification of setup activities
Type 1
Gathering, preparing, and returning tools, fixtures, etc.
Type 2
Removing previous setup, mounting next setup on
machine
Type 3
Measuring, calibrating, adjusting
Type 4
Producing test pieces, further adjustment until parts are
good
105
Single Minute Exchange of Dies
106
The SMED Process
107
Pre-staged parts
108
Waste associated with finding, replacing, motion
are eliminated.
109
One touch adjustment
110
Handknobs and levers
111
Slots and keyholes
CASE PACKER
GATE MOUNTING
AS MANUFACTURED
AS MODIFIED
112
Power tools
Power tools
speed
repetitive
tasks
113
Theory of Constraints
114
Outline
Introduction to Constraints
Five Steps Of Theory of Constraints
Drum Buffer Rope
Issues with TOC
Measurements
115
Constraints
Constraint
116
Significance of Bottlenecks
117
Theory of Constraints
118
Theory of Constraints
119
Theory of Constraints
Buffer
Stockpile of work in process in front of constraint
Precaution to keep constraint running if upstream
operations are interrupted
Ropes
Limitations placed on production in upstream
operations
Necessary to prevent flooding the constraint
120
Drum Buffer Rope
60 70 40 60
Rope Constraint
(Drum)
121
Five Steps Of TOC
122
Measurements Get Attention
123
Numbers Matter
124
Human Factors
125
Outline
126
Rewards & Recognition
127
Rewards & Recognition
128
Effective Teams
129
Your Organization Can Benefit from Teams
130
The Importance of Creating High
Performance Teams
Complementary Skills
Common Purpose
Specific Goals
Mutual Accountability
131
The Five Stages of
Team Development
Forming
Storming
Norming
Performing
Adjourning
132
Variations in Productivity and Morale during
Team Development
133
Forming Stage
Low Risk
Guarded
Anxiety
Excitement
Confusion
Cautious
134
Storming Stage
135
Norming Stage
What you see
is…
Listening to hear
Giving feedback
Respect other’s
ability
Conflict handled
constructively
Pride in team
and mission
Supportive and
helpful
Some
ambivalence
Trust is
increasing
136
Performing Stage
Communication
is direct
Attain goals!
Group synergy
High-
performing
Acceptance of
strengths and
weaknesses
Commitment to
new challenges
137
Conducting Effective Meetings
138
Conducting Effective Meetings
Prepare for the Meeting
Set Objectives, Time and Place, Agenda &
Participants
Conducting the Meeting
Follow Agenda, Time Parameters
Control Discussion, Encourage All to Contribute,
Apply Problem Solving Tools
Encourage the Clash of Ideas, but Discourage
the Clash of Personalities
Listen, Reach a Consensus
End by Clarifying What Happens Next
139
Leadership
and
Leadership Style
140
Dissatisfied and disconnected
141
Source: The Conference Board
Employees’ dissatisfaction extends to
leadership
142
Source: The Conference Board
The LEAN LEADER’S Role:
143
The LEAN LEADER’S Role:
144
Am I Walking the Talk?
“What leaders say” must match “what they do”
Always
Never Do Always
145
The End
146
Questions?
Contact Information:
rcurtis@lift.org
516-848-8307
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