Lean Manufacturing

Introduction & Background to Lean

Grahame Baker

P237 g.baker@gre.ac.uk 01634 883302

Surgery Hours
Book through Engweb.gre.ac.uk

Lecture Schedule
Week Date
1 2 3 4 5 6 7 8 9 10 11 12 13

Lecture Topic

Lecturer
G. Baker G. Baker G. Baker P. Bernasko P. Bernasko G. Baker P. Bernasko G. Baker G. Baker

20/09/2011 Induction Week no lecture 27/09/2011 Introduction 04/10/2011 The Seven Deadly Wastes 11/10/2011 Developing Direction 18/10/2011 Value Stream Mapping 1 The Current State Map 25/10/2011
Value Stream Mapping 2 Making the Value Stream Lean

01/11/2011 Value Stream Mapping Tools and VALSTAT 08/11/2011 Value Stream Mapping 3 The Future State Map 15/11/2011 Improvement Strategies part 1 22/11/2011 NUS AGM - No lecture 29/11/2011 Improvement Strategies part 2

06/12/2011 The impact on Corporate culture and resistances G. Baker 13/12/2011 Revision G. Baker

How the course works and is assessed

An introduction to Lean Operations An introduction to Value Stream Mapping and Improvement tools to make a difference Assessment
Coursework - case study - 50% Exam - 50%

The road to (and away from) Lean

1893 1910
F.W. Taylor works as an consultant engineer, and begins time studies cars built with interchangeable parts Beginnings of motion study

1931 1940
Walter Shewhart First book published on SPC An engineer at General Motors coins the term Use of automation

1911 1920
Ford establish the Highland Park plant using the moving assembly line (special case lean) Wilson EOQ formula

1941 1950
Production flow of bombers at Boeing plant 2 and Ford William Run Shigeo Shingo Identifies that batch production is the main source of delays Deming first sent to Japan, lectures on waste, is the prime source of quality problems Juran first goes to Japan Eiji Toyoda visits Fords River Rouge plant Toyota financial crisis

1921 1930
Gantt chart Mass Production Establishment of Toyota Motor

The road to (and away from) Lean

1951 1960
Ohno begins work on the Toyota Production System is established in Japan Deming Award Juran publishes a Handbook of Quality Control which also includes Perato analysis, SPC and the cost of quality

1971 1980
Mudge Value Engineering: A Systematic Approach Explanation of the non stock production system by Shingo MRP Group Technology is introduced by Burbidge Apple initiate the theory of Plant Layout & Materials Handling JIT oil crisis and adoption of TPS elsewhere in Japan

1961 1970
Shigeo Shingo devises and defines pokayoke Ishikawa devises quality circles & Juran introduces the concept to Europe TQC

1981 1985
Deming studies quality and also introduces the 14 points 0 inventories Toyota Production System Shingo SMED

The road to (and away from) Lean

1986 1990
Is suggested that Kaizen is the key to Japans success Goldratt Baldridge award is established Boothroyd and Dewhurst commence Design for Assembly - TPM Ohno The Toyota Production System

1996 2000
Womack & Jones introduce Lean Thinking Rajan Suri look at Quick Response Manufacturing Gates Business at the Speed of Thought proposes The digital Nervous System.

1991 1995
Stuart Pugh introduces Total Design Womack & Jones The Machine that Changed the World www is established Joseph Pine initiates Mass Customisation AME popularises the Kaizen blitz

In 70s& 80s theories came and went Quality & BPR The Lean Strategy is a whole package combines all Highlights where to pin point problems Therefore drives point through

Eiji Toyoda
President of Toyota Instructed his workers to eliminate all waste. Waste being anything other than the minimum amount of equipment, materials, parts, space and time which are absolutely essential to add value to the product.

Through a process of trial and error over a period of approximately fifteen years, this was achieved by the man asked to take on the job.

Taiichi Ohno
Joined Toyota as a weaving loom operator and worked his way up through the company over a 20 year period to the position of assembly shop manager in Toyota's vehicle making operation. Given task of improving manufacturing efficiency by Eiji Toyoda Defined the now famous 7 muda or wastes Encapsulated the methodology that would ensure steady production, flexible resources, quick machine set-up times and most importantly of all, discipline to adhere to the philosophy.

Toyota Production System

Consists of 3 essential elements (plus many others acting in support): 1. Produce only what the market demands. 2. Visual aids to highlight where action is needed. 3. Small batch sizes. The Toyota Production System has been widely recognised for its groundbreaking techniques and is now considered to be the next stage in the development of manufacturing after mass production.

Introduction
Taken on by Western Industry under the title of Just-In-Time (JIT). JIT requires only necessary products to be provided in necessary quantities at necessary times. If you produce what you need when you need it there is no room for error.

JIT
JIT is an integrated management system that consists of the following ten elements:
Flexible resources Cellular layout Pull production system Quick set-up times (to reduce overall lead time) Kanban production control Quality at the source (so that nothing of poor quality is passed on to the next process) Small-lot production Total productive maintenance Uniform production levels (in order to react to changes in demand) Supplier networks

Introduction
Womack & Jones

Vision

Lean Thinking
Womack & Jones renewed JIT message Highlighted that Western Industry was slipping Lean thinking extended to main different industries, not just the car industry Mass Production Lean Enterprise Central theme is Muda 3 types of activity Basis of value mapping tools Important to look at the whole stream to remove all waste

Lean Thinking
Need to understand what the customers sees as value Value Added Activities Define the value stream and eliminate waste, what the customer does not wish to pay for Non Value Added Activities Set targets to eliminate waste and strive for perfection Set the direction, fix targets and monitor change

Application of Lean
Where do you start? Is there a road map to follow? What does lean thinking involve? Who will I have to involve? Is it only applicable to the shop floor? It is only for manufacturing firms? What resistances will I meet

The Toyota Way

Jeffrey Liker
Philosophy and Management techniques

Application of Lean

5 Lean Principles
Fundamentals for the elimination of waste Guideline for everyone involved

1) SPECIFY VALUE
CUSTOMERS BUY RESULTS
Wont pay for transportation, inventory etc. Only that which changes the product can add value

Who is the customer? Manufacturers mistakes

Economic for manufacture Convenient to produce

2) IDENTIFY VALUE STREAM

Processes from material final customer Concept launch

Follow experiences of material (and information) not operator Can extend to whole supply chain

3) FLOW
Make value flow Minimise batch and queue Work towards 1 piece flow Use concepts such as JIT, Cellular Design, TPM, 5S

4) PULL
Do not overproduce Only make as is required/needed Reduces time and waste Supply chain transparency
Reduces uncertainty

5) PERFECTION
Not just about quality What the customer wants, at the right time, at the right price and with minimum waste

How to go Lean!

Simplistic Overview Follows the lean principles Identifies how to apply Methodology used in Value Stream Mapping

Benefits of Lean
Eliminated waste Increased employee involvement Reduced work in progress Reduced lead time Better utilisation of staff Better product Increased returns Improved competitive position

Disadvantages of Lean
Implementation can sometimes be complex sounds easy, is difficult to do right Perceived as a fad Lack of management commitment Counter Intuitive Consultancy myth

The counter-view?
Just Another Car Factory?
Rinehart, Huxley and Robertson

The Goal
Eli Goldratt

Summary
Lean Critics:
Were different Goldratt Humanist viewpoint

Not applicable to everything as yet

But we are working on that.

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