16 lean manufacturing
TRANSCRIPT
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Lean Manufacturing
Why Lean is the key to improved manufacturing
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What is Lean?
• Fundamental objective:– To create the most value while consuming the
fewest resources.
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How is the objective accomplished?
Lean production is aimed at the elimination of waste in every area of production including customer relations, product design, supplier networks and factory management. Its goal is to incorporate less human effort, less inventory, less time to develop products, and less space to become highly responsive to customer demand while producing top quality products in the most efficient and economical manner possible.
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Cycle Time“ One of the most noteworthy accomplishments in
keeping the price of Ford products low is the gradual shortening of the production cycle. The longer an article is in the process of manufacture and the more it is moved about, the greater is its ultimate cost.”
Henry Ford, 1926
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• Lean Production• Eiji Toyoda visits Ford’s Rouge plant in 1950 and
returns to Japan to discuss his study with his production engineer, Taiichi Ohno.
• Mass production techniques are determined to be inappropriate for Japan because:1. The market in Japan demanded a large variety
of different vehicles in relatively small quantities.
2. Unlike the practice in America, treating the workforce as a variable cost was not possible in Japan. Management’s right to lay off employees was severely restricted.
3. The Japanese economy was starved for capital after the war, so purchasing the latest, expensive equipment was not an option.
History of Lean Manufacturing
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Source: The Machine That Changed The World, Womack, Jones, and Roos, p. 44.
Intro to Lean Mfg
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Steps to Create a Lean Entreprise
1. Specify value in the eyes of the customer 2. Identify the value stream and eliminate
waste 3. Use a pull system that is triggered by the
customer 4. Involve and empower employees 5. Continuously improve in the pursuit of
perfection (from “Lean Thinking” by Womack and Jones)
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Lean is customer focused
• Make what the customer wants, when the customer wants it, at a price the customer is willing to pay
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Value stream mapping
• Follow a “product” or “service” from beginning to end
• Draw a visual representation of every process in the material & information flow
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Value Stream MappingHelps us see where value is created, and where waste
exists:
• A visual approach, by “product family”
• Shows flow of both material & information
• Helps us see which specific Lean tools can be used to improve flow and eliminate waste
• Two maps will be made: Present State (“how it is”) & Future State (“how it should be”)
• Will guide the creation of an action plan to make the “should be” into a reality for that product family
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Value stream map
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Definition of Value-Added
Value-Added• Any activity that increases the market form or function
of the product or service. (These are things the customer is willing to pay for.)
Non-Value Added (Waste or muda)• Any activity or use of resources that does not add
market form or function or is not necessary. (These activities should be reduced, integrated, simplified, or eliminated.)
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Using the Value Stream Map to Eliminate Waste
• Complexity• Labor• Overproduction• Space• Energy• Defects
• Materials• Idle Materials•Transportation•Time
Non-Value-Added: Hold all waste in a “CLOSED MITT”Value-Added
Typically 95% of all lead time is non-value-added
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ComplexityThe waste of doing things the hard way!
• Excessive paperwork
• Excessive approvals
• Redundancy
Causes of complexity:
• Multiple “patches” on the process w/o fixing the root cause.
• The “cool” factor of technology or machinery.
• Failing to look for the simple solutions.
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Labor Waste• Human effort that adds no value to the product or
service from the customers’ viewpoint.
• Not using people’s mental, creative, and physical abilities
• Causes of labor waste– Poor people/machine interface
– Inconsistent work methods
– Unfavorable workstation or cell layout
– Doing unnecessary/unneeded operations
– Poor workplace organization and housekeeping
– Redundant inspections/approvals
– Extra copies/excessive information
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OverproductionThe waste of making too much, too soon, too
fast compared to the needs of the next process.
• Causes of overproduction– Just-in-case logic
– Misuse of automation
– Long process setup
– Non-level scheduling
– Unbalanced workload
– Misunderstood communications
– Reward system
– Unreliable shipment by suppliers
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Space Waste
• Using more space than is required to build the product to market demand.
• Causes of wasted space– Poor layout
– Too much inventory, especially work in process
– Poor workplace organization
– Excess equipment
– Oversized equipment
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Energy Waste
• Using more energy (people and machine) than is required to build the product to market demand.
• Causes of wasted energy– Oversized or poorly maintained equipment
– Idle equipment
– Poor workplace organization
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Defects• Waste of inspection, repair and scrapping of
material to which value has already been added.
• Causes of defects– Weak process control
– Poor quality system
– Deficient planned maintenance
– Inadequate education/training/work instructions
– Product design
– Customer needs not understood
– Defective information
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Materials WasteAny use of materials in excess of what
is needed to create value.
• Causes of material waste– Not understanding the costs
– Inadequate education/training/work instructions
– Lack of standards
– Customer needs not understood
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Idle MaterialsThe waste of having materials “sitting around”
in process without any value being added to them.
• Causes of idle materials waste
– Unbalanced workload
– Unplanned maintenance
– Long process setup times
– Poor suppliers
– Upstream quality problems
– Unlevel scheduling
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Transportation Waste
• Transporting parts and materials around the plant, stacking and un-stacking, etc.
• Causes of transportation waste
– Poor plant layout
– Poor understanding of production process flow
– Large batch size, long lead
times, large storage areas
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Time WasteAny activity that consumes time without
adding value, especially the waste of waiting (equipment downtime, waiting for materials, setup, etc.).
• Causes of wasted time:• Poor machine maintenance.
• Line imbalances.
• Poor setup discipline.
• Poor communication between processes.
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Lean Building Blocks
Quick Changeover
Standardized Work
Batch Reduction
Teams
Quality at Source
5S System VisualPlant Layout
POUS
Cellular/Flow
Pull/Kanban TPM
ValueStreamMapping
Continuous Improvement
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Definition for Kaizen ― Alternate name for Lean
• Kaizen: leadership philosophy, a management methodology, and a set of tools all wrapped into one.– Indicates long-term betterment– Makes “little improvements”– Under Kaizen, the entire facility is orderly – Visual keys are used to assist in ordering
the workplace
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Visual Controls• Simple signals that provide an immediate
understanding of a situation or condition. They are efficient, self-regulating, and worker-managed.
• Examples:
– Kanban (stock signal) Cards
– Color-coded dies, tools, pallets
– Lines on the floor to delineate storage areas, walkways, work areas etc.
– Lights to indicate production status
– Location signs on shop floor and in the office
– Identification labels everywhere
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Standardized WorkGraphic = Good
• Tools are illustrated
• Parts are pictured and numbered
• Spatial relationships are clearly shown
• Small items enlarged to show assembly detail
• All items are either physically labeled or identified by number in assembly graphic
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Standardized Work
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5S - Workplace Organization A safe, clean, neat, arrangement of the workplace
provides a specific location for everything, and
eliminates anything not required.
In Lean manufacturing, we refer to this as 5S.
Examples: EMT’s, fire department, etc.
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Elements of a 5S Program• Sort—Perform “Sort Through and Sort Out,” - red tag all
unneeded items and move them out to an established “quarantine” area for disposition within a predetermined time. “When in doubt, move it out!”
• Set in Order—Identify the best location for remaining items and label them. “A place for everything & everything in its place”.
• Sweep (Systematic Cleaning)—Clean everything, inside and out. Use visual sweeps to ensure everything is where it should be and that junk is not accumulating.
• Standardize—Create the rules for maintaining and controlling the first 3 S’s. Use visual controls.
• Sustain—Ensure adherence to the 5S standards through communication, training, self-discipline and rewards.
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Before 5S
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Before 5S
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After 5S
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After 5S
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After 5S
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Traditional Plant Layout
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Plant Layout for Flow
Raw Stock QC Rec Ship
Shear
Screw Machin
e
QCStam
p
AssemblyBrak
eMill
Lathe
Weld FinishGrind Parts Stock
Drill
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Obstacles to Flow• “Monuments”:
– Unmovable items in the plant, i.e., large pieces of equipment, structural supports or walls, etc.
– Too expensive to move or replace, yet not in the proper place to allow good product flow.
• What do we do about monuments?
– We have to leave them where they are (for now)!
– We do our best to work around them.
– Put in place the best flow given the monuments, but must always be looking for a better way.
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Impact of Batch Size Reduction
10 minutes
10 minutes
Batch & Queue Processing
Lead Time
30+ minutes for total order21+ minutes for first piece
10 minutes
ProcessA
ProcessB
ProcessC
ProcessB
ProcessA
ProcessC
Continuous Flow Processing
12 min. for total order3 min. for first part
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The Ideal Lot Size• Ideal lot size is one• Velocity = The smaller the lot
size, the faster the parts will flow through the manufacturing process
• Flexibility = The smaller the lot size, the more variety in demand the system can handle
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More Lean Tools
• Setup Reduction or Quick Changeover (SMED)
• Point of Use Storage (POUS)
• Quality at the Source
• Visual Inspection
• Pull (including Kanban, Two Bin, Min/Max)
• Cellular Manufacturing
• Total Productive Maintenance
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Change Over
• STEPS IN A CHANGEOVER:
1. Preparation
2. Remove/Install Tooling
3. Change Machine Settings
4. Make Trial Pieces & Adjust
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Setup Reduction or Quick Changeover
• Definition: Minimizing the time from last good piece of the current product run to first good piece of the next (different) product run.
Percent of time of changeover
Making trial pieces and adjusting
50%15%
30%
15%5%
Preparation, after-process adjustment, checking, return to storage of parts, tools, fixtures, move materialsRemoving parts, blades, jigs, etc.; mounting same for next lot, move materialsMachine settings, measurements
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Change Over
• Reduce the complexity and increase the efficiency of setups by standardizing as much of the hardware and methodology as possible.
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No/Low Cost Solution: Use of Positioning Pins
Positioning Pins
Positioning Pins
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No/Low Cost Solution: One-Turn Methods
Pear-Shaped Hole Method
Tighten Here
Attach and
Remove Here
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Other Functional Clamps
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Quick Changeover: Visual Controls
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Quick Changeover
Clearly labeled cutter size and style
All regular router cuts needed in this workcell stored at router table.
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Standardization & Setup Reduction
•Common fasteners and fittings – standardize on the sizes and types.
•Standardized carrier plates, fixtures, shut heights, etc.
•Standardized procedures along “product families”, where the product families share common manufacturing processes & equipment.
•Share information and communicate “best practices” across all operations and shifts.
•Monitor & track setup times relative to standard time.
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Point of Use Storage (POUS)
• Raw material, components used, and information is present at workstation where used
• Works best if vendor relationship permits frequent, on-time replenishment and small shipments
• Simplifies physical inventory tracking, storage, and handling
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Quality at the Source
• Source Inspection: Operators must be certain that the product they are passing to the next workstation is of acceptable quality.
• Operators must be given the means to perform inspection at the source, before they pass it along.
• Samples or established standards are visible tools that can be used in the cell for such purposes.
• Process documentation defining quality inspection requirements for each workstation needs to be developed.
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Visual Inspection Example
•No missing screws
•All screws seated
•Specify what to inspect
•Clear inspection criteria
•Don’t overload operator with complex content or criteria
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Push vs. Pull Systems
• Push System
– Resources are provided to the consumer based on forecasts or schedules
• Pull System
– A method of controlling the flow of resources by replacing only what has been consumed
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Pull System
• Pull system consists of:– Production based on actual consumption
– Small lots
– Low inventories
– Management by sight
– Better communication
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Pull System Flow DiagramInformation Flow
Supplier
RawMatl
ProcessA
ProcessB
Fin. Goods
Kanban Locations
ProcessC
Customer
Parts Flow
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Pull System Methods• Kanban:
– A visual signal telling us what we need to produce.
– Cards, “open spots”, etc.
• Two-bin System:
– Used for commonly produced items, sub-assemblies.
– When a bin is empty, fill it.
– Ensures there is always material available while minimizing inventory.
• Supermarket or ‘Grocery Store’ System:
– Controlled & limited “shelf” space.
– Replenish items to the shelf as needed.
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Cellular Manufacturing
Linking of manual and machine operations into the most efficient combination to maximize value-added content while minimizing waste.
Punch
Cut to sizeDe-burr
Sand
FormPackage
Advantages of cells: Communication and shared labor
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Moving to Cellular Manufacturing/Flow Production
Inv Inv
Inv
Inv
C
DE
BInvA
A
InvA
AInv
A
Inv
Inv
Inv
InvB
B
Inv InvB Inv
C
C
C
C
Inv
Inv Inv Inv Inv
E
E
E
D
D
DD
Dept “A” Dept “B” Dept “C”
Dept “E”Dept “D”
DE
C
BA
DE
C
BA
Stage 1Production in Specialized Departments
Stage 2Production in Product Cell
Stage 4Production in Compact Cell with One-Piece Flow
and Separation Man/Machine
Stage 3Production in Compact Cell with One-Piece Flow
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Total Productive Maintenance (TPM)• Systematic approach to the elimination of
equipment downtime as a waste factor
• Enlisting the intelligence and skills of the people who are MOST familiar with the factory machines: the equipment operators
• Charting/analyzing equipment performance to identify root cause of problems, and implementing permanent corrective actions
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Continuous Improvement (CI)
Old Adage:
“If you always do what you always did, you’ll always get what you always got.”
Competitive Corollary:
“If the other guy gets BETTER, you’re gonna get LESS.”
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Lean Workforce Practices• Teams
– With identified goals and measured performance
– With rotation of highly specified jobs
• Cross-trained and multi-skilled employees
– Who can work many operations within a cell and operations in different cells
• Continuous improvement philosophy
• Process quality, not inspection
• Use of participatory decision-making processes
– Gap analysis, team-based problem solving, project management, etc.
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Implementation Success Factors• Unyielding leadership
• Strategic vision based on Lean enterprise as part of company strategy
• Observe outside successes and failures
• Ability to question EVERYTHING
• Deep commitment to EXCELLENCE
• Consistency
• Clear channels of communication
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Comparison of Traditional vs. LeanLean
• Simple and Visual
• Demand Driven
• Inventory as Needed
• Reduce Non-Value-Added
• Small Lot Size
• Minimal Lead Time
• Quality Built-in
• Value Stream Managers
Traditional• Complex
• Forecast Driven
• Excessive Inventory
• Speed Up Value-Added Work
• Large Batch Production
• Long Lead Time
• Quality Inspected-in
• Functional Departments
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Must Not Must
Go to theShop Floor
Think of atleast 7 ways to do better
Kaizen yourStandard Work
Have a vision
Observe the process Find the Waste
Provide the right tools
Set goals
Communicate direction
Hide in the office
Create smoke screens Grovel Be clueless
Throw fits
Give up
Blame the worker
Blame the Measure
Tamper with the MeasureCover up
Stress out Throw People at Problems
FlexMuscles
Show BoatEmpower the Team
Celebrate Success
Lead by ExampleIntimidate
Quality of a GOOD Leader
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Mapping the Future State• Determine Available Time/Demand• Determine where continuous flow is possible• Determine what pull systems will be used• Determine pacemaker operation• Determine how pacemaker will be
scheduled/leveled• Determine increment of work released at
pacemaker• Identify necessary process improvements to
achieve future state flow
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Future State Value Stream Map
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Results
• Production lead time 23.5 days 4.5 daysOld New
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Thank You.
L E A NE N T E R P R I S E
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Places to look for waste
• Over-production
• Waiting time
• Transportation
• Processing
• Inventory
• Motion
• Scrap
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Setup Time Drives Batch Size:The Economic Order Quantities (EOQ) model determines the most economic lot/batch size for a production run.
Fixed Cost
Increasing Lot/Batch Size
EOQ
Changeover Cost
Inventory Carrying Cost
Changeover Cost + Inventory Carrying Cost
Variable
Cost