ch1 lean history n principles sept14

8/10/2019 Ch1 Lean History n Principles Sept14

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ntroduction to Lean Manufacturing


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Introduction to Lean Manufacturing

- OUTLINE -

1.1 History of Lean Manufacturing

1.2 The Principles of Lean Thinking1.3 Production Wastes + Group Assignment (5%)


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What is Lean Manufacturing?


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"value" is defined as any action or processthat a customer would be willing to pay for.

The core idea is to m ximize customer v luewhile

minimizing waste.

Simply, lean means cre ting more v lueforcustomers with fewer resources.


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$1 $1 $1

$1 $2 $3

$1 $1 $0.8

A

B

C

Which one is lean?


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TOYOTA

PRODUCTION

SYSTEM

At Toyota Motor Company, Taichii Ohnoand Shigeo

Shingo, began to incorporate Ford production and

other techniques into an approach called Toyota

Production System (TPS) or Just In Time (JIT).

1912 - 1990 1909 - 1990


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TPS discovered some weaknesses from the Ford

production:

Job structure Product variety

Quality

movement

Set-up/

changeover time

Continuous flow


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All of this took place between about 1949 and

1975. To some extent it spread to other Japanesecompanies. When the productivity and quality

gains became evident to the outside world,

American executives travelled to Japan to study it.


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Norman Bodek first published theworks of Shingo and Ohno in English.

He did much to transfer this

knowledge and build awareness in

the Western world.


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In 1990 James Womack wrote a book called

The Machine That Changed The World".

Womack's book was a straightforward account

of the history of automobile manufacturingcombined with a comparative study of Japanese,

American, and European automotive assembly

plants.

What was new was a phrase -- "Lean

Manufacturing."


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John Krafcik

Former collaborator of James Womack and

reputed originator of the term "Lean

Manufacturing


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The Principles of

Lean Thinking

1. Customer Value

2. Value Stream

3. Continuous Flow

4. Pull

5. Perfection


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The Principles ofLean Thinking

1. Customer Value

Value is what the customer wants and only what

the customer wants.


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2. Value Stream

The value stream are those activities that, when

done correctly and in the right order, produce the

product or service that the customer values.


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3. Continuous Flow

In a lean organisation work shouldflow steadily and

without interruptionfrom one value adding or

supporting activity to the next

bottleneck

Quality

problems

breakdownMc

stoppage


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4. Pull

The system should react to customer demand.

In non-lean organisations, work is pushed thoughthe system at the convenience of the operators

and so you produce outputs that are not required.


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5. Perfection

As thefirst four principles are implemented you should get to

understand the system ever better and from this

understanding you should generate ideas for more

improvement.

A lean system becomes yet more leanerandfasterand waste

is ever easier to identify and eliminate. A perfect process

delivers just the right amount of value to the customer.


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How to practice thePrinciples of Lean

Thinking?


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SEVEN (7)

ProductionWastes

1.

Over-production

2.

Inventory

3. Waiting

4.

Motion

5.

Transportation

6.

Defects

7.

Over-processing


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7 Wastes

1. Over-production

Producing more than is needed

hides a multitude of problems.

Excessive set-up times

Machine faults

Risk of producing obsolete stock.


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Carrying stock attracts cost & storage problems.

Storage leads to stacking, racking, sophisticated

computers, bar coding & automation, all for an

activity that adds no value to the product.

7 Wastes

2. Inventory


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Typically, waiting for products & servicesfrom

preceding operations, waiting for work from their

previous set-up or waiting for cycles to finish, or

meetings to start.

7 Wastes

3. Waiting


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Typically, single handed operations where both should

be used, stretching unnecessarily or awkwardly and

walking between things. All of these take time or use

time poorly, none add value.

7 Wastes

4. Unnecessary Motion


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This may appear

unnecessary but does add

value. Large transport is

easily identified but small

transport such as manual

labour may not be so

noticeable. These can beimproved by changes to the

work environment.

7 Wastes

5. Transporting


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Rejects are always produced bysystems and procedures created

by management.

If operators fail it is because the

process allowed them to fail

through inadequate training or

because the process was notcapable in the first place.

7 Wastes

6. Defects (Bad Quality)

REWORK

ONLY


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Adds cost but no value!

e.g. trimming & moulding to a level that is beyond the

required standard adds extra time that customers

do not want to pay for.

7 Wastes

7. Inappropriate Processing


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So, now we understand the 7 wastes, we can:

Produce only what is needed...

Carry only essential stock...

Use transportation more wisely...

Produce work to the standard required...

Plan our production processes...

Put our efforts to the best possible use...

Train to make quality work every time!

7 Wastes The Elimination of Waste


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Oooooooo

ch1 lean history n principles sept14

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