department of manufacturing management advanced production & quality management course 1...
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Department of Manufacturing Management Advanced Production & Quality Management Course1
Concentrated Overview of Lean Concepts and Processes
Bill Motley, CEM, PMPProgram Director, Production, Quality & Mfg
Curricula Development and Support Center
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LEANzero waste, max flexibility, max value stream
SCMall activities associated with the flow and transformation of materials and its related information from source to end user
E-MFGthe use of the Internet and all other electronic means to manage the entire manufacturingenterprise
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WHAT IS LEAN ?
Lean is the Toyota Production System Lean systems use less of everything…half the people…
half the space…half the inventory…half the investment…half the engineering effort…
Lean means right thing, right place, right time, right quantity
A lean system adds value by eliminating waste, being responsive to change, focuses on quality and enhancing the effectiveness of the workforce
Lean systems focus on maximizing the value stream while eliminating all waste
Lean is a way of thinking that focuses on constantly shortening the order to delivery time by maximizing the flow of information and material while reducing cycle time.
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VALUE
The customer must be willing to pay for it
It must transform the product
It must be done right the first time
If you pulled this step, would the customer miss it? If no, then why are you doing it?
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CONCERN FOR PEOPLE
and
CONTINUOUS IMPROVEMENT
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Lean is a System
Product Development
-3P-Manufacturing
-Partnering-Supply Chain
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PRODUCTION PREPARATION PROCESS3P
PRODUCIBILITY, MISTAKE PROOFING & QUALITY ARE DESIGNED-IN
THE PRODUCTION SYSTEM IS CONSIDERED A PRIMARY DESIGN CONSTRAINT. ANY LIMITATIONS ARE CORRECTED OR THE DESIGN IS CHANGED.
THE PRODUCTION SYSTEM (LAYOUTS, MACHINE CONFIGURATIONS, AND MAT’L MOVEMENT) IS PLANNED, SIMULATED, EVALUATED AND IMPROVED USING 3D MODELS AND COMPUTER MODELS BEFORE PRODUCTION STARTS – VIRTUAL KAIZEN
3P IS PLANNED AND MANAGED USING THE IPPD PROCESS – CROSS FUNCTIONAL PARTICIPATION FROM ALL INVOLVED FROM THE SHOP FLOOR TO THE CHIEF DESIGN ENGINEER
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Customer Focus at the CORPORATE LEVEL
HIGHEST QUALITY as defined by the customer
LOWEST MFG COST
SHORTEST LEAD TIME
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Lean Priorities at the FACILITY Level
1. Environmental Safety and Occupational Health
2. QUALITY
3. PRODUCTIVITY
4. COST
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Operating Philosophies on the SHOP FLOOR
MAKE ONLY WHAT IS NEEDED
NEVER PRODUCE A DEFECT – NEVER PASS A DEFECT ON
ELIMINATE ALL WASTE
FOCUS ON FLOW AND CYCLE TIME REDUCTION
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What is Waste?
Waste is anything that does not add value for the customer or ………
Anything your customer is not willing to pay more for.
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The Seven Wastes in Manufacturing(Muda)
1. Over Production--Producing more material than is needed before it is needed is the fundamental waste in lean manufacturing.
2. Excess Inventories--Material sits taking up space, costing money, and potentially being damaged. Problems are not visible.
3. Waiting--Material waiting increases lead time and cost without adding value to the product.
4. Producing Defective Products--Defective products cause rework, impede work flow and lead to wasteful handling, time, and effort.
5. Wasted Employee Motion--Toolrooms.
6. Transportation--Moving material between work sites does not add value.
7. Over-Processing--Over engineering, inspections, layers of document review, unnecessary requirements.
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House of Lean
Stability
Standardized Work
Just in Time
Jidoka (Autonomation)
Involvement by all
Hoshin Planning
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STABILITY
5S (6S)
TOTAL PRODUCTIVE MAINTENANCE
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SUSTAIN
ConsistentlyApplying 6S
Methods In A UniformAnd Disciplined Manner
SORT
Clearly DistinguishNeeded Items FromUnneeded ItemsAnd EliminateThe Latter
STRAIGHTENKeep Needed ItemsIn The Correct Place
To Allow ForEasy And
ImmediateRetrieval
SAFETY
IdentifyDanger AndHazard SHINE
Keep The WorkshopSwept And
Clean
STANDARDIZE
MaintainingEstablished Procedures
Lockheed Martin’s “6S” Visual Factory & Japanese 5S SERI
IDENTIFY/SEPARATE NECESSARY FROM UNNECESSARY
SEITONPLACEMENT/IDENTIFICATION OF NEEDED WORK ITEMS
SEISON MAINTAINING A CLEAN WORK PLACE
SEIKETSUSTANDARDIZATION FOR EASE OF USE
SHITSUKENOTATIONAL METHOD FOR THE CONFORMANCE TO RULES
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Total Productive Maintenance
The Goals: - Zero breakdowns - Zero defects - All machines functioning optimally How: - Operator-centered maintenance - Scheduled maintenance that is always conducted - Proper operation & set-up of machinery - Proper selection of machinery - Use of FMEA to know how machines could fail and the
effects
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STANDARDIZED WORK
TAKT TIME
CELLULAR PLANT FLOOR LAYOUTS
STANDARDIZED WORK PROCESSES
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TAKT TIME
The available daily production time divided by the rate of daily Customer demand. Takt time sets the pace of the production process to match the rate of customer demand and becomes the “heartbeat” of the production system.
If our daily order is 900 units and we operate two 450 minute shifts, our Takt time is 900/900 = 1
minute. We should see a product moving past every one minute. We want our cycle time and takt time
to be the same.
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• Theory: One piece continuous flow with all required tools and parts at each work station
• Benefits: – Improved cycle time– Improved quality– Reduced WIP– Reduced artisan ‘travel’ time– Eliminating NVA activities
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