developing a lean strategy akın aydemir05.july.2012
TRANSCRIPT
Developing a Lean Strategy
Akın Aydemir 05.July.2012
WHAT IS LEAN MANUFACTURING?
WHAT IS TOYOTA PRODUCTION SYSTEM?
Question
LEAN MANUFACTURING
OEE=70%
OEE=70%
OEE=70%
OEE=70%
OEE=55 - 65%
OEE=35 - 45%
5S TPM Kaizen
OEE=55 - 65%
PPS
OEE=85%
OEE=85%
OEE=85%
OEE=85%
SAFETY
QUALITY
FLOOR SPACE
INVENTORY
MANPOWER
ENERGY
MAINTENANCE
PROBLEM SOLVING
DOCK TO DOCK
COST
FLEXIBILITY
COMMUNICATION
Direction Setting
Workforce
Workforce
Organization to Support
Old Paradigm Lean Organization
CONVERTING THE TRIANGLE
• Respect and support for the value adder• Total systems:
– Integration of the total system
• Non-blaming/Non-judgmental– Process, not people– Encourage communication of problems
LEAN CULTURE
• No problem is a problem• If there are no problems, there are no
improvements• Problems are opportunities• People are not the problem• Teach people to be good problem solvers
WELCOME PROBLEMS
Old• Things viewed in a vacuum• Value highs, lows, crisis• Manage events, things• Separate people• Individual performance valued at
expense of system• Bursts of energy to get things
done n-o-w• Competition
New• Things viewed in context• Value harmony, stability• Manage people, relationships• Bring people together• System performance is
paramount• Steady and smooth workflow • Cooperation
MENTALITY CHANGE
Q
DC
New Paradigm: New Paradigm: Provide all 3Provide all 3
C
DQ
Old Paradigm: Old Paradigm: You Can Have You Can Have
2 of 32 of 3
PARADIGM CHANGE
MeasurementsMeasurements
Support StaffSupport Staff
ProblemsProblems
Solution FocusSolution Focus
InformationInformation
MethodsMethods
Management ApproachManagement Approach
Career MovementCareer Movement
SupervisionSupervision
Employee DevelopmentEmployee Development
View of PeopleView of People
Old Paradigm
End result only
Critical of shop floor
Rejected/hidden
People
Restricted/closed
Static/routine
Crisis
Fast/skimming
Inspector
Do as told
Costs
New Paradigm
Trends of improvement
Serves shop floor
Treasures/communicated
Systems/processes
Shared/open
Changing/improving
Preventive
Slow/broad
Coach
Learn by doing
Assets
CULTURE CHANGE
VisionVision SkillsSkills IncentivesIncentives ResourcesResources Action Plan
Action Plan Change
SkillsSkills IncentivesIncentives ResourcesResources Action Plan
Action Plan Confusion
VisionVision IncentivesIncentives ResourcesResources Action Plan
Action Plan Anxiety
VisionVision SkillsSkills ResourcesResources Action Plan
Action Plan No Change
VisionVision SkillsSkills IncentivesIncentives Action Plan
Action Plan Frustration
VisionVision SkillsSkills IncentivesIncentives ResourcesResources False Starts
Success Factors for Leading Change
SUCCESS FACTORS FOR LEADING CHANGE
VALUE ADDED
• Any operation or step of an operation that physically adds value to the product or component based on customers expectations: – Examples:
* Bending a hose *Tightening a bolt to torque*Attaching a fitting *Welding parts together
NON VALUE ADDED
• Anything excess……Activities that consume time, resources, and/or space but do not add value or contribute to satisfying the customer.
WASTE
SEVEN TYPES OF WASTE
• Transportation
• Inventory
• Motion
• Waiting
• Over Production
• Over Processing
• Defects
OVERPRODUCTION
• The mother of all waste!!!!• Produce too much, too soon.• Over production creates other
wastes: motion, conveyance, inventory.
• Leads to requirements for storage space, extra handling of parts, extra pallets, and lift trucks.
Waiting for a machine to finish or parts to arrive.
WAITING
• Moving stock around• Delivering batched
parts from one process to another
TRANSPORTATION
• Doing more work than required by the customer.
OVERPROCCESSING
• Wasted motion can be caused by disorganization, poor work sequence, and poor process layout
• Wasted motion is comprised of people & machines
MOTION
Repair or rework Repair or rework has no value to the has no value to the
customercustomer
DEFECTS
• Excess Inventory - Anything more than is required to do the job!
INVENTORY