introduction to lean manufacturing systems

7/31/2019 Introduction to Lean Manufacturing Systems

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Introduction toLean Manufacturing:

An ExecutiveOverview


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Introduction&History


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Devised Non-Craft Method of Production to Meet Markets Needs

Henry Ford designed the original massproduction system.

In the 1920s, the Rouge Complex in

Dearborn became the benchmark for best-in-

the-world manufacturing techniques.

These included just-in-time delivery and

manufacturing.

It was replicated in England and Germany,

and later taken as the model for Toyota City in

Japan.


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Broke craft tradition by devising a production method to fill the

needs of early 1900s society.

Division of

Labor

MASS PRODUCTION

Goal:

Economies of Scale

AmericanMass

Market

Precision

Machine

Tools

Fantastic

Success!

- Limited Product Variety

- Flow Production

Weaving

LoomsToyota Motor

Corporation

Poor VehiclesLittle Success

1900 1915 1935 WWII

Greatness of Henry Ford


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Fords original manufacturingphilosophy (1926)

Eliminate Waste

The point is the saving of human labor so that it may be made more

effective and more valuable.

Use Continuous Flow Manufacturing

Synchronization of main & subassembly lines

Inventory Float to serve outlying factories

Practice Quality at the Source

Zero-defect production

Eliminating need for end-of-line quality checks

Standardize & Continuously Improve

We take it as our duty to use the publics money to the advantage of the

public by pressing always for a better and cheaper product.

Standards are necessary, but Standardization means nothing unless it

means standardizing upwards.


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Mass Production spreads and tries to adapt to changes. Lean Manufacturing

emerges as the alternative.

Complex Vehicles & Diverse Customers

Postwar Boom

(Mass ideas

cemented in)

Emphasis on

Finance and

Accounting

Large-Lot Production

Automation

Increasingly ComplexVehicles and DiverseMarket

U.S. Consumers look

for smaller cars. Big 3

Market share decline

begins.

Catch up

with U.S.A!

TOYOTAPRODUCTION

SYSTEM

Small Market

Few Resources

Need Cash

Lousy Quality

Goals:

Quality,

Cost, Lead

Time,

Flexibility

1st Oil

Shock

Japanese industry,

recognizes TPS &

dissemination begins.

FantasticSuccess!

U.S. Quality &

Productivity Seminars

Supermarket

System

1945 19801973


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Lean Principles


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Lean Principles

People are involved and empowered.

Elimination of waste

Just-In-Time Production

In-Station Quality

Standardized Work & Continuous

Improvement

The Customer Defines value

Establishes the requirements (pull)

Total Cost drives performance.


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GOAL: Maximize Economies of ScaleMaterial

Ship

Order CashActual Value-Added Time: Minutes

Total Time in Plant: Weeks

Receiving

Warehouse

Stamping

AssembleRepair

Storage

Storage

Weld

Shipping

Warehouse

Mass Production - large lots, pushedahead, an island mentality


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Goal: Eliminate Waste

Material

Stamp

Store

Weld

Assemble

Stage&Ship

Pull Pull

Pull

Production

Cards

MaterialTo fillcustomer

order

l

Time Line

Reduce the time line by removing non-value added wastes.

Order Cash

Pull Pull

Next Process is the Customer

Lean Manufacturing


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JIT: Pull System

Following processes withdraw what they need when they need it.

Preceding processes replenish what is taken away.

Production Cards

Upstream

Process

Downstream

Process

Store

New

Product

Withdrawal Cards

Needed

Product

a

b

c

d

e

f

g

h

ij

k

l

Wherever Continuous Flow is not possible.

Pull


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changeover

Left Hand

Right Hand

Left Hand

Right Hand

Right Hand

Right Hand

Left HandLeft Hand

Left Hand

Right Hand

Left Hand

Right Hand

8 hrs

changeover

changeover

changeover

changeover

changeover

changeover

changeover

changeover

changeover

changeover

Change over frequently, even with infrequent shipments

Risk of unsold goods

Quality/Cost/Space

Smooth demand on upstream suppliers

Approaches the lean ideal of one-piece flow

JIT: very frequent changeovers infeeder processes


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2ANDONBOARDA

L

E

R

T

S

T

O

P

Human

TROUBLE

2

A

L

E

R

T

S

T

O

P

DEFECT

BREAKDOWN

CHANGE

Machine

2

0

B. Notify

Never conceal

or pass on a

defect.

A. A. Stop for

abnormalities

Contain / Fix

ProblemFind & Eliminate

Causes

C.

Respond

Immediately

If you are using JIT production, what happens if there is aquality or machine problem?

In-Station Quality


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Why In-Station Quality?

HIGH

LOW

COST &

IMPACT

ABILITY TO

FIND &

ELIMINATECAUSES

OwnProcess

NextProcess

End ofLine

FinalInspection

Customer

Abnormality Found At


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The role of a Quality Control

Develop a quality control plan.

Determine and monitor all inspection standards.

Establish and control boundary samples.

Control checking fixtures and calibration standards.

Manage the introduction of new parts, tooling (sample parts).

Control the revision and distribution of supplier parts.

Control change on the floor (monitor in-station quality trends).

Establish a system for Quality Problem Reporting (QPR).

Develop a reaction plan for quality issues.

Encourage problem solving/root cause analysis.

Provide data on warranty and customer issues.


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Examples:

Install flange

onto part

Cycle Machine

Example:

Walking to get

parts

Waiting time

Examples:

Pull down

impact wrench

Unclamp and clamp

Categories of Work Motion

Standardized Work & ContinuousImprovement of Processes

MOTION

Work

WasteValueAdded

Incidental Work


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Standardized Work

Totals

Standardized Work

Sheet

Target Time

Cycle Time

Department/Section

Process

Part Name

Part #

Date:

Worksheet #

Opr WGL Sup Maint Eng Safety

OTHER

ZERO

DEFECTS

Total Prod.

Maint.

VISUAL

FACTORY

QUICK

CHANGE

OVER

QUALITY

CHECK

DELTA

CRITICAL

SAFETY/

ERGO

IN-PROCESS

STOCKStep #

Work

Steps

Time Elements

Manual Auto Walk

Possible

Hazards

Recommended

Safe Job

Procedures

Work Sequence Layout

4-10-96

05-140

Welding 05

rear panel robot OP-140

rear panel

3302246

53 sec.

43 sec.

2

82

1

3

12

2

2

0

120

0

0

21

8

11

1

31

1

1

1

2

1

1

23

45

6

7

8

Pick up bar

Set bar and rear panel in welder

Hold rear panel andreinforcementPlace rear panel in robotwelder

Hold bracketPlace bracket in robotwelderMake (4) additional spotwelds on rear panelSet rear panel in punchpress and start press

32 52 11

watch for burrson edges

welding glassesrequired



welding jacketkevlarsteel toewelding

12

3

4

5

678

Punch

PressSpotWelder

RoboticWelder

QC


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Target Time (1 min.)

A B C D EOperators

1 min.

Target Time (1 min.)

A B C D EOperators

1 min.

CycleTime

Standardized Work and ContinuousImprovement of Processes


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GL

Team &Team Leader

First Salary LevelGL

Lean Shop-floor OrganizationStructure


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The role of the Lean Supervisor:Safety

5-S: Develop and maintain a 5-S plan for the group,

including audits. Evaluate condition daily. Heighten

awareness and lead by example. Ergonomics: Observe and improve movement techniques to

minimize ergonomic burden. Encourage team participation

in elimination of ergonomic concerns.

Accidents/near miss cases: Report all accidents and nearmisses. Work with operators and staff to develop

countermeasures that will insure re-occurrence prevention.


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The role of the Lean Supervisor:Quality

Standardized Work: Observe processes regularly to insure

adherence to standardized work. After any continuous

improvement activity, insure documentation is updated. Defects & scrap: Heighten awareness in looking for defects

from current and previous processes. Conform to response

and follow-up procedures for improvement and feedback.

Training: Insure all training is carried out completely usingsafe and approved methods. Document training progress and

encourage multi-functional job training.


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The role of the Lean Supervisor:Production

Build to the Schedule: Insure daily requirements are met

without the introduction of over production. Monitor

production by the hour, and react in a timely manner. Support and encourage continuous improvement: Always

look for ways to remove waste from the process with the help

of the operators.

Monitor the Inventory System: Control work in process andinsure the workgroup is operating within established min &

max levels on the line. Report and react to abnormalities as

they occur.


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The role of the Lean Supervisor:Cost

Identify and eliminate scrap and waste: Work towards

continuous improvement in all facets of the surrounding

environment. Document improvements and capture bestpractices to insure standardization.

Monitor the use of Operating Supplies: Control the use

of indirect material; use a budget/checkbook system where

possible to prevent free spending on non value addeditems. Encourage the teams to control these items.


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The role of the Lean Supervisor:Problem Resolution

Use root cause analysis to address problems: Use the

five whys to identify root cause and develop permanent

solutions. Avoid the five whos. Foster a problems aregood environment.

Serve as advisor and resource for workgroup

improvementfocused activities: Provide the setting for

continuous improvement and problem solving activities,

without directing the efforts. Support the group by

providing the necessary resources to implement a problem

solving environment.


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Additional roles for theLean Supervisor

Monitor arrival and departure times: Greet and send-off operators

each day. Observe behavior trends.

Adjust for manpower abnormalities: Visually confirm attendance

and adjust as required based on current skill level. Conduct pre-shift checks: Check area for safety, proper set-up for the

day, tools, supplies, 5-S, ect. Complete any audit sheets.

Communicate: Read logbooks, leave info for the next shift,

communicate current situation to the workgroup, conduct meetings as

required.

Complete the day: verify paperwork is complete, 5-S is acceptable,

make notes for tomorrow and reflect on the days happenings.


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Model for LeanManufacturing


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What we need

Reliable equipment

Just in time production

In-station quality control

Empowered people


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What is meant by LeanManufacturing?

Today, there are many terms being spoken within the

industry:

Kanban Pull Systems

Batch-of-One Production

Andon

Total Productive Maintenance (TPM)

Kaizen

Worker Empowerment


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Defining Lean Manufacturing

Many people refer to the Toyota

Production System when discussing

Lean Manufacturing.

For our discussion, we will define lean

manufacturing as the process of

identifying and eliminating wastewithin our operations including

manufacturing, engineering and

administration.


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The evolution of the manufacturingsystem.

The process of manufacturing and supplying

products has evolved from simple craft

production to a fast-paced, global-orientedarena.

Evolution

Craft Mass Lean

Less individual control;

Responsibilities distributed over

many people.

Time and

Resourcesforce

transition


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Customer demand is theuniversal driver in change.

WASTE

Customer

Order Waste

X

Product

Shipment

Time

Time (shorter)

Lean Manufacturing helps

to shorten the timeline

between the customer order

and the product shipment.

Conditions that were satisfactory yesterday are

not acceptable today. Tomorrows demands will

be even greater.

X

Product

ShipmentCustomer

Order


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Why make the change to LeanManufacturing?

Lean Manufacturing implementation has been

shown to aid companies in the following

areas: Improves productivityPeople stop wasting effort on non-value added tasks

Predictable and stabile environment

Increases Quality Assurance

Tools designed to eliminate defects, not detect them

Increases Flexibility

Quicker response to changes in customer orders

Reduces Costs


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Look whos making the change.

Ford Motor Company

Chrysler Corporation

General Motors

US Military

Sara Lee

Nestle

Tysons Foods

Many other in all

industries

Many industry-leading companies have

determined that they must change their business

practices to maintain their markets.


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So, what is Lean Manufacturing?

Remember our definition:

The process of identifying and eliminating wastewithin our operations including manufacturing,

engineering and administration.

For this conversation, we will limit our scope to

the manufacturing/ remanufacturing operation.


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The reality of profit in our marketenvironment

Price = costs + profit Price is fixed by the customer

Cost reduction is the only way to make

profit


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How do you deliver value as anorganization?

Eliminate non value-added elements of

work.

Create the flow of value at the pull of

the customer.

Focus on eliminating waste.


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How should we define waste?

Waste (wast)n. - anything thattakes time, resources or space

but does not add to the value

of the product or service

delivered to the customer.


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While products differ, the typical wastesfound in each factory are similar:

Correction

Conveyance

Motion

Over-production

Over-processing Waiting

Inventory

WASTE


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Waste - Process Defects

When defects occur at one station, operators

at subsequent stations waste time waiting,

thereby adding cost to the product and

adding production lead time.

Furthermore, rework may be required or the

defective products are scrapped.

If a defect occurs in assembly, additionallabor is required to disassemble and

additional parts are required to reassemble.


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Waste - Waiting

People and/or Machines

waiting on Product

A

A

A

A

B

B

B

B

C

C

C

C

D

D

D

D

A B C D

0

3

6

9

12

Processing Time = 1 minute / unitTime


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Waste - Waiting (continued)

A

A

A

A

B

B

B

B

C

C

C

C

D

D

D

D

A B C D

0

1

2

3

7

Processing Time = 1 minute / unitTime


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Waste - Conveyance

Example:

Raw material being stored away from the place of use.

Result:

We must inform tracking personnel where to pick up material.

We will need additional storage location other than point of use.

We need additional material movement personnel and equipment.

Processing Waste:

Performing operations that are not required to manufacture or

assemble the product to the customers quality expectations.


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Waste - Motion

Whatever time not spent in adding value to the

product should be eliminated as much as possible.

Movement does not necessarily indicate value-

added work.

Categories of WorkValue Added- something the customer will pay for

Incidental - something which has to be done

Waste - provides no value or service

Eliminate Waste:

Reduce Incidental Work

Motion


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Waste - Over-production

Created by producing goods above

the amount required by the

market.

Over-

Production

extra defects

extra handling

extra space

extra machining

extra paperwork

extra people

extra overhead


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Waste - Excess Inventory

As shown with over-production, excess inventory

requires extra cost to handle and maintain.

Excess inventory also covers problems in the

operation.

Sea of Inventory

Poor

Scheduling

Machine

Breakdown

Quality

Problems

Long

Transportation

Vendor

Delivery

Line

Imbalance

Long Set-Up Time

Absenteeism

Commun-

icationProblem

Lack of

House-

Keeping


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Lessons Learned

Map the value stream just like manufacturing.

Make the process very visible.

Focus on the non value-added tasks.

Use standardized work to organize tasks.

Look for rework loops and delays for decisions.

Lean principles apply to administration andengineering, as well as process and repair.


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LeanTools


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Many companies utilize theFive Phase Approach.

Brings process variables under controlProvides an environment to eliminate wasteShows quick business impact

Reduces WIP inventory, time loss and defectsIncreases process flexibility

Creates repeatability between workstations

Synchronizes operations with customer requirements (takttime)Creates disciplined process repeatability

Creates an environment where material replenishment linksoperation with customer demand.

Reduces response times or changes in demandReduces upstream schedule variability

Stability

Continuous

Flow

Synchronous

Production

Pull System

Level

Production


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LEAN Five Phase Approach , Continued

As for LEAN IMPLEMENTATION Approach it is

worthwhile to say that:

LEAN IMPLEMENTATION IS A JOURNEYNOT A DESTINATION

During the Journey you need TOOLS, Generally

some Tools suite certain Phases better than Others


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Summary


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Summary

The challenge for todays manufacturers is great. Many

companies are struggling to regain a competitive edge in

manufacturing.

Lean Manufacturing offers many organizations a proven

methodology to help reduce waste in their operations.

However, unless you are committed to making such a significant

change, Lean Manufacturing may cause you more headaches

than you wish to handle.


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Questions and Discussion

What are your impressions?


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THANK YOU

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