lean production system (lps)

8/4/2019 Lean Production System (LPS)

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LEAN PRODUCTION SYSTEM (LPS)

Master Approach Sdn. Bhd

06TH SEPT 2011


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WHAT IS LPS ?

LPS is about doing more with less:

Time

Inventory Space

Labor

Cost


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LPS CONCEPT

5SStandard Operation

7 Wastes ControlSuggestion System

Visual ControlDefect Detection

Total Preventive Maintenance (TPM)


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LPS CONCEPT

2 Pillars ofLPS

JIT

JIDOKA

Method

Reduce Leadtime

1) Process Flow

2) Takt timeProdn

3) Pull Production

Small lot size1-piece flowMachine layoutStreamline of production

Setup time improvement

Standardized work

KANBAN

Stop aftercompletion

Stop at abnormality

1) Worksegregation

(Man/MC)

2) DefectPrevention

Man Utilization

Quality built-in process


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WHAT IS JUST-IN-TIME (JIT) ?

Inventory control method which uses

Pull Production System to eliminate

waste of:

Raw Material

Work-In-Progress (WIP)

Finished-Goods

Purpose of JIT is to:

Produce product to meet demand, not tosurplus or in advance of need.


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WHAT IS JIDOKA (AUTONOMATION)?

Humanized Automation or Awarenessto :

Detect Abnormalities & Product Defect Detect Process Malfunction

Alert Operator of Defect

STOP if Defect is detected Seek Permanent Action by Checking RootCause

Purpose of JIDOKA is to:

Detect defect immediately and correct itaccordingly.


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LPS ROAD MAP

The LPS improvement which jumps over this step is impossible.


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SUMMARY OF 5S DEFINITION

JapaneseTerm

English Equivalent Meaning in Japanese Context

Seiri SortingThrow away all rubbish and unrelated materials in the

workplace

Seiton Setting in order Set everything in proper place for quick retrieval andstorage

Seiso Systematic Cleaning Clean the workplace; everyone should be a janitor

Seiketsu Standardization Standardize the way of maintaining cleanliness

Shitsuke Self-DisciplinePractice 'Five S' daily - make it a way of life; this also

means 'commitment'


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LPS IMPLEMENTATION (STEP I)

Practice of 2S + 1S

Seiri(Sorting)

Seiton(Setting in

Order)

Seiso(Systematic

cleaning)

Seiketsu

(Standardizing)

Shitsuke

(Self-discipline)

Safety


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SEIRI (SORTING)

Eliminate all unnecessary tools, parts, and instructions. Gothrough all tools, materials, and so forth in the plant and workarea. Keep only essential items and eliminate what is notrequired, prioritizing things per requirements and keepingthem in easily-accessible places. Everything else is stored ordiscarded


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SEIRI (SORTING)

IDENTIFYCATEGORY OF ITEM

REQUIRED ?

ISSUERED TAG

LABELITEM &

STORAGEAREA

RECORD

ITEM

KEEP INTEMPORAR

YSTORAGE

DISPOSITION

WITHIN 30DAYS

Y

N


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SEIRI (SORTING)

SORTING GUIDELINE:-

Things used frequently - Keep at the workplace/on the person.

Things used infrequently - Keep far away.Things used sometimes - store at workplace.

Things not used - Discard.

Things used to be kept for just-in-case - keep as contingency items


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SEITON (SETTING IN ORDER)There should be a place for everything and everything

should be in its place. The place for each item should beclearly labeled. Items should be arranged in a manner thatpromotes efficient work flow, with equipment used most oftenbeing the most easily accessible. Workers should not have tobend repetitively to access materials. Each tool, part, supply,or piece of equipment should be kept close to where it will beused in other words, straightening the flow path. Seiton isone of the features that distinguishes 5S from "standardizedcleanup".


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SEIRI (SORTING)

TOOLS ARRANGEMENT


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SAFETY

Safety at minimum should ensure all Personal ProtectiveEquipment (PPE) is in place for operators. Evidence ofperiodic check on PPE condition and usage must bedisplayed. Briefing operators on importance of using PPE fortheir own safety must be conducted.


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RULES AND REGULATION

GUIDELINE :-Entry and Exit

Attire Requirement

Working Hour

Replacement of operatorCleanliness / Housekeeping

Facility Maintenance Schedule

Parameter Checking

Food and DrinkAuthorized Personnel


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VISUAL CONTROL

Visual control are means, devices, or mechanisms that aredesigned to manage or control the operations (processes) soas to meet the following purposes:

Make the problems, abnormalities, or deviation from standards visible toeveryone and thus corrective action can be taken immediately,

Display the operating or progress status in an easy to see format.

Provide instruction.

Convey information.

Provide immediate feedback to people.


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VISUAL CONTROL APPLICATION

Color-coded pipes, wires or marking at gauges to displaycontrol level.

Painted floor areas for good stock, scrap, trash, etc.

Shadow boards for parts and tools.

Indicator lights .

Workgroup display boards with charts, metrics,procedures, etc.

Production status boards.

Direction of flow indicators


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EDUCATION AND TRAINING

Establish Standard Operating Procedure

Review Operator Skill Chart Adequacy

Establish Operator Training Process FlowEstablish Operator Training Record

Review manpower requirement


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TIMELINE TO EXIT STEP 1

No Activity Leader

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1 Implement 2S + 1S KN Lee

2 Rules and Regulation HanifTajul

Zairol

3 Visual Control Board HanifTajulZairol

4 Training Material Setup Zambri

Zubri5 Operator Training Zambri

Zubri

6 Exit Step 1 -


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REQUIREMENT FROM LEADERS

Establish Team

Provide activity detail and timeline

Guide and drive Team to achieve resultProvide weekly update to committee


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COMMITTEE TEAM

TEAM MEMBER

TEAM 1 TEAM 2 TEAM 4TEAM 3


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OPERATION CODE NAME

IMAPSImproving Master Approach Production

System


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CRITERIA TO SUCCEED

Team commitment to accomplish goal andtimeline

High spirit of team work to support each other

Good communication and feedback on progress

Support from top management

Never give-up spirit


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PRIORITIZATION OF WORK

Name Immediate Permanent

KN Lee 1. Setup raw part preparation line to 600pcs/daycapacity

2. Define jobscope of Executive, Supervisor andleader

3. Transfer quality checking process to production

1. 5S activity plant wide2. Re-layout Block C to meet

LPS concept

Hanif 1. Manage hourly output achievement2. Change position of Persona-E spoiler Mold #13. Machine and equipment maintenance schedule

1. Initiate rules and regulationfor Blk C

2. Visual controlimplementation at shopfloor

Tajul 1. Oven temperature stabilization2. Parameter control setup for paint supply3. Paint mixing room document setup

4. Manage hourly output achievement5. Manpower issue6. Establish maintenance plan

1. Initiate rules and regulationfor Blk C

2. Visual control

implementation at shopfloor

Zainal 1. Color matching activity2. 2 hourly meeting on quality3. Spray booth outstanding fabrication issue

1. Problem solving for top 2defect


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PRIORITIZATION OF WORK

Name Immediate Permanent

Mike 1. Setup flow of supply from Blk C to Blk B

Zubri 1. Transfer assembly and rework line from Blk Ato Blk B

1. Establish SOP2. Training operator

3. Cycletime improvement

lean production system (lps)

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