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LEAN: A Practical Approach

Ryerson University: IIE Ryerson & YDelay Group

Kaizen Blitz - A 10 Step Approach

CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of YDelay Group Inc. is strictly prohibited

What is Kaizen?
A philosophy or practice that focuses on Continuous

Improvement If Lean is the vision, then Kaizen is the way

It is a collective effort between the management and

employees Kaizen events are usually 2 to 5 days long Do we terminate regular production during a Kaizen Event?? Do we make all the improvements at once??
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YDelay Group Inc.

Kaizen Process
You are here now

Kaizen n Zero Waste Condition Kaizen 2 Kaizen 1

Continuous Improvement through incremental steps


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YDelay Group Inc.

Kaizen Steps
What triggers a Kaizen event? What are the necessary steps prior to a Kaizen Event? Identify the area/location for a Kaizen Event Have a firm plan in place prior to the event

Have an open mind set when planning the event


Do not walk-in to the event with a solution Form a cross functional team with members from management and employees Train the team on Kaizen; what it is and how its done? Prepare a schedule to highlight the activities by day
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YDelay Group Inc.

Kaizen Steps
Steps 1, 2 and 3 = RECORD AS IS

What is the current situation?

Step 1 - Calculate TAKT time

Step 2 - Video tape current state and complete Time Study Sheet
Step 3 - Complete movement map - see example

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YDelay Group Inc.

Kaizen Steps
Steps 4 to 8 = ANALYSIS

Break it down into its smallest pieces, identify & eliminate waste!

Step 4 - Decouple man-time from machine-time Step 5 - Complete loaded TAKT time graph Step 6 Identify and Eliminate non Value Added Work

Step 7 - Identify the 8 kinds of waste


Step 8 Brainstorming - use fishbone diagram to eliminate sources of waste
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YDelay Group Inc.

Kaizen Steps
Steps 9 & 10 = CONCLUSION

Implement and Standardize

Step 9 - Load to new TAKT time graph Step 10 Standardize the new process

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YDelay Group Inc.

Step 1 - Calculate Takt Time Takt Time, T = Ta / D


Ta = Net Available Time per day (after breaks, lunches, etc) D = Customer Demand (Units)

D = 500,000/year, Ta = 1215 mins/day (240 days/year) Takt Time = (1,215 mins/day x 240 days x 85%)/(500,000 units) = 0.4957 mins/unit = 29.7 secs/unit Takt Time @ 85% Efficiency = 29.7 secs/unit

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YDelay Group Inc.

Step 2 Current State & Time Study


What is Current State??

Pictures
Video Process Map/Flow Movement Map/Spaghetti Diagram 5S status Products Demand Inventory Levels & WIP
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YDelay Group Inc.

Step 2 Current State & Time Study

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YDelay Group Inc.

Step 2 Current State & Time Study


Example - Time study sheet

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YDelay Group Inc.

Step 3 Movement Map


STANDARDIZED WORK SHEET
Rev. Date: ..................................
keypoint # Steps in Process work walk time time

Operation Name: Takt Time:

Cycle Time:

Cycle Time

TAKT time

Process Steps

Diagram Area

* Keypoint Agenda -

Critical

Quality Check

Safety

Work in Process

Scale:

NTS (ft)

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YDelay Group Inc.

Step 3 Movement Map

Wasted time
50

Cycle Time TAKT time

Spaghetti

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YDelay Group Inc.

Step 4 Decouple Man-Time from Machine-Time


100 90 80 70 60

Load + Unload + Waste

Sec

50 40 30 20 10 0

Man time Machine Time

Fabricate + Waste

Cut Weld Drill Mill Assy Paint Test Identifies the manual/man time (load & unload + waste) and machine time

Try to keep machine and man time independent of each other (dual fixtures)
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YDelay Group Inc.

YDelay Group Inc.

Step 5 Takt Time Graph

Idle time (waste)


120 100 80

Bottlenecks

Sec

60 40 20 0 Cut Weld Drill Mill Assy Paint Test

Cycle time TAKT

Operators/Machines (combined)

unevwrk2.ppt

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YDelay Group Inc.

Step 6 Identify and Eliminate Non-Value Added


Value Added Activities Non-Value Added Activities Necessary Unnecessary (Waste/MUDA)

Work

The GOAL
Minimize value added and non-value added activities Identify waste (unnecessary non-value added activities) ELIMINATE WASTE!!!
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YDelay Group Inc.

Step 7 Identify the 8 types of waste T :Transportation I :Inventory


M :Motion

W :Waiting
O :Over Production

8 WASTES

O :Over Processing
D :Defect

S :Skills
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YDelay Group Inc.

Step 7 Identify the 8 types of waste

Waste Identification Matrix


8 Wastes
Over Production Over Processing Excess Inventory

Defects

Transportation

Waiting

Motion

Skills

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YDelay Group Inc.

Step 8 Brainstorming & Waste Elimination


Fishbone / Ishikawa / Cause & Effect Diagram
Env ironment Material
WIP bin size Bad stampings Mixed parts Component shortage Smoke Excess lubricant on stampings Excess WIP Defective components Shortage of bins/totes Defective welding wire Manpower New Operators Lack of training

W393/W355 Kaizen
Man

Fatigue

Waiting for forklift

Waiting for machine on W393 Excess inventory (1 Operator) Double handling of WIP from W 393 Turning Location of weld nuts Tear down Excessive inspection W allk between W393 & W355 (1Operator) Component re-stocking Bending to get parts from bins

Gun stop at both ends (W 393) Nut hopper (W393) Location of robot (W 355) Programming (Robot reaction time) Extra robot inside cell Size of cell Slow moving clamps Changeover Long cycle time Weld issues Lack of regular PM Resetting machine (W393 &W355)

Increase Production Production

Methods

Machines
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YDelay Group Inc.

Step 9 Load new Takt Time Graph


Sometimes there is the temptation just to move work. However, the goal is to Kaizen the process to eliminate waste.

TIME

Overburden NO

TAKT Waste Waste

Unevenness

Yes
Even within a job, some activities could be waste (non-value)

Operators/Machines (combined)
unevwrk2.ppt

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YDelay Group Inc.

Step 9 Load new Takt Time Graph


Kaizen Results should look like this
80 70 60 50 40 30 20 10 0 Cut & Weld Weld & Drill Drill & Assy Assy & Paint Operators/Machines (combined) Test Total CT TAKT

Time

Reduced number of operations and all are under TAKT time

unevwrk2.ppt

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YDelay Group Inc.

Step 10 Standardize the new process

Walk Time 17 Sec

Cycle Time
TAKT Time

Stream Lined process

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YDelay Group Inc.

Tips when creating/modifying Layouts


One piece flow
Functional layout Quality at source Minimal walking (Step and a turn/rhythmical movements) U-shaped cell/cellular manufacturing

Shared work
Simple machine tools

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LEAN: A Practical Approach

Ryerson University: IIE Ryerson & YDelay Group

Kaizen - Example

CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of YDelay Group Inc. is strictly prohibited

YDelay Group Inc.

East End Packing Area

VN127 (F2400) CCB EN(F2838) CCB FN(F2800) CCB U387(FD3002) CCB

U388(FD3004) CCB
U377(FD3008) CCB

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YDelay Group Inc.

VN127 (F2400) CCB

Annual Volume 130,000 pcs Takt Time 73 secs/pc

Containment includes
Marking of nuts on the wash line conveyor Label application

Gauge for radio bracket


Thread check for nuts Parts packed in racks Shipping label applied by operators

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YDelay Group Inc.

ENFN (F2838 &F2800) CCB


EN Annual Volume 170,000 pcs FN Annual Volume 41,000 pcs Takt Time 66 secs/pc Containment done on the wash line conveyor Containment includes Marking certain welds

Marking certain holes


Marking clips Parts packed in racks

Shipping label applied by operators


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YDelay Group Inc.

U387/8 (FD3002/4) CCB


U387 Annual Volume 120,000 pcs U388 Annual Volume 52,000 pcs

Takt Time 60 secs/pc


Part goes through clipping machine prior to containment Air bag bracket attached on the clip machine for U388 CCBs Felt tape applied on passenger EA brackets

Containment includes
Marking of all welds Marking of all clips Marking of all nuts

Spatter check inside tube ends


Parts packed in racks Shipping label applied by operators

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YDelay Group Inc.

U377 (FD3008) CCB


Annual Volume 224,000 pcs Takt Time 60 secs/pc Containment includes Marking of all welds Marking of all clips Marking of all nuts

Spatter check inside tube ends


Parts packed in racks Shipping label applied by operators
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YDelay Group Inc.

Sequence of Events
No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Task Kaizen Training Pictures & Video of current process/area Current volumes & Takt time Number of FG bins/racks for each line Standardized worksheet/layout of current process/area Time studies & process flow for each finished product Current floor space used - complete area & individual area 5S and LEAP audit & discussion Identification of wastes Brainstorming ideas/areas for improvement Select improvement plan Feasibility of improvement plan Preparation for implementation of new plan Implement new plan Test improved plan Develop standardized worksheet for new process/area Train operators on new process/area Pictures & Video of new process/area New floor space used - complete area & individual area Presentation
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YDelay Group Inc.

Layout Before

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YDelay Group Inc.

Layout Before

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YDelay Group Inc.

Layout Before

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YDelay Group Inc.

Layout Before

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YDelay Group Inc.

Layout Before

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YDelay Group Inc.

Layout Before

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YDelay Group Inc.

WIP Before

Program Name VN127 ENFN U387/8 U377

Frequency of parts (sec/part) 51.9 50.0 55.4 46.2

Parts per rack 18 24 10 7

Total # of WIP Quantity racks on floor 4 0-72 pcs 2 0-48 pcs 4 0-40 pcs 4-6 0-42 pcs

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YDelay Group Inc.

Process Flow Before


PROCESS FLOW DIAGRAM
PART NUMBER: PART NAME:
INSPECTION

FD3002/4

PRO GRAM NAME:U387/8 VAN-RO B C O DE: FD

VAN RO B LO C ATIO N: Scarborough PREPARED BY:

REV: 1

DATE: 1

15-May-07

PAGE 1 O F He re

S T E P

TRANSPORT

OPERATION

STORAGE

1 T ransport part from wash line conveyor t o clip machine 2 Load clips int o machine fixt ure 3 Apply felt t ape on part 4 Machine t ime 5 T ransport part int o rack 6 Wait for forklift driver 7 T ransport rack t o t emporary st orage area 8 St ore racks in t emporary st orage area 9 T ransport rack from t emporary st orage area t o cont ainment area 10 T ransport part from rack t o cont ainment fixt ure 11 Cont ainment /Inspect ion 12 T ransport part from cont ainment fixt ure t o new rack 13 Wait for forklift driver 14 T ransport rack t o st orage area 15 St ore racks Visual inspect ion and marker

DELAY

OPERATION / DESCRIPTION

INSPECTION METHOD

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YDelay Group Inc.

Waste Identification

7 Wastes
Over production Overtime Over production when running through breaks Parts Welds Defects Conveyence Double handling Traffic Over Processing Containment Marking all welds Excess Inventory Too many FG racks Parts Congested conveyor Forklift Waiting Motion Walk to rack Walk to QA table Walk to containment stands Walk to scrap bins Walk to page driver Walk to get labels for racks Walk to get components Bending Twisting Reaching Lifting

Components Damaged Parts Mixing clipped and non-clipped parts

Marking all nuts Marking all clips

Racks Labels Markers Ink Components Team Leader Maintenance

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YDelay Group Inc.

Fishbone Diagram
East End Packing Area Kaizen
Environment
Heat Cold Odour Smoke Layout Messy Layout Lighting Lack of fans/heaters Rain water Defects Excess walking Lack of material Double handling Manpower Bending

Material

Man

Wet parts from washline

Gun stop at both ends (W393) Double handling Excessive containment Walk to get components Walk to get labels Lifting Walking Bending Nut hopper (W393) Location of robot (W355) Programming (Robot reaction time) Extra robot inside cell Size of cell Slow moving clamps Insufficient dryers Conveyor breakdown Power failure Sensors Mechanical breakdown

Improve Layout

Methods

Machines

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YDelay Group Inc.

Improvement Plan
S.No. 1 2 3 4 5 6 7 8 Issues to be addressed Walk from wash line conveyor to FG racks Walking between wash line conveyor with parts VN127 rack transfer system WIP rack location Number of WIP racks Double Handling Motion Containment

Containment location
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YDelay Group Inc.

Process Design Analysis

Process Design Analysis


Current
5,530 140 17 2 0-24 racks 240

Measure
Floor Space used (Total square feet) Total Part Travel (U38x) (Linear feet) Number of operators required Number of support personel Standard WIP Units/Labor hour Cost/Piece Manufacturing lead time (sec) 5S rating Value-adding ratio (One piece/one part)

Proposed
2,335 36 13 2 0-12 racks 240

45-55

45-55

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YDelay Group Inc.

Improvement Plan Action Items

S.No. 1 2 3 4 5 6 7 8 9 10 11

Action Items Dismantle VN127 rack transfer system Relocate gas canisters Move wash line conveyor Relocate U387/8 clip machine Layout change (FG racks for all programs) Relocate U387/8 & U377 containment areas Modify containment stands Modify U388 radio bracket fixture to make it mobile Eliminate QA stands & install angle liners for QA documents Stands to write on labels Common stand to fill ink

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YDelay Group Inc.

Process Flow - After


PROCESS FLOW DIAGRAM
PART NUMBER: PART NAME:
INSPECTION

FD3002/4

PRO GRAM NAME:U387/8 VAN-RO B CO DE: FD

VAN RO B LO CATIO N: Scarborough PREPARED BY:

REV: 1

DATE:

15-May-07

PAGE 1 O F Here 1

S T E P

TRANSPORT

OPERATION

STORAGE

1 Transport part from wash line conveyor to clip machine 2 Load clips into machine fixture 3 Apply felt tape on part 4 Machine time 5 Transport part to containment fixture 6 Containment/Inspection 7 Transport part from containment fixture to rack 8 Transport rack to storage area 9 Store racks 10 11 Visual inspection and marker

DELAY

OPERATION / DESCRIPTION

INSPECTION METHOD

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YDelay Group Inc.

WIP - After

Program Name VN127 ENFN U387/8 U377

Frequency of parts (sec/part) 51.9 50.0 55.4 46.2

Parts per rack 18 24 10 7

Total # of racks on floor 2 2 4 3-4

WIP Quantity 0-36 pcs 0-48 pcs 0-40 pcs 0-28 pcs

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YDelay Group Inc.

Layout After

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YDelay Group Inc.

Layout After

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YDelay Group Inc.

Layout After

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YDelay Group Inc.

Layout After

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YDelay Group Inc.

Layout Before

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YDelay Group Inc.

Layout Comparison

Before

After After

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YDelay Group Inc.

Savings Calculation
Before Kaizen
Packing Area = 3,868 sq.ft. Total Containment Area = 1,662 sq.ft.

WIP before containment area = 1307 sq.ft. Floor Space utilized = 6,837 Annual Floor Space cost - $82,044 Annual Operating cost with 48 operators - $1,868,006

After Kaizen
Packing Area = 2,335 sq.ft. Total Containment Area = 0 sq.ft. WIP before containment area = 0 sq.ft.

Floor Space utilized = 2,335 Annual Floor Space cost - $28,020 Annual Operating cost with 36 operators - $1,401,005
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