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Overview 1 2 3
Lean Manufacturing Explained
Origins of Lean
Henry Ford married batch manufacturing to assembly line manufacturing in 1913. Lack of Demand forced Ford to shelve his initiatives. Group of Japanese Engineers visit Fords factory, and migrate the initiatives to their plant. Birth of TPS
In 1980, James Womack rebundled concepts of TPS to give birth to Lean Manufacturing.
Lean defined
To eliminate waste and reducing non-value adding activities.
Waste is anything unnecessary Non-value adding activities are those that dont add value, or those that the customers are not willing to pay for.
Warusa Kagen
"For the want of a nail the shoe was lost; For the want of a shoe the horse was lost; For the want of a horse the battle was lost; For the failure of battle the kingdom was lost; And all for the want of a horseshoe nail." ((From Gemba Panta Rei))
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The gap between how ideal the process should be and how actually it is performing is bridged.
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3Ms explained
Muda --- Wasteful work or work that doesnt add value Mura --- Unsteady work, work happening irregularly Muri --- Inefficient work.
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TIMWOODS
T Transportation I Inventory M Motion W Waiting O Over-production O Over-processing W Waiting S Latent Skills
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Lean Tools
The Ideal Modern Organization Kanban Heijunka SMED Genchi Gembutsu 5S
When you withdraw units in a system, replace it with a Kanban card illustrating the predecessor to complete X units.
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Kanban myths
Kanban replaces all existing material flow X MRP and Reorder Point (ROP) may still continue. Kanban works in all scenarios X Works only in High Volume/Low value components
Kanban is JIT X Kanban is an integral part of JIT and not JIT by itself
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A KANBAN GAME
Heijunka
Pronounced as Hey-Joonkah Production leveling technique used in conjunction with Kanban Ensures customer demand is leveled. Fixes Mura to a great extent.
A Heijunka Example.
SMED
Single Minute Exchange of Die
Fast changeovers Reduces Setup Time Setups and Changeovers are Downtimes Reducing Downtimes improves productivity
Have a dedicated setup team Special training delivered to reduce setup times.
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Genchi Genbutsu
Go to the Gemba and See. Gemba is the place where real work happens, i.e. shop floor and not management cabins Problems can be identified by going to the shopfloor and observing only. Genchi Genbutsu doesnt talk about just visit but to Know. Correlates to Peters and Watermans Management by Wandering.
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5S
A very simple and effective technique used in Leaning Operations. Objective is to maintain a clean workplace Sort, Straighten, Stabilize, Sweep and Sustain Takes care of Waste due to Motion
In mixed level production scenarios, the TAKT Time should be calculated for individual product lines.
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Unreliable uptime is due to machine breakdowns, which further impacts productivity and flow. Operators and teams of a company are the best to seek and identify the problems in equipment, before they assume damaging proportions.
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Goals of TPM
Zero product Defects Zero Equipment Unplanned Failures * Zero Accidents
8 Pillars of TPM
Focused improvement (Kobetsu Kaizen) Autonomous maintenance (Jishu Hozen) Planned Maintenance Training and Education Early Phase Management Quality Maintenance (Hinshitsu Hozen) Office TPM SHE
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Both the above metrics show how well facilities in a site are utilized.
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OEE = 87% * 77% * 90% = 60.21% Industry OEE Benchmark is 85%. Room for improvement.
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Do Genchi Genbutsu regularly. Automation is just a part of the process and not the process itself.
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Any questions??????