LEAN PRODUCTION SYSTEM CONCEPT

Disusun Oleh; Candra Setia Bakti, ST., MT

LEAN THINKING
Key Principles of Lean Thinking
VALUE - what customers are willing to pay for
VALUE STREAM - the steps that deliver value
FLOW - organizing the Value Stream to be continuous
PULL - responding to downstream customer demand
PERFECTION - relentless continuous improvement (culture)
--- Lean Thinking, Womack and Jones, 1996

Defining Lean

Lean is:
A systematic approach to identifying and eliminating
waste (non-value added activities) through continuous
improvement by flowing the product at the pull of the
customer in pursuit of perfection.

Lean Goals- TPS

Zero

defects
100% value-add
Lot size of one
Pull of the customer

GOAL

Lean Production System

Goals - highest quality, lowest cost, shortest lead times
Just-In-Time

Involvement

continuous flow
takt time/pace
pull system
triggers

Heijunka

Standardized Work

Jidoka
separate man &
machine work
identify abnormal
conditions
poka yoke

Kaizen

Stable Manufacturing Process

Lean = Eliminating the waste

Value added

8 Wastes
5%

Non-value added

Overproduction
Excess
inventory
Defects
Non-value
added
processing
Waiting
Underutilized
people
Excess motion
Transportation

Typically 95% of Total Lead Time is Non-Value Added!!!

Value Added/Non-value Added

Value-added:

ANY ACTIVITY THAT PHYSICALLY CHANGES THE

MATERIAL BEING WORKED ON (not rework/repair!)

Machining

Knitting

Drilling

Spreading/Cutting

Assembly

Dying

Painting

Sewing

Non-value added:

ANY ACTIVITY THAT TAKES TIME, MATERIAL, OR

SPACE BUT DOES NOT PHYSICALLY CHANGE THE

MATERIAL

Sorting

Stacking

Counting

Checking

Just-in-Time

Pull System

Pull System is a flexible and simple method of

controlling/balancing the flow of resources.
Eliminating waste of handling, storage, expediting,
obsolescence, repair, rework, facilities, equipment,
excess inventory (work-in-process and finished).

Pull System consists of:

Production based on actual consumption
Small Lots
Low inventories
Management by Sight
Better Communication

Traditionally...
one control operation takes the customers orders,
creates, and sends out schedules to all processes.
Production Control

Weekly Schedule

Cutting
Transfer

Press
Washer

Assembly
Assembly

Shipping

Push System Material Movement

In traditional manufacturing, all process

departments receive schedules and produce to it.

Each process produces their parts and forwards

them to the next process.

This is commonly referred to as the Push System.

What happens?

A problem may occur when a change is made either because the order
changes, the equipment goes down, or material is not available .

Production Control
Weekly Schedule

I I
Transfer
Cutting

Washer
press

Assembly
Assembly

Shipping

Pull System Material Flow

Lean flow through the factory with minimum interruption

Painting
I

1Shift

Cutting
1Shift
33

Press

FIFO

1Shift
204

Assembly

FIFO

C/T= 9sec
1Shift

Flow where you can, Pull where you cant

Schedule is
provided to final
production
department

Example of a
Pull System

Schedule

Each process upstream

maintains standard stock levels.

Process

Process

Customer

Process

Process

Schedule

The final production

department withdraws
needed materials from
its supplier operation

Process

Process

Customer

Process

Pull

Process

Schedule

The supplying department now produces

to fill up its stock level. It withdraws the
supplies it needs from the upstream
process.

Process

Process

Pull

Process

The units are produced

and shipped to the
customer.

Customer

Process

Schedule

The customers needs are filled long

before the initial department even knows
about the request.

Process

Pull

Process

Customer

Process

Process

Just-in-Time
Pull System
Kanban
- A signal to indicate when more parts are needed
(Order or Produce)
- Card, empty Bin, In Process Kanban (IPK) on plant floor

Types of Kanban

Main types:

Withdrawal Kanban

Inter-process
withdrawal

Supplier

Production Instruction
Kanban

In-process Kanban

Signal Kanban (for lot

production with longer
set-up time)

Between two processes (Internal to Plant)

Between customer and supplier

Internal to process

Withdrawal Kanban Card

The information on a withdrawal Kanban includes:

Item name and part number

FROM-preceding process and storage location

TO- subsequent or consuming process and delivery location

Standard quantity and container type

Item code (abbreviation of part number-optional)

Parent product (name of final assembly-optional)

Just-in-Time
Pull System

Standard Production or Move

Kanban

Just-in-Time
Quick Changeover (Set-up Reduction)
Single Minute Exchange of Dies (SMED)
a series of techniques for changeovers of production
machinery in less than ten minutes (single digit
minutes)
Set-up Reduction Program Goals
To achieve smaller lots
To maintain consistent quality
To minimize inventory
To reduce lead times
To address frustration of setup personnel

Just-in-Time
Basic SMED Principles
Identify

internal vs. external

changeover tasks
Analyze

each tasks real

purpose and function

Focus

on no/low cost

solutions
Aim

to eliminate

changeover time

Just-in-Time
No/Low Cost Solution: One-Turn Methods
Pear-Shaped Hole Method

Tighten Here
Attach and
Remove
Here

Just-in-Time
Takt Time = Demand Rate
Takt Time =

Work Time Available

Number of Units Sold

GOAL: Produce to Demand

Developing a Lean Factory

Summary - Just-in-Time
Pull Systems/Kanban
Point Of Use Storage
Quick Changeover/Setup Reduction
Continuous Flow
Takt Time