ECB- LM with HAL case (1)/ lean manufacturing

lean manufacturing

1. Introduction
to
“LEAN”

2. What is Lean ?
“A systematic approach of
identifying and eliminating waste
(non-value-added activities) through
continuous improvement, in pursuit
of perfection”
The Lean journey is a travel without finish line for Waste
elimination and continuous improvement and Zero
tolerance for waste by applying known solutions to known
problems

3. Value Added
Non Value Added
Value AddedNon Value Added
Lean aims at
eliminating this

4. Lean is a manufacturing philosophy which shortens the
time line between the customer order and the product
shipment by eliminating wasteeliminating waste.
Time
Customer
Order
Waste
Product
Shipment
Business as Usual
Customer
Order
Product
Shipment
Time (Shorter)
Waste
Lean Enterprise

5. WASTE
Anything the customer does not
wantwant to pay for
Everything we can do without
Anything that does not create
value for the customer

6. OverproductionWaiting
Transport MovementInventory
Over
Processing
Misused
Resources
Untapped
Resources
Defects &
Rework
9 Types of Wastes:

8. Definition Examples Causes
Counter
measures
Movement of
product that
does not add
value
Moving parts in
and out of
storage
Push
production
Pull system
Moving
material from
one
workstation to
another
Storage Kanban
Functional
layout
Flow lines

9. Definition Examples Causes
Counter
measures
More
materials,
parts, or
products on
hand than
the customer
needs right
now
Excessive Raw
materials
Supplier lead-
times
External kanban
Work in process Lack of flow
Supplier
development
Non moving
Finished goods
Long set-ups
One-piece flow
lines
Long lead-
times
Set-up reduction
Paperwork in
process
Internal kanban
Lack of
ordering
procedure

10. DefinitionExamples Causes
Counter
measures
Movement of
People &
parts that
does
not add value
Searching
for parts,
tools, prints,
etc.
Workplace
disorganization
5S
Sorting
through
materials
Missing items
Point of Use
Storage
Reaching for
tools
Poor workstation
design
One-piece
flow
Unsafe work area
Workstation
design

11. Definition Examples Causes
Counter
measures
Idle time
created
when
material,
information,
people, or
equipment
is not ready
Waiting for
parts
Push production

Downstream
pull
Work imbalance

Takt time
production
Waiting for
inspection
Centralized
inspection
In-process
gauging
Waiting for
machines
Order entry delays Jidoka
Waiting for
information
Lack of priority Office Kaizen
Waiting for
machine repair
Lack of
communication
TPM

12. Definition Examples Causes
Counter
measures
Producing
more than
the customer
needs right
now
Producing
product to
stock based on
sales forecasts
Forecasting Pull system
scheduling
Producing more
to avoid set-ups
Long set-ups Heijunka –
level loading
Batch process
resulting in extra
output
“Just in case” for
breakdowns
Set-up
reduction
TPM

13. Definition Examples Causes
Counter
measures
Effort that
adds no
value from
the
customer’s
viewpoint
Multiple cleaning
of parts
Delay between
processing
Flow lines
Paperwork Push system One-piece
pull
Over-tight
tolerances
Customer voice
not understood
Office Kaizen
Awkward tool or
part design
Designs “thrown
over the wall”
Pre-
Production
Planning

14. Definition Examples Causes
Counter
Measures
Work that
contains errors,
rework,
mistakes or
lacks
something
necessary
Scrap Process failureGembaSigma
Rework Mis-loaded part Pokayoke
Defects Batch process One-piece pull
CorrectionInspect-in qualityBuilt-in quality
Field failure
Incapable
machines
Pre-Production
planning
Variation Jidoka
Missing
parts

15. ( Untapped Resources)
•Under or non utilisation of available resources.
•Waste / Unused Employee Creativity
–Losing time, ideas, skills, improvements, and learning opportunities by not
engaging or listening to your employees.
( Misused Resources)
•Use of resources for the purpose not meant for.

16. Boeing 757Assembly line

17. 737 Present situation

18. Trolleys, test stands & other un
wanted materials lying inside the
SE.
No place to keep the aircraft
component.
Removal of all the unneeded
materials.
Task wise Arrangement of racks
091 SE (3P Event)

19. After
Colour coding is used for identification
of system wise racks.(the coding is
also displayed on the walls) Pipes are
placed task wise and the same is displayed
on individual racks for ready reference.
The monitoring
board shows the
status of tasks
accomplished –
Aircraft wise

20. Point Of Use Storage
&
Shadow Boards
Documenting Reality

21. Workplace Organisation of
Mechanical Test Lab
Shadow Board for
Tools & Fixtures
Mechanical & Metallography Test Lab

22. BeforeBefore
The tools and consumables The tools and consumables
were placed in this rack. How were placed in this rack. How
ever place was not decided and ever place was not decided and
searching time was more.searching time was more.
AfterAfter
Now every thing has well defined
place and searching time is zero

26. Set Up Time Reduction
Documenting Reality

27. Trolleys for SU-30 Pylon/Launcher testing

28. Kanban System for
100% Spares
Tester Developed for Relay
Testing to reduce Setup time
Instrument Rotable Shop

29. Process Improvements
Documenting Reality

31. This table was
previously
used for
bench work
Before
Pipes were tied up by
threads. Hence time for
untying & then tying again
was more
After
Pipes are now tied by
aluminum wires covered with
PVC sleeves. Scrap material
was used for this purpose.

32. Calculating exact Aircraft Position:

33. FINAL ASSY- Su30 MKI
Axis of aircraft is marked
Axis of the Aircraft marked for uniform and easy positioning.

34. •Introduction of Central Despatch System has reduced man
travel from 485 kms to 35 kms. per day. No. of people
involved reduced from 122 to 5 only.
INTRODUCTION OF CENTRAL DESPATCH SYSTEM
Sorting under progress
by despatch riders
On the way to despatch

35. Safety of Operator
Documenting Reality

36. This table was
previously
used for
bench work
Before kaizen four persons
were required
Assembly of barrel and
shock absorber
After kaizen three persons
are required

37. Safety of Part, Machine &
Equipment
Documenting Reality

38. This table was
previously
used for
bench work
After Kaizen
Before Kaizen
Diaphragm assembly

40. Visuals
Documenting Reality

43. BeforeBefore
Items were kept task wise but there
were no visuals for identification. The
racks were also not identified.
After
Racks are earmarked for specific system.

44. BeforeBefore
The SE operator had to copy The SE operator had to copy
down the pipelines called in the down the pipelines called in the
task from the bin cards.task from the bin cards.
AfterAfter
Tasks with total no. of pipelines
are displayed on the racks for
ready reference. This enables the
operator to refer it while kitting
instead of writing down the pipes
called, from the technology

45. Event area :Flight Hangar of - Su30 MKI (099 shop- GHE Section)

47. Event area :Flight Hangar of - Su30 MKI (099 shop- GHE Section)

48. Before After
Computerized
Tokens being Issued
HAL Hospital

49. Monitoring Charts
Documenting Reality

51. Significant Kaizen Events of III Quarter & their achievements
CNC SHOP (NEW HANGAR) - TPM

56. FINAL ASSY- Su30 MKI

65. Loom Section of Final Assembly- Su30 MKI (098 shop)

71. Event area :Flight Hangar of - Su30 MKI (099 shop- GHE Section)

73. Event area :Flight Hangar of - Su30 MKI (099 shop- GHE Section)

74. Event area :Flight Hangar of - Su30 MKI (099 shop- GHE Section)

75. Event area : Sheet Metal Shop MKI (003 shop)- TPM

76. Event area : Sheet Metal Shop MKI (003 shop)- TPM

77. Event area : Sheet Metal Shop MKI (003 shop)- TPM

78. Event area : Sheet Metal Shop MKI (003 shop)- TPM

79. Before
All the GHE and trolleys were
lying haphazardly.
After
Position marked for all the GHE and
trolleys.
Subject : Marking for GHE
Kaizen Event Area : Butt Firing Hangar (Su-30MKI)

80. Before After
Subject : Marking for GHE (Contd..)
Kaizen Event Area : Butt Firing Hangar (Su-30MKI)

81. Before
Difficulty in moving back the tractor after
aircraft parking.
After
The passage cleared to provide clear
access to the tractor.
Subject : Passage for tractor
Kaizen Event Area : Butt Firing Hangar (Su-30MKI)

82. Subject : Space generation by disposal of empty shells & links
Lot of Empty shells of bullet and links were lying on the
hangar during kaizen it was credited to stores.
Kaizen Event Area : Butt Firing Hangar (Su-30MKI)

83. Before After
Subject : Atmosphere around the work place
Kaizen Event Area : Butt Firing Hangar (Su-30MKI)

84. Kaizen Event Area : (Wing Assembly of Su-30MKI)

85. Kaizen Event Area : (Wing Assembly of Su-30MKI)

86. Kaizen Event Area : (Wing Assembly of Su-30MKI)

87. Kaizen Event Area : (Wing Assembly of Su-30MKI)

88. Kaizen Event Area : (Wing Assembly of Su-30MKI)

89. Kaizen Event Area : (Wing Assembly of Su-30MKI)

110. Before Lean
After Lean
A Lean Metaphor

111. The secret of happiness is to make others
believe they are the cause of it.
Thank You