ECB students Lean Philosophy / lean manufacturing

lean manufacturing

1. 1
Introduction to Lean Philosophy
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2. 2
What is Lean Manufacturing ?
“A systematic approach of identifying and
eliminating waste, linking every step into a linking every step into a
continuous flow sequence, synchronised continuous flow sequence, synchronised
with the demand of the customer,with the demand of the customer, through
continuous improvement.”
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3. 3
The Basic Values of Lean Enterprise

Put customer first (internal/external)

Define Value in terms of the customer.

Learn to see wastes everywhere.

Make “Less is More” the way we do things.
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4. 5
HISTORY
OF
Lean Management
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5. 20
Waste
“Anything that adds Cost
to the product
without adding Value”
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6. 21
Overproduction Waiting Transport
MovementInventory
Over
Processing
Misused
Resources
Untapped
Resources
Defects &
Rework
9 Types of Wastes:
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7. 22
Overproduction

If you make more product than is required by the
next process, make it earlier than is required by
the next process, or make product faster than is
required by the next process, you overproduce.

Causes:

Just-in-case logic & misuse of automation

Long process set-up

Unlevel scheduling & unbalanced work load

Redundant inspections.
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8. 23
Overproduction
Waste of Overproduction
Extra handling
Extra space
Extra interest charges
Extra machinery
Extra defects
Extra overheadExtra people
Extra paperwork
Extra inventory
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9. 24
Waiting
Idle time created when waiting for…?
Causes of Waiting Waste
Unbalanced work load & un-level scheduling
Unplanned maintenance
Long process set-up times
Misuses of automation
Upstream quality problem.
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10. 25
Transportation
Transporting parts and materials
around the plant without adding
value
Causes:

Poor plant layout

Poor understanding of the process
flow for production

Large batch sizes, long lead times, and large
storage areas.
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11. 26
Over processing

Effort that adds no value to the product
or service from the customers’ viewpoint

Causes:

Product changes without process changes

Just-in-case logic

True customer requirements undefined

Over processing to accommodate downtime

Lack of communications & redundant approvals

Extra copies/excessive information.
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12. 27
Inventory
Any supply in excess of a one-piece flow
through your manufacturing process
Causes of excess inventory
Protects the company from inefficiencies and
unexpected problems.

Product complexity

Unbalanced workload, unleveled scheduling

Poor Market forecast

Unreliable shipments by suppliers
Misunderstood communications

Reward system.
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13. 28
Movement
Any movement of people or
machines without adding value
Causes:
Poor people/machine effectiveness

Inconsistent work methods

Unfavorable facility or cell layout

Poor workplace organization and
housekeeping

Extra “busy” movements while waiting.
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14. 29
Defects/Rework

Inspection and repair of material Causes:

Weak process control

Poor product & process design

Unbalanced inventory level

Deficient planned maintenance

Inadequate education/training/work instructions

Misunderstood Customer needs.
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15. 30
Untapped/Misused Manpower

Not using people’s (mental, creative,
physical, skill) abilities.

Causes:

Management by fear and directive, politics

Poor hiring practices

Low or no investment in training

Low pay, high turn over strategy.
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16. Specifying value accurately is the
critical first step in Lean Thinking. It is
what the customer want to pay.
The value stream is the set of all the
specific actions required to bring a
specific product through the three
critical management task of any
business.
31

17. It provides an easy way to balance workflow
Every step of the process needs to be carried out
within the Takt time
It is simply calculated as : Available Time
Customer Demand
32

18. The relentless effort for Waste elimination and
continuous improvement is effected by the
following TPS tools.
• 5S
• Visual Control
• value stream mapping
• 1 Piece flow
• Kan Ban/pull production
• Cellular layout
• SMED
• Standardization
• Standard Work Combination Sheet
• Kaizen event
• TPM
• TQM
33

19. JIT Production JIT Production
CharacteristicsCharacteristics

Machines in order of processes

Small and inexpensive equipment

One-piece flow production

“U”-shaped work flow, counterclockwise

Multi-process-handling workers

Standing operations, moving while working

Ergonomically-correct operations

Production paced to takt time

“Standard operations” defined and implemented
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20. 5 “Why?”
Why did the machine stop?

There was an overload and the fuse blew.
Why was there an overload?

The bearing was not sufficiently lubricated.
Why was the bearing not lubricated?

The lubrication pump was not pumping sufficiently.
Why was it not pumping sufficiently?
The shaft of the pump was worn and rattling.
Why was the shaft worn out?

There was no strainer attached and metal scraps got in.
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21. Poka Yoke: Part LoadingPoka Yoke: Part Loading
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22. Jidoka Benefits

Increases production quality

Reduces waste

Increases productivity

Ensures on-time delivery
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23. Production Leveling (Heijunka) is...
Customer Demand
Average DailyAverage Daily
Demand =Demand =
TargetTarget
ProductionProduction
Time
Adapting production to variable demand:Adapting production to variable demand:
Quantity
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24. Production Leveling Benefits
Maintains a consistent, high product quality
Minimizes finished goods inventory
Reduces the requirements for capital
investment
Reduces waiting time
Reduces costs due to rework and scrap
Ensures on-time delivery
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25. 41
The Importance of
Standards

Standard work means that anyone who
does the work does it in the same way!
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26. 42
The Importance of
Standards

A standard becomes a reference for
improvement
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27. 43
Understanding Value
Lean Thinking starts with specifying value
from the customer’s perspective

Identifying your customers,
internal or external

Identifying customer’s needs

Meeting customer’s needs

Measuring performance from
the customer’s perspective
Value Stream Mapping
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28. 44
Value Stream Mapping

Gives us a picture of the complete
process

Identifies each process or activity,
Inventory or Queues between
steps, Set up times, cycle time, etc.

Easily identifies where changes
needed to be implemented

Removes the guesswork from
continuous improvement teams
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29. This is a technique using basic flow charting methods.
It can be used for process, material or information
flows.
For the key process :-
1.Establish a team.
2.Set the boundaries for the process.
3.Decide on how much detail is required.
4.Draw the map.
5.Check the sequence of events & rearrange if
necessary.
6.Indicate quality and discussion points.
7.Analyse the process.
8.Develop an action plan.
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30. 4610/08/25

31. 47
Work place is nothing but the
extension of home. We do spend
one–third of our living time in our
work place. Hence our work place
deserves a clean, bright and
healthy environment.
Importance of WORKPLACE
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32. 48
The 5 Ss : The principle of waste

elimination through workplace organization.

Seiri :- separate needed tools, parts, and instructions
from unneeded materials and to remove the latter. (sort)

Seiton :- neatly arrange and identify parts and tools for
ease of use. (simplify)

seiso :- conduct cleanup campaign. (sweep)

seiketsu :- conduct the above three at frequent, indeed
daily, intervals to maintain work place in perfect condition.
(standardize)

Shitsuke:- Form the habit of always following the
first four Ss. (self-discipline)
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33. 49 10/08/25

34. 51
... Just In Time
DEFINITION :
Manufacturing and conveying what is needed,
when it’s needed, in the amount needed
Achieved through
Continuously reducing the manufacturing lead-time
from external supplier to external customer.
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35. 52
JIT Element - Continuous Flow
Processing
Batch Processing
10 minutes
10 minutes
10 minutes
Total Batch A processing time : 30 minutes
Continuous Flow Processing
Total Batch A processing time : 12 minutes
Only 3 minutes for 1st part
•Product requires three processes that take one minute each
•Processing first batch in batches of 10 requires 30 minutes
•Processing first “batch” one-at-a-time requires only 12 minutes
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36. 53
SINGLE MINUTE EXCHANGE OF DIES
(SMED)
- A series of techniques pioneered
by Shigeo Shingo for changeovers of production
machinery in less than ten minutes(single digit).
One-Touch setup is the term applied when
changeovers require less than a minute.
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37. 54
KANBAN

Manual information system to control
production, Material transportation, and
inventory ( It is generally a card-Bin card)

It is a communication signal from a customer
to a producer to pull the product.

Kanban signals, have information about the
parts (name, part number, quantity, source,
destination, etc.) and electronic signals are
also used
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38. 55
“Kanban” means “Signal”
 email
 fax
 colour
 lid
 space
 box
 card
Kanban
Card
*
FAX
BAN
What is Kanban ?
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39. 56
An example of a Kanban card
KANBAN CARD
PART NO. : 3175A2.5-10
PART DESCRIPTION : SCREW
PART CODE : 9599941940
SHOP LOCATION : AP/1
QTY. REQUIRED : 50 NOS
SOURCE OF SUPPLY : 007SHOP
STORE/LOCATION :IAF D9-3
DELIVERY PERIOD : 15 DAYS
KANBAN CARD
This card is used in the
Instrument Rotable shop,
in the bins to trigger the
requirement of spare parts
in advance.
The moment half the spare
Parts of a particular bin gets
Consumed, the card is taken
out of the bin and displayed to
Trigger production.
HAL , Aircraft Overhaul Division, Nasik
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40. 57
Visual Control System
VISUAL MANAGEMENT : In visual management,
simple visual tools are used to identify the target
state, and any deviance is met with corrective action.
VISUAL CONTROLS : Various tools of visual
management such as color-coding, charts, andons,
schedule boards, labels and markings on the floor.
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41. 58
ANDON

A tool of visual management, originating from the
Japanese word for 'lamp'. Most commonly andons are
lights placed on machines or on production lines to
indicate operation status. Andons are commonly
color-coded green (normal operations), yellow
(changeover or planned maintenance), and red
(abnormal, machine down). Often combined an
audible signal such as music or alarms.
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42. 59
Total Productive
Maintenance (TPM):

aims at maximizing equipment
effectiveness and uptime throughout the
entire life of the equipment.

Machines are maintained by the people
who operate them.

Everyone is responsible for the
maintenance.
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43. 60
KAIZEN

KAIZEN: Japanese for 'change for the
better' or ‘continuous improvement'.

A business philosophy of continuous cost
reduction, reduce quality problems, and
delivery time reduction through rapid,
team-based improvement activity.
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44. 61
KaizenKaizen
KAI
To modify /
Change
ZEN
To make good /
better
+
= KAIZEN
Gradual and orderly, continuous improvement.
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45. 62
POKA = ERRORSERRORS
YOKE = AVOIDAVOID
TRANSLATION FROM THE JAPANESE
POKA YOKE
Japanese for 'mistake-proofing'. Mistake-proofing and fool
- proofing devices made by designing parts, processes, or
procedures so that mistakes physically or procedurally
cannot happen.
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46. 63
Cross functional Team
Teams

With multiskilled employees from different
functional areas.

Who can work many operations within a cell and
even operations in different cells.

With continuous improvement philosophy (problem
solving, suggestion systems, etc).

Who can process quality, not inspection.
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47. 64
MAKING IT
HAPPEN
PlanPlan
DoDo
CheckCheck
ActAct
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48. 65
Taking the Initiative
A Lean Enterprise can’t afford to
have people waiting to be told
what to do and how to do it
People at all levels should take initiative to make
the system Lean, irrespective of their positions.
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49. 6610/08/25