Lean Manufacturing Ind advanced for factory implement.ppt

lean manufacturing

1. Lean Manufacturing

2. Agenda
Background
Toyota Production System
Key Lean Techniques
Advantages and Disadvantages
People and Customers
Economics
Changes in Lean
Current Lean Practices
Case Studies

3. Definition

Lean Manufacturing – A way to eliminate waste
and improve efficiency in a manufacturing
environment

Lean focuses on flow, the value stream and
eliminating muda, the Japanese word for waste

Lean manufacturing is the production of goods
using less of everything compared to traditional
mass production: less waste, human effort,
manufacturing space, investment in tools,
inventory, and engineering time to develop a new
product

4. Lean and Just-in-Time

Lean was generated from the Just-in-time (JIT)
philosophy of continuous and forced problem
solving

Just-in-time is supplying customers with exactly
what they want when they want it

With JIT, supplies and components are “pulled”
through a system to arrive where they are needed
when they are needed

5. What is Waste?
Waste is anything that
happens to a product
that does not add
value from the
customer’s perspective
Products being stored,
inspected or delayed,
products waiting in
queues, and defective
products do not add
value

6. Seven Wastes

Overproduction – producing more than the customer
orders or producing early. Inventory of any kind is
usually waste.

Queues – idle time, storage, and waiting are wastes

Transportation – moving material between plants,
between work centers, and handling more than once
is waste

Inventory – unnecessary raw material, work-in-
process (WIP), finished goods, and excess operating
supplies

Motion – movement of equipment or people

Overprocessing – work performed on product that
adds no value

Defective product – returns, warranty claims, rework
and scrap

7. Origins
Lean Manufacturing is
sometimes called the
Toyota Production
System (TPS) because
Toyota Motor
Company’s Eiji Toyoda
and Taiichui Ohno are
given credit for its
approach and
innovations

8. Underlying Principles to TPS

Work shall be completely specified as to
content, sequence, timing, and outcome

Every customer-supplier connection, both
internal and external, must be direct and
specify personnel, methods, timing, and
quantity of goods or services provided

Product and service flows must be simple and
direct – goods and services are directed to a
specific person or machine

Any improvement in the system must be made
in accordance with the “scientific method” at
the lowest possible level in the organization

9. Toyota Production System
Since the Toyota Production System
requires that activities, connections, and
flow paths have built-in tests to signal
problems automatically, gaps become
immediately evident.
Results of the TPS are improvements in
reliability, flexibility, safety, and efficiency.
These lead to increase in market share
and profitability.

10. Timeline

11. Key Lean Manufacturing
Techniques
5S
Single Minute Exchange of Dies
Kanban
Cellular Manufacturing

12. 5S
Strategy for creating a well organized, smoothly
flowing manufacturing process

13. 5S Examples
Before After

14. Benefits of 5S

Increases organization and efficiency

Avoids wasted motion

Increases safety

Eliminates unnecessary inventory

Offers improvements at an
inexpensive cost

15. 5S Drawbacks
If not fully implemented, may result in
“Jive S”

Store things

Stick to the rules

Superficially clean

Switch to new fixtures

Serve reluctantly
Can not be considered an end goal –
must be part of a continuous
improvement movement

16. Single Minute Exchange of Dies
(SMED)
Method that focuses on the rapid conversion from
manufacturing one product to the next

17. SMED and Lean

SMED needs to be treated as a
constant improvement program

Setup times can not be minimized
overnight

Continuous evaluation and
exploration of further improvements
is absolutely necessary

18. 09/06/24 18
Simple CNC Example

New batch of parts arrives

Change over tools for the batch

Set offsets for new tools

Load NC program

Validate

Run parts

Load part onto machine

Cycle start and wait

Unload and visually inspect (adjust if necessary)

19. External elements of work can be completed while the machine is still running e.g.
get the next tool, get all your clamps, get lifting equipment in place, put equipment
away, etc.
Internal elements of work can only be done while the machine is stopped e.g. change
the tool, adjust the machine depth, sharpen a tool (which requires the machine to be
stopped), etc..

20. SMED Examples

21. SMED Examples

22. SMED Examples

23. For example:
 A slide clamp reduced the time required to load and unload parts to fixture.
 2 hold-down clamps eliminated the need to tape parts during a glue-up operation.
 Set slide allows quick (temporary) alignment of 2 parts.
SMED Examples

24. SMED Examples

Split thread bolts

Handles

Toggle clamps

U-shaped washers

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Make the tool part of the screw device -- you don’t need a tool,
and this will save time in disassembling and reassembling the
tooling and fixturing!

26. 09/06/24 26
Reduce the
amount of
turns required
in order to
activate the
screw.

27. 09/06/24 27
Reduce the
amount of
screw turns and
eliminate the
tool!

28. 09/06/24 28

29. 09/06/24 29

30. 09/06/24 30

31. Benefits of SMED

Increases throughput by reducing setup
times

Eliminates setup errors

Increases safety

Reduces the cost of setups

Reduces waiting times and inventory buildups

Decreases the required skill level of the
operators

32. Kanban

A system that uses replenishment
signals to simplify inventory
management

Signals (usually cards) hold product details

What to make, when to make it, how much to make, and
where to send it

Cards stay attached to a bin that holds the product

When bin is empty, it is returned to the start of the
assembly line for replenishment

Full bins are returned to the customer, and the
cycle continues

33. Kanban Example
Supermarket Ordering System

34. Benefits of Kanban

Highly visible systems

Simple, effective, and inexpensive

Reduces inventory and eliminates
stock-outs

Improves the quality of service

Improves lead times

35. Cellular Manufacturing
Dividing the manufacture of products
into semi-autonomous and multi-
skilled teams known as work cells

36. Cellular Manufacturing
Example
Functional Layout
Cellular Layout

37. Benefits of Cellular
Manufacturing

Simplifies material flow and
management

Reduces interdepartmental travel

Reduces throughput time

Reduces lot sizes

Simplifies scheduling

38. Lean Manufacturing
Advantages and Disadvantages

Advantages:

Increased overall
productivity

Reduced amount of
floor space required

Reduced
manufacturing lead
time

Improved flexibility to
react to changes

Improved quality

Disadvantages:

Difficulty involved with
changing processes to
implement lean
principals

Long term commitment
required

Very risky process -
expect supply chain
issues while changing
over to lean

39. People
Transition to Lean is
difficult since a
company must build a
culture where learning
and continuous
improvement are the
norm.
Success of lean
requires the full
commitment and
involvement of all
employees and of the
company’s suppliers.

40. How People Benefit from
Lean
Element Traditional Lean Improvement
Communication Slow & UncertainFast & Positive Quality &
Coordination
Teamwork Inhibited Enhanced Effective Teams
Motivation Negative, ExtrinsicPositive, IntrinsicStrong Motivation
Skill Range Narrow Broad Job Enrichment
Supervision Difficult and
Fragmented
Easy & LocalizedFewer Supervisors

41. How Customer’s Benefit
from Lean
Element Traditional Lean Improvement
Response Weeks Hours 70-90%
Customization Difficult Easy Competitive
Advantage
Delivery Speed Weeks-Months Days 70-90%
Delivery
Reliability
Erratic Consistent & High Up to 90%
Delivery
Quantities
Large Shipments JIT as Required Locks in JIT
Customers
Quality Erratic Consistent & High Delighted
Customers

42. House of Lean

43. Economics

Reduction of Inventory

Less space necessary to hold inventory

Reduced Waste

Decreased Production Cost

Increased market share

Able to provide what the customer wants quickly

Increased competitive advantage

Faster response to the customer

Lower Cost

Higher Quality

44. Changes in Lean since the
beginning

45. Inventory Comparison

Inventory Turnover – annual cost of
goods sold from the income statement
divided by the value of inventory from
the balance sheet

46. Quality Control

6 sigma process

Combination of old and new ideas

6 ingredients

Genuine focus on the customer

Data- and fact-driven management

Process focus, management, and improvement

Proactive management

Boundarlyless collaboration

Drive for perfection, tolerance failure

47. Lean Maintenance

48. A Simultaneous Approach

49. 6 Tools for Lean
Maintenance

Visual Controls

5S

Seven Wastes

Single Minute Exchange of Dies

Poka-yoke

Total Productive Maintenance

51. Other impacts of Lean

Bell South – service industry

Management system and operations Control

Process management, work measurement,
management control, and people development

Combines lean and 6 sigma

Woburn Safari Parks

Feed logistics

Animal Resource Planning

52. Background
Poli-film America Inc. a division of a German owned
company.
Manufactures protective masking that prevents abrasion
and staining of exposed surfaces during manufacturing
and delivery
Industries Using Material:
Plastics

Automotives

Construction
Electronics
Laminates

Furniture

Textiles
High demand product
24/7 production

53. Problems

An enterprise resource planning system that
encompassed an unstable database

The database was untrustworthy account of inventory,
hand counts were necessary to confirm the numbers
counted by computers

Led to many employees spending many hours and led
to low processing and limit of work utilization

Lack of frequency in supplies and storage –
errors in production and set limits

Unable to trace items

Main concern – program’s ability to adapt to
changing processes and production goals while
still maintaining inventory traceability real time
data with multiple distribution sites

54. Results

Chose a new program to implement in later 2003

Greatest impact on company’s inventory flow and order
distribution

Real time traceability allowed him to cut down on the 2 mil
lbs of film and other materials by more than half and
maintain a sufficient safety stock for when its time to reorder
and restock

Benefits through Lean

Time and money has seen dramatic cuts

Instead of 20 min to fill an order, takes less than 5 min currently

Allowed company to expand for more regional coverage

Been simplified for reports

Reduce time taken to accomplish certain tasks and add more
responsibilities