Slide - Pengurusan LEAN Production_M3_M4_FMM.pptx

What Is Lean Manufacturing?
The core idea of lean manufacturing, (i.e., lean production) is actually quite simple; relentlessly work on eliminating waste from the manufacturing process.

What Is Waste?
Waste is defined as any activity that does not add value from the customer’s perspective. According to research conducted by the Lean Enterprise Research Centre (LERC), fully 60% of production activities in a typical manufacturing operation are waste – they add no value at all for the customer.

The good news is that just about every company has a tremendous opportunity to improve by eliminating waste, using lean manufacturing techniques and other manufacturing best practices.

What Are Lean Manufacturing Techniques?
The techniques of lean manufacturing enable you to deliver higher quality products at significantly lower costs. Now that is something to get excited about!

It can be difficult to find reliable and well-written information about improvement techniques for manufacturing. So, our goal is to provide you with the absolute best source of easy-to-understand information for helping you improve the efficiency, effectiveness, and profitability of your manufacturing operations.

With that in mind, we have designed each lean production topic on this site to be self-contained and to stand on its own. If you want to learn about a topic, simply forge ahead and read about it. We have worked to make it particularly easy to explore the topics that are of most interest to your situation.Lean manufacturing is a production process based on an ideology of maximising productivity while simultaneously minimising waste within a manufacturing operation. The lean principle sees waste is anything that doesn’t add value that the customers are willing to pay for.

The benefits of lean manufacturing include reduced lead times and operating costs and improved product quality.

Also known as lean production, the methodology is based on a specific manufacturing principles that have influenced production systems across the world as well as those of other industries including healthcare, software and various service industries.

Contents
How does it work?
Why is it important and how can it help?
When and who invented it?
What is the meaning?
The 5 lean manufacturing principles
8 wastes of lean manufacturing
Advantages and disadvantages
Example
How can it be implemented?
Tips to implement
Tools used
Lean vs six sigma
Conclusion

1. Lean Methodology And Tools MODULE 3

2. Promote and engage the employees on the benefits of LEAN Program/Tools and continuous pursuit to initiate small improvement in multiple work stations . Increase yield by reviewing the process flow inefficiency and constraints to reduce cycle time, waste , product defect and increase productivity. Identify a minimum of two (2) to three (3) Lean Projects to improve factory overall performance and productivity. 2 Objective

3. LEAN MANAGEMENT DEFINITION TEMPLATE Lean management is a continuous improvement initiative undertaken by a company by means of working on small changes in work processes in pursuit of delivering value to customers. 61

4. LEAN 4 Competitive Advantage 2. Do things fast and in STANDARD TIME, to have the ‘Speed Advantage ’ 1. Do things right to achieve quality advantage - Zero Customer Compliant 3. Do things SMOOTHLY to have the Dependability /Delivery Advantag e 4. Do things Cost Effectively to have Cost Advantage & Secure New Order 4

5. 3M’S Lean menggunakan 'set of tools' yang membantu dalam mengenal pasti dan menghapuskan : Pembaziran - 'waste' (MUDA) Ketidakseimbangan - 'unevenness' (MURA) Terlalu banyak tugasan - 'overburden' (MURI) Rajah 5: 3M's (Muda, Mura, Muri) 79

6. FACTORY WORK CELL/PROCESS WHAT IS NON-VALUE ADDED WORK? MUDA/ PEMBAZIRAN cutting & Sizing Lack of QC on material. Crack, warping, knot, void etc. Longer Time Taken to Prepare Material Mencari material Ulang-alik banyak kali Material bercampur Inefficient Arragement Storage Pre-production Receive and Prepare Material Production Wood Machining Defect Torn grain Loosen Grain Improper Cutting Angle Dimensial Inaccuracy (Lenght, width, thickness) Variation in the material being machined Material waste Human Work Arrangement and Efficiency 67

7. By applying Lean, you will be able to challenge yourself to find better work methods or techniques, and remain focus to deliver on activities/tasks that bring value. Focus & Ownership When employees are focused on delivering value, they will be more productive and efficient, because they won’t be distracted by unclear tasks. Improving Productivity & Efficiency By establishing a pull system, you will be able to deliver work only if there is actual demand. Effective Process (Pull System) When your production is based on actual demand, you will be able to use only as many resources as needed. Better Use of Resources BENEFITS OF LEAN MANAGEMENT 64

8. Culture Belief Model 1. Day to Day Action 4. Results 3. Best Practices 2. Belief 8

9. GUIDING PRINCIPLES OF LEAN MANAGEMENT Guiding Principles 1. Defining value from the standpoint of the end customer. 2. Identifying each step in a business process and eliminating those steps that do not create value . 3. Making the value-creating steps occur in tight sequence . 59

10. THE 5 BASIC LEAN PRINCIPLES Company needs to add value defined by its customer’s needs to offer a product/service that a customer is ready to pay for. Mapping the workflow of company has to include all actions and people involved in the process of delivering the end product to the customer. Making sure that the workflow of each team remains smooth. It may take a while. Having a stable workflow is a guarantee that your teams can deliver work tasks much faster with less effort. To secure the stable workflow, make sure to create a pull system. Problems may occur at any of the previous steps. Make sure that employees on every level are involved in continuously improving the process. Identify Value Map the value stream Create continuous workflow Create a pull system Continuous improvement Maximize the value Identify value Map the value stream Create flow Establish pull Seek perfection 62

11. 68 MUDA/ PEMBAZIRAN 78 MUDA/ PEMBAZIRAN ALAT LEAN Di antara alatan lean bagi mengesan pembaziran dan alatan lean menghapuskan pembaziran adalah seperti pada rajah di bawah: 69

12. THE LEAN MANAGEMENT TOOLS - SMARTART DIAGRAM 5S Elimination of Time Batching Kanban (Pull System) Value Stream Mapping SMED Poka-yoke (Error Proofing) Total Productive Maintenance Rank Order Clustering Single Point Scheduling Mixed Model Processing Multi-Process Handling Redesigning Working Cells Control Charts (For Checking MURA) 65

13. Jenis Pembaziran Dan Pengiraan Kos MODULE 4

14. Sofa/Cabinet Production Faulty drawer slides Weak Hinges Uneven Surface Loose Joint Misaligned Connection Loose Seam Over Lapping Crack, Scratch NON-VALUE ADDED WORK What You Need To Do? Detect and Rectify these problems or defects at your work stations. 70

15. Waste Quality defects Losses of breakdown, set-up or adjustments Idling Minor stoppages, Rework Can be achieved by reducing : Mengawal Kos Kilang

16. Equipment Losses 6 Big Losses . BREAKDOWN SETUP AND ADJUSTMENT IDLING AND MINOR STOPPAGE REDUCED SPEED QUALITY DEFECTS AND REWORK STARTUP 1. AVAILABILITY 2. PERFORMANCE 3. QUALITY OEE

17. JENIS PEMBAZIRAN Strategi pertama untuk perlaksanaan LEAN adalah kesedaran tentang WASTE ataupun PEMBAZIRAN . Kita perlu faham sebelum lain-lain pembaziran berlaku, ia berlaku kerana ada PROSES yang tidak perlu DILAKUKAN . Rajah 4: Jenis-jenis Pembaziran] 71

18. 18 IMPROVE RESULTS TRANSFORMATION PROCESS (Method) INPUT OUTPUT PREVENT OR PROCESS OR ENGINEERING IMPROVEMENT CONTROL AND MONITORING TO IMPROVE PROGRESSIVELY AND CONTINOUSLY AUDIT AND AWARENESS THROUGH VISIBILITY (Man, Material, Machine)

19. The 7 Wastes Waste can be categorized by using operational cost items or the “green” approach. However, this guide categorizes waste using the “7 Wastes of the Toyota Production System”. Using this approach, waste can be categorized as : Waste Arising from Overproduction Waste Arising from Defects (bad quality) Waste Arising from Waiting time (delay) Waste Arising from Inventory (work-in-progress) Waste Arising from Transportation (movement) Waste Arising from Processing Waste Arising from Unnecessary motion 19

20. 20 OVERPRODUCTION Production of excessively large lots or production that is too far ahead of schedule can result in ; Produk atau sub-assembly parts melebihi dari Order Handling and production cost Additional storage space 2. DEFECTS Defects can results in : Kerosakan product Rework Down grading f products and cause the reduce in price due to defects Warranty claims Return items Cancel Order Concession costs, eg .,discounts

21. 21 3. WAITING / DELAYS Waiting and delays can result in : Downtime Set-up time for machines Imbalance in line loading Late delivery of parts Supplier rejects 4. INVENTORY / WORK-IN-PROGRESS Inventory / Work-in-progress Handling charges Additional storage space Interest charges Obsolescence

22. 22 5. TRANSPORT Transport waste can be caused by : Parts transported from a central warehouse to sub-warehouse before they actually reach the factory Parts stored at one end of the building and transported to the work station when needed Parts transported from large pallets to small pallets before reaching the machines 6. PROCESS Process waste can be in the form of : Ill-maintained machines Unnecessary steps 7. MOTION Motion waste can be caused by : Unnecessary actions, eg , searching, selecting, positioning, inspecting, planning, holding, etc.

23. 23 DESCRIBE WASTE ITEMS 7 waste categories

24. 24 The practitioner should involve those in the Waste Elimination Committee or sub-committees in identifying and describing the waste ites. An example is given below: Example of Waste Items Identification IDENTIFICATION OF WASTE ITEMS Date Company / Factory / Process Name : Factory - Store Waste Category Waste Items Waste Item Description Elimination Priority (1= highest priority ) Overproduction - Obsolescence Old stocks 3 Defects Spoilages Defect parts from supplier 1 Waiting/Delays Late delivery of parts Supplier rejects 1 Inventory/Work-in-progress Storage space Old stocks 2 Motion Unnecessary actions Searching for parts dye to overcrowded store 2 Name : Signature : The ‘Elimination Priority’ column is for prioritizing the areas to focus on in view of the company’s limited resources for waste elimination activities. Hence, if defects and waiting / delay are given a number one priority, the company should from two ad-hoc project teams to work on these areas before moving on to inventory / work-in-progress waste.

25. 25 Set Evaluation Criteria For Identified Waste Items EVALUATION CRITERIA FOR IDENTIFIED ITEMS Date Company / Factory / Process Name : Factory - Store Waste Item Person-in-charge Ease of Data Collection (Yes or No) Possibility of Elimination (Yes or No) Overproduction Defects Waiting/Delays Inventory/Work-in-progress Transport Process Motion Note : “NA” or Not applicable is used only when the waste item is not encountered by the process or department Name : Signature :

26. Topic What did you learn or relearn. Write from an application point of view. Summary of Learning 76

27. Topic What did you learn or relearn. Write from an application point of view. Summary of Learning 76