Tools of lean mfg

Lean Mfg

1. Prepared By- Inderjeet Lean Manufacturing

2. TYPES OF ACTIVITY/WORK . VALUE ADDED - For which customer pays and necessary. E.g.-Actual Operation (Riveting, Bending) . NON VALUE ADDED - For which customer doesn’t pay but needed. E.g.-Inspection , WIP . WASTE – Does not needed. E.g.- Defects, Delays, Manpower Idle

3. CONCEPT

4. Definition of Lean-Manufacturing -Systematic Elimination of Waste -Reduction of “FAT” From Production Activities -Half the Hours of Human Efforts -Half the Factory Space for same Output - A Tenth or Less of In Process Inventories “ LEAN IS… A mindset, or way of thinking, with a commitment to achieve a totally waste-free operation that’s focused on your customer’s success

5. Tools of Lean-Manufacturing 1- 5 ‘S’ 2- Andon 3- Bottleneck Analysis 4- Continious Flow 5- Gemba 6- Heijunka 7- Jidoka 8- JIT 9- Kan-Ban 10- Kaizen 11- KPI (Key Performance Index)

6. Tools of Lean-Manufacturing 12- Muda ( Waste) 13- OEE ( Over All Equipment Effectiveness) 14- PDCA 15- Poke-Yoke 16- Root Cause Analysis 17- SMED 18- Six Big Losses 19- Standardized Work 20- TAKT Time 21- TPM 22- Value Stream Mapping

7. Tools of Lean-Manufacturing 23- Smart Goals 24- Hoshin Kanri 25-Visual Factory

8. 1- 5 ‘S’ Organize the work area: Sort (eliminate that which is not needed) Set In Order (organize remaining items) Shine (clean and inspect work area) Standardize (write standards for above) Sustain (regularly apply the standards )

9. 2- Andon Visual feedback system for the plant floor that indicates production status, alerts when assistance is needed, and empowers operators to stop the production process.

10. 2 A- Andon

11. 3 -Bottleneck Analysis Identify which part of the manufacturing process limits the overall throughput and improve the performance of that part of the Process

12. 3 A – Bottleneck Analysis

13. 4 – Continuous Flow Manufacturing where work-in-process smoothly flows through production with minimal (or no) buffers between steps of the manufacturing process.

14. 4 A – Continuous Flow

15. 5 – Gemba A philosophy that reminds us to get out of our offices and spend time on the plant floor – the place where real action occurs

16. 6 – Heijunka A form of production scheduling that purposely manufactures in much smaller batches by sequencing (mixing) product variants within the same process.

17. 6 A – Heijunka

18. 6 B – Heijunka

19. 7 – Jidoka Design equipment to partially automate the manufacturing process (partial automation is typically much less expensive than full automation) and to automatically stop when defects are detected.

20. 7 B – Aims of Jidoka

21. 8 – JIT (Just In Time ) Pull parts through production based on customer demand instead of pushing parts through production based on projected demand. Depends on many lean tools, such as Continuous Flow, Heijunka, Kanban, Standardized Work and Takt Time. Produce and convey what customers want, when they want in exactly the amount they want.

22. 8 A – JIT (Just In Time )

23. 9 – Kaizen A strategy where employees work together proactively to achieve regular, incremental improvements in the manufacturing process. Kai + Zen = Better + Change

24. Before KAIZEN After KAIZEN Operator was putting scrap of wire on table and scrap of wire were spreaded on table A hole is made on table for putting scrap and A red bin is placed for collecting scrap part Kaizen Area : 1- Productivity 2- Quality 3- Work Standardization 4- 5’S’ 5- Safety 6- Customer satisfaction Example of Kaizen Operation/ Machine Kaizen Theme Counter Measure Benefits KAIZEN Diagram Deptt: Mfg Shop/Area: Punto Acctuator Line/Station : Line no-3 Date: 02-01-14 Format No : F020S062/00 Crimping of wire with terminal 5’S’ A hole is made on table 5’S’ improved

25. 10 – Kan-Ban A method of regulating the flow of goods both within the factory and with outside suppliers and customers. Based on automatic replenishment through signal cards that indicate when more goods are needed.

26. 10 A – Calculation of Kan-Ban

27. 10 B – Example of Kan-Ban

28. 11 – KPI ( Key Performance Index ) Metrics designed to track and encourage progress towards critical goals of the organization. Strongly promoted KPIs can be extremely powerful drivers of behavior – so it is important to carefully select KPIs that will drive desired Behavior

29. 12 – Muda(Waste) Anything in the manufacturing process that does not add value from the customer’s perspective

30. 12 A – Muda(Waste)

31. 12 B – Muda(Waste)

32. 12 C – Muda(Waste) There are seven type of Wastage- 1- Transportation 2- Inventory 3- Motion 4- Waiting 5- Over Production 6- Over Processing 7- Defects These are also known as “ TIM WOOD”

33. 13 – OEE (Over All Equipment Effectiveness) Framework for measuring productivity loss for a given manufacturing process. Three categories of loss are tracked: Availability (e.g. down time) Performance (e.g. slow cycles) Quality (e.g. rejects)

34. 13 – OEE (Over All Equipment Effectiveness) Framework for measuring productivity loss for a given manufacturing process. Three categories of loss are tracked: Availability (e.g. down time) Performance (e.g. slow cycles) Quality (e.g. rejects)

35. 13 A – Example for Calculating OEE OEE= Availability x Quality x Productivity Availability- Total Time Available =450 Minutes Time Loss due to Any Reasons = 50 Minutes Total Time Utilized = 400 Minutes Availability %Age = 400/450 = 88.9 % Quality- Total Part Produced = 1200 Pcs Rejection Part = 10 Pcs OK Parts Produced = 1190 Pcs Quality %Age = 1190/1200 = 99.2%

36. 13 A – Example for Calculating OEE Productivity- Total Time Utilized =400 Minutes Part produced in Target Time = 1200 Pcs Actual Part Produced = 1150 Pcs Productivity %Age = 1150/1200 = 95.8 % OEE = 88.9 x 99.2 x 88.9/1000000 = 845019/1000000 = 0.845 =84.5%

37. 14 – PDCA (Plan,Do,Check & Action) An iterative methodology for implementing improvements: Plan (establish plan and expected results) Do (implement plan) Check (verify expected results achieved) Act (review and assess; do it again)

38. 14 – PDCA (Plan,Do,Check & Action)

39. 15 – Poke Yoke Design error detection and prevention into production processes with the goal of achieving zero defects.

40. 15 A – Poke Yoke Types of Poke Yoke 1-Detection Poke Yoke 2-Prevention Poke Yoke Based on Theory that- 1-Don’t accept NG Part 2-Don’t produce NG Part 3-Don’t pass the NG Part

41. 16 – Root Cause Analysis A problem solving methodology that focuses on resolving the underlying problem instead of applying quick fixes that only treat immediate symptoms of the problem. A common approach is to ask why five times – each time moving a step closer to discovering the true underlying Problem

42. 17 – SMED ( Single Minute Exchange Die) Reduce setup (changeover) time to less than 10 minutes. Techniques include: -Convert setup steps to be external (performed while the process is running) -Simplify internal setup (e.g. replace bolts with knobs and levers) -Eliminate non-essential operations Create standardized work instructions

43. 18 – Six Big Losses Six categories of productivity loss that are almost universally experienced in manufacturing: Breakdowns Setup/Adjustments Small Stops Reduced Speed Startup Rejects Production Rejects

44. 19 – Standardized Work Documented procedures for manufacturing that capture best practices (including the time to complete each task). Must be “living” documentation that is easy to change.

45. 19 A – SWCT

46. 20 – Takt Time The pace of production (e.g. manufacturing one piece every 34 seconds) that aligns production with customer demand. Calculated as Planned Production Time / Customer Demand.

47. 20 A – Takt Time

48. 20 B – Takt Time

49. 21 – TPM A holistic approach to maintenance that focuses on proactive and preventative maintenance to maximize the operational time of equipment. TPM blurs the distinction between maintenance and production by placing a strong emphasis on empowering operators to help maintain their equipment.

50. 21 – TPM TPM in three words: T Total • Overall efficiency. • Total production system. • Participation of all employees. P Productive • Zero defect. • No trouble in operation. • Safety. M Maintenance • Longer life cycle of production system.

51. 21 A – PILLARS OF TPM

52. 22 – Value Stream Mapping A tool used to visually map the flow of production. Shows the current and future state of processes in a way that highlights opportunities for improvement

53. 22 – Value Stream Mapping

54. 23 – Smart Goals Goals that are: Specific, Measurable, Attainable, Relevant, and Time-Specific.

55. 24- Hoshin Kanri Align the goals of the company (Strategy), with the plans of middle management (Tactics) and the work performed on the plant floor (Action).

56. 25- Visual Factory Visual indicators, displays and controls used throughout manufacturing plants to improve communication of information.