Professional Documents
Culture Documents
edu/lean
LEAN MANUFACTURING
PRINCIPLES
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The Connection
College of Engineering
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facilitation
manufacturing networks
lean assessments
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LEAN THINKING
Key Principles of Lean Thinking
VALUE - what customers are willing to pay for
VALUE STREAM - the steps that deliver value
FLOW - organizing the Value Stream to be continuous
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Defining Lean
Lean is:
A systematic approach to identifying and eliminating
waste (non-value added activities) through continuous
improvement by flowing the product at the pull of the
customer in pursuit of perfection.
The MEP Lean Network
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Zero defects
100% value-add
TSSC
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LEAN MANUFACTURING
Why Become Lean?
PQCDSM
Improve Customer Satisfaction
Increase Sales and Profits
Insure Long-term Health of Company
Survival
Create Sustainable Competitive Advantage
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25
50
75
100
Productivity Increase
WIP Reduction
Quality Improvement
Space Utilization
Flexibility
Skill Enhancement
Visual Management
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LEAN MANUFACTURING
Where has Lean been successfully
implemented?
Manufacturing
Automotive
Industrial Products
Furniture
Textiles and Apparel
Printing and Packaging
Consumer Products
Service Industries
Military
Healthcare
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Just do it!
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Value-added:
Machining
Knitting
Drilling
Spreading/Cutting
Assembly
Dying
Painting
Sewing
Non-value added:
Sorting
Stacking
Counting
Checking
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8 Wastes
5%
Non-value added
Overproduction
Excess
inventory
Defects
Non-value
added
processing
Waiting
Underutilized
people
Excess motion
Transportation
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- Learning to See
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Just-In-Time
continuous flow
takt time/pace
pull system
triggers
Heijunka
Involvement
Jidoka
separate man &
machine work
identify abnormal
conditions
poka yoke
Standardized Work
Kaizen
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Toyotas Philosophy
Customer first
People are the most valuable resource
Kaizen (continuous improvement)
Shop floor focus
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Just-In-Time
continuous flow
takt time/pace
pull system
triggers
Heijunka
Involvement
Jidoka
separate man &
machine work
identify abnormal
conditions
poka yoke
Standardized Work
Kaizen
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Stability
The Four Ms
Operations safely carried out with all task
organized in the best known sequence and
by using the most effective combination of
resources
huMans
Materials
Methods
Machines
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Stability
The 5Ss
Sort
Keep only what is needed in your area
Stabilize
A place for everything and everything in its place
Shine
Clean up the workplace
Standardize
Develop system (rules) to maintain what has been done
Sustain
Self discipline to maintain established procedures
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Stability
The 5Ss - Before
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Stability
The 5Ss
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Stability
The 5Ss
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Stability
Visual Controls
Visual Controls are simple signals that provide an
immediate understanding of a situation or condition. They
are efficient, self regulating, and worker managed.
Examples include:
Pictures, diagrams
Color coded dies, tools, pallets
Lines on the floor to delineate storage areas, walk
ways, work areas, etc.
Improved lighting
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Stability
Visual Controls
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Stability
Plant Layout
QC
Raw Stock
Shear
Stamp
Brake
Mill
Weld
Grind
QC
Screw
Machine
Lathe
Shipping
Receiving
Drill
Assembly
Finish
Parts Stock
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Stability
Cellular Layout
1
Lathe
2
Drill
27
Seconds
10
Pack
3
Mill
4
Mill
27
Seconds
9
Inspect
8
Drill
5
Inspect
27
Seconds
7
Test
6
Drill
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Stability
Cellular Layout
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Stability
Total Productive Maintenance
Total Productive Maintenance (TPM) is a
series of methods to keep equipment running
The goals of the TPM process include:
Develop people who are equipment-knowledgeable
Create well-engineered equipment: building in safety and
quality
Create an environment where enthusiasm and creativity
flourish
Maximize equipment productivity and capacity as
measured by Overall Equipment Effectiveness (OEE)
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Stability
OEE = Availability Performance Efficiency Rate of Quality
Availability
Performance Efficiency
Rate of Quality
Do you manufacture
quality products?
Are your processes
repeatable?
Related Losses
Setup and
Adjustment
Breakdowns
Reduced Speed
Related Losses
Startup
Defects and Rework
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Just-In-Time
continuous flow
takt time/pace
pull system
triggers
Heijunka
Involvement
Jidoka
separate man &
machine work
identify abnormal
conditions
poka yoke
Standardized Work
Kaizen
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Just-in-Time
Pull System
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Just-in-Time
Pull System
Kanban
- A signal to indicate when more parts are needed
(Order or Produce)
- Card, empty Bin, In Process Kanban (IPK) on plant floor
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Just-in-Time
Pull System
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Just-in-Time
Supermarket Analogy
A carton of milk is removed from shelf
A stock person restocks the empty location,
but only brings what shelf can accommodate
the supermarket combines visual control, pull system,
Kanban, 5S
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Just-in-Time
Quick Changeover (Set-up Reduction)
Single Minute Exchange of Dies (SMED)
a series of techniques for changeovers of production
machinery in less than ten minutes (single digit
minutes)
Set-up Reduction Program Goals
To achieve smaller lots
To maintain consistent quality
To minimize inventory
To reduce lead times
To address frustration of setup personnel
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Just-in-Time
Basic SMED Principles
Identify
changeover tasks
Analyze
on no/low cost
solutions
Aim
to eliminate
changeover time
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Just-in-Time
Positioning Pins
Positioning Pins
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Just-in-Time
No/Low Cost Solution: One-Turn Methods
Pear-Shaped Hole Method
Tighten Here
Attach and
Remove
Here
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Just-in-Time
No/Low Cost Solution: One-Turn Methods
Speed Nut
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Just-in-Time
No/Low Cost Solution: One-Turn Methods
Wing Nut Method
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Just-in-Time
No/Low Cost Solution: One-Motion Methods
Cam Method
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Just-in-Time
Quick Changeover
Not quick: Must heat
molds and plates
before changeover
Quicker: Test stand
with hot plates to
pre-heat molds and
plates
Courtesy of Playtex Panama, Santo Domingo, DR
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Just-in-Time
Continuous Flow - Batch Size Reduction
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Just-in-Time
Process
Process
10 minutes
10 minutes
10 minutes
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Just-in-Time
Takt Time = Demand Rate
Takt Time =
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Just-In-Time
continuous flow
takt time/pace
pull system
triggers
Heijunka
Involvement
Jidoka
separate man &
machine work
identify abnormal
conditions
poka yoke
Standardized Work
Kaizen
www.ies.ncsu.edu/lean
Jidoka
Quality at the Source
Source Inspection: Operators must be
certain that the product they are passing to the
next work station is of acceptable quality.
Operators must be given the means to
perform inspection at the source, before they
pass it along.
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Jidoka
Quality at the Source
Source
Inspection at
Molding
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Jidoka
Bulls Eye
for checking
package size
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Jidoka
Quality at the Source
Samples or established standards are
visible tools that can be used in the cell for
such purposes
Process Documentation defining quality
inspection requirements for each work station
may need to be developed
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Jidoka
Poka-Yoke (Mistake Proofing)
A Poka-yoke device is any mechanism that either
prevents a mistake from being made or makes the
mistake obvious at a glance.
Poka-yoke devices:
- perform well when corrective action involves trying to eliminate
oversights and omissions.
- can reduce the time and cost of informative inspection to near zero.
- used with source inspection, can ensure that proper operating
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Jidoka
Poka-Yoke (Mistake Proofing)
Examples:
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Jidoka
Poka-Yoke (Mistake Proofing)
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Jidoka
Andon
A visual management tool that highlights the status of operations in an area
at a single glance and that signals whenever an abnormality occurs.
An andon can indicate production status (for example, which machines are
operating), an abnormality (for example, machine downtime, a quality
problem, tooling faults, operator delays, and material shortages), and needed
actions, such as changeovers. An andon can also be used to display the status
of production in terms of the number of units planned versus actual output.
--- The Lean Lexicon
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Jidoka
Andon
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Jidoka
Identifying Problems
When I was asked to attend the general managers meeting the first time,
I was happy to attend because I thought I could say that there were
no problems in my department. And I said so when it was my turn
to report. Then, this General Manager from Toyota looked straight into
my eyes and said, Steve, when you say you do not have a problem, that
is the problem.
At this moment, I realized that in order to succeed in this business,
I have to change my way of thinking totally.
--- From JIT Kakumei no Shogeki by Kiyoshi Suzaki, p. 14.
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Jidoka
Identifying Problems - Trystorming
Before
After
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Jidoka
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Just-In-Time
continuous flow
takt time/pace
pull system
triggers
Heijunka
Involvement
Jidoka
separate man &
machine work
identify abnormal
conditions
poka yoke
Standardized Work
Kaizen
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Standardization
Standardized Work
Establishing precise procedures for each operators work in a production
process, based on three elements:
1.
2.
3.
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Standardization
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Standardization
Standard Work Board
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Standardization
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Standardization
Heijunka
Leveling the type and quantity of
production over a fixed period of
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Standardization
Heijunka Box
A tool used to level the
mix and volume of
production by distributing
kanban within a facility at
fixed intervals. Also
called a leveling box.
A load-leveling box has a
column of kanban slots
for each pitch interval, and
a row of kanban slots for
each product type.
---Learning to See
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Standardization
Paced Withdrawal
The practice of releasing
production instructions to
work areas and
withdrawing completed
product from work areas
at a fixed, frequent pace.
In this type of handling
system, a material
handler, or waterstrider,
performs a route through
a facility at precisely
determined time intervals.
---Learning to See
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Standardization
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Standardization
Supermarket
The location where a
predetermined standard
inventory is kept to supply
downstream processes.
Supermarkets are
ordinarily located near the
supplying process to help
that process see customer
usage and requirements.
---Learning to See
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Standardization
Supermarket Pull System
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Standardization
Kaizen
Continuous improvement of an entire
value stream or an individual process to
create more value with less waste.
There are two levels of kaizen (Rother and Shook 1999, p.8):
1. System or flow kaizen focusing on the overall
value stream (kaizen for management).
2. Process kaizen focusing on individual processes
(kaizen for work teams and team leaders).
- Lean Lexicon
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Standardized Work
Heijunka/Leveling
Paced Withdrawal
Supermarket
Kaizen
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Just-In-Time
continuous flow
takt time/pace
pull system
triggers
Heijunka
Involvement
Jidoka
separate man &
machine work
identify abnormal
conditions
poka yoke
Standardized Work
Kaizen
www.ies.ncsu.edu/lean
Involvement
Workplace Practices
Teams
with rotation of highly specified jobs.
Cross trained and multi-skilled employees
who can work many operations within a cell
and even operations in different cells
Continuous improvement philosophy
Process quality, not inspection
Use of participatory decision making
Quality Control Circles, team-based problem
solving, suggestion systems, etc.
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Keys To Success
Keep it simple
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Reference Materials
Lean Thinking by Jim Womack and Daniel Jones
Lean Production Simplified by Pascal Dennis
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Lean Enterprise
Advancement Program (LEAP)
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