Lean
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Lean as PDF for free.
More details
- Words: 1,457
- Pages: 48
Japanese
quality standards Ashutosh Dubey Manish Bhandhari
Japan: deals with quality of people
Culture difference
Japan: customer-oriented upstream process-oriented, aimed at improving the total performance company-wide, everybody's responsibility The West: deals with quality of products manufacturer-oriented downstream product-oriented, aimed at detecting and eliminating defective parts responsibility of quality control managers
Lean Man uf act uring
What is Lean?
Lean Man uf act uring
Lean is... • • • •
Eliminating waste Reducing costs Shorter lead times Understanding what is important to your customer
Average people managing brilliant processes to achieve exceptional results.
Lean Defined A systematic approach to identifying and eliminating waste (non-valueadded activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection
Lean Man uf act uring
Lean Tools • Muda (waste identification) - an activity that consumes resources and creates no value. • 5S & Visual Workplace - a technique used to establish and maintain a safe, orderly and clean workplace. The basis of a competitive environment providing visual indicators and information in the work area and achieved with 5S disciplines. • Kaizen - continuous, incremental improvement of an activity to eliminate waste • Value Chain/Stream - the specific activities required to design, order, and provide a specific product.
Lean Man uf act uring
Lean Tools • Just-in-time - a system for producing and delivering the right items at the right time in the right amount. • Kanban - a system to regulate the pull of products by signalling upstream production and delivery. • Poka-yoke - a mistake-proofing device or process to prevent a defect occurring during manufacture. • Six Sigma – provides an emphasis on statistical techniques to isolate and quantify variations in process or product performance. • Standard Work – is a system for standardising the work procedures developed through competitive manufacturing.
Lean Man uf act uring
Smaller lot sizes More available floor space Improved workplace organisation Improved quality : reduced scrap / re-work Reduced inventories : raw, WIP, FG Reduced lead times Improved participation & morale
Produce only the products the customer wants Produce products only at the rate that the customer wants them Produce with perfect quality Produce with minimum lead time Produce products with only those features the customer wants
Reduced inventory levels (improved profits) Less wastes: improved product quality Reduced delivery lead times Reduced costs associated with equipment problems, machine setup, etc.
Balanced workload throughout the factory Changes in product demand should not result in large fluctuations in production levels Establish a TAKT time Minimize setup times to achieve single digit times (improved planning & redesigning processes) Lead times should be reduced through cellular manufacturing, reducing queue times, etc.
1. Waste (Muda) of Waiting
Whenever any employee is waiting for something, it is costing the company money.
Unbalanced work load
Unplanned maintenance
Quality problems leading to uncertain activities
2. Waste (Muda) of Inventory
Inventory waste comes in the form of raw material; work in process, and stored finished goods.
Inventory has a chance to become obsolete. It takes up space and potentially causes inefficient operation.
3. Waste (Muda) of Transportation
Unnecessary movement of product through the plant. Going to one area and being put onto a shelf and then being picked up and moved to another area for processing.
Mapping the flow of product helps identify some of the transportation waste, as the movement of product often requires transportation.
4. Waste (Muda) of Overproduction
If there is a lack of faith in the process to provide 100% yield we tend to produce more than what is necessary to compensate.
Producing to unreliable schedules and forecasts may lead to overproduction.
This leads to waste of Material Labour Equipment
due to non-required product
5. Waste (Muda) of Over Processing
Occurs in many industries when there is insufficient knowledge and understanding of a customer’s true needs.
Over processing adds more value or costs to the product than the customer wants, needs, or is willing to pay for.
This could be in the form of raw materials, processes or packaging.
6. Waste (Muda) of Intelligence
When we do not involve everyone in the business for improvement activities.
Operators often have years of experience and know what could be done to improve the business, but often are never involved.
Lean Manufacturing implementation is most successful when everyone is involved in the business improvement activities.
7. Waste (Muda) of Motion
This could be when someone has to go looking for tools, fixtures or information.
Could be a result of poor production layout.
Poor Housekeeping
Inconsistent work methods
Le an M anu fact urin g
Sort Shape Shine Standardise Sustain
Le an M anu fact urin g
When Red
in doubt, move it out
Tag program
Le an M anuf act uring
Make it obvious where things belong • Lines • Labels • Color coding • Signs
Le an Man uf act uring
Clean everything, inside and out
Prevent dirt, and contamination from reoccurring Results in Fewer breakdowns Greater safety Improved quality More satisfying work environment.
Le an M anu fact urin g
Establish
guidelines for the team 5S conditions
Make
the standards and 5S guidelines visual
Maintain
and monitor those conditions.
Le an M anu fact urin g
Determine the methods your team will use to maintain adherence to the standards 5S communication board Visual standards and procedures Daily 5 minute 5S activities/meetings Weekly/Monthly 5S audits.
Le an M anu fact urin g
Le an M anu fact urin g
Le an M anu fact urin g Kaizen (Ky’zen) “Kai” means “change” “zen” means “good (for the better)” Gradual, orderly, and continuous improvement Ongoing improvement involving everyone.
Practices exist for the successful implementation of Kaizen, which include:
Value Stream Mapping The 5 Whys PDCA (Plan, Do, Check, Act) 5-S
Value stream mapping
Le an M anu fact urin g
The PDCA Cycle Act
Check
Plan
Do
Plan
What to do? How to do it?
Do
Do what was planned
Check Did it happen according to plan? Act
How to improve next time?
Elimination of the seven wastes Teamwork based:Train all employees (kaizen & problem solving) Communicate ideas up and down company hierarchy; every one is encouraged to seek out and exploit new opportunities Define clear leadership initiatives Prioritizing problems Create a culture where Perfection is perpetually chased
Makes the job: ◦ ◦ ◦ ◦
Easier Safer Less unpleasant More efficient
Saves money and time Stimulates workers Creates an atmosphere of harmony and a strong sense of community, family, and belonging
Definition: A business strategy which promotes rapid implementation of plant improvement ideas.
Improvements ◦ Small ◦ Rapid ◦ Utilize minimal resources
Discover problem Brainstorm solutions Apply rapid implementation Monitor for success
Change is almost immediate Relatively simple to plan and implement Required resources are low Many small improvements can be as, if not more, beneficial than larger scale changes.
Kaizen Time In some Canon plants, the foremen are told to set aside the half-hour as Kaizen time – time to do nothing but thinking improvement in the workshop. The foremen use this period to identify problems and work on Kaizen programs. Factories are advised not to hold meetings during this 30-minute period, and foremen should not even answer the telephone then.
Japanese word for card
Authorises production from downstream operations based on physical consumption
May be a card, flag, verbal signal, etc.
Kanban quantities are a function of lead-time and consumption rate of the item being replenished
Le an M anu fact urin g
3 Rules of POKA YOKE • Don’t wait for the perfect POKA YOKE ……..Do it now • If your POKA YOKE idea has a better than 50% chance to succeed……Do it • Do it now ………. Improve later
The use of process or design features to prevent errors or their negative impact.
Also known as Poka yoke, Japanese slang for “avoiding inadvertent errors” which was formalised by Shigeo Shingo.
Fueling area of car has three errorproofing devices: 1. filler tube keeps leaded fuel nozzle from being inserted 2. tether does not allow loss of petrol cap 3. petrol cap has ratchet to signal proper tightness and prevent
quality standards Ashutosh Dubey Manish Bhandhari
Japan: deals with quality of people
Culture difference
Japan: customer-oriented upstream process-oriented, aimed at improving the total performance company-wide, everybody's responsibility The West: deals with quality of products manufacturer-oriented downstream product-oriented, aimed at detecting and eliminating defective parts responsibility of quality control managers
Lean Man uf act uring
What is Lean?
Lean Man uf act uring
Lean is... • • • •
Eliminating waste Reducing costs Shorter lead times Understanding what is important to your customer
Average people managing brilliant processes to achieve exceptional results.
Lean Defined A systematic approach to identifying and eliminating waste (non-valueadded activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection
Lean Man uf act uring
Lean Tools • Muda (waste identification) - an activity that consumes resources and creates no value. • 5S & Visual Workplace - a technique used to establish and maintain a safe, orderly and clean workplace. The basis of a competitive environment providing visual indicators and information in the work area and achieved with 5S disciplines. • Kaizen - continuous, incremental improvement of an activity to eliminate waste • Value Chain/Stream - the specific activities required to design, order, and provide a specific product.
Lean Man uf act uring
Lean Tools • Just-in-time - a system for producing and delivering the right items at the right time in the right amount. • Kanban - a system to regulate the pull of products by signalling upstream production and delivery. • Poka-yoke - a mistake-proofing device or process to prevent a defect occurring during manufacture. • Six Sigma – provides an emphasis on statistical techniques to isolate and quantify variations in process or product performance. • Standard Work – is a system for standardising the work procedures developed through competitive manufacturing.
Lean Man uf act uring
Smaller lot sizes More available floor space Improved workplace organisation Improved quality : reduced scrap / re-work Reduced inventories : raw, WIP, FG Reduced lead times Improved participation & morale
Produce only the products the customer wants Produce products only at the rate that the customer wants them Produce with perfect quality Produce with minimum lead time Produce products with only those features the customer wants
Reduced inventory levels (improved profits) Less wastes: improved product quality Reduced delivery lead times Reduced costs associated with equipment problems, machine setup, etc.
Balanced workload throughout the factory Changes in product demand should not result in large fluctuations in production levels Establish a TAKT time Minimize setup times to achieve single digit times (improved planning & redesigning processes) Lead times should be reduced through cellular manufacturing, reducing queue times, etc.
1. Waste (Muda) of Waiting
Whenever any employee is waiting for something, it is costing the company money.
Unbalanced work load
Unplanned maintenance
Quality problems leading to uncertain activities
2. Waste (Muda) of Inventory
Inventory waste comes in the form of raw material; work in process, and stored finished goods.
Inventory has a chance to become obsolete. It takes up space and potentially causes inefficient operation.
3. Waste (Muda) of Transportation
Unnecessary movement of product through the plant. Going to one area and being put onto a shelf and then being picked up and moved to another area for processing.
Mapping the flow of product helps identify some of the transportation waste, as the movement of product often requires transportation.
4. Waste (Muda) of Overproduction
If there is a lack of faith in the process to provide 100% yield we tend to produce more than what is necessary to compensate.
Producing to unreliable schedules and forecasts may lead to overproduction.
This leads to waste of Material Labour Equipment
due to non-required product
5. Waste (Muda) of Over Processing
Occurs in many industries when there is insufficient knowledge and understanding of a customer’s true needs.
Over processing adds more value or costs to the product than the customer wants, needs, or is willing to pay for.
This could be in the form of raw materials, processes or packaging.
6. Waste (Muda) of Intelligence
When we do not involve everyone in the business for improvement activities.
Operators often have years of experience and know what could be done to improve the business, but often are never involved.
Lean Manufacturing implementation is most successful when everyone is involved in the business improvement activities.
7. Waste (Muda) of Motion
This could be when someone has to go looking for tools, fixtures or information.
Could be a result of poor production layout.
Poor Housekeeping
Inconsistent work methods
Le an M anu fact urin g
Sort Shape Shine Standardise Sustain
Le an M anu fact urin g
When Red
in doubt, move it out
Tag program
Le an M anuf act uring
Make it obvious where things belong • Lines • Labels • Color coding • Signs
Le an Man uf act uring
Clean everything, inside and out
Prevent dirt, and contamination from reoccurring Results in Fewer breakdowns Greater safety Improved quality More satisfying work environment.
Le an M anu fact urin g
Establish
guidelines for the team 5S conditions
Make
the standards and 5S guidelines visual
Maintain
and monitor those conditions.
Le an M anu fact urin g
Determine the methods your team will use to maintain adherence to the standards 5S communication board Visual standards and procedures Daily 5 minute 5S activities/meetings Weekly/Monthly 5S audits.
Le an M anu fact urin g
Le an M anu fact urin g
Le an M anu fact urin g Kaizen (Ky’zen) “Kai” means “change” “zen” means “good (for the better)” Gradual, orderly, and continuous improvement Ongoing improvement involving everyone.
Practices exist for the successful implementation of Kaizen, which include:
Value Stream Mapping The 5 Whys PDCA (Plan, Do, Check, Act) 5-S
Value stream mapping
Le an M anu fact urin g
The PDCA Cycle Act
Check
Plan
Do
Plan
What to do? How to do it?
Do
Do what was planned
Check Did it happen according to plan? Act
How to improve next time?
Elimination of the seven wastes Teamwork based:Train all employees (kaizen & problem solving) Communicate ideas up and down company hierarchy; every one is encouraged to seek out and exploit new opportunities Define clear leadership initiatives Prioritizing problems Create a culture where Perfection is perpetually chased
Makes the job: ◦ ◦ ◦ ◦
Easier Safer Less unpleasant More efficient
Saves money and time Stimulates workers Creates an atmosphere of harmony and a strong sense of community, family, and belonging
Definition: A business strategy which promotes rapid implementation of plant improvement ideas.
Improvements ◦ Small ◦ Rapid ◦ Utilize minimal resources
Discover problem Brainstorm solutions Apply rapid implementation Monitor for success
Change is almost immediate Relatively simple to plan and implement Required resources are low Many small improvements can be as, if not more, beneficial than larger scale changes.
Kaizen Time In some Canon plants, the foremen are told to set aside the half-hour as Kaizen time – time to do nothing but thinking improvement in the workshop. The foremen use this period to identify problems and work on Kaizen programs. Factories are advised not to hold meetings during this 30-minute period, and foremen should not even answer the telephone then.
Japanese word for card
Authorises production from downstream operations based on physical consumption
May be a card, flag, verbal signal, etc.
Kanban quantities are a function of lead-time and consumption rate of the item being replenished
Le an M anu fact urin g
3 Rules of POKA YOKE • Don’t wait for the perfect POKA YOKE ……..Do it now • If your POKA YOKE idea has a better than 50% chance to succeed……Do it • Do it now ………. Improve later
The use of process or design features to prevent errors or their negative impact.
Also known as Poka yoke, Japanese slang for “avoiding inadvertent errors” which was formalised by Shigeo Shingo.
Fueling area of car has three errorproofing devices: 1. filler tube keeps leaded fuel nozzle from being inserted 2. tether does not allow loss of petrol cap 3. petrol cap has ratchet to signal proper tightness and prevent
Related Documents
Lean
April 2020 22
Lean
November 2019 37
Lean
December 2019 73
Lean
November 2019 36
Lean Demo
November 2019 21
