Lean Manufacturing Overview

Waste Elimination Non-Value Adding,but unavoidable with current technology or methods. Any work carried out that does not increase product value

Traditional Focus • Work Longer-Harder-Faster • Add People or Equipment

Value Add

Waste

LEAD TIME www.beyondlean.com

Lean Manufacturing • Improve the Value Stream to Eliminate Waste

Incidental Work (NVA) E.g. Inspection Non-Value Adding,but unavoidable with current technology or methods. Any work carried out that does not increase product value

QUALITY PRODUCTS Defects should never be passed on to the following process The idea that defects are the responsibility of inspection specialists at the end of the line does not exist www.beyondlean.com

Value Added (VA) E.g. Good Thinking…. ….Good Products Employees are not expected to simply routinely do their job but are expected to contribute to the improvement of their own work operations, utilising their own personal experience, knowledge and creativity. On the remaining slides are brief overviews of some of the ‘Lean’ Tools

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Kaizen

Change

for the

 Simple, common and easily understood measures  Easy to use improvement tools and techniques Building Blocks

Good

The aim of Kaizen

STANDARD OPERATIONS

Zen

KAIZEN

 Continuous innovation and change

WORKPLACE ORGANISATION & HOUSEKEEPING

Kai

LEAN MANUFACTURE

 Involve everybody in improvement

VISUAL MGT & CONTROL

“The continuous, incremental improvement of an activity to create more value with less waste, giving quantifiable and sustainable benefit”

 A common approach

7 WASTES

Kaizen

Is the Japanese word for continuous improvement & is now a well used word around the world which translates to:

PEOPLE, ORGANISATION & CULTURE

To create an environment of continual improvement, utilising the skills and

Focus in the workplace GEMBA KAIZEN

abilities of all our people to enable quantifiable and sustainable change, whilst focusing on adding value and removing waste to increase customer STEP 5 REVIEW

satisfaction and profitability. ACT

PLAN

STEP 1 PRE DIAGNOSTIC

STEP 4 AUDIT

Team Members

Date Started

Area

KAIZEN Improvement Cycle

CHECK

Kaizen Improvement Board Project

Measures

Objective

Current Situation

Future Situation

Measures QCDP

Focus

Sch Adh Lead Time Concessions Productivity Dist T rav Velocity Tools Used

DO STEP 2 DIAGNOSTIC

Main Causes

Facts Counter Measure

Proposal Counter Measure

5C 7W C/E 5W

Effect Proposed

Category of Issue

1 Action List 2

STEP 3 WORKSHOP

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3

Results / Benefit

5C Workplace Organisation & Housekeeping The 5C’s are actually steps of the technique that begin with ‘C’ and are utilised to create a workplace suited for visual control and lean production by enabling waste elimination, standardisation and continuous organisation of the workplace. This technique was first developed in Japan by Toyota and used 5S’s. 5C is a foundation for continuous improvement. The aim of 5C is to:Without 5C all other improvements will be lost. Improve the work environment Reduce wasteful activities 5C's 5S's It is all about Encourage visual controls Clear Out Seiri having what Enhance team working Configure Seiton you need to do your job Reduce frustration Clean and check Seiso when you need it. Increase efficiency Conformity Seiketsu No more and no less. Custom and Practice Shitsuke Tools Jig 5, Stage 56

!

3

1 2 1

1.Clear Out

2

3.Clean and Check

2.Configure

Clean up the workplace & Check for opportunities to improve

D C

h

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5.Custom and Practice e

Ensures we don’t do what we always did

rov ement C

e lcy

kc

4.Conformity

l

n

K

a iz e

na

P

I pm

iv e R

5C

A place everything A placefor for everything and everything in its place and everything ew in its place.

o

Separate the essential Separate the essential from the from thenon-essential non-essential

Make the other C’s part of everyday life to maintain improvement

le b na ous nt i ta inu me s t Su con ove pr m i

The 7 Wastes MUDA

An 8th waste is the wasted potential of people

is the Japanese word for WASTE. 5 1

7 4

2 3

Overproduction

6

Seek it out and get rid!

1

Over Processing Processing beyond the standard required by the customer.

Non right first time. Repetition or correction of a process.

Rework

2

6

Raw material, work in progress or finished goods which is not having value added to it.

3 5

Unnecessary movement of people or parts between processes.

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Inventory

7

Transportation

To produce sooner,faster or in greater quantities than customer demand.

4

Motion

Waiting People or parts that wait for a work cycle to be completed.

Unnecessary movement of people, parts or machines within a process.

MIFA - Material & Information Flow Analysis Component / Sub-Assembly forecasts

Supplier

Finished Goods Forecasts

Company

Forecast Fax

Orders

Forecast

Customer

Orders

Production Control Weekly Schedule

Goods Inwards

Process A

I

Process B

Hrs

Raw Materials

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Days

Days

Days

Components

I

Process C

Hrs

I

Process D

Sub-Assemblies

I Days

Days Hrs

Despatch

Hrs

Final Assembly

Production Lead Time Processing Time

Continuous Flow Processing

X

BATCH MANUFACTURE

ONE PIECE FLOW

Batch manufacturing is often organised by grouping processes, however this can inhibit material flow

Inventory is eliminated between processes allowing the product to flow through the value stream

WIP builds up

Process A

Process B

Process ABC

Process C

eg: if the stock between processes is three units the following situation would occur PROCESS

1 2 3

1 2 3 4 5 6 7 8 9(Time in hrs)

The introduction of continuous flow significantly reduces Lead Time PROCESS

1 2 3

PARTS WAIT UNTIL PREVIOUS PARTS ARE PROCESSED

DELAY DELAY

LEAD TIME = 7 HOURS

Benefits of CFP are:

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1 2 3 4 5 6 7 8 9 (Time in hrs)

PARTS WAIT UNTIL PREVIOUS PARTS ARE PROCESSED

Reduced work in progress Reduced Lead Time Reduced transportation

REDUCEDLEAD TIME = 3 HOURS

Floorspace saving Improved communication

People and Organisation Lean will touch everyone

Job security Good working environment Reasonable salary & benefits

Workforce

Invest in job creation Create a long term future Provide everything for the job Create a change environment Encourage innovation Work together for a common goal Give people more skills Provide the tools to be the best You’re not a failure Create a safer & cleaner if you don’t make it. environment You’re a success because you try. Clear and consistent communications

Confusion

Hidden behaviour Open behaviour

e nc ce pt a

Co

Ac

Anger

Time

Looking to the past

Looking to the future

Leadership The WILL DO it! Change Provide the TOOLS

to improve

Inspire the BELIEF

Have the skills for the job Involved in problem solving Work smarter not harder Raise & solve problems Create sustainable improvement Less frustration Ownership of cell targets “If we always do what Team working we always did then Innovative culture We’ll always get what we always got”

Change the way you do things, be different - be the best!

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Stage 3 Direction

E

n

Quality products High productivity Flexibility

Expects

g in lor xp

io at

Expects

Good Quality Product On time every time Shared Benefits Customer Service Build a Partnership Less firefighting Improved relationships

t n r ri tio I

Management

m m

l

Stage 2. Support

Stage 4 Encouragement

i tm en t

Stage 1. Information De nia

tra

Confidence, Morale & Effectiveness

The Change Curve

us Fr

Lean Transformation:Is more than just a new way of manufacturing. It is going to challenge & change the whole organisation. Success depends on the people in the organisation and their acceptance and commitment.

Visual Management and Control What we can’t see we can’t improve

Visual Controls are simple, clear and concise visible indicators such as charts, diagrams, lights, measurements, floor markings,locations and signs. Always get everyone in the workplace involved Achievements

10

10

10

ACTUAL

10

9

11

10

SAT

SUN

10

10

10

25

50

Operators

Date Actual

A2

DAY 1

DAY 2

DAY 3

DAY 4

DAY 5

DAY 6

DAY 7

12/10 13/10

13/10 14/10

14/10 15/10

15/10 16/10

16/10 17/10

19/10 20/10

20/10 21/10

REMOVE SUBASSY

FIT COVER

REMO VE FROM JIG

Plate BXY2

Handle A 1234 (H) A5

Empty

Mandrel ABC

5C driven initiative

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LOAD MOUNTING

Assembly Operator No.2

A 3

Assembly Operator No.3

A6

Assembly Operator No.4

PO SITION PLATES

1 FIT GUIDES

DISMANTLE AND DEBURR

75

100

Visibility of parts status,quantity & order level. 20 20

42 0 :-1 0- 2 in :- o4 : M arxt N M Pa

Schedule Start: Schedule Finish:

Build Sequence

Assembly Operator No.1

A4

10

0

Aircraft No.

SHADOWBOARD

Spanner AB

PLANNED

FRI

% COMPLETE

Assembly Barchart

Colour coding

A1

THU

The aim of all these indicators is to make it immediately obvious to everyone the current situation or desired status of a machine, resource, assembly or cell and to expose the ABNORMAL undesired status so that action can be taken to rectify it immediately.

Poka Yoke

Vice A 1234

WED

RIVET BLOCKS

FINAL INSPECT

14

0 43 :-1 0- 2 in :- 4 : M axrt No M Pa ar d

A picture paints a 1000 words

WEEK NO.

TUE

Ord er C

Targets

24

FUEL GUAGE MON

Every day use of lights being used to display actions, allowing you to take control your situation.

Problem Solving Cause & Effect Analysis

Brainstorming This technique can be used to pool together a list of views, opinions, facts or feelings about a particular issue, or to generate new ideas that can promote unconventional ‘creative thinking’. All team members have the opportunity to share their ideas, which are written down for discussion after the brainstorming session has finished.

Measurement Wrong Specification

Method

Method Sheet

After sales service

Brainstorming helps out of the box thinking which can often lead to being the most innovative ideas for improvement, or solving a problem.

No Budget

Lack of Training Shift Changeover

Why’s

The 5 Why’s is simply a way of finding the root cause of a problem. The technique is essentially a questioning attitude which aims to get to root cause quickly and simply by asking ‘Why’ 5 times in succession Why, Why, Why, Why, Why????

New measuring Careless checking equipment Replacements

Money

Spindle Speed

M/c capability

No visual standards

Repairs

The 5

Poor Lighting

In process measuring Method sheets do not No plant maintenance contain inspection node instructions Gauges not calibrated

‘Out of the box’ thinking

Machinery

measuring equip' ineffective

Out of specification parts on CNC103

Overloaded Out of date clamping devices

New Operator

Manpower

Materials

Foreign bodies found on Raw Matl'/ M/c

Pareto Analysis Pareto Analysis is a simple but effective problem prioritisation tool. Simply a frequency distribution of attribute data arranged by category. Commonly known as "ABC Analysis" or "the 80 / 20 Rule". ★80% of the wealth is owned by 20 % of the people A B C ★ 80% of holidays are taken during 20% of the year ★ 80% of overtime is worked by 20% of the workers 1 20 1 00

80 60

★ Never accept the first answer given when questioning to solve a problem, probe by asking ‘WHY’ at least 5 times……….. ★ Children are very good at this technique as they are forever asking WHY? And it makes you think and answer.

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Benefits ★ Its one of the most effective yet simple tools available. ★ An effective ongoing improvement tool. ★ Identifies the most significant problems to be worked on first. ★ Has varying applications for use in manufacturing. 40 20 0

Standardised Operations SIMPLE

Standard Operations enable our daily life to become:

&

SAFE

A method of ensuring manufacturing consistency, using less effort and less time to become more productive and reduce waste.

STANDARD OPERATIONS CHART Raw Material

OP 1

WORK INSTRUCTION CHART Step

OP 2

OP4

Notes

Care Points

1

OP3 Finished Goods

Work Instruction

2

OP5

3

The standard operations chart defines the motion and sequence of operations

H&S

Quality

Knack

Standard Operation sequence help to bring order out of chaos productivity operations

quality

training

workplace

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High

Clear Consistent

Safe

Orderly

processes

Good

Standard Operation Sequence

High quality Safe operations Good productivity Consistent processes Orderly workplace Clear training

Photo

Levelled Production The pre-requisite of Just in Time working. Levelled production maximises the benefits of Just in Time Pull F P System by smoothing both the quantity and variety of parts over a Takt time production period. Levelled Production Cycle time 30 Mins 20 Non-Levelled Production Levelled Production 10

Continuous Flow Processing

C

Mins

Overworked

60

Product

Mins 60

Under-utilised

Product

Product

Avoids overburdening through even distribution of work Benefits of Production Levelling are:Consistent production supporting customer demand Improved labour effectiveness

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Pull System Pull systems rely Supplier on the customer order ‘pulling’ Raw material through materials the production system when it is required. Process A

Manufacturing site

Finished Goods

Fill-up Pull

Process B

KANBAN Despatch Area

Customer

Levelling Board PI

PW

PI

PW

Kanban is not a system, but a means of communicating customer orders through the manufacturing process. There are 3 main types:Production Instruction Kanban Parts Withdrawal Kanban TabletPW Kanban T PI

all parts are available in this system (like a supermarket) kanbans are used to authorise replenishment and control build sequence the rate of production is controlled through the levelling board

Sequential Pull

Process A

Process B

Despatch Area Levelling Board

T

T

Sequence List

T

T

Production Control

Customer

Factors for type of pull

Sequential Pull Fill-up Pull

High product variety Large product size Short shelf life Manuf LT > Cust LT High variable demand Unreliable process High piece cost

parts are built to order. Customer lead time must exceed production lead time production is triggered at the point at which the variant is defined, via a sequence list tablet kanban is used to authorise production or withdrawal, but does not specify variant FIFO principles must be used to ensure production sequence equals demand sequence

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The system can be thought of as a chain reaction,initiated by the customer withdrawing parts.

Customer

x x

x x x

OK

BEST

x

Takt Time ‘Takt is the German word for ‘beat’ and represents the pace at which the customer requires the product. Takt is therefore used to determine the rate which parts have to be produced throughout the shift. Takt Time = Total production time available* Total customer demand eg: Total time available = 5 Hrs Customer demand = 10 units

*(does not include breaks, meetings & clean up time)

Therefore = 5 x 60mins takt time 10 units

= 300 mins 10 units

= 30 mins

This means that each process needs to complete one unit every 30 mins to satisfy the customer demand of 10 units in 5 hours. Mins 30

Current ‘Takt’ Time

30 Work Balancing

20 10 0

Mins

A B C

D E F

Process

Benefits of Takt time are:

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Future

Takt allows the work to be balanced, which frees up machines and operators.

‘Takt’ Time

20 10 0

A B C D E Process

F

Easily managed processes Employee safety Consistent quality Improved efficiency Employee accountability

Just In Time What is Just In Time?

Just In Time is:“Manufacturing and conveying what is needed, when it is needed, in the amount that is needed, at the quality required and in the shortest possible lead time”

Continuous Flow Processing

C F P

Takt time

Levelled Production www.beyondlean.com

Pull System

JIT has 3 parts, based on one pre-requisite.

“Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world.” Author: Joel Barker “When the winds of change come, some people build walls, others build windmills.” Author: Brian Mayne

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