Department of Manufacturing Management Advanced Production & Quality Management Course 1 Concentrated Overview of Lean Concepts and Processes Bill Motley,

Department of Manufacturing Management Advanced Production & Quality Management Course1

Concentrated Overview of Lean Concepts and Processes

Bill Motley, CEM, PMPProgram Director, Production, Quality & Mfg

Curricula Development and Support Center


LEANzero waste, max flexibility, max value stream

SCMall activities associated with the flow and transformation of materials and its related information from source to end user

E-MFGthe use of the Internet and all other electronic means to manage the entire manufacturingenterprise


WHAT IS LEAN ?

Lean is the Toyota Production System Lean systems use less of everything…half the people…

half the space…half the inventory…half the investment…half the engineering effort…

Lean means right thing, right place, right time, right quantity

A lean system adds value by eliminating waste, being responsive to change, focuses on quality and enhancing the effectiveness of the workforce

Lean systems focus on maximizing the value stream while eliminating all waste

Lean is a way of thinking that focuses on constantly shortening the order to delivery time by maximizing the flow of information and material while reducing cycle time.


VALUE

The customer must be willing to pay for it

It must transform the product

It must be done right the first time

If you pulled this step, would the customer miss it? If no, then why are you doing it?


CONCERN FOR PEOPLE

and

CONTINUOUS IMPROVEMENT


Lean is a System

Product Development

-3P-Manufacturing

-Partnering-Supply Chain


PRODUCTION PREPARATION PROCESS3P

PRODUCIBILITY, MISTAKE PROOFING & QUALITY ARE DESIGNED-IN

THE PRODUCTION SYSTEM IS CONSIDERED A PRIMARY DESIGN CONSTRAINT. ANY LIMITATIONS ARE CORRECTED OR THE DESIGN IS CHANGED.

THE PRODUCTION SYSTEM (LAYOUTS, MACHINE CONFIGURATIONS, AND MAT’L MOVEMENT) IS PLANNED, SIMULATED, EVALUATED AND IMPROVED USING 3D MODELS AND COMPUTER MODELS BEFORE PRODUCTION STARTS – VIRTUAL KAIZEN

3P IS PLANNED AND MANAGED USING THE IPPD PROCESS – CROSS FUNCTIONAL PARTICIPATION FROM ALL INVOLVED FROM THE SHOP FLOOR TO THE CHIEF DESIGN ENGINEER


Customer Focus at the CORPORATE LEVEL

HIGHEST QUALITY as defined by the customer

LOWEST MFG COST

SHORTEST LEAD TIME


Lean Priorities at the FACILITY Level

1. Environmental Safety and Occupational Health

2. QUALITY

3. PRODUCTIVITY

4. COST


Operating Philosophies on the SHOP FLOOR

MAKE ONLY WHAT IS NEEDED

NEVER PRODUCE A DEFECT – NEVER PASS A DEFECT ON

ELIMINATE ALL WASTE

FOCUS ON FLOW AND CYCLE TIME REDUCTION


What is Waste?

Waste is anything that does not add value for the customer or ………

Anything your customer is not willing to pay more for.


The Seven Wastes in Manufacturing(Muda)

1. Over Production--Producing more material than is needed before it is needed is the fundamental waste in lean manufacturing.

2. Excess Inventories--Material sits taking up space, costing money, and potentially being damaged. Problems are not visible.

3. Waiting--Material waiting increases lead time and cost without adding value to the product.

4. Producing Defective Products--Defective products cause rework, impede work flow and lead to wasteful handling, time, and effort.

5. Wasted Employee Motion--Toolrooms.

6. Transportation--Moving material between work sites does not add value.

7. Over-Processing--Over engineering, inspections, layers of document review, unnecessary requirements.


House of Lean

Stability

Standardized Work

Just in Time

Jidoka (Autonomation)

Involvement by all

Hoshin Planning


STABILITY

5S (6S)

TOTAL PRODUCTIVE MAINTENANCE


SUSTAIN

ConsistentlyApplying 6S

Methods In A UniformAnd Disciplined Manner

SORT

Clearly DistinguishNeeded Items FromUnneeded ItemsAnd EliminateThe Latter

STRAIGHTENKeep Needed ItemsIn The Correct Place

To Allow ForEasy And

ImmediateRetrieval

SAFETY

IdentifyDanger AndHazard SHINE

Keep The WorkshopSwept And

Clean

STANDARDIZE

MaintainingEstablished Procedures

Lockheed Martin’s “6S” Visual Factory & Japanese 5S SERI

IDENTIFY/SEPARATE NECESSARY FROM UNNECESSARY

SEITONPLACEMENT/IDENTIFICATION OF NEEDED WORK ITEMS

SEISON MAINTAINING A CLEAN WORK PLACE

SEIKETSUSTANDARDIZATION FOR EASE OF USE

SHITSUKENOTATIONAL METHOD FOR THE CONFORMANCE TO RULES


Total Productive Maintenance

The Goals: - Zero breakdowns - Zero defects - All machines functioning optimally How: - Operator-centered maintenance - Scheduled maintenance that is always conducted - Proper operation & set-up of machinery - Proper selection of machinery - Use of FMEA to know how machines could fail and the

effects


STANDARDIZED WORK

TAKT TIME

CELLULAR PLANT FLOOR LAYOUTS

STANDARDIZED WORK PROCESSES


TAKT TIME

The available daily production time divided by the rate of daily Customer demand. Takt time sets the pace of the production process to match the rate of customer demand and becomes the “heartbeat” of the production system.

If our daily order is 900 units and we operate two 450 minute shifts, our Takt time is 900/900 = 1

minute. We should see a product moving past every one minute. We want our cycle time and takt time

to be the same.


• Theory: One piece continuous flow with all required tools and parts at each work station

• Benefits: – Improved cycle time– Improved quality– Reduced WIP– Reduced artisan ‘travel’ time– Eliminating NVA activities

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Department of Manufacturing Management Advanced Production & Quality Management Course 1 Concentrated Overview of Lean Concepts and Processes Bill Motley,