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Japansk produktionsfilosofi - lean manufacturing. Johann Packendorff. Definition of “Lean”. Half the hours of human effort in the factory Half the defects in the finished product One-third the hours of engineering effort Half the factory space for the same output - PowerPoint PPT Presentation
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Japansk produktionsfilosofi- lean manufacturing
Johann Packendorff
Definition of “Lean”
• Half the hours of human effort in the factory
• Half the defects in the finished product
• One-third the hours of engineering effort
• Half the factory space for the same output
• A tenth or less of in-process inventories
Source: The Machine that Changed the World Womack, Jones, Roos 1990
Lean Manufacturing is a manufacturing philosophy which shortens the time line between the
customer order and the product shipment by eliminating waste.
CustomerOrder
Waste ProductShipment
Time
CustomerOrder
ProductShipment
Time (Shorter)
Business as Usual
Waste
Lean Manufacturing
APICS Definition of Lean Manufacturing
“A philosophy of production that emphasizes the minimization of the amount of all the resources (including time) used in the various activities of the enterprise. It involves:
– … identifying and eliminating non-value-adding activities,
– … employing teams of multi-skilled workers,
– … using highly flexible, automated machines”
• American Production and Inventory Control Society (APICS) is an organization for professionals working in the field of Operations Management
New Paradigm: Non-Blaming CultureManagement creates a culture where:
• Problems are recognized as opportunities
• It’s okay to make legitimate mistakes
• Problems are exposed because of increased trust
• People are not problems - they are problem solvers
• Emphasis is placed on finding solutions instead of “who did it”
SOLUTIONSPROBLEMS
What makes a manufacturing system Lean?
What makes a manufacturing system Lean?
9
5S Programs
• Seiri (sort, necessary items)
• Seiton (set-in-order, efficient placement)
• Seison (sweep, cleanliness)
• Seiketsu (standardize, cont. improvement)
• Shitsuke (sustain, discipline)
• “Ability to understand the status of a production area in 5 minutes or less by simple observation without use of computers or speaking to anyone.”
• 5-S– 1S Sift and Sort (Organize)– 2S Stabilize (Orderliness)– 3S Shine (Cleanliness)– 4S Standardize (Adherence)– 5S Sustain (Self-discipline)
Visual Factory
What makes a manufacturing system Lean?
The Pull System
Kanban Production Control• At the core of JIT manufacturing at Toyota is
Kanban, an amazingly simple system of planning and controlling production
• Kanban, in Japanese, means card or marquee
• Kanban is the means of signaling to the upstream workstation that the downstream workstation is ready for the upstream workstation to produce another batch of parts
Kanbans and Other Signals
• There are two types of Kanban cards:– a withdrawal card (W-Kanban)– a production card (P-Kanban)
• Signals come in many forms other than cards, including:– an empty crate– an empty designated location on the floor
How Kanban Operates
When a worker at downstream Work Center #2 needs acontainer of parts, she does the following:
– She takes the W-Kanban from the container she just emptied
– She finds a full container of the needed part in storage– She places the W-Kanban in the full container and
removes the P-Kanban from the full container and places it on a post at Work Center #1
– She takes the full container of parts with its W-Kanban back to Work Center #2
Kanban CardsWithdrawal Kanban CardWithdrawal Kanban Card
Part number to produce: Part number to produce: M471-36M471-36 Part description: Part description: Valve HousingValve Housing
Lot size needed: Lot size needed: 4040 Container type: Container type: RED CrateRED Crate
Card number: Card number: 2 of 52 of 5 Retrieval storage location: Retrieval storage location: NW53DNW53D
From work center: From work center: 2222 To work center: To work center: 3535
Kanban CardsProduction Kanban CardProduction Kanban Card
Part number to produce: Part number to produce: M471-36M471-36 Part description: Part description: Valve HousingValve Housing
Lot size needed: Lot size needed: 4040 Container type: Container type: RED crateRED crate
Card number: Card number: 4 of 54 of 5 Completed storage location: Completed storage location: NW53DNW53D
From work center: From work center: 2222 To work center: To work center: 3535
Materials required:Materials required:Material no. Material no. 744B744B Storage location: Storage location: NW48CNW48CPart no. Part no. B238-5B238-5 Storage location: Storage location: NW47BNW47B
Flow of Kanban Cards and Containers
UpstreamUpstreamWork Center #1Work Center #1
DownstreamDownstreamWork Center #2Work Center #2
In-processIn-processstoragestorage
Parts FlowParts Flow
P-Kanban andP-Kanban andempty containerempty container
Full containerFull containerand P-Kanbanand P-Kanban
W-Kanban andW-Kanban andempty containerempty container
Full containerFull containerand W-Kanbanand W-Kanban
Containers in a Kanban System
• Kanban is based on the simple idea of replacement of containers of parts, one at a time.
• Containers are reserved for specific parts, are purposely kept small, and always contain the same standard number of parts for each part number.
• At Toyota the containers must not hold more than about 10% of a day’s requirements.
• There is a minimum of two containers for each part number, one at the upstream “producing” work center and one at the downstream “using” work center.
What makes a manufacturing system Lean?
Reducing Inventoriesthrough Setup Time Reduction
• Central to JIT is the reduction of production lot sizes so that inventory levels are reduced.
• Smaller lot sizes result in more machine setups
• More machine setups, if they are lengthy, result in:
– Increased production costs
– Lost capacity (idle machines during setup)
• The answer is: REDUCE MACHINE SETUP TIMES
SMED-metoden
1. Mät hela omstället och identifiera alla enskilda moment i omstället.
2. Bestäm vilka steg som kan utföras innan- och efter att maskinen måste stannas (ej producerar). Dessa steg benämns externa steg.
3. Minska tiden maskinen måste stå stilla genom att flytta de externa stegen innan- och efter maskinen står stilla.
4. Förbättra verktyg, jiggar detaljer i maskinen samt arbetssätt för att förbättra de steg som bara kan utföras när maskinen står stilla, interna steg.
5. Förbättra de externa stegen.
6. Skriv ned de nya standarderna i arbetsinstruktioner och försäkra att att alla arbetar enligt det nya arbetssättet.
What makes a manufacturing system Lean?
Effective Facility Layouts
• Workstations in close physical proximity to reduce transport & movement
• Streamlined flow of material
• Often use:– Cellular Manufacturing (instead of process focus)– U-shaped lines: (allows material handler to quickly
drop off materials & pick up finished work)
Traditional Process Focused Layout
• Jumbled flows, long cycles, difficult to schedule
JIT Cellular Manufacturing
• Product focused cells, flexible equipment, high visibility, easy to schedule, short cycles
What makes a manufacturing system Lean?
INTRODUCTION INTRODUCTION Total Productive Maintenance (TPM) is an
approach to managing physical assets that emphasizes the importance of operator involvement in making equipment reliable
Management has always held an operator accountable for production output. More than ever, that person is also responsible now for product quality
Many factors affect how well that can be achieved, including the way in which the workplace is organized as well as the equipment’s effectiveness. When several people are involved, producing quality depends on teamwork
In its broadest sense, TPM is based on the idea of autonomous operator maintenance, including three sets of principles. Maintenance Engineering; Seeks to manage the equipment
life cycle, from strategic asset planning, through design and construction, to operation, maintenance, and disposal. Several techniques characterize the proactive nature of maintenance engineering including:
Preventive (or planned) maintenance: Planned and scheduled maintenance activities to find and correct problems that could lead to failure
Predictive and condition-based maintenance: Reducing fixed-time maintenance and relying on the condition of equipment to determine maintenance activity
The prime objectives of TPM are to: Maximize equipment effectiveness and productivity and
eliminate all machine losses Create a sense of ownership in equipment operators
through a program of training and involvement Promote continuous improvement through small-group
activities involving production, engineering, and maintenance personnel
Each enterprise has its own unique definition and vision for TPM, but in most cases there are common elements in any TPM program. These have been summarized in the TPM wheel in Figure 8-1
ThemesThemes
• TrainingTraining
• DecentralizationDecentralization
• Maintenance Maintenance preventionprevention
• Multi-skillingMulti-skilling
ElementsElements
Figure 8-1 The TPM WheelFigure 8-1 The TPM Wheel
Asset Asset
StrategyStrategy
Continuous Continuous
ImprovementImprovement
TeamTeam
ProcessesProcesses
EmpowermentEmpowerment
Resources Resources
Planning andPlanning and
SchedulingScheduling
Systems andSystems and
ProceduresProcedures
MeasurementMeasurement
TPM puts the power in the employee’s hand. It grants workers autonomy, along with responsibility
At the same time TPM recognizes that employees in one area have much to teach and learn from others The entire organization gains strength and ideas from motivated continuous improvement teams
A TPM environment encourages a skills between operators and maintenance, and multi-skill training in the various crafts
It can provide increase job satisfaction for operations, trades, engineering, and supervision alike
For Problem Definition For Solution Development For Team Decision-making
• Process flowcharting • Customer surveys • Consequences seeking
• Histograms •Cause and effect diagrams • Brainstorming
• Plan charts • Benchmarking • Normal group technique
• Tree diagrams • Force field analysis • Multivoting
• Pareto diagrams • FMECA • Pairwise ranking
• Statistical process control • Fault tree analysis • Weighted factor evaluation
• Scatter plots • P-M analysis
• Failure Analysis
Automated Tools
• Computer aided design and drafting
• Computer aided manufacturing
• Computerize maintenance management system
• Material management system
• Materials equipment planning
• Computer integrated manufacturing
• Simulation
• Expert systems
• Geographic information management system
Figure 8-4 Tools and Techniques for TPMFigure 8-4 Tools and Techniques for TPM
What makes a manufacturing system Lean?
• "Value" is what the customer is buying
• Always think first about the end-customer– Who is the customer?– What are they buying?
• Describe value using the customers' words
What Is Value?
Planning tool to optimize results of eliminating waste
What Is Value Stream Analysis?
+ + =LeanBasics
current state VSM future state VSM
Value Steam Mapping Steps
Current State
Future State
Next Future State
Original State
Value Stream Scope
Extended Value StreamExtended Value StreamConceptConcept LaunchLaunchOrderOrder DeliveryDeliveryIn-useIn-use RecycleRecycle
Action Action
Multi-plant/Multi-companyMulti-plant/Multi-company
ActionAction
PlantPlant
Action ActionAction
Apply Five Simple Principles:
Specify value from the standpoint of end customer
Identify the value stream for each product family
Make the product flow
So the customer can pull
As you manage toward perfection
Perfection
PULL FLOW
VALUE STREAM
VALUE
What is the Value that Flows?Specify value from the standpoint of the end customer
Ask how your current products and processes disappoint your customer’s value expectation:
price?
quality?
reliable delivery?
rapid response to changing needs?
???
"ITEMS" flow through a value stream– In manufacturing, materials are the items– In design & development, designs are the items– In service, external customer needs are the items– In admin., Internal customer needs are the items
Analysis begins with part of a total value stream,
That part of the value stream has customers too
What Flows?
Material Flow Icons
First-In-First-Out Sequence Flow
FIFOmax. 20 pieces
Manufacturing Process
ASSEMBLY
Finished Goods to Customer
Truck Shipment
Mon.+ Wed.
Outside Sources
XYZ Corporation
Data Box
C/T = 45 sec.
C/O = 30 min.
3 Shifts
2% Scrap
PUSH Arrow
300 pieces1 DaySupermarket
Inventory
Physical Pull/Withdrawa
l
Buffer or Safety Stock
Information Flow Icons
Manual Information
Flow
Electronic Information
Flow
Kanban Post
Withdrawal Kanban
Production Kanban
Sequenced-Pull Ball
“Go See” Production Scheduling
Signal Kanban
Load Leveling Box
Schedule
WeeklySchedule
General Icons
KaizenLightening Burst
UPTIME
CHANGEOVER
Operator
TAKT TIME
Effective Working Time per Shift
Customer Requirement per Shift
Takt Time =
Synchronizes pace, evenly applying customer demand across the work day.
Takt Time is "Beat Time"? "Rate Time" or “Heart Beat" Lean Production uses Takt Time as the rate or time that a completed product is finished. If you have a Takt Time of two minutes that means every two minutes a complete product, assembly or machine is
produced off the line. (http://www.isixsigma.com/dictionary/Takt_Time-455.htm)
Implementing lean
47
Benefits of Lean Manufacturing
• 50 - 80% Waste reduction– WIP– Inventory– Space– Personnel– Product lead times– Travel– Quality, costs, delivery
48
Setting the Foundation
• Evaluating your organization– Management culture
– Manufacturing culture
• Lean Manufacturing Analysis– Value stream (from customer prospective)
– Headcount
– WIP
– Inventory
– Capacity, new business, supply chain
49
Tools of Lean Mfg/Production
• Waste reduction – Full involvement, training, learning– Cellular mfg– Flexible mfg– Kaikaku (radical change)– Kaizen (continuous improvement) & standard work– 5S– Jidoka (autonomation)– Poka-yoke (visual signals)– Shojinka (dynamic optimization of # of workers)– Teien systems (worker suggestions)
50
Tools (cont.)
• Continuous Flow (10% - 25%)– SMED (Shingo)– Andon– Takt time– Line balancing– Nagara (smooth production flow)
51
Tools (cont.)
• Customer pull (10%- 25%)– Just-in-time– Kanban
Henry Ford - Standards“To standardize a method is to choose out of the many
methods the best one, and use it. Standardization means nothing unless it means standardizing upward.
Today’s standardization, instead of being a barricade against improvement, is the necessary foundation on which tomorrow’s improvement will be based.
If you think of “standardization” as the best that you know today, but which is to be improved tomorrow - you get somewhere. But if you think of standards as confining, then progress stops.”
Henry Ford, 1926
Today & Tomorrow
• Captures best practices• Posted at the work station• Visual aid• Reference document
– work sequence– job layout– time elements– safety
• Developed with operators• Basis for Continuous Improvement
Standardized Work
• Visual Factory
• Error Proofing
• Quick Change-over
• Total Productive Maintenance
Other Tools
What makes a manufacturing system Lean?