Lean Managment Fundamentals and Applications [Compatibility Mode]

8/8/2019 Lean Managment Fundamentals and Applications [Compatibility Mode]

1/17

August

Lean Management:

Fundamentals and Applications

Prepared By:

Ashraf S. Youssef, Ph. D.

July, 24, 2010

QA & Ind. Methods Manager

S.M. ASQ, L.A. BSI, M. ELI, M. EMS

Practical Examples

Lean Tools

The Fundamentals of Lean

The real voyage of discovery consists

not in making new landscapes but in

having new eyes.

Marcel Proust (1871-1922), Novelist


2/17

August

A cookie cutter approach to improvement.

Companies must apply the appropriate Lean

principles for their industry and specific

LEAN IS NOT

company situation.

Something that a company does once.

Lean is NOT an end point; it is a never

ending improvement process. Lean is a

journey.

A systematic approach to identifying and eliminating waste (non-

value-added activities) through continuous improvement byflowing the product at the pull of the customer in pursuit of

perfection

--The MEP Lean Network

DEFINING LEAN

ANOTHER DEFINITION

A manufacturing philosophy that shortens the time linebetween the customer order and the shipment by eliminating

waste (non-value-adding activities).

KEY CONCEPTS

Waste Reduction Lead Time Reduction Variation Reduction ro uc ow Pull of the Customer Continuous Improvement


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August

Value Stream Focus & Lead Time

What is the Lean Manufacturing?Reduction of 7 kinds of waste (MUDA)

What is the Lean Manufacturing?Reduction of 7 kinds of waste (MUDA)


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August

Overproduction

Defects

Non-value added rocessin

Value

added

5

%

LEAN = ELIMINATING THE WASTES

& Underutilized people

Waiting

Excess motion

Transportation

Excess inventory

Value Added!!!-is NonTotal Lead Time% of95Typically

Non-value

added

INVENTORY HIDES PROBLEMS

REDUCING INVENTORY WITHOUTSOLVING PROBLEMS


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August

Benefits of lean manufacturing

Reduced lead time, delivery time, cycle time and set-up time

Eliminates waste

Increases overall customer satisfaction

Optimized space usage

ncrease pro uct v ty

Improved product quality

Improved on-time shipments

Improve employee involvement, morale, and company culture.

Seeks continuous improvement

Practical Examples

Lean Tools


Quick

Changeover

Quality at

SourceCellular/FlowPull/ Kanban

Continuous Improvement

LEAN BUILDING BLOCKS

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 ofperfection

--The MEP Lean Network

Standardized

Work

Batch Reduction

Teams/Employee Involvement

5S SystemVisual

Systems

Plant Layout

POUS

TPM

Value

StreamMapping


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August

Lean Tools: Value Stream Mapping




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August

Simplified Logical Flow Chart


Nbof Operations: 17

Nbof Inspections: 4

Nbof Movements/ Day: 21

MetersWalked/ Day: 1836m

Nbof Operations: 56

Nbof Inspections: 24

Nbof Movements/ Day: 175

MetersWalked/ Day: 10725m


PRODUCTION

MANAGER

ProjectManager

SupplyChain

Manager Quality

Control

INDUSTRIAL METHODS DEPT.May 2008 ~April2009

PRODUCTION

PLANNER

MODEL 6 PRODUCTION LINE

Design

Engineering

CURRENT VALUE STREAM MAP

SUPPLIERS CUSTOMERS

*IGIReq.*Mat'l Req./Issuance*Dlvry.Note*PackingList*P.O.

*Master Plan*Delaying

Report

*IGIReport*DefectRprt.

*Final Inspn.*IncompleteWork Report*NCR

*Submittals*BOM*EMR*MMR*ECN

*I.D.Card*In processInspection*EOM

*Invoicing*Clarification

*PurchaseOrder

J ob O rd er J 20 1 70 6 ( in 3ba tc hes ) 2 nd Bat ch

N o .o f S ho p o r de r s 2 0 6 4 3 6 6 6S ec ti on s # 2 04 52 51 43 52 52 52

Bu cke ts # 3 65 77 75 68 77 77 77

Me tri cs Val ue UOM SO24444

Steps w/in Process 75 s teps 5 8 14 15 10 5 7 10 1TotalConsumedReg.Time 9527 minutes 96 200 546 6752 1048 300 300 270 15

Total Consumed OT 17699 minutes 3218 11263 3218Cha n ge overT i me 2 3 9 minutes 0 45 19 64 56 30 25 0 0

VA time 8315 minutes 0 0 1074 6049 1192 0 0 0 0Traveledtime(distance) 368 minutes 193 30 48 0 6 46 0 30 15N o. of Wo rk er s 2 0 persons 2 1 2 7 2 1 2 2 1

Production Lead Time (days)

days 1 1 5 6 5 1 1 1 0.5 21.5

Total Consumed Time in min

minutes 145 275 1916 2583 2164 376 163 150 30 780016.3days

From BOMto In-house

DeliveryReceiving

materialQCIGI

Bucket

Assembly

Bucket

Wiring

QC

TestingPacking

Panel Line-

up

175days ave.

FAT

Traveleddistance174.1m from

II I I II

WIP ismorethan

Traveleddistance197m,Fab'nto Panelwiring.

5.8mon.

Industrial Efficiency= V.A.time/ Totaltime

I.E.= 22 %


SupplyChain

Manager Quality

Control

PRODUCTION

MANAGER

FUTURE VALUE STREAM MAPINDUSTRIAL METHODS DEPT.2009 ~2010

MODEL 6 PRODUCTION LINE

PRODUCTION

PLANNER

Design

Engineering

Project

Manager

SUPPLIERS CUSTOMERS

*IGIReq.*Mat'l Req./Issuance*Dlvry.Note*PackingList*P.O.

*Master Plan*DelayingReport

*IGIReport*DefectRprt.

*Final Inspn.*IncompleteWork Report

*NCR

*Submittals*BOM

*EMR*MMR*ECN

*I.D.Card*In processInspection*EOM

*Invoicing*Clarification

*PurchaseOrder

____mon.

1 1 1 1 1

M etr ics V al ue UOMSteps w/in Process 75 s teps 5 8 14 15 10 5 7 10 1TotalConsumedReg.Time 9527 minutes

Total Consumed OT 17699 minutes

C ha ng eo ve r Ti me 2 39 minutes

VA time 8315 minutes

Di st a nce t ravel e d 2 03 minutes 71 30 48 0 6.0 7 0 23 18

No .of Wo rk ers 2 0 persons 2 1 2 7 2 1 2 2 1

Production Lead Time (days)

days 0 0 0 0 0 0 0 0 0 0.0

Total Consumed Time in minminutes 0 0 0 0 0 0 0 0 0 0

0.0 days

FUTURE 336.6m.

Delivery

New FactoryLayoutof

ProductLines

Distance Traveled MODEL6

CURRENT 538.9m.

Panel Line-

up

QC

TestingFAT Packing

Receiving

materialQCIGI

Bucket

Assembly

Bucket

Wiring

Traveleddistance92.2m. from

II I I IWIPshould

Traveleddistance99.0

Target IndustrialEfficiency (I.E.)=V.A.time/ Totaltime

Increaseto 10


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August

Cell

Continuous Flow Production

S/E

S/

ES/E

E F G

S/

E

S/

E

DH

CJ

I

K

Lean Tools: Cell Continuous Flow

22

S/

ES/

EB

AM

L

Finished

Products

Mixed Modeling

Multi-function Workers

-

Lean Tools: Versatility & multi-skill

23

-

Shojinka

Lean Tools: One Piece Flow

One Piece Flow

Order For Order

24


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August

Lean Tools: Kaizen Blitz

Kaizen.

Process Kaizen.

System Kaizen.

Kaizen Blitz.

25

Typical Examples:

Batch to one piece flow.

Total Cycle time reduction

Elimination of x defect.

Standard Operation Improvement.

Pull Signal.

Pull System.

Push System

Lean Tools: Push vs Pull

26

Push

Pull


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August

ProcessB

ProcessA

Fin.Goods

RawMatl

Supplier Customer

ProcessC

PUSH SYSTEM

Information Flow

WIPWIP

PartFlow

Execution - Parts completed to schedule without any downstreamconsiderations

Replenishment - Based on projected demand (forecasts)

Shop Floor Control - System, transactions, paperworkProblems - Hidden

Reaction to changes and problems - Through system - reschedulingLinkage - Operations are NOT physically linked

KANBAN : Kanban = Signal

Signals when to do work

Signals what work to do

Signals when not to do

Kanban signaling device, kanban, can be cards,carts, golf balls, marked-off spaces (kanban squares),

etc.

Controls inventory

ProcessProcessRaw

Information Flow

KanbanLocations

Process

PULL SYSTEM

BA Fin.GoodsMatl

Supplier Customer

PartFlow

C

Execution - Parts produced upstream as signaled from the downstream operation or customerReplenishment - Based on consumptionShop Floor Control - Automatic - visibleProblems - Exposed -creates urgency

Reaction to changes and problems -Immediate - on-line and visibleLinkage - Operations ARE physically linked


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August

Information Flow

KanbanLocations

PULL SYSTEM

B

rocessA

RawMatl

Supplier Customer

PartFlow

rocessC

Make to Order and Engineer to Order Shops, bydefinition, operate by PULL since nothing is produced

until an order from the customer is received.

Lean Tools: Kanban System

32

Lean Tools: 5S System

33


12/17

August

Lean Tools: 5 S System

Lean Tools: Ergonomics

Definition of

Ergonomics.

Ergonomics Zone.

35

Lean Tools: Poka Yoke

What is Poka Yoke?

Zero Defect:

Source Inspection and

the Poka-Yoke System

Dont Accept

DefectsDont make defects Dont pass defects

Remember three rules

By Shigeo Shingo


13/17

August

Lean Tools: Poka Yoke

Simple signals that provide an immediate understanding

of a situation or condition.

Examples:

Shadow boards for tools, supplies, and safety

equipment

VISUAL CONTROLS

Color coding

Lines on the floor to delineate storage areas, walk

ways, work areas, etc.

Marks to indicate correct machine settings

Andon lights

Kanban cards

VISUAL MEASUREMENT


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August

Lean Tools: Visual Management

LEAN MANUFACTURING

Optimizing industrial processes.

SIX SEGMA

Mastering all processes in order to satisfy the

Lean Vs. Six Sigma

Costs.

LEAN Target of Lean

Increase the productivity

Reduce wastes & delays

Improve shop floor Managerialrelationship

6 SIGMATarget of 6 Sigma

Assure the Quality of process:Customer Satisfaction & Reduction

NQC

Reduce the process variability

Improve the control process

Practical Examples

What is a Value Stream Map (VSM)



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August

Before and After of 5S system

43

Reduce Transport/Motion

IMPACT ON SURFACE


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August

IMPACT ON PROCESS FLOW

Nb of Movements/ Day : 29Meters Walked / Day : 10,190 m

Nb of Movements/ Day : 8Meters Walked / Day : 495 m

IMPACT ON SAVING

Manpower : 15 people

Production lead Time : 17.8 days

Manpower : 9 people

Production lead Time : 3 days

Safety issues : 13 issues Safety : Rectified all 13 issues

Process Time : 29 min Process Time : 24.5 min

IMPACT ON INDUSTRIAL EFFICIENCY

48

IE= 29% in Year 2008 IE= 48% in Year 2009


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August

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Lean Managment Fundamentals and Applications [Compatibility Mode]