Lean Manufacturing-VSM[1] PSG

Lean ManufacturingLean Manufacturing

ByByDr. P.V. MohanramDr. P.V. Mohanram

HoD Mechanical EngineeringHoD Mechanical EngineeringPSG College of TechnologyPSG College of Technology

LEAN LEAN ? ?

Less of Every thing?Less of Every thing?

SpaceSpaceInventoryInventoryPeoplePeopleTimeTime

THOSE DAYSTHOSE DAYS

TODAYTODAY

Changes in Life Style - Banking facilitiesChanges in Life Style - Banking facilities

TRADITIONAL ……TRADITIONAL ……ASK WHAT YOU WANT & GETASK WHAT YOU WANT & GET

Traditional Market Purchase to Traditional Market Purchase to Super Market PurchaseSuper Market Purchase

SUPER MARKET/ SUPER MARKET/ DEPARTMENTAL STORESDEPARTMENTAL STORESPICK WHAT YOU WANT & PAYPICK WHAT YOU WANT & PAY

Flat empowered organisationFlat empowered organisationMessage reaching time Message reaching time • UnskilledUnskilled• SkilledSkilled• Asst. foremanAsst. foreman• Deputy foremanDeputy foreman• ForemanForeman• Asst. ManagerAsst. Manager• Deputy ManagerDeputy Manager• ManagerManager

Go GlobalGo Global

Be LocalBe Local

Be LocalBe Local

Think GlobalThink Global

ManagerManager

SupervisorSupervisor

WorkerWorker

Rs.65 lakhsRs.65 lakhsper yearper yearsavings savings

Changing ScenarioChanging Scenario

Changing ScenarioChanging Scenario

Cost + ProfitCost + Profit = Selling Price= Selling Price

Selling PriceSelling Price – Profit – Profit = Cost= Cost

(fixed by customer)(fixed by customer)

At all cost do itAt all cost do it

At no cost I wantAt no cost I want

Drivers: Drivers: – MarketMarket

– CompetitionCompetition

– Government policyGovernment policy

If one doesn’t sell his/her productsIf one doesn’t sell his/her productsHe/she has to sell the companyHe/she has to sell the company

Past success, do not guarantee future successPast success, do not guarantee future success

Rear view mirror

ChallengesChallengesFlexibilityFlexibility - - Gross, SubtleGross, Subtle

Product ComplexityProduct Complexity - Cell phone, Gauges- Cell phone, Gauges

Decrease in Decrease in - Out Sourcing- Out SourcingProduction depthProduction depth (Marriage arrangements)(Marriage arrangements) Global marketGlobal market Faster responseFaster response Buy, test, dispatch Buy, test, dispatch (BATA)(BATA) Make daily, sell daily, collect dailyMake daily, sell daily, collect daily JIT type deliveryJIT type delivery

GoalsGoals Single piece flowSingle piece flow Zero scrap (Coolant tank)Zero scrap (Coolant tank) Zero Maintenance (hire / own vehicle)Zero Maintenance (hire / own vehicle) Any model any dayAny model any day Little of this & little of thatLittle of this & little of that Zero InventoryZero Inventory Lead Time Lead Time Quality Quality CustomerCustomer Worth Worth ManufacturerManufacturer Reasonable Profit Reasonable Profit

QualityQualityInspectionInspection

AssuranceAssuranceQualityQuality

PreventionPrevention

Perfection (SONY)Perfection (SONY)

TRUSTTRUST RUST RUST Involve People Involve People Win over people Win over people (House Construction)(House Construction) Transparency Transparency

RAISE RAISE QUERY QUERY BURY BURY EncourageEncourage

Multi skilled person in house Multi skilled person in house OwnershipOwnership

Worker - OwnerWorker - Owner

• Japanese National Railway (JNR)Japanese National Railway (JNR)

• Imported Insulator Imported Insulator - Rs.8/-- Rs.8/-

• Indigenous insulator (mica)Indigenous insulator (mica) - Rs.0.30- Rs.0.30

• Continuous improvementContinuous improvement

• Kaizen/KaikakuKaizen/Kaikaku

EssenceEssence

What customerWhat customer NeedsNeeds Do itDo it

Doesn’t needDoesn’t need Don’t do it Don’t do it

Customers Pay For Customers Pay For Transforming. . . Transforming. . .

• . . .a billet into a piece of machined metal. . .a billet into a piece of machined metal

• . . . A raw potato into chips (which are . . . A raw potato into chips (which are

cooked)cooked)

• . . . A request for information into a . . . A request for information into a

response (verbal, email, or letter)response (verbal, email, or letter)

Definition of valueDefinition of value

Things that people Things that people receivereceive

Things that they must Things that they must give up to get themgive up to get them

Value Addition (maximise)Value Addition (maximise)• Change of geometry of work while passing through itChange of geometry of work while passing through it

• Request by customerRequest by customer

• fuel level indicator in scootyfuel level indicator in scooty

• Legally requiredLegally required

• Strap in carsStrap in cars

• Customer is willing to payCustomer is willing to pay

• Car A/cCar A/c

Waste of Inventory?Waste of Inventory?

InventoryInventory• It reflects an underlying illness of a manufacturing It reflects an underlying illness of a manufacturing

processprocess

• The best way to reduce inventory is The best way to reduce inventory is • improve processes continuallyimprove processes continually• better schedulingbetter scheduling• lower setup timeslower setup times• reduce maintenance and break downreduce maintenance and break down• ensure quality & ensure quality & • build in better functional layoutsbuild in better functional layouts

Lean Concept?Lean Concept?

Breakdown

WorkerAbsentism

Defects

Waste of Inventory?Waste of Inventory?

““Slash the inventory level”Slash the inventory level”

Nothing happensNothing happens- -

Stoppage occursStoppage occurs - -

Leaner systemLeaner system

Attack the root causeAttack the root cause

Functional-oriented OrganisationFunctional-oriented OrganisationSu

pplie

r

Sales

Engineering

Operations

Distribution

Cus

tom

er

Process managed by the functionProcess managed by the function

Relative size of resources managed by the functional organisationRelative size of resources managed by the functional organisation

Process-oriented OrganisationProcess-oriented Organisation

SalesSales EngineeringEngineering OperationsOperations DistributionDistribution

Prospect-proposal-to-payment process

Supplier

Customer

Process OwnerProcess Owner

Lean PrincipleLean PrinciplePerfection?Perfection?

Producing exactly what the customer Producing exactly what the customer

needs with no delay at a fair price needs with no delay at a fair price

with minimum with minimum WASTEWASTE

Lean CharacteristicsLean CharacteristicsSimplicity?Simplicity?

DESIGN?DESIGN?

SUPPLIERS?SUPPLIERS?

PLANT?PLANT?

Part Count ReductionPart Count Reduction StandardisationStandardisation

Working closely with a few Working closely with a few trusted partnerstrusted partners

Factories within factories Factories within factories Simplest M/c consistent with Simplest M/c consistent with

quality requirements quality requirements

Lean CharacteristicsLean CharacteristicsTransparency?Transparency? Adopt visual factoryAdopt visual factory

Runners, Repeaters & Runners, Repeaters & Strangers Strangers

An example from our own lifeAn example from our own life

• RunnerRunner - Heartbeat- Heartbeat

• RepeaterRepeater - Breakfast, sleep, etc… - Breakfast, sleep, etc…

(regularity)(regularity)

• StrangerStranger - Doing different things in a day- Doing different things in a day

WASTE WASTE X X

7 Mudas ( Wastes)1. Over production2. Waiting3. Transporting4. Inappropriate processing5. Inventory6. Unnecessary operator motions7. Defects

VALUEVALUE

Waste of Over-Production?Waste of Over-Production?

Kanban/ Contingency plans

Waste of Waiting?Waste of Waiting?

WaitingWaiting xx Smooth flowSmooth flow

WASTE OF TRANSPORTING?WASTE OF TRANSPORTING?

Small wheeled containers/ Manual

5S Map of Layout in Machining Operations

BEFORE

AFTER

Waste of Inappropriate processing?Waste of Inappropriate processing?

• ““Using a hammer to crack a nut”Using a hammer to crack a nut”

• One big machine instead of several smaller One big machine instead of several smaller

ones discourages ownership (distributed to ones discourages ownership (distributed to

the points of use)the points of use)

• Smallest machine capable of producing the Smallest machine capable of producing the

required quantityrequired quantity

Waste of Unnecessary MotionWaste of Unnecessary Motion

““Quality of work Life”Quality of work Life”

BendingBending

ReachingReaching

Number of turns to loose a nut > 2Number of turns to loose a nut > 2

Walking widerWalking wider

Waste of Defects?Waste of Defects?Defect = Challenge

= Opportunity to

improve

Longer duration of

undetected defects

= Defect cost

Decision MakingDecision Making

1.1. Remain in officeRemain in office

2.2. Discuss opinionsDiscuss opinions

3.3. Simulation, class Simulation, class room teaching, etcroom teaching, etc..

1.1. Go to actual workplaceGo to actual workplace

2.2. Look at the actual processLook at the actual process

3.3. Observe what is actually Observe what is actually happeninghappening

4.4. Collect the actual dataCollect the actual data

Traditional wayTraditional way

Impementation by involving Impementation by involving everyone in the workplaceeveryone in the workplace

ChalkChalk circle approachcircle approach

Senior Manager (60%)Senior Manager (60%)

Gemba way (workplace)Gemba way (workplace)

ProcessProcess• EffectiveEffective

Output meets stakeholder’s expectationsOutput meets stakeholder’s expectations

• EfficientEfficientCycle time required to produce error free output Cycle time required to produce error free output

• FlexibleFlexibleAdjust quickly and easily toAdjust quickly and easily to

1. Internal constraints1. Internal constraints2. Poor input quality2. Poor input quality3. Changes in stakeholders requirements3. Changes in stakeholders requirements

Mass Customisation?Mass Customisation?

Mass CustomisationMass Customisation• Production of customised products/services unique Production of customised products/services unique

for each customerfor each customer

VarietyVariety InfinityInfinity

Example:Example:• ““Three days a car”Three days a car”• Configurable softwaresConfigurable softwares• ModularityModularity• Variety introduction stage be advanced forwardVariety introduction stage be advanced forward

Takt time?Takt time?= average rate at which customer buy products

= rate at which are product are to be manufactured

It should drive the whole thinking of the plant

(bottleneck resources)

Prod

uctiv

ityPr

oduc

tivity

TimeTime

Deterioration byDeterioration by

poor performancepoor performance

INNOVATION APPROACHINNOVATION APPROACH

What should beWhat should be

KAIZEN APPROACHKAIZEN APPROACH

TimeTime

MaintenanceMaintenance

KAIZENKAIZEN

InnovationInnovation

KAIZENKAIZEN

Prod

uctiv

ityPr

oduc

tivity

Enforced breakthroughEnforced breakthrough (Kaikaku or Kaizen Blitz)(Kaikaku or Kaizen Blitz)

Changeover Reduction (SMED)Changeover Reduction (SMED)

Measure and record changeover timesMeasure and record changeover times

Put the pressure on reducing and keeping to Put the pressure on reducing and keeping to

setup timessetup times

Involve the team in analysisInvolve the team in analysis

Make a video and get operators to record and Make a video and get operators to record and critiquecritique

Consider a financial incentive for quick setupConsider a financial incentive for quick setup

Mixed Model Production?Mixed Model Production?

Overall Equipment EffectivenessOverall Equipment Effectiveness

• A measure of effectiveness of a single piece of equipment, monitoring the six major losses

• Breakdowns• Set-up & adjustment• Idling & minor stops• Reduced speed• Start-up• Quality defects

Availability

Performance

Quality

AGILITY?AGILITY?

Bringing together core skills & Bringing together core skills &

competencies from several organisations competencies from several organisations

to achieve convenience, flexibility cost & to achieve convenience, flexibility cost &

serviceservice

agility =agility = cost + quality + delivery + flexibilitycost + quality + delivery + flexibility

Process Performance MeasureProcess Performance Measure

Value Added Value Added RatioRatio

Value Added timeValue Added timeLead TimeLead Time

Increase

Decrease

=

Why planning is a value Why planning is a value adding activity?adding activity?

ResultsResults - better (minimise rework)- better (minimise rework)

- faster- faster

- adaptable to change- adaptable to change

Simplify, Eliminate, CombineSimplify, Eliminate, Combine

VA or NVA?VA or NVA?

• Approval Approval - 1 Signature?- 1 Signature?- more than 1 signature?- more than 1 signature?


CountingCounting - once?- once?- more than once?- more than once?


• Sorting document prior to allocation?Sorting document prior to allocation?


• Sorting prior to selective assembly?Sorting prior to selective assembly?


• Movement, storage?Movement, storage?


• Rework?Rework?• Machine repair?Machine repair?


• Processing waste Processing waste (chips, scrap)?(chips, scrap)?


• Observing the on-going process?Observing the on-going process?

• Adjustments in machine?Adjustments in machine?

VA or NVA?VA or NVA?• Measurement?Measurement?

VA or NVA?VA or NVA?• Verification?Verification?

VA or NVA?VA or NVA?• Auditing?Auditing?

VA or NVA?VA or NVA?• Hand written request?Hand written request?• Typist typing the written request?Typist typing the written request?


• Sending reminders?Sending reminders?

VA or NVA?VA or NVA?• Set-up time?Set-up time?

VA or NVA?VA or NVA?• Searching for file?Searching for file?

VA or NVA?VA or NVA?• Processing an insurance claim?Processing an insurance claim?


• Review meeting of Review meeting of projects?projects?

• Regular production meetings?Regular production meetings?

VA or NVA?VA or NVA?• SPC Chart?SPC Chart?• Preparing master schedule?Preparing master schedule?• Calibration of instruments?Calibration of instruments?• Posting a customer order in number of Posting a customer order in number of

locations?locations?• Queue?Queue?• Payment of tax?Payment of tax?• Assembly of parts?Assembly of parts?

Indirectly adding customer Indirectly adding customer valuevalue

• Employee welfareEmployee welfare

• Community welfare Community welfare

measuresmeasures

• Supplier/vendor/dealer Supplier/vendor/dealer

promotion meetspromotion meets

• Poka-Yoke process error Poka-Yoke process error

preventionprevention

• Process planningProcess planningSATCHIDANADA JOTHI NIKETHAN, KALLARSATCHIDANADA JOTHI NIKETHAN, KALLAR

Importance of visualsImportance of visuals“Can you see it? If yes, then improvement is possible”

E.g. Defective components, trend charts

Learning ProcessLearning Process

Inquire

Learn from every experience

Lean Manufacturing IILean Manufacturing IIValue Stream Mapping (VSM)Value Stream Mapping (VSM)

Faculty of Mechanical SciencesFaculty of Mechanical Sciences

PSG College of TechnologyPSG College of Technology

Introducing VSMIntroducing VSM• What is VSM?What is VSM?

• An example from “Learning to See”An example from “Learning to See”• By Mike Rother and John ShookBy Mike Rother and John Shook

• Current-state Map (snap shot)Current-state Map (snap shot)

• Future-state MapFuture-state Map

Why Value Stream Mapping?Why Value Stream Mapping?• Helps to see the present stateHelps to see the present state• See the sources of waste in the See the sources of waste in the

value streamvalue stream• A graphical representation A graphical representation

which can be used to study the which can be used to study the effect of any change on the effect of any change on the performance measureperformance measure

• Lead timeLead time• Total processing timeTotal processing time

Value Stream Improvement and Value Stream Improvement and Process ImprovementProcess Improvement

- A Case Study- A Case Study

Understanding the VSM ToolUnderstanding the VSM Tool

Designing a lean flow and Designing a lean flow and how to get therehow to get there

Product Family

Implementation

Even

tual

ly re

peat

Even

tual

ly re

peat

Understanding how the shop Understanding how the shop

floor currently operates. floor currently operates. Current-State

Drawing

Future-State Drawing

Cycle Time? Cycle Time? (for a process)(for a process)

Time taken for a part to complete a given Time taken for a part to complete a given processprocess

(or the time it takes for an (or the time it takes for an operatoroperator to go through all to go through all

of his/her work elements before repeating them)of his/her work elements before repeating them)

TermsTerms

Value Added Time?Value Added Time?

TermsTerms

Time associated with those activities that Time associated with those activities that actually transform the partactually transform the part in a way that the in a way that the customer is willing to pay for.customer is willing to pay for.

VA TimeVA Time

Lead Time?Lead Time?

Cycle timefor all

processes +

Other VA time

WaitingTime(NVA)

Lead Time?Lead Time?

TermsTerms

The time taken for The time taken for one part to one part to move move through all the through all the processesprocesses of a of a value stream; from value stream; from start to finish start to finish - or -- or -

Typical Steps for Current State Typical Steps for Current State DrawingDrawing

1.1. Customer informationCustomer information

2.2. Quick walk through in the shop floor to identify the main Quick walk through in the shop floor to identify the main processes (in order)processes (in order)

3.3. Fill in the data boxes and draw inventory trianglesFill in the data boxes and draw inventory triangles

4.4. Delivery to customerDelivery to customer

5.5. Supplier dataSupplier data

6.6. Information flow (manual & electronic)Information flow (manual & electronic)

7.7. Determine the current state and identify what is VA and Determine the current state and identify what is VA and NVANVA

The Current StateThe Current State

• Define the Customer’s demandDefine the Customer’s demand

Customer RequirementsCustomer Requirements• 18,400 pieces per month18,400 pieces per month

• 12,00012,000 per month of type per month of type “LH”“LH”

• 6,4006,400 per month of type per month of type “RH”“RH”

• The company operates on two shiftsThe company operates on two shifts

• Palletized returnable tray packaging with Palletized returnable tray packaging with 20 brackets in a 20 brackets in a

traytray and upto and upto 10 trays on a pallet10 trays on a pallet. The customer . The customer orders in orders in

multiple of traysmultiple of trays

• One daily shipmentOne daily shipment to the assembly plant (customer) by to the assembly plant (customer) by

trucktruck

Customer RequirementsCustomer Requirements

Assembly PlantAssembly Plant(customer)(customer)

18,400 units per month18,400 units per month

12,000 LH12,000 LH

6,400 RH6,400 RH

20 units per tray20 units per tray


• Define the Customer’s demandDefine the Customer’s demand• Map the basic production processesMap the basic production processes

Mapping The ProcessMapping The Process

Mapping tipsMapping tips• Do an initial quick walk through from door to door and Do an initial quick walk through from door to door and

then go back to gather the informationthen go back to gather the information

• Begin at the shipping dock (customer end) and work Begin at the shipping dock (customer end) and work

upstream to the receiving dock (supplier end)upstream to the receiving dock (supplier end)

• Let each person/team map entire value stream Let each person/team map entire value stream

himself/herself himself/herself

• Mapping begins with the customer requirementsMapping begins with the customer requirements

Mapping IconsMapping IconsCurrent-State Drawing

IInventoryInventory

(incl. count & time)(incl. count & time)

Days of InventoryDays of Inventory

TruckTruckShipmentShipmentTue & Fri

Electronic Electronic Information flowInformation flow

1 time daily

I

2 ShiftsCycle timeC/O time

VA TimeVA TimeData BoxData Box

Pr. Control

MRPMRP

Material Material movement movement via pushvia push

Stamping Assembly

2 ShiftsCycle timeC/O time

Manual Manual InformationInformationflowflow

Manual Manual InformationInformationflowflow

IManufacturing Manufacturing Process (or a Process (or a Department)Department)

Assy. PlantAssy. Plant(customer)(customer)

Outside Source or Outside Source or CustomerCustomer

Raw Matl.Raw Matl.suppliersupplier

Map the Basic Production ProcessesMap the Basic Production Processes


18,400 units/month18,400 units/month12,000 LH12,000 LH6,400 RH6,400 RH

20 units/tray20 units/tray

IStampingStamping

11I

Spot Spot Welding #1Welding #1

11

I


11

I

AssemblyAssembly #1#1

11

I


11

IShippingShipping

11

The Current State The Current State contd…contd…

• Define the Customer’s demandDefine the Customer’s demand• Map the basic production processesMap the basic production processes• Define the data to be collectedDefine the data to be collected

• Cycle time (C/T)Cycle time (C/T)• Changeover time Changeover time

(C/O)(C/O)• Batch sizeBatch size• Pack sizePack size

• No. of operators No. of operators • Working time Working time

(in secs minus breaks)(in secs minus breaks)• UptimeUptime• Scrap rateScrap rate OEE


• Define the Customer’s demandDefine the Customer’s demand• Map the basic production processesMap the basic production processes• Define the data to be collectedDefine the data to be collected• Collect and map the dataCollect and map the data

Working time calculationWorking time calculation

8 Hours x 60 mins/hr x 60 secs/min8 Hours x 60 mins/hr x 60 secs/min

= = 28,800 s/shift28,800 s/shift

Subtract breaks:Subtract breaks:

2 x 10 mins break 2 x 10 mins break = 20 mins x 60 s/min= 20 mins x 60 s/min

= = 1,200 s1,200 s

28,800 – 1,20028,800 – 1,200 = = 27,600 working s/shift27,600 working s/shift

Fill in Data boxes andFill in Data boxes andInventory trianglesInventory triangles

C/TC/T 11 ssC/OC/O 480480 ss

UptimeUptime 8585 %%Working Working

timetime 27,60027,600 ss

C/TC/T 3939 ss

C/OC/O 600600 ss



C/TC/T 4646 ss

C/OC/O 600600 ss



C/TC/T 6262 ss

C/OC/O 00 ss



C/TC/T 4040 ss

C/OC/O 00 ss



CoilsCoils5 Days5 Days

4600 LH4600 LH2400 RH2400 RH

1100 LH1100 LH 600 RH600 RH

1600 LH1600 LH 850 RH850 RH

1200 LH1200 LH 640 RH640 RH

2700 LH2700 LH1440 RH1440 RH



IStampingStamping

11I


11

I


11

I


11

I


11

IShippingShipping

11



• Define the Customer’s demandDefine the Customer’s demand• Map the basic production processesMap the basic production processes• Define the data to be collectedDefine the data to be collected• Collect and map the dataCollect and map the data• Define the supplier’s dataDefine the supplier’s data

Add Supplier’s DataAdd Supplier’s Data

Raw Mtl.Raw Mtl.SupplierSupplier


4600 LH4600 LH2400 RH2400 RH

1100 LH1100 LH 600 RH600 RH

1600 LH1600 LH 850 RH850 RH

1200 LH1200 LH 640 RH640 RH

2700 LH2700 LH1440 RH1440 RH



IStampingStamping

11I


11

I


11

I


11

I


11

IShippingShipping

11


Tue & FriI time daily




C/TC/T 3939 ss

C/OC/O 600600 ss



C/TC/T 4646 ss

C/OC/O 600600 ss



C/TC/T 6262 ss

C/OC/O 00 ss



C/TC/T 4040 ss

C/OC/O 00 ss




• Define the Customer’s demandDefine the Customer’s demand• Map the basic production processesMap the basic production processes• Define the data to be collectedDefine the data to be collected• Collect and map the dataCollect and map the data• Define the supplier’s dataDefine the supplier’s data• Map the information flowMap the information flow

How do processes know How do processes know what to make?what to make?

Pr. Control

MRPMRP

6 week forecast6 week forecastRaw Mtl.Raw Mtl.SupplierSupplier


I4600 LH4600 LH2400 RH2400 RH

1100 LH1100 LH 600 RH600 RH

1600 LH1600 LH 850 RH850 RH

1200 LH1200 LH 640 RH640 RH

2700 LH2700 LH1440 RH1440 RH

Weekly forecastWeekly forecast

90/60/30 Day 90/60/30 Day forecastforecast

Daily orderDaily order

Daily Ship Daily Ship ScheduleSchedule

Weekly ScheduleWeekly Schedule



IStampingStamping

11I


11

I


11

I


11

I


11

IShippingShipping

11






C/TC/T 3939 ss

C/OC/O 600600 ss



C/TC/T 4646 ss

C/OC/O 600600 ss



C/TC/T 6262 ss

C/OC/O 00 ss



C/TC/T 4040 ss

C/OC/O 00 ss




• Define the Customer’s demandDefine the Customer’s demand• Map the basic production processesMap the basic production processes• Define the data to be collectedDefine the data to be collected• Collect and map the dataCollect and map the data• Define the supplier’s dataDefine the supplier’s data• Map the information flowMap the information flow• Calculate the status of the current stateCalculate the status of the current state

Value added vs Value added vs Non value added time Non value added time (Time Line)(Time Line)

C/TC/T 11 secsec

C/OC/O 480480 secsec

UptimeUptime 8585 %%

Working Working timetime 27,60027,600 secsec

I


StampingStamping

11

I

4600 LH4600 LH2400 RH2400 RH

5 Days5 Days

1 sec1 sec

Customer DemandCustomer Demand12,000 LH/month 12,000 LH/month 6,400 RH/month6,400 RH/month

12,000/20 = 600 LH per day12,000/20 = 600 LH per day

6400/20 = 320 RH per day6400/20 = 320 RH per day

4,600/600 = 7.7 days4,600/600 = 7.7 days

2400/320 2400/320 = 7.5 days = 7.5 days

7.7 Days7.7 Days

Max.Max.

What is “Touch Time” vs Lead TimeWhat is “Touch Time” vs Lead TimeCurrent-State Drawing

Pr. Control

MRPMRP

6 week forecast6 week forecastRaw Mtl.Raw Mtl.SupplierSupplier


4600 LH4600 LH2400 RH2400 RH

1100 LH1100 LH 600 RH600 RH

1600 LH1600 LH 850 RH850 RH

1200 LH1200 LH 640 RH640 RH

2700 LH2700 LH1440 RH1440 RH

Weekly forecastWeekly forecast



Daily Ship Daily Ship ScheduleSchedule

5 Days5 Days

1 sec1 sec

7.7 Days7.7 Days

39 secs39 secs

1.8 Days1.8 Days

46 secs46 secs

2.7 Days2.7 Days

62 secs62 secs

2 Days2 Days

40 secs40 secs

4.5 Days4.5 DaysProduction leadProduction leadTime = 23.7 daysTime = 23.7 daysProcessingProcessingTime = 188 secsTime = 188 secs

Weekly ScheduleWeekly Schedule



IStampingStamping

11I


11

I


11

I


11

I


11

IShippingShipping

11






C/TC/T 3939 ss

C/OC/O 600600 ss



C/TC/T 4646 ss

C/OC/O 600600 ss



C/TC/T 6262 ss

C/OC/O 00 ss



C/TC/T 4040 ss

C/OC/O 00 ss



Analyse the Improvement Analyse the Improvement OpportunitiesOpportunities• Compute the takt timeCompute the takt time

What is our Production What is our Production for each shiftfor each shift

18,400 pieces per month18,400 pieces per month

12,00012,000 per month of type per month of type “LH”“LH”

6,4006,400 per month of type per month of type “RH”“RH”

12,000 LH/20 12,000 LH/20 = 600 LH/day= 600 LH/day

6,400 RH/20 6,400 RH/20 = 320 RH/day= 320 RH/day

600 + 320 = 600 + 320 = 920 pcs/day/2 shifts = 920 pcs/day/2 shifts = 460 pcs/shift460 pcs/shift

Takt timeTakt time (Drum (Drum beating)beating)• How to synchronise the pace of production to match the pace How to synchronise the pace of production to match the pace

of salesof sales

• Rate for producing a component based on its sales rateRate for producing a component based on its sales rate

Takt time =Takt time =Operating time per shiftOperating time per shift

Customer requirement per shiftCustomer requirement per shift

27,600 secs 27,600 secs per shiftper shift

460 pcs 460 pcs per shiftper shift

= 60 sec= 60 sec60 sec60 sec

60 sec60 sec

The Principles of Just-In-TimeThe Principles of Just-In-Time

• Paced to Paced to TTakt Timeakt Time

• OOne piece flow productionne piece flow production

• At the At the PPull of the customerull of the customer

Analyse the Improvement Analyse the Improvement OpportunitiesOpportunities• Compute the takt timeCompute the takt time• Continuous flowContinuous flow

Continuous flow processing?Continuous flow processing?

Lead time: 30++ minutes for total orderLead time: 30++ minutes for total order• Continuous Flow Continuous Flow “make one, move one”“make one, move one”

• Batch & Push ProcessingBatch & Push Processing

ProcessA

ProcessB

ProcessC

ProcessA

ProcessB

ProcessC

Lead time: 12 minutes for total orderLead time: 12 minutes for total order

1 min

Steady VelocitySteady VelocityTraditional:Traditional: Batch Production Batch Production (like a meandering stream with many stagnant pools, waterfalls, and eddies)(like a meandering stream with many stagnant pools, waterfalls, and eddies)

FLOW:Production:FLOW:Production: Pipeline with fast-flowing water or productPipeline with fast-flowing water or product

The right Job mustThe right Job must keep movingkeep moving

2 WEEKS!2 WEEKS!When do we get our Parts?When do we get our Parts?

Analyse the Improvement Analyse the Improvement OpportunitiesOpportunities• Compute the takt timeCompute the takt time• Continuous flowContinuous flow• Determine what prevents us from producing Determine what prevents us from producing

to takt timeto takt time

Line BalancingLine Balancing

1

3946

62

40

0

10

20

30

40

50

60

70

Stamping Weld #1 Weld #2 Assemble #1 Assemble #2

Total workTotal work = 188 sec= 188 sec Takt time Takt time = 60 sec= 60 sec

= # Operators reqd.= # Operators reqd. 188/60 = 3.13 Operators 188/60 = 3.13 Operators

Bottleneck operationBottleneck operation

workworkTaktTakt

Line Balancing Line Balancing contd…contd…

• If 3.13 operators are required, 4 operators are If 3.13 operators are required, 4 operators are wasteful; but 3 operators can’t do the workwasteful; but 3 operators can’t do the work

• Combine some tasks?Combine some tasks?

• Can the work be reduced to 56 s per operator so that Can the work be reduced to 56 s per operator so that pace can be maintained?pace can be maintained?

• Find a way to reduce the total work content to 168 s Find a way to reduce the total work content to 168 s or lessor less

Line Balancing Line Balancing contd…contd…

1

39

17

29

27

56

0

10

20

30

40

50

60

70

Stamping Weld Weld/Assy Assemble

56 56 56

Earlier processing timeEarlier processing time = 1 + 39 + 46 + 62 + 40= 1 + 39 + 46 + 62 + 40 = 188 sec= 188 sec

New processing timeNew processing time = 1 + 39 + (17 + 29) + (27 + 56)= 1 + 39 + (17 + 29) + (27 + 56) = 169 sec= 169 sec{102 sec. of assy time reduced to 83 sec}{102 sec. of assy time reduced to 83 sec}

S W W A A S W W A A

S W W A S W W A

What if flow is not possible?What if flow is not possible?

Kanban: only make the customer wantsKanban: only make the customer wants

Machining Assembly

PullPull

PW W

PullPull

ProductProduct ProductProduct

Almost aShadow Board

Application of 5S

Distributors – Main Assy

Internal Fan Alternators - Pondy

Car Starters – Main Assembly

MODULE LAYOUT 2W – Starters Assembly - Pondy

Example of 5S

3K - Dangerous job

In-process InspectionIn-process Inspection

AGV for Material Transport

InnovationInnovation

Standing poseStanding pose

The future stateThe future state

EPEEPE 11 minmin

C/OC/O 480480 secsec

TaktTakt 6060 secsec

C/OC/O 5656 secsec

C/OC/O 00 secsec


timetime 22 shiftsshifts

Future-State Drawing

Pr. Control

MRPMRP

6 week forecast6 week forecastRaw Mtl.Raw Mtl.SupplierSupplier Weekly forecastWeekly forecast




1.5 Days1.5 Days

1 sec1 sec

1 Day1 DayProduction leadProduction leadTime = 4.5 daysTime = 4.5 daysProcessingProcessingTime = 169 secsTime = 169 secs



StampingStamping

11

Weld & Weld & AssemblyAssembly ShippingShipping


Daily

CoilsCoils

changeoverchangeover

LLRR

XOXOXOXOBatchBatch

1 Day1 Dayweldweldchangeoverchangeover

welderwelderuptimeuptime

Total work Total work 169 sec169 sec

At the pressAt the press

168 sec168 sec2 Days2 Days

33 2 Days2 Days

20w

20P

20w

20w

I time daily

Coil

Coil

Significant ImprovementsSignificant Improvements

• Lead time reduced by 81%Lead time reduced by 81%

• Processing time reduced by 10%Processing time reduced by 10%

RECENT TRENDS Multi-Tasking Machines

Reconfigurable Machines

Parallel Kinematic Machines

Multi-axis Machines

High Speed Machines

MULTI - TASKING MACHINES • Intended to Integrate Diverse Operations

• (Turning, Milling, Grinding) – Conflicting Machine Design

Turning & MillingTurning Twin Spindle Twin Turret

Merits of Multi-Tasking MachinesMerits of Multi-Tasking Machines• Reduction in Work in Progress and throughput Time

• Elimination of Part Movement from Machine to Machine

• Avoidance of Multiple Setups

• Completion of Parts in one Machine

• Reduces Overall Parts Cycles

Ingersoll Multitec – Multi-Tasking Machines

1. Milling of flange surface using the vertical spindle unit

2. Drilling of the flange holes using the vertical spindle unit

3. Grinding of the sealing surface

4. Drilling holes using the universal spindle unit

5. Back spot-facing using the universal spindle unit

6. Milling of a vertical slot into the outer diameter

7. Milling of a radial groove

8. Turning of a conical inner face

RE-CONFIGURABLE MACHINESThe concept of re-configurable machines is to design systems, machines, and controls for cost effective response to the requirements of manufacturing to meet the market demand• To provide exact functionality and capacity when it is

required

• Designed for its rapid change in its structure as well as hardware and software components

• Combines the functionality of CNC with the high production rate of conventional dedicated lines

PARALLEL KINEMATIC MACHINES• Conventional Machines Adopt Serial Mechanism as their Kinematic Structures

• Serial mechanism based machines have perpendicular connection between adjacent links from the base to base to spindle unit (large work space and simple control operating units)

• Parallel Mechanism – Due to their high stiffness and speed receives more attention

Machining Center Parallel Mechanism

•Parallel Link – These links are able to change their lengths independently to perform 6 d.o.f.s movement of the spindle

•Decreasing inertia mass can increase the velocity and acceleration oof a machine

•Stiffness of each link can be increased substantially (each link is subjected only tension and compression, not bending)

•Accuracy of a system can be improved because each link error do not accumulate while that of serial mechanism does

• Serial mechanism are 3 Axis Cartesian Co-ordinate SystemsParallel Mechanism are 6 d.o.f.s system which have the ability of 5 face and 6 axis machining.

• Mfg. Cost can decrease since the machine parts can be modularized.

- Limited Work Space

- Complex control units

Merits• Stiffness and Accuracy

• Mechanically Less Complex than Conventional Design

• Most Stresses are in Tension and Compression

• High Rigidity

• Multiple Ball Screws Share Machining Loads

• Excellent Volumetric Accuracy

( Errors in individual actuators of PKM Machines Tend to Average it out rather than Stack up )

Thank youThank you

Documents

Lean Manufacturing-VSM[1] PSG