• Save
SME Lean Presentation
Upcoming SlideShare
Loading in...5
×
 

SME Lean Presentation

on

  • 3,525 views

Joint presentation to SME members on the benefits of Lean, a overview of Lean terminology, and how sequencing operations in a balanced flow reduces Lead Time.

Joint presentation to SME members on the benefits of Lean, a overview of Lean terminology, and how sequencing operations in a balanced flow reduces Lead Time.

Statistics

Views

Total Views
3,525
Views on SlideShare
3,515
Embed Views
10

Actions

Likes
17
Downloads
0
Comments
2

2 Embeds 10

http://www.slideshare.net 6
http://www.linkedin.com 4

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • I agree - excellent!
    Are you sure you want to
    Your message goes here
    Processing…
  • Excellent!
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

SME Lean Presentation SME Lean Presentation Presentation Transcript

  • Lean Transformations What is it? How do we do it? Kelly Davis, Utah Manufacturing Extension Partnership Scott Kisling, Kisling Consultants, LLC
  • Agenda Typical Benefits Culture Change / Transformation Model Basic Definitions Little’s Law Overview of Lean Tools Planning a Lean Event Lessons from the Field 2
  • What is Lean? “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 of perfection.” The MEP Lean Network 3
  • Lean = Eliminating Waste Value Added Non-Value Added Defects Overproduction Waiting Not Utilizing Employees’ knowledge, skills and abilities Transportation Inventory Motion Excess Processing Typically, 95% of all lead time is non-value added. 4
  • Typical Lean Benefits Percentage of Benefits Achieved Lead Time Reduction Productivity Increase WIP Reduction Quality Improvement Space Utilization 0 25 50 75 100 Typical benefits are achieved by companies that have not only embedded Lean techniques into core business processes, but have also institutionalized these processes with technology solutions, integrated Kaizen programs (for continuous improvement) into their culture, developed leaders with strong mentoring capabilities, and continue to drive operational excellence by remaining focused on key measurements. 5
  • Lean is a System Continuous Improvement Str s tric a teg Me ic ful Le ing ad ers an Me hip 6
  • Enablers (Cultural Development) Total Employee Structure Involvement * Organization Communication *Documentation *Roles/Resp *Systems Lean Long Term Transformation Management & Sustainable Results Effort Leadership Long Term Accountability Vision & & Measurement Strategy System Education & Mentoring Enablers are concepts or activities intended to prepare the organizational culture. The enablers prepare the organization to change from the current culture to a Lean culture. 7
  • Requirements for Transformation Compelling reason to change. A shift in thinking across the organization. Strategic Leadership & involvement from Senior Management. Clearly defined and communicated long term vision. Specific transformation plan. Clearly defined process objectives linked to overall objectives. Support systems (communications, reward & recognition, promotion, etc.) A measurement system to monitor progress and motivate behavior. Clearly defined roles and responsibilities. Enlisting the hearts and minds of the entire workforce. Proven tools & techniques. Time, patience, and perseverance. Workforce education. 8
  • “To improve is to change. To be perfect is to change often.” Winston Churchill 9
  • Basic Time Definitions Cycle Time, Operation 2 Cycle Time, Operation 1 Lead Time = Value Added Time = Non-Value Added Time 10
  • Takt Time The frequency at which a complete unit must come off the line. Available Production Time Takt Time = Customer Demand 11
  • Takt Time Example Company “A” works two 8-hour shifts per day. There are two 15-minute breaks per shift. Weekly production requirements are 150 units. (2 shifts/day)(7.5 hr/shift)(5 days/week) (60 min/hr) Takt Time = 150 parts/week = 30 minutes/part 12
  • Takt Time / Cycle Time Chart 40 Takt Time = 30 minutes 30 Cycle (minutes) 20 10 0 Turn Bore Drill Spot Face Clean Deburr Assemble Inspect Pack Operations 13
  • How to Discover Waste Use One-Piece Flow under current conditions to identify waste: The process that delivered 100-piece lots now must make 100 movements to bring 100 pieces. Shows how in-process stock shelves ad carts are unnecessary. How poorly balanced processes are in terms of relative capacities. 14
  • One-piece Flow, Lean’s Persistent Quest Setup Time Visual Reduction 5S Management (SMED) Tools handy Job status visible Allow switch to everyone to “hot” jobs Needed tools The continuous flow are visible Abnormal condi- Much setup of an assembly or Mat’ls labeled tions stand out done ahead its components Unneeded tools, mat’l gone from through the entire work station One-Piece process, with the Flow New employees Machines Machine PM desired goal being taught “standard grouped by performed operation” value stream a batch size of one. Breakdowns fixed Transportation quickly & permanently Technicians can reducte operate variety Machine break- Walk distance of tools downs reduced reduced Work Station Cross- Total Layout Training Productive Maintenance All Prerequisite Elements intertwined 15
  • How to Eliminate Waste Remove as many retention points as possible. Abolish lots and switch to single-piece flow. Balance processes to Takt Time. Remove as many conveyance points as possible. Bring processes together in a U-shape. Create Standard Operations 16
  • Why Is Inventory Bad? Each piece of Work in Process will cost one Takt Time’s worth of Lead Time Op1 Op2 Op3 Op4 Op5 Op6 Op7 Op8 Op9 Op1 Op2 Op3 Op4 Op5 Op6 Op7 Op8 Op9 30 pc 30 pc 30 pc 30 pc 30 pc 30 pc 30 pc 30 pc 30 pc 10 pc 1 pc 1 pc 15 pc 3 pc 15 pc 15 pc 15 pc 15 pc Output = 30 pieces per day Output = 30 pieces per day Cycle Time = WIP/Output = 270 pieces/30 pieces per day Cycle Time = WIP/Output = 90 pieces/30 pieces per day = 9 days = 3 days Little’s Law: Cycle Time = WIP / Output 17
  • Value Stream Map – Current Takt Time = 30 minutes Op 1 Op 2 Op 3 Op 4 Op 5 Op 6 Op 7 Op 8 Op 9 Spot Turn Bore Drill Clean Pack Inspect Deburr Assemble I I I I I I I I I Face 30 30 30 30 30 30 30 30 30 C/T = 17 C/T = 3 C/T = 7 C/T = 33 C/T = 5 C/T = 22 C/T = 35 C/T = 37 C/T = 3 C/O = C/O = C/O = C/O = C/O = C/O = C/O = C/O = C/O = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = 15 hr. 17 min. 15 hr. 3 min. 15 hr. 7 min. 15 hr. 9 min. 15 hr. 5 min. 15 hr. 22 min. 15 hr. 17 min. 15 hr. 37 min. 15 hr. 9 min. Queue Time Production Lead Time = 126 min. = 2 hr. Time something waits Processing Time = 137 hr. to be processed Process Efficiency = 1.5% Cycle Time… Time it takes to perform the process 18
  • Value Stream Map – New Op 1 Op 2 Op 3 Op 4 Op 5 Op 6 Op 7 Op 8 Op 9 Spot Turn Bore Drill Clean Pack Inspect Deburr Assemble I I I I I I I I I Face 10 1 1 15 3 15 15 15 15 C/T = 17 C/T = 3 C/T = 7 C/T = 33 C/T = 5 C/T = 22 C/T = 35 C/T = 37 C/T = 3 C/O = C/O = C/O = C/O = C/O = C/O = C/O = C/O = C/O = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = 5 hr. 17 min. .5 hr 3 min. .5 hr 7 min. 7.5 hr 9 min. 1.5 hr 5 min. 7.5 hr 22 min. 7.5 hr 17 min. 7.5 hr 37 min. 7.5 hr 9 min. Takt Time = 30 minutes Production Lead Time = 126 min. = 2 hr. Processing Time = 47 hr. Process Efficiency = 4.4% 19
  • Value Stream Map – Entitlement Op 1 Op 2 Op 3 Op 4 Op 5 Op 6 Op 7 Op 8 Op 9 Spot Turn Bore Drill Clean Pack Inspect Deburr Assemble I I I I I I I I I Face 1 1 0 1 1 0 0 1 0 C/T = 17 C/T = 3 C/T = 7 C/T = 33 C/T = 5 C/T = 22 C/T = 35 C/T = 37 C/T = 3 C/O = C/O = C/O = C/O = C/O = C/O = C/O = C/O = C/O = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = # Shifts = .5 hr. 17 min. .5 hr 3 min. 0 hr 7 min. .5 hr 9 min. .5 hr 5 min. 0 hr 22 min. 0 hr 17 min. .5 hr 37 min. 0 hr 9 min. Takt Time = 30 minutes Production Lead Time = 126 min. = 2 hr. Processing Time = 4.5 hr. Process Efficiency = 44% 20
  • Takt Time / Cycle Time Chart 40 Takt Time = 30 minutes 30 Cycle (minutes) 20 10 0 Turn Bore Drill Spot Face Clean Deburr Assemble Inspect Pack Operations
  • Takt Time / Cycle Time Chart 40 Kaizen to below TT Takt Time = 30 minutes 30 Cycle (minutes) 20 10 0 Turn, Bore Drill Spot Face Clean,Deburr Assemble Inspect Pack Operations 22
  • Takt Time / Cycle Time Chart 40 Kaizen to below TT Takt Time = 30 minutes 30 Cycle (minutes) 20 10 0 Spot Face, Turn, Bore, Drill Clean,Deburr Assemble Inspect Pack Operations 23
  • Standard Work Combination Sheet Machinist #1 ELEMENT TIME Minutes CYCLIC WORK ELEMENTS VA = Value Added NVA = Non-Value Added (VA) (NVA) Total ID DESCRIPTION OF MACHINE Manual Manual Manual Automatic (NVA) Wait for OPERATOR WORK CAPACITY Operation Operation Time Walking Cycle Time 1 Turn 1 12.0 5.0 17.0 0.0 0.0 0.0 2 Bore 1 0.0 3.0 3.0 25.0 0.0 17.0 3 Drill 1 7.0 0.3 7.3 0.0 0.0 20.0 19.0 8.3 0.0 0.0 0 30 33.75 TOTAL TIME BY CATEGORY==> . 11.25 22.50 45.00 70% 30% 0% 0% % OPERATOR TIME BY CATEGORY==> T/T 27.3 TOTAL CYCLICAL TIME==> 24
  • Standard Work Production Line Operator Cell 2 1 1 2nd Qtr. ‘09 New / Rev Page of Date Part Number MSV10S Organization Area Supervisor Part Name Standard Work Sheet MSV Stem Fern Bissonnette Valves CFM Cell Must include: 3 2 1 4 Drill Bore Turn Spot Face Sequence Takt Time Outside Cell FPI X-Ray 5 EDM Clean Standard WIP 8 6 9 7 Inspect Deburr Pack Assemble Takt/Rate Total Manual & Travel Time Scope of Operations Standard Standard Quality Safety Time Work-in-Process Operator Man/Travel Time Check Precaution Work-in-Process 30 min. 151 / 30 = 5 Raw material From: Turns DPUs Finished Goods To: 25
  • Robotic Cell in Action 26
  • A lean event is a process 4 Wks Prior 3 Wks Prior 2 Wks Prior 1 Wk Prior Event Week Present Kickoff Meeting Define Project; CTQs; VOC Goals & Objectives The Event Gathered Data and define Hi-level process map; Set initial target sheet; Conduct Analysis to further define Scope Finalize Setup Needs; Finalize Analysis LEAN EVENT Follow-up Items Continuous Training and Information Sharing/Updates; Team Meetings D DM M A AI IC The Lean Event is the “I” in DMAIC 27
  • Kaizen Event Forms Team members T/T C/T Bar Chart Takt Time - Cycle Time TEAM MEMBERS listed showing bar chart completed T/T  internal vs. external for area to be worked.   to area being worked. Must reflect actual data.  A B C D 1 4 A Show at least 1 B C Std. Work Sheet Narrow focus of D standard work 2 - 3 key goals & 3 sheet depicting 2 objectives for Goals & Objectives 1 a major process 4 the week. in the area. Others 6 5 can be done during week with team. 2 5 A Show at least 1 B Fill the target C Std. Wk. Comb. TARGET SHEET D standard work Sheet out with T/T combination Current status data sheet depicting of the CTQ’s for the the major process Workout. shown on page 5. Others can be done 3 during week with team. 6 Other Forms may be useful depending on the situation. 28
  • Spaghetti Chart 29
  • Lessons from the Field Implementing a sustaining Culture is step one. “Yeah buts...” become the topic of future Kaizen teams. Training on a few operations at a time resonates well. Lean is a Journey, not a Destination. Kelly Davis 801-592-4364 Scott Kisling 801-467-1287 30