This presentation will cover the history of production systems.
From Craft to Mass production to Lean manufacturing.
It also shows some statistics on what can be achieved with lean applications.
A different perspective to Lean and using a Systems approach.
The 8 core lean principals are also covered in principal.
The automotive industry played a large role in the development of manufacturing.
A positive outcome of WORLD WAR 1 & 2; the engineering, manufacturing and technology developments…
Craft production basically is referenced when the auto-maker; P&L started fabricating automotive vehicles in Paris, 1895.
Later Henry Ford’s company started to develop mass production techniques, Detroit-USA, early 1900.
Lets consider the 9 core areas and discuss the differences between Craft & Mass production systems.
Lean production started with Toyoda and Ohno in Japan, mid 1940s.
The core differences are Online quality, Innovation, empowerment and X-Training.
I totally different organizational and cultural approach.
Ford improved their cycle times greatly within a year.
The cycle time improvement ranged from 62 to 88%.
Lets consider one of the greatest production improvements in history.
In a 5 year duration the average cycle time per task was reduced from 514 min to 1.19 min.
Another aspect to consider is:
Plant Utilization
Material Flow & Change Over Losses
Quality Losses
Capacity Losses
Availability Losses
We need to analyze our own work environment to understand the type of losses before we can assess the impact and cost.
Once it is listed or identified; it can be measured, controlled and improved.
This matrix shows the impact Lean Manufacturing can have on your organization.
Important to note and enforce the culture within an organization.
Training is crucial.
What else is required to achieve this sort of improvements?
Lets look at the following slide in this presentation to see the basic concepts to be applied.
Before improvements or changes are made to a system; one must consider the system in it’s global perspective.
Select the Main Activity / improvement / Change.
What are the inputs required?
What additional/auxilliary input is required?
What are the by-products that will be created?
What is the expected Main Output?
Planning is an integral part of a Continuous Improvement Process.
The improvement of your schedule must also be a continuous process.
Top Management is responsible for the Planning System Kaizen.
Every other project team member is responsible for Task Kaizen.
Avoid Stagnation by using the PDCA CIP.
What is Waste?
THANK YOU!!
Later we will learn more details about the 7 Muda.
MUDA is the Japanese work for WASTE.
Consider your value stream and value engineering for a moment?
Any work or product that does not add value to the product of process can be considered as WASTE.
All Inefficiencies can be classified.
KANBAN is used to aid JIT.
It works on a pull system, aligned with “Make On Demand”
Later you will learn more about the 6R tool.
The basis of JIT is to have the right quantity of the right item at the right point in time.
JIT is being used to reduce inventory and improve material flow.
It uses 5S concepts to eliminate clutter and 7-Mude to only produce what is required NOW.
The example shows that you can only fit a specific plug into a specific port.
The system prevent accidental and incorrect fitment.
This way you achieve higher quality rates by avoiding rework or scrap.
It is also easier to train new recourses to do the work right 1st Time.
The basic concepts of 5 S; more detail to follow later.
Planning is an integral part of a Continuous Improvement Process.
The improvement of your schedule must also be a continuous process.
Top Management is responsible for the Planning System Kaizen.
Every other project team member is responsible for Task Kaizen.
Avoid Stagnation by using the PDCA CIP.
Automation played a big role in manufacturing improvement.
It also posed new challenges to integrate automated systems with ERP systems.
These days there are many automated and electronic systems at execution level that need to be integrated; upwards & downwards.
System integration is the key to success. Loose standing systems cause
Technology applications is the key source for KAIKAKU.
Design is the backbone for post processes and simulation.
Innovation Management must be part of you organizational mission.
