Description on wastes, Lean Management, TPS tools, KAIZEN, 5S, Poka yoke, KANBAN, VSM, TPM, JIDOKA, Autonomation, JIT, etc

1. Lean Tools & Techniques
Lean Management
By Shankar Narayan
ksn2514@gmail.com
www.kshankar.in
9405183808

2. Lean Manufacturing
The Omniscient People
Lean Management
Lean Thinking
Lean at Office, Home, Hospital….
Shankar 11122@gmail.com

3. 3
• Craft production
– has existed for centuries
• Mass production
– developed after World War I by Henry Ford and
General Motors’ Alfred Sloan
– Based on principles of Scientific Management
• Lean production
– developed in Japan after World War II
– pioneered by Eiji Toyoda and Taiichi Ohno of Toyota
Eras in Manufacturing

4. 4
Origin of Lean is the
Toyota Production System (TPS)
Best Quality - Lowest Cost - Shortest Lead Time
Through shortening the Production Flow by Eliminating Waste
Just in Time
“The right part
at the right time
in the right amount”
• Continuous Flow
• Pull System
Jidoka
“Built in Quality”
• Manual / Automatic
Line Stop
• Labor-Machine
Efficiency
• Error Proofing
• Visual Control
Flexible, Capable,
Highly Motivated
People
Standardized Work pillu
Total Productive Maintenance
Robust Products & Processes
Supplier Involvement dear
Operational
Stability

5. Implementation of Lean
Requires Change

6. Why Changes?
Competition
Price Reduction
Globalization
Change by itself
Change when told by others
Change when compelled to do
When will we change???

7. Lean Is Market Driven
Every morning in Africa, a gazelle wakes up. It knows it must
run faster than the fastest lion or it will be killed. Every
morning a lion wakes up. It knows it must outrun the slowest
gazelle or it will starve to death.
It doesn’t matter
whether you are a lion
or a gazelle—when the
sun comes up, you had
better be running.

8. Frog Syndrome
Why Lean Management

9. Who wants what...
Customer
Low Cost
High Quality
Availability
Your Company
Profit
Repeat Business
Growth
Cash !!Rs
Value !!

10. Price Increase (WAS)
Some Profit
Bigger Profit
Price to
Sell
Cost to
Produce 1
2
3
1
2
3
Cost + Profit = S Price
Traditional Process

11. Cost Reduction (NOW)
Some Profit
Bigger Profit
Price to
Sell
Cost to
Produce
1
2
3
1
2
3
S Price - Cost = Profit
Lean Process

12. How to Reduce cost of production?
• By eliminating waste in the system
How to Eliminate Waste?
• By implementing Lean

13. What is Waste ?
“Anything that adds Cost
to the product
without adding Value”
Japanese name for waste is “Muda”
“Or anything that consumes
resources but does’nt add any
value to the product

14. The removal of waste (or muda) is the
objective of lean practice.

15. What is Lean Manufacturing ?
“A systematic approach of
identifying and eliminating waste
(non-value-added activities) through
continuous improvement , in pursuit
of perfection”

16. Representation of Lean in Pictorial form
BEFORE AFTER
Lean
REMOVAL OF FAT
(WASTE)
Removal of waste is the objective of lean practice

17. Three Categories of waste
“Waste”:
(hopefully
exaggerated)
Price to
the
customer
Profit
“Type 3”
waste
Non-value-adding
work requested by
the customer
“Type 2”
waste
Non-value-adding
work we complete
for our “purposes”
Costs
that add
value
“Type 1”
waste
Cost of “raw”
waste
Challenge!!
Challenge!!

18. Type of Wastes

19. 9 Types of Wastes:
1. Overproduction
2. Inventory
3. Defects and Rework
4. Motion
5. Over processing
6. Waiting
7. Transport
8 Untapped Resources
9. misused Resources
DEFECTS

20. Inventory

21. Role of Inventory Reduction
• Inventory hides problems

22. Defects/Rework

23. Motion

24. Motion
Waste of Motion Waste of motion is reduced here

25. Over processing

26. Waiting

27. Transport

28. Untapped Resources

29. Misused Resources

30. Lean tools & Methods to
eliminate waste

31. Value
Stream
Mapping
POUS
Cross Functional
Team
The Lean Factory
5S -Work place
Organization
Visual Control System
Poka -Yoke
Just-In-Time
TPM
Takt Time Jidoka / Autonomation
SMED
What makes a manufacturing system
Lean?
PULL / Kanban
KAIZEN

32. Process Mapping Tele. Bill
Receive
Bill
Arrange
Bill amount
Fill Details
in the Bill
Go to
Post Office
Join the
Queue
Pay the
Bill
Back
Home
2 min5 min5 min
5 min 2 min 3 min
5 min
Value 3min.
Waste 24min.(unavoidable)
But can be challenged

33. Work Place Organization

34. Work place is nothing but the
extension of home.
We do spend one–third of our living
time in our work place.
Hence our work place deserves a
clean, bright and healthy environment.
Importance of WORKPLACE

35. The 5 Ss : The principle of waste
elimination through workplace organization.
• Seiri :- separate needed tools, parts, and instructions
from unneeded materials and to remove the latter. (sort)
• Seiton :- neatly arrange and identify parts and tools for
ease of use. (simplify)
• seiso :- conduct cleanup campaign. (sweep)
• seiketsu :- conduct the above three at frequent, indeed
daily, intervals to maintain work place in perfect condition.
(standardize)
• Shitsuke:- Form the habit of always following the
first four Ss. (self-discipline)

36. Panipuri Stand
A Typical Example – A place for every thing &
everything in its place
Waste of Motion is eliminated

37. A Typical Shadow Board
For Common Tools

38. • Better organizes the workplace
• Exposes problems that need to be resolved
• Creates safer work areas
• Reduces searching
• Reduces inventory
• Reduces required space
Benefits of 5S

39. ... Just In Time
DEFINITION :
Manufacturing and conveying what is needed,
when it‟s needed, in the amount needed

40. Reducing set up time

41. What is SMED?
SMED, stands for Single-Minute Exchange of Die, is a theory and
techniques for performing setup operations in under ten minutes,
i.e., in a number of minutes expressed in a single digit.
The SMED method was revolutionized by Mr. Shingo since 1950 in
Japan.
The concepts and techniques became available to other countries
started around 1974 in West Germany and Switzerland and in 1976
in Europe and United States.

42. SINGLE MINUTE EXCHANGE OF DIES
(SMED)
- Set up time Reduction between
processes in less than 9 minutes

43. Kanban

44. *
Two – Bin System of working
Bin 1
Bin 2
Two Bin System
Kanban card

45. Visual Control System
VISUAL MANAGEMENT: In visual management,
simple visual tools are used to identify the target
state, and any deviance is met with corrective action.
VISUAL CONTROLS: Various tools of visual
management such as color-coding, charts, andons,
schedule boards, labels and markings on the floor.

46. ANDON
• A tool of visual management, originating from the
Japanese word for 'lamp'.
• Most commonly Andons are lights placed on
machines or on production lines to indicate operation
status.
• Andons are commonly color-coded green (normal
operations), yellow (changeover or planned
maintenance), and red (abnormal, machine down).
• Often combined with an audible signal such as music
or alarms.

47. TPM - A zero sum game

48. Total Productive Maintenance
(TPM):
• Machines are maintained
by the people who operate
them.
• Everyone is responsible
for the maintenance.

49. Takt time calculation.
• Procedure:-
• 1. Determine the daily demand (order) volume
• 2. Determine the number of working minutes in a day-
exclude lunch/ tea breaks.
• 3. Divide the number of working minutes per day by the
number of products required per day.
• Takt Time = Available daily work time/ Daily product
requirement.

50. Kaizen
KAI
To modify /
Change
ZEN
To make good /
better
+
= KAIZEN
Gradual and orderly, continuous improvement.
KAIZEN: Japanese for 'change for the better„
 or „continuous improvement'.

51. Building in Quality
Machines intelligent - self-operating and self-stopping.
People served by machines
Quality built-in, not inspected-in
Efficiency human work separated from machinework, people
freed to do value-added work
JIDOKA

52. POKA = ERRORS
YOKE = AVOID
TRANSLATION FROM THE JAPANESE
POKA YOKE
Japanese for 'mistake-proofing'. Mistake-proofing and fool
- proofing devices made by designing parts, processes, or
procedures so that mistakes physically or procedurally
cannot happen.
Poka-yoke, Japanese slang for “avoiding inadvertent errors” formalized by Shigeo Shingo.

53. Examples of mistake proofing
3.5 inch diskette can not be inserted
unless diskette is oriented
correctly.This is as far as diskette can
be inserted upside-down.
The beveled corner of the diskette
pushes a stop in the disk drive out of
the way allowing diskette to be
inserted.This feature,along with the
fact that the diskette is not
square,prohibit incorrect orientation.

54. Which dial turns on the burner?
Stove A
Stove B

55. POUS within work area
• Locate all parts, raw materials, tools, and
fixtures as close the place of work.

56. Point Of Use Technique
This waste of Motion also can be eliminated
by using Point Of Use Technique (Re-arrangement)

57. Traditional Process Focused Layout
• Jumbled flows, long cycles, difficult to schedule

58. JIT Cellular Manufacturing
• Product focused cells, flexible equipment, high
visibility, easy to schedule, short cycles

59. Taking the Initiative
A Lean Enterprise can‟t afford to
have people waiting to be told
what to do and how to do it
People at all levels should take initiative to make
the system Lean, irrespective of their positions.

60. 60
Lean Initiative To Help College
Become Lean
. . . . . . An Example

61. 61
Goal is to provide more efficient services, to
free up time for administration so as to
provide more value to students.
An Example

63. The secret of happiness is to make others
believe they are the cause of it.
Thank You