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The document provides a comprehensive overview of lean manufacturing, explaining its philosophy focused on eliminating waste and enhancing productivity. It outlines the objectives of lean manufacturing, including improving quality, reducing costs, and increasing customer satisfaction through various metrics and strategies. Key elements discussed include waste identification, standardized work, value stream mapping, and the importance of a culture centered on continuous improvement.

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LEAN LEAN MANUFACTURING MANUFACTURING AND AND ITS METRICS ITS METRICS
• What is Lean Manufacturing ? • What are the objectives of Lean Manufacturing ? • The Components of Lean Manufacturing • Lean Manufacturing Metrics • Conclusion Lean Manufacturing?
PRODUCT PRODUCT SHIPMENT SHIPMENT CUSTOMER CUSTOMER ORDER ORDER Time Business as Usual Lean Manufacturing PRODUCT PRODUCT SHIPMENT SHIPMENT CUSTOMER CUSTOMER ORDER ORDER Time (Shorter) Waste Waste Lean Manufacturing
Global Market - Changing Conditions - Fierce Competition • Customers Expect: - Short Lead Times - 100% Quality - Just-In-Time Delivery - Annual Cost Reductions - Strategic Collaboration & Partnership - Innovative solutions - Flawless Performance - Superior Service and Support • Improved Employee Skills Required - Multi- Skilled - Flexible Why Lean? Lean Manufacturing
Market Demand Manufacturing Response 2000+ 1990’s 1980’s 1970’s 1960’s Time Volume Availability Availability Price Quality Availability Price Quality Variety Resp.Time Availability Price Quality Variety + Environmental considerations Productivity Output Quality Productivity Output JIT/TQM Quality Output ‘World Class’ Innovation Rapid Response JIT/SPC Supplier Development ‘World Class’ Green Products Green Processes Supply Demand The Changing World
Sales Price Traditional Approach Cost + Profit = Price Cost Plus Mfg. Cost Profit Mfg. Cost Mfg. Cost Profit Profit Lean Approach Price - Cost = Profit Price Minus Mfg. Cost Profit Mfg. Cost Mfg. Cost Profit Profit Sales
Grow The Business Achieve Our Vision Why? Satisfy Customers, Employees & Stockholders Why? • Safety • Quality • Responsiveness • Costs Why Lean? Achieve Business Objectives Why? Lean Strategies Why? Eliminate Waste Why? Why Lean?
 Do more with less… • Inventory • Time • Money • Problems • Resources  More effective asset utilization… • Engaged workforce • Improved Efficiency • Improved equipment uptime & availability • Efficient facility layout • Economic use of floor space • Improved First Time Through Quality • Problem avoidance & containment  Improved flow… • Process • Material • Information • People • Cash  Lower operating costs… • Less non-schedule overtime • Less downtime Why Lean? The Lean Way
It is an integrated system of mutually dependent strategies that when combined together maximize operating performance by elimination of wasteful manufacturing practices. Not a program! Not a project! Not an event! What is Lean Manufacturing? What is Lean Manufacturing? Lean Manufacturing Overview
Lean Manufacturing is….. • A philosophy of eliminating non-value added activities (i.e. waste) • A culture of continuous improvement • A way of thinking and taking a systems approach to training and implementation • An approach of empowering people
Lean Manufacturing ….. • FOCUSES ON TIME, (TIME =$$$) • Reduces all non-value added activities: • Shortens process time • Gets products to customer quicker • Improves productivity • Improves quality • Lowers cost and • Increases customer satisfaction
• VALUE ADDED: An activity that transforms or shapes raw materials or information to meet customer needs • WASTE: Activities that consume time, resources and space, but do not contribute to satisfying customer needs VALUE VALUE and and WASTE WASTE The Waste
Value Value vs. vs. Waste Waste WASTE Examples: - Walking to get parts - Waiting time Examples: - Crimp terminals - Connect circuits Examples: - Rework - Inspection Value Added The Waste
The 7 categories of Waste The 7 categories of Waste • Over-production • Inventory • Transportation • Waiting • Motion • Over-processing • Correction (failures) The Waste
1. Waste of Over Production: Producing over customer requirements, producing unnecessary materials / products, or producing too soon. 2. Waste of Inventory: Producing unnecessary inventory, holding or purchasing unnecessary inventory, WIP 3. Waste in Transportation: Multiple handling, delay in material handling, unnecessary handling or transportation (non value added conveyance) 4. Waiting (Time): Time delays, idle time (non value added time) 5. Waste of Motion: Waste of motions, excessive handling, unnecessary steps of motion (non value added motions). 6. Waste in Processing: Unnecessary processing, steps or work elements/ procedures (non value added work). 7. Waste of Producing Failures: Correction of errors or rework, scrap (quality problems) The 7 categories of Waste The 7 categories of Waste The Waste
Causes of Waste Causes of Waste • Layout (Distance) • Long setup time • Incapable processes • Poor maintenance • Poor work methods • Inadequate training • Product design • Ineffective production planning & scheduling • Equipment design and selection • Poor workplace organization The Waste
The waste of INVENTORY... The waste of INVENTORY... The Waste
Elements of LEAN philosophy Create a “fear-free” environment Never stop improving Create a shared vision Make decisions at the value-add level Waste & Problems are opportunities Customer First The elements work together... Lean Elements
Process creates Results • People work to improve processes • Improved processes improve results • Improved results  satisfied customers Customer First
Fear Free: • What is wrong • Develop solution • Issues emerge • Whole truth • Problems are good • Consistent level work • Thank the messenger • Process is the problem Fearful: • Who is wrong • Critical judgment • Issues remain hidden • Partial truth • Problems are bad • Fire fighting • Shoot the messenger • People are the problem Create a FEAR-FREE Environment
Identification is the First Step Lean is based on identifying and eliminating waste • Not all waste can be eliminated immediately • Identification of waste makes the opportunity for improvement visible • Process creates results. Use results to define areas for improvement Waste & Problems are Opportunities
 Develop systems to encourage change to occur where the value is added • Don’t develop a suggestion system • Do develop an implementation system  A plan for improvement is worth nothing until it is implemented  Implement ideas, this is the true measure of Lean Manufacturing success  Standardize, Improve... then Innovate • Lean comes before innovation • Normally no cost or low cost Make Decisions at the Value-Add Level
 Lean involves everyone in the organization  Lean crosses all organizational boundaries and should be a key component of the organizational strategy  Departments should strive to understand and support the total organization, not individual department goals  LEAN is an umbrella... Create a Shared Vision
• 6 Sigma • Error Proofing • Total Productive Maintenance (TPM) • Material control • TAKT Time • Standardised work • Quick Changeovers • Just in Time (JIT) • Small Group Activities • Workshop Organisation • Visual Management Lean Manufacturing Umbrella
Develop A Vision Establish Structure For Change Provide Lean Expertise Define Standards Develop Champions Train Entire Organization Develop Action Plans Develop A Showcase Inform ation Understanding Com m itm ent Action Seize Opportunities
What are the “objectives” of Lean Manufacturing? Achievement of business goals in safety, quality, responsiveness, cost and delivery by: • making only what is needed • providing only when needed • involving employees • focusing on continuous improvement • exposing & solving problems rapidly • making the status obvious • eliminating constraints and bottlenecks • improving factory flow
Flow Information Flow Material Full Empty Walk Install Walk Walk Walk Install Install Install Flow Operations Flow Process FIFO FIFO
● People are comfortable with extra inventory, WIP, manpower and excess capacity because it covers-up sins. ● People will adamantly defend excesses and what they created. ● Resistance to change is inevitable. ● Lean takes people out of their comfort zone because it exposes things. ● Be prepared (plan) for redeployment of displaced people. ● People issues will arise. ● Some folks view the word “Lean” as “Mean”. ● If we were capable and willing to make productivity gains… we would have done it already (I.E. talent depth? Training? Politics?) ● Linking headcount reduction directly with Lean Systems implementation could spell problems. ● There will be some short term pain for long term gain. Beware!
Lean Manufacturing is a system... Lean Manufacturing is a system... The Components of Lean Manufacturing These elements work together and reinforce each other, driving These elements work together and reinforce each other, driving the system to higher and higher levels of performance. the system to higher and higher levels of performance.
Standardized Work:  Standardized Work is a tool that defines the interaction of operator and machine in producing a part.  Standardized Work details the motion of the operator and the machine processing sequence.
Benefits of Standardized Work • Reduce variations in the process • Reduce the opportunities for error • Describe the best method at the present time • Clearly illustrate the relationship between TAKT time and Cycle time.
Standardized Work Combination Work Sheet Work Cell / Department: Product Name / Number: TAKT Time: Operator: Operation Time (In Seconds) MASTER CYLINDER MACHINING MASTER CYLINDER 40 Seconds MANUAL ----------, AUTOMATIC - - - - - - , WALKING L E G E N D JOHN SMITH 1 2 3 4 5 6 7 2" 2" 2" 2" 2" 2" 2" 2" 4" 5" 4" 3" 6" 2" 28" 29" 27" 12" 14" 26" 5 10 15 20 25 30 35 40 45 50 55 Quality Check Safety Precautions Standard WIP # of pieces of Std. WIP TAKT Time Net Time Operator Number Process Name: Model Number: Model Name: Date Prepared: Dept. Head / Supervisor STANDARD WORK SHEET Scope of Operations From To Push palm buttons Add velcro and pass Cycle Machine ABC 1/30/96 Joe Machine Fixture Fixture 1 2 3 4 Grinder 2 62 1
A value stream is all the actions (both value-added and non value-added) currently required to bring a product through the main essential flows: 1. The product flow from raw material to the customer 2. The design flow from concept to launch What is Value Stream Mapping?
Value stream mapping is a pencil and paper tool that helps you to see and understand the flow of material and information as a product makes its way through the value stream Scrap Manufacturing Process Kaizen Lightning Burst Outside Source/ Customer Data Box Inventory I o o o Truck Shipment Finished Goods to Customer Push Arrow Supermarket Buffer or Safety Stock Manual Information Flow Electronic Information Flow Production Kanban Withdrawal Kanban Signal Kanban Kanban Post Michigan Steel CO. 500 ft coils STAMPIN G 200 T C/T = 1 second C/O = 1 hour Uptime = 85% 27,000 sec. avail. EPE = 2 weeks I C/T = 38 seconds C/O = 10 minutes Uptime = 85% 27,000 sec. avail. EPE = 2 weeks I S. WELD # 1 I S. WELD # 2 I I I Coils 5 days 4600 L 2400 R 1100 L 600 R 1600 L 850 R 1200 L 640 R 2700 L 1440 R ASSEMBLY #1 C/T = 45 seconds C/O = 10 minutes Uptime = 100% 2 Shifts 27,000 sec. avail. ASSEMBLY # 2 C/T = 61 seconds C/O = 0 2 Shifts Uptime= 100% 27,000 sec. avail. SHIPPING Staging C/T = 39 seconds C/O = 0 Uptime = 100% 2 Shifts 27,000 sec. avail. 18,400 p cs/mo -1 2,400 “L” - 6 ,400 “R ” Tray = 20 pieces 2 Shifts State Stre et Assemb ly Tues. & Thurs. 1X Daily 6 - week Forecast Weekly Fax PRODUCTIO CONTROL MRP 90/60/30 day Forecasts Daily Order Weekly Schedule Daily Ship Schedule 5 days 1 second 7.6 days 38 seconds 1.8 days 45 seconds 2.6 days 61 seconds 2 days 39 seconds 4 .5 daysProduction Lead Time= 23.5 days Value Added Time= 184 sec. Mapping the Current State What is Value Stream Mapping?
Value Stream Analysis is a powerful, flexible, visual tool, which enables everybody to interpret the steps of a process, and highlight the lead time and the waste it contains. The map if kept dynamic, will help to prioritize the continuous Improvement (Kaizen) & Six Sigma activities and develop the action plans for implementing lean strategically into an organization. Why use Value Stream Mapping?
• It helps you visualize more that just a single process • Provides a visual model of material and information flow • Helps identify various sources of waste • Provides a common language for talking about manufacturing processes • Makes decisions about the flow apparent •Demonstrates the linkage between information and material flow Objectives of Value Stream Mapping
Customer Demand/month: Part A = Part B = Part C = # of shifts = Step 4: Map the Process Flow Inventory Part A = Part B = Part C = # of shifts = Shipping Assembly Welding Stamping Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP = Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP = Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP = Changeover Downtime FTQ Map Current State
Customer Demand/month: Part A = Part B = Part C = # of shifts = Step 5: Map the Material Flow Inventory Part A = Part B = Part C = # of shifts = Shipping Assembly Welding Stamping Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP = Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP = Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP = Changeover Downtime FTQ I I I I 500 pcs 1,200 pcs 1,500 pcs 800 pcs Map Current State
Customer Demand/month: Part A = 705 pcs. Part B = 600 pcs. Part C = 1650 pcs. # of shifts = Inventory Part A = 750 pcs Part B = 600 pcs Part C = 1650 pcs # of shifts = Shipping Assembly Welding Stamping Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP = 550 pcs. Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP = 60 pcs. Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP = 25 pcs. Changeover Downtime FTQ I I I I 2 x/ day 2 x/ week Supplier 1,200 pcs 1,500 pcs 800 pcs 500 pcs PC & L Weekly Build Schedule Daily Ship Schedule 6 week rolling forecast 6 week rolling forecast Weekly Order Weekly Order Step 6: Map the Information Flow Map Current State
Map the Current State  Select a Product Family  Form a Team  Understand Customer Demand  Map the Process Flow  Map the Material Flow  Map the Information Flow  Calculate Total Product Cycle Time  Detail Off-Line Activities The Process Design the Future State  Validate Customer Demand  Draw the Future State Process Flow  Map the Future State Material Flow  Map the Future State Information Flow  Calculate Total Product Cycle Time  Detail Off-Line Activities  Outline a Plan Tues. & Fri. PC & L Weekly Order MRP MSS Weekly Order # times/day Steel Supplier Steel Pin # pcs # days or shifts I I I I Stamping Downtime Changeover Time=4 hr 2 Shifts TAKT = 2 Presses Cycle Time = Change Over Welding Layout Scrap/Rework Downtime = 20% Uptime # Operators Cycle Time = Weekly Build Schedule Daily Ship Schedule 6 Week Rolling Forecast 6 Week Rolling Forecast Finished Goods Overtime = # Shifts = Assembly DT, Scrap Rework WIP = Cycle Time = TAKT = Changeover Time = Layout = 10% Scrap ? days ? days ? days ? days ? days ? days ? days Inventory Time Processing Time TPc/t = ? TAKT = WIP = WIP = WIP = X pcs/month Std. Pack Qty. # shifts Customer Finished Goods Assembly Layout Welding Rolling 6-wk Forecast Weekly Order 6 x / Day PC & L 6-wk forecast Daily Level Box DA1 DA2 DA3 C/O Time = CT = TAKT Time 3 Shifts DT = Scrap = Stamping 0 Overtime 2 Shifts Max Size # Material Handlers C/O Time = CT = TAKT Time 3 Shifts DT = Scrap / Rework = C/O Time = CT = TAKT Time 3 Shifts DT = Scrap / Rework= Small Lot # Operators Customer X pcs / month Std Pack Qty # Shifts WIP = WIP = WIP = Steel Supplier Inv.Time Proc .Time TPc/t = ? ? days ? days ? days ? days ? days ? days ? days Introduction to Value Stream Mapping
Be Wise… Observe…it is necessary to physically observe the value stream. This provides the greatest opportunity to identify and eliminate waste. Be Persistent... Value stream mapping is an iterative process. Todays future state is tomorrows current state. This is what continuous improvement is all about. Getting Started Summary
Safety and emergency equipment are located and organized to assure easy access and use. Fire alarms, hoses, extinguishers, emergency exits, emergency line stops and evacuation procedures are strategically placed, readily accessible and easy to locate (not obstructed). 6 7 8 Effective employee training and awareness is provided. Workplace Organization (Five ‘S’) training classes and awareness communications are used on a continuous basis to educate the entire workforce and to reinforce compliance to the plant Five ‘S’ guidelines. Material inventory is stored and arranged in an organized and safe manner. All material containers (full and empty) are stored in a designated location. Safe storage stacking heights are maintained and adequate clearance is provided at aisle intersections to enable a clear view in all directions. No. Standard Requirements Document Training Audit Page 2 of 8 Revision Date: 02/21/05 Owner: TBD Subject: Workplace Organization (Five ‘S) Definition: A safe, clean, neat and orderly arrangement of the workplace. Purpose: To provide a place for everything and assure that everything is in the correct location by providing the ability to see the status at a glance and distinguish between standard or out-of-standard conditions. Five “S” Workplace Organization training is provided and improvement activities are in place. Five “S” Kaizen events are periodically conducted to train the entire workforce in Workplace Organization principles. A “Red Tag” process Is in place and events are conducted to identify Excess and obsolete tools, equipment and material are tagged and segregated for disposition. 9
Owner: TBD System: Practical Problem Solving Process Definition: Simple analytical methodology for analyzing and resolving out of standard conditions. Purpose: To fully engage employees in finding solutions to recurring issues and implementation of permanent countermeasures. Page 1 of 6 Revision Date: 02/21/05 No. Standard Requirements Document Training Audit Problems are effectively resolved at the appropriate level with permanent countermeasures implemented before being elevated to higher level or more technical analytical tools. Communication process is in place to transfer information from problem solving activities. On-going Practical Problem Solving training is provided to all employees. Practical Problem Solving is used first as a means of resolving issues before higher level tools are applied. Practical Problem Solving (PPS) process is in place and employees are actively engage in on-going activities. Structured approach and standardized methodology is used in a common manner throughout the entire organization. Teams meet and use the PPS to solve problems. Bulletin boards, publications, website, team meetings and structured PPS progress reviews are used to explain results and showcase improvement ideas. Continuous PPS training is provided to all employees. Training schedules are posted and classes conducted. Adequate resources and time is allocated to conduct training. Top Leadership is actively involved in mentoring and conducting regular progress reviews. Job responsibilities and incentives are in place to assure that top Leaders mentor, coach and educate and employees. Leaders are expected to mentor direct reports. 1. 2. 3. 4. 5.
Practical Problem Solving Model Identify Phase Analyze Phase Plan Phase Implement Phase Evaluate Phase Identify Phase Identify Phase Analyze Phase Analyze Phase Plan Phase Plan Phase Implement Phase Implement Phase Evaluate Phase Evaluate Phase Problem Description Problem Definition Locate Point of Cause (Root Cause) Cause Investigation Short & Long-term Countermeasure Follow-Up & Check 2 1 3 4 5 6 Plan Do Check Act S e l e c t C o n t a i n P r e v e n t C o r r e c t Problem Description Problem Definition Locate Point of Cause (Root Cause) Cause Investigation Short & Long-term Countermeasure Follow-Up & Check 2 1 3 4 5 6 Plan Do Check Act S e l e c t C o n t a i n P r e v e n t C o r r e c t Problem Description Problem Definition Locate Point of Cause (Root Cause) Cause Investigation Short & Long-term Countermeasure Follow-Up & Check 2 1 3 4 5 6 Plan Do Check Act Plan Do Check Act S e l e c t C o n t a i n P r e v e n t C o r r e c t S e l e c t C o n t a i n P r e v e n t C o r r e c t Institutionalize New Opportunity Page 3 of 6 Revision Date: 02/21/05
Problem Solving PLAN DO CHECK ACT Collect Data Understand Process Relentless Root Cause Mistake Proof Page 6 of 6 Revision Date: 02/21/05
Owner: TBD Subject: Error Proofing/ Poka-Yoke Definition: The principle that defects are prevented by controlling the performance of a process so it cannot produce defects – even when a mistake is made by a machine or a person. Purpose: To provide error free processing to our customers. Workers have been trained in the basics of error-proofing and there is a team responsible for analyzing production defects and identifying error proofing opportunities. Error Proofing workshops are periodically conducted to train selected workers in error proofing. Cross functional team exists and is supported by management to work on applying error proofing to the workplace. Error-proofing devices and methods have been applied to both manual operations and automated process. Error-proofing devices and methods have been implemented or are being developed to eliminate the top production defects for each work area in the plant. 1 4 2 3 No. Standard Requirements Document Training Audit Page 1 of 2 Revision Date: 02/21/05 Error-proofing devices that have been installed are monitored for effectiveness, and are maintained and kept in sound working condition. Manual processes have been improved using check fixtures, locating devices, Poka- Yoke, etc. Automated machines are equipped with self-inspecting technology. Priority has been given to top production defects for error proofing efforts. There is a checklist of existing error proofing devices and it has reference to future devices to be developed. Periodic effectiveness monitoring system exists and is kept current.
Proofing • Level 1: Prevent an error from occurring at the source • Level 2: Detect error as it is being made • Level 3: Prevent the defect from reaching the next operation
Types of Mistake- Proof Devices • Guide/reference/interference rod or pin* • Alarm* • Limit switch/microswitch* • Counter* • Checklist* • Template • Odd-part-out method • Sequence restriction • Standardize and solve • Critical condition indicator • Stopper/gate • Sensor
Definition of Changeover By set-up we mean the length of time from the last good piece of one run to the first good piece of the next run. last good part next good part Time between parts is emphasized because it is a period of non-value added. In other words, the equipment is idle and not producing parts.
What Is Changeover Reduction ? •A systematic approach to reducing the time required to changeover a given piece of equipment •An operational tool which: •increases the overall effectiveness of equipment(OEE) •reduces waste
Page 1 of 10 Revision Date: 02/21/05 No. Standard Requirements Document Training Audit Leadership understands, supports and reviews TPM activities. Leaders promote TPM behaviors and have developed goals and objectives that reinforces continuous improvement of the process. Leaders drive accountability and discipline of the TPM process and conduct periodic performance reviews. Tracking system is in place to monitor TPM performance based on defined metrics. Measurables and trends are tracked, displayed and communicat- ed including (but not limited to) Overall Equipment Effectiveness (OEE), uptime, availability, breakdowns, percent scheduled PM inspections and PM tasks completed. TPM process is well defined, written, communicated and performed properly. Documented TPM process and procedures are properly performed operators and Skilled Trades employees in a timely manner. TPM process defines the plan, purpose, objects, tasks, records, reporting, inspection frequencies, PM schedules, roles, responsibilities and visual management system. All employees are fully trained TPM process, practices, roles, responsibilities, safety and ergonomic requirements. Employees are provided detailed and comprehensive training and instructions in proper maintenance, safety and ergonomics practices with special emphasis on lock-out procedures (if applicable). Owner: TBD System: Total Productive Maintenance (TPM) Definition: Standardized Work of maintenance activities for machines, tools, facilities and equipment. Purpose: Maximize equipment and machinery operating life, reduce variation improve performance, uptime, availability, quality, efficiency and reduce breakdowns. 1. 2. 3. 4.
Machine Operator Checklist (cont.) Daily Total Preventive Maintenance Check Sheet Month/ Year/ ______ ______ Process/ Cell Name: Process/ Cell Number: 1. If the condition of the check item is normal, mark (0) in proper box. 2. If the condition of the check item is not to standard, mark (x) in proper box. PICTURE NO. DAILY CHECK STANDARD 1 2 3 4 5 6 7 Check each tool board in work cell daily by shift All tools must be present and accounted for daily by shift Prod. Mgr.: Plant Eng.: Prod. Supvr.: Maint. Tech.: M I S C 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 1 2 3 1 1 1 1 1 1 2 2 3 3 3 2 2 2 2 3 3 3 sign sign sign sign Page 10 of 10 Revision Date: 02/21/05
Sight Gage Visual Aid Green: Normal Operating Range Yellow: Caution Red: Requires Immediate Attention Visual Indicator Direction of Rotation Inspection & Adjustment Opening (without need to lock-out) Page 7 of 10 Revision Date: 02/21/05
Page 1 of 4 Revision Date: 02/21/05 No. Standard Requirements Document Training Audit 1. Parts are ordered based on actual consumption. Manual or electronic Kanban system is used to order and replenish consumed material each day. Plant does not order more parts than are needed and supplier does not over or under ship. Material is received when needed at a specified time and receiving. Truck deliveries arrive at a predetermined scheduled time and dock. Arrivals are leveled during each shift to evenly distribute and balance receiving dock workloads and minimize inventory levels. Receiving is within plus or minus 15 minutes of the designated time. Trucks are live unloaded in a timely manner. Receiving areas are visually managed. Receiving locations are clearly labeled on the inside and outside of the docks. Receiving display boards are strategically positioned at or near the docks to monitor performance. Display boards include receiving dock numbers, carrier names by dock location, scheduled arrival time (in), actual arrival time, scheduled departure time (out), actual departure time, late/ on-time performance status. Receiving docks are organized and with visual indicators for drop zones, staging area lanes and empty returnable container locations. 2. 3. Owner: TBD System: External Material Pull & Conveyance Definition: Material replenishment system between suppliers and the plant based on actual consumption. Purpose: To order, deliver and receive material on a just-in-time basis to minimize inventory and freight costs by optimizing transportation, logistics and containerization.
Owner: TBD System: Lean Containers and Packaging Definition: Containers designed to be operator friendly, ergonomically correct and economically sized to optimize transportation while minimizing space utilization at all manufacturing workstations. Purpose: To reduce non-value added work of Direct Labor Operators. No. Standard Requirements Document Training Audit Page 1 of 10 Revision Date: 02/21/05 Process is in place to determine the most appropriate container dimensions, weight and standard pack quantity. Container sizes are reduced to the smallest economic quantity to minimize workstation layout space. PFEP profile is completed for all components by a Material Packaging Engineer. First priority for all packaging decisions is to assure that the all containers are operator friendly and minimize non-value added handling and waste of motion. Small hand delivered durable plastic returnable containers: • are the packaging of choice to eliminate disposable materials. • are ergonomically sized to assure that the containers and parts do not exceed the NIOSH ergonomic lifting weight guidelines. • have rigid walls and are stackable (nest together). • designed with lift straps or side slots to facilitate lifting and handling. • have an integrated clip to hold Kanban cards. • selected from a standard menu of approved configurations. Plan For Every Part (PFEP) profile is created for all components for new model programs (Material Packaging Engineers). 1.
4527864 9973421 5673021 9856482 Small Lot Delivery to Workstation. Returnable container with lift handles or slots weighing less than 38 lbs. each. Maximize Trailer Liquid Cube Utilization
“A” Line “B” Line “C” Line Quality Verification Tracking Board Quality Verification Station FGI Quality System Verification
Continuous Improvement Process Identify Phase Analyze Phase Plan Phase Implement Phase Evaluate Phase Standardize Cross Functional Teams Current Workstation Situation New Opportunity Plan for Every Operation & Part Current Line Balance Improved Line Balance Improved Workstation Situation 4981654 Reorder at 5 pcs. 4981654 4981654 Reorder at 5 pcs. Reorder at 5 pcs. 4981654 0 0% 0 0 0 0 BP TOTAL PRIOR 0 0 0 0 0 Op. Std. Ref. # P/F/G/N Does Not Meet Std. Partially Meets Std. Fully Meets Std. Not Applicable Best Practices Poor Fair Good N/A B/P 1 2 & 16 2 2 3, 4 & 9 4 5 5 6 7 8 10 8 & 12 5 & 12 13 6 & 14 14 14 14 14 14 14 15 16 17 Operator(s) workloadsare balanced to minimize non-value added functions? Distrance traveled to walk and get parts is minimized with the use of aprons, tracking devices, carts, trays andstands. Operators begin theirwork cycle at the "start mark" and end at or nearthe "finish mark"? Operator makes no more than 2 trips during each job cycle to the workbench or material to get tools or parts. Parts, tools and fixtures are located/positioned for ease of access? Indirect Labor work functions that are performed on a regular and frequent basis are performed according written Standardized Work? Standardized Work document is current and includesaccurate validated information? Operators do not perform ergonomically stressful functions (i.e. excessive tugging, prying, pulling apart, stretching, effort, bending, reaching)? Operators do not perform difficult blind attachements or movements? Operators do not perform awkward movements that require body repositioning or extra effort? Operators understand and follow the Standardized Work instructions? All operators (including new hires and temporaries) have been trained using Standardized Work? Standardized Work System Description/Element Questions Percentage Ranking Team/operators were involved in developing the Standardized Work? Total Points Earned Total Points Possible Build document, manifest orinstructions are clearlyvisible and easy to understand? Handling of dunnage/containers is minimized to 1 every 4 cycles? Audit Date: TOTAL POINTS Auditor Name: Total Elements for Department Elements Not Applicable Total Elements Audited Operator decsions are minimized to between 1 -3 per job cycle? Operators do not perform complicated movements requiring adegree high dexterity? All non-value added and unecessary movements and efforts are minimized? Operator work envelop size is minimized to reduce walking distance (i.e. heigth, depth and width)? Operators cycle equipment and perform other value added work while machinescomplete theircycle? Operators do not perform movements that require change of control or double handling of tools and parts? Operator delays are minimized (i.e. holding, waiting, fumbling, loss of control)? Operator movements are not restricted orobstructed causing deviation from the most direct path? Standardized Work instructions are posted, protected, clearly visible and updated? Opportunities to combine, simplify and eliminate work elements has been achieved? Team Leader Industrial Engineer Supervisor Material Control Maintenance Assessment 1 2 3 4 5
16 Feet Wide Before  Kanban Pull System  Electronic Pull System  Andon & Fixed Position Stop  Sequenced Components  Small Lot Containers  Compressed Work Space  Storage Height Limited  Visual Management Capability  Ergonomic Friendly  Improved Part Presentation  Reduced NVA Waste  Improved Flow 8 Feet Wide 4981654 Reorder at 5 pcs. 6873091 5 Feet High 1739754 1563761 After Fixed
Electronic Kanban Operator pushes the button when reaches the designated reorder point. Handler returns empty rack or pallet and places the Kanban card back in the Andon board slot and turns-off light. 6 Part Number 4981654 Storage Location Aisle 3 Rack 4 Shelf 2 Spot 1 Using Address Part Description Passenger Seat Back Frame Supplier Name Morristown Rec. Dock 4 Del. Route 3 Std. Pack 42 pcs. Daily Usage 336 pcs. Card 1 of 2 Date Issued 1/9/03 CTS-003-R 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Flashing Light indicates order waiting for a response. Card slot and blinking light corresponding to material ordered. Andon board is activated. 2 Handler takes card from board and presses button to confirm delivery to the operator. Order Sequence Queue Handler delivers new material to line-side and takes empty to storage area. 5 Handler gets ordered parts from Central Material Storage. 4 1 3 9 9 5 1 6 7 5 Full Orders prioritized by time of receipt and usage rate. 9 9 5 1 6 7 5 Part: Adjuster Part No: 9951675 Std. Pack: 90 Min: 1 Max: 3 Stack: 3 High 9951675 Empty 9 9 5 1 6 7 5 Page 7 of 7 Revision Date: 02/21/05
Stretch Objectives:  1 Day Dock-to-Dock Time  15 Day Order-to-Delivery Time Collection Frequency: Daily DTD = (Raw Material Inventory + Manufacturing Cycle Time + Finished Goods Inventory) where:  Manufacturing Cycle Time (MCT) = the elapsed time between the first and last operation of a process.  Raw Material and finished goods inventories = the number of production days on hand = (number of pieces in inventory/average daily production volume) Lean Manufacturing Metrics: Dock-to-Dock Time is the elapsed time between unloading raw materials and releasing finished goods for shipment.
Dock-to-Dock Time (DTD) • Definition: The elapsed time between the unloading of raw materials and the release of finished goods for shipment. • Objective: Less than or equal to 2 days DTD. • Benefits of Improved DTD Include: – Decreased inventories lead to less material handling and storage, resulting in fewer opportunities to damage parts. Fewer damaged parts improves First Time Through. – Improved DTD leads to improved ability to adjust to schedule changes and support the Customer. – Lower material handling, obsolescence, and inventory carrying costs all lead to improved Total Cost.
Dock-to-Dock Time (DTD) Production Process Incoming Warehouse Finished Goods Warehouse Manufacturing Cycle Time (MCT) Dock-to-Dock Time (DTD) Receiving Shipping
Overall Equipment Effectiveness (OEE) Stretch Objectives:  Zero Defects Made  Zero Defects Passed on  100% First-Time-Through Capability Collection Frequency: Daily OEE = (Availability) x (Performance Efficiency) x (Quality Rate) where: OEE (similar to Uptime) is a measure of the availability, performance efficiency, and quality rate for a given product on a given piece of equipment. Availability = Operating Time  Net Available Time Performance Efficiency = (Ideal Cycle Time) (Total Parts Run)  Operating Time Quality Rate = (Total Parts Run - Total Defects)  Total Parts Run
Overall Equipment Effectiveness (OEE) • Definition: A measure of the availability, performance efficiency, and quality rate of a given piece of equipment. • Objective: To improve the OEE on the constraint piece of equipment. • Benefits of Improved OEE Include: – More stable processes improve production predictability, therefore improving Build-to-Schedule – Lower rework and scrap costs, and higher throughput, lead to improved Total Cost results
Overall Equipment Effectiveness (OEE) Overall Equipment Effectiveness Availability Performance Efficiency Quality = X X Identifiable Minor Stoppages Equipment Breakdowns and Tooling Losses Setup and Adjustment Losses Reduced Speed Losses Idling and Minor Stoppage Losses Quality Defects in Process Losses Startup Losses
Stretch Objectives:  1 Day Dock-to-Dock Time  15 Day Order-to-Delivery Time Collection Frequency: Daily FTT = First Time Through Capability (FTT) The percentage of units that complete a production process and meet quality guidelines the first time. (i.e. not rerun, re-tested, diverted for off-line repair, returned or scrapped) Units Entering the Process - (Scrap + Reruns + Restarts + Units Repaired Off-Line)  Units Entering the Process
First Time Through Capabilities (FTT) • Definition: The percentage of units that complete a process and meet quality guidelines the first time without being scrapped, rerun, re-tested, diverted for off-line repair, or returned. • Objective: 100% FTT Capability; zero defects made or passed on. • Benefits of Improved FTT Include: – Increased quality reduces the need for excess inventory thereby improving Dock-to-Dock Time – Improves the ability to maintain sequence throughout the process thereby improving Build-to- Schedule – Increased quality before the constraint ensures that it only receives “good parts”, which reduces wasted output at the constraint, improving OEE – Total Cost is reduced through lower warranty, scrap, rework, and repair costs • If Things Were Done Correctly 99.9% of the Time… – There would be 2 unsafe plane landings at O’Hare Airport every day. – 20,000 drug prescriptions would be improperly filled each week. – 32,000 checks would be deducted from the wrong bank account each hour.
Build-to-Schedule (BTS) Stretch Objectives:  100% Built-to-Schedule Collection Frequency: Daily BTS = (Volume Performance) x (Mix Performance) x (Sequence Performance) where: Build-to-Schedule measures how well a plant executes production plans to produce the right product volumes, on the right day, and in the right mix or sequence. Volume Performance = Actual Number of Units Produced  Scheduled Number of Units Mix Performance = Actual Number of Units Built to Mix  Actual Number of Units Produced Sequence Performance = Actual Number of Units Built to Sequence  Actual Number of Units Built to Mix
Build-to-Schedule (BTS) • Definition: The percentage of units scheduled for a given day that are produced on the correct day, in the correct mix, and in the correct sequence. • Objective: 100% BTS. • Benefits of Improved BTS Include: – Improved BTS requires less inventory and Dock-to-Dock Time is improved – Lower material handling and inventory carrying costs lead to improved Total Cost
A short test… A short test… You own a factory and you need to produce more product - how?  Work longer  Work harder  Add people  Add equipment  Eliminate waste Eliminate waste Quality Quality Quality Quality Quality Quality ? ? Cost Cost Cost Cost Cost Cost The Lean Way
The End Leanville or bust! The Beginning

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introduction dans les prarique de Lean.ppt

  • 1.
  • 2.
    • What isLean Manufacturing ? • What are the objectives of Lean Manufacturing ? • The Components of Lean Manufacturing • Lean Manufacturing Metrics • Conclusion Lean Manufacturing?
  • 3.
    PRODUCT PRODUCT SHIPMENT SHIPMENT CUSTOMER CUSTOMER ORDER ORDER Time Business as Usual LeanManufacturing PRODUCT PRODUCT SHIPMENT SHIPMENT CUSTOMER CUSTOMER ORDER ORDER Time (Shorter) Waste Waste Lean Manufacturing
  • 4.
    Global Market - ChangingConditions - Fierce Competition • Customers Expect: - Short Lead Times - 100% Quality - Just-In-Time Delivery - Annual Cost Reductions - Strategic Collaboration & Partnership - Innovative solutions - Flawless Performance - Superior Service and Support • Improved Employee Skills Required - Multi- Skilled - Flexible Why Lean? Lean Manufacturing
  • 5.
  • 6.
    Sales Price Traditional Approach Cost +Profit = Price Cost Plus Mfg. Cost Profit Mfg. Cost Mfg. Cost Profit Profit Lean Approach Price - Cost = Profit Price Minus Mfg. Cost Profit Mfg. Cost Mfg. Cost Profit Profit Sales
  • 7.
    Grow The Business AchieveOur Vision Why? Satisfy Customers, Employees & Stockholders Why? • Safety • Quality • Responsiveness • Costs Why Lean? Achieve Business Objectives Why? Lean Strategies Why? Eliminate Waste Why? Why Lean?
  • 8.
     Do morewith less… • Inventory • Time • Money • Problems • Resources  More effective asset utilization… • Engaged workforce • Improved Efficiency • Improved equipment uptime & availability • Efficient facility layout • Economic use of floor space • Improved First Time Through Quality • Problem avoidance & containment  Improved flow… • Process • Material • Information • People • Cash  Lower operating costs… • Less non-schedule overtime • Less downtime Why Lean? The Lean Way
  • 9.
    It is anintegrated system of mutually dependent strategies that when combined together maximize operating performance by elimination of wasteful manufacturing practices. Not a program! Not a project! Not an event! What is Lean Manufacturing? What is Lean Manufacturing? Lean Manufacturing Overview
  • 10.
    Lean Manufacturing is….. •A philosophy of eliminating non-value added activities (i.e. waste) • A culture of continuous improvement • A way of thinking and taking a systems approach to training and implementation • An approach of empowering people
  • 11.
    Lean Manufacturing ….. •FOCUSES ON TIME, (TIME =$$$) • Reduces all non-value added activities: • Shortens process time • Gets products to customer quicker • Improves productivity • Improves quality • Lowers cost and • Increases customer satisfaction
  • 12.
    • VALUE ADDED: Anactivity that transforms or shapes raw materials or information to meet customer needs • WASTE: Activities that consume time, resources and space, but do not contribute to satisfying customer needs VALUE VALUE and and WASTE WASTE The Waste
  • 13.
    Value Value vs. vs. Waste Waste WASTE Examples: -Walking to get parts - Waiting time Examples: - Crimp terminals - Connect circuits Examples: - Rework - Inspection Value Added The Waste
  • 14.
    The 7 categoriesof Waste The 7 categories of Waste • Over-production • Inventory • Transportation • Waiting • Motion • Over-processing • Correction (failures) The Waste
  • 15.
    1. Waste ofOver Production: Producing over customer requirements, producing unnecessary materials / products, or producing too soon. 2. Waste of Inventory: Producing unnecessary inventory, holding or purchasing unnecessary inventory, WIP 3. Waste in Transportation: Multiple handling, delay in material handling, unnecessary handling or transportation (non value added conveyance) 4. Waiting (Time): Time delays, idle time (non value added time) 5. Waste of Motion: Waste of motions, excessive handling, unnecessary steps of motion (non value added motions). 6. Waste in Processing: Unnecessary processing, steps or work elements/ procedures (non value added work). 7. Waste of Producing Failures: Correction of errors or rework, scrap (quality problems) The 7 categories of Waste The 7 categories of Waste The Waste
  • 16.
    Causes of Waste Causesof Waste • Layout (Distance) • Long setup time • Incapable processes • Poor maintenance • Poor work methods • Inadequate training • Product design • Ineffective production planning & scheduling • Equipment design and selection • Poor workplace organization The Waste
  • 17.
    The waste ofINVENTORY... The waste of INVENTORY... The Waste
  • 18.
    Elements of LEAN philosophy Create a “fear-free” environment Neverstop improving Create a shared vision Make decisions at the value-add level Waste & Problems are opportunities Customer First The elements work together... Lean Elements
  • 19.
    Process creates Results •People work to improve processes • Improved processes improve results • Improved results  satisfied customers Customer First
  • 20.
    Fear Free: • Whatis wrong • Develop solution • Issues emerge • Whole truth • Problems are good • Consistent level work • Thank the messenger • Process is the problem Fearful: • Who is wrong • Critical judgment • Issues remain hidden • Partial truth • Problems are bad • Fire fighting • Shoot the messenger • People are the problem Create a FEAR-FREE Environment
  • 21.
    Identification is theFirst Step Lean is based on identifying and eliminating waste • Not all waste can be eliminated immediately • Identification of waste makes the opportunity for improvement visible • Process creates results. Use results to define areas for improvement Waste & Problems are Opportunities
  • 22.
     Develop systemsto encourage change to occur where the value is added • Don’t develop a suggestion system • Do develop an implementation system  A plan for improvement is worth nothing until it is implemented  Implement ideas, this is the true measure of Lean Manufacturing success  Standardize, Improve... then Innovate • Lean comes before innovation • Normally no cost or low cost Make Decisions at the Value-Add Level
  • 23.
     Lean involveseveryone in the organization  Lean crosses all organizational boundaries and should be a key component of the organizational strategy  Departments should strive to understand and support the total organization, not individual department goals  LEAN is an umbrella... Create a Shared Vision
  • 24.
    • 6 Sigma •Error Proofing • Total Productive Maintenance (TPM) • Material control • TAKT Time • Standardised work • Quick Changeovers • Just in Time (JIT) • Small Group Activities • Workshop Organisation • Visual Management Lean Manufacturing Umbrella
  • 25.
    Develop A Vision EstablishStructure For Change Provide Lean Expertise Define Standards Develop Champions Train Entire Organization Develop Action Plans Develop A Showcase Inform ation Understanding Com m itm ent Action Seize Opportunities
  • 26.
    What are the“objectives” of Lean Manufacturing? Achievement of business goals in safety, quality, responsiveness, cost and delivery by: • making only what is needed • providing only when needed • involving employees • focusing on continuous improvement • exposing & solving problems rapidly • making the status obvious • eliminating constraints and bottlenecks • improving factory flow
  • 27.
  • 28.
    ● People arecomfortable with extra inventory, WIP, manpower and excess capacity because it covers-up sins. ● People will adamantly defend excesses and what they created. ● Resistance to change is inevitable. ● Lean takes people out of their comfort zone because it exposes things. ● Be prepared (plan) for redeployment of displaced people. ● People issues will arise. ● Some folks view the word “Lean” as “Mean”. ● If we were capable and willing to make productivity gains… we would have done it already (I.E. talent depth? Training? Politics?) ● Linking headcount reduction directly with Lean Systems implementation could spell problems. ● There will be some short term pain for long term gain. Beware!
  • 29.
    Lean Manufacturing isa system... Lean Manufacturing is a system... The Components of Lean Manufacturing These elements work together and reinforce each other, driving These elements work together and reinforce each other, driving the system to higher and higher levels of performance. the system to higher and higher levels of performance.
  • 30.
    Standardized Work:  StandardizedWork is a tool that defines the interaction of operator and machine in producing a part.  Standardized Work details the motion of the operator and the machine processing sequence.
  • 31.
    Benefits of StandardizedWork • Reduce variations in the process • Reduce the opportunities for error • Describe the best method at the present time • Clearly illustrate the relationship between TAKT time and Cycle time.
  • 32.
    Standardized Work Combination Work Sheet WorkCell / Department: Product Name / Number: TAKT Time: Operator: Operation Time (In Seconds) MASTER CYLINDER MACHINING MASTER CYLINDER 40 Seconds MANUAL ----------, AUTOMATIC - - - - - - , WALKING L E G E N D JOHN SMITH 1 2 3 4 5 6 7 2" 2" 2" 2" 2" 2" 2" 2" 4" 5" 4" 3" 6" 2" 28" 29" 27" 12" 14" 26" 5 10 15 20 25 30 35 40 45 50 55 Quality Check Safety Precautions Standard WIP # of pieces of Std. WIP TAKT Time Net Time Operator Number Process Name: Model Number: Model Name: Date Prepared: Dept. Head / Supervisor STANDARD WORK SHEET Scope of Operations From To Push palm buttons Add velcro and pass Cycle Machine ABC 1/30/96 Joe Machine Fixture Fixture 1 2 3 4 Grinder 2 62 1
  • 33.
    A value streamis all the actions (both value-added and non value-added) currently required to bring a product through the main essential flows: 1. The product flow from raw material to the customer 2. The design flow from concept to launch What is Value Stream Mapping?
  • 34.
    Value stream mappingis a pencil and paper tool that helps you to see and understand the flow of material and information as a product makes its way through the value stream Scrap Manufacturing Process Kaizen Lightning Burst Outside Source/ Customer Data Box Inventory I o o o Truck Shipment Finished Goods to Customer Push Arrow Supermarket Buffer or Safety Stock Manual Information Flow Electronic Information Flow Production Kanban Withdrawal Kanban Signal Kanban Kanban Post Michigan Steel CO. 500 ft coils STAMPIN G 200 T C/T = 1 second C/O = 1 hour Uptime = 85% 27,000 sec. avail. EPE = 2 weeks I C/T = 38 seconds C/O = 10 minutes Uptime = 85% 27,000 sec. avail. EPE = 2 weeks I S. WELD # 1 I S. WELD # 2 I I I Coils 5 days 4600 L 2400 R 1100 L 600 R 1600 L 850 R 1200 L 640 R 2700 L 1440 R ASSEMBLY #1 C/T = 45 seconds C/O = 10 minutes Uptime = 100% 2 Shifts 27,000 sec. avail. ASSEMBLY # 2 C/T = 61 seconds C/O = 0 2 Shifts Uptime= 100% 27,000 sec. avail. SHIPPING Staging C/T = 39 seconds C/O = 0 Uptime = 100% 2 Shifts 27,000 sec. avail. 18,400 p cs/mo -1 2,400 “L” - 6 ,400 “R ” Tray = 20 pieces 2 Shifts State Stre et Assemb ly Tues. & Thurs. 1X Daily 6 - week Forecast Weekly Fax PRODUCTIO CONTROL MRP 90/60/30 day Forecasts Daily Order Weekly Schedule Daily Ship Schedule 5 days 1 second 7.6 days 38 seconds 1.8 days 45 seconds 2.6 days 61 seconds 2 days 39 seconds 4 .5 daysProduction Lead Time= 23.5 days Value Added Time= 184 sec. Mapping the Current State What is Value Stream Mapping?
  • 35.
    Value Stream Analysisis a powerful, flexible, visual tool, which enables everybody to interpret the steps of a process, and highlight the lead time and the waste it contains. The map if kept dynamic, will help to prioritize the continuous Improvement (Kaizen) & Six Sigma activities and develop the action plans for implementing lean strategically into an organization. Why use Value Stream Mapping?
  • 36.
    • It helpsyou visualize more that just a single process • Provides a visual model of material and information flow • Helps identify various sources of waste • Provides a common language for talking about manufacturing processes • Makes decisions about the flow apparent •Demonstrates the linkage between information and material flow Objectives of Value Stream Mapping
  • 37.
    Customer Demand/month: Part A = PartB = Part C = # of shifts = Step 4: Map the Process Flow Inventory Part A = Part B = Part C = # of shifts = Shipping Assembly Welding Stamping Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP = Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP = Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP = Changeover Downtime FTQ Map Current State
  • 38.
    Customer Demand/month: Part A = PartB = Part C = # of shifts = Step 5: Map the Material Flow Inventory Part A = Part B = Part C = # of shifts = Shipping Assembly Welding Stamping Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP = Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP = Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP = Changeover Downtime FTQ I I I I 500 pcs 1,200 pcs 1,500 pcs 800 pcs Map Current State
  • 39.
    Customer Demand/month: Part A =705 pcs. Part B = 600 pcs. Part C = 1650 pcs. # of shifts = Inventory Part A = 750 pcs Part B = 600 pcs Part C = 1650 pcs # of shifts = Shipping Assembly Welding Stamping Takt = C.T. = D.T. = FTQ = 90% C/O Time = Lot Size = # of Shifts WIP = 550 pcs. Takt = C.T. = D.T. = 20% FTQ = C/O Time = Lot Size = # of Shifts WIP = 60 pcs. Takt = C.T. = D.T. = FTQ = C/O Time = 4 hrs. Lot Size = # of Shifts WIP = 25 pcs. Changeover Downtime FTQ I I I I 2 x/ day 2 x/ week Supplier 1,200 pcs 1,500 pcs 800 pcs 500 pcs PC & L Weekly Build Schedule Daily Ship Schedule 6 week rolling forecast 6 week rolling forecast Weekly Order Weekly Order Step 6: Map the Information Flow Map Current State
  • 40.
    Map the CurrentState  Select a Product Family  Form a Team  Understand Customer Demand  Map the Process Flow  Map the Material Flow  Map the Information Flow  Calculate Total Product Cycle Time  Detail Off-Line Activities The Process Design the Future State  Validate Customer Demand  Draw the Future State Process Flow  Map the Future State Material Flow  Map the Future State Information Flow  Calculate Total Product Cycle Time  Detail Off-Line Activities  Outline a Plan Tues. & Fri. PC & L Weekly Order MRP MSS Weekly Order # times/day Steel Supplier Steel Pin # pcs # days or shifts I I I I Stamping Downtime Changeover Time=4 hr 2 Shifts TAKT = 2 Presses Cycle Time = Change Over Welding Layout Scrap/Rework Downtime = 20% Uptime # Operators Cycle Time = Weekly Build Schedule Daily Ship Schedule 6 Week Rolling Forecast 6 Week Rolling Forecast Finished Goods Overtime = # Shifts = Assembly DT, Scrap Rework WIP = Cycle Time = TAKT = Changeover Time = Layout = 10% Scrap ? days ? days ? days ? days ? days ? days ? days Inventory Time Processing Time TPc/t = ? TAKT = WIP = WIP = WIP = X pcs/month Std. Pack Qty. # shifts Customer Finished Goods Assembly Layout Welding Rolling 6-wk Forecast Weekly Order 6 x / Day PC & L 6-wk forecast Daily Level Box DA1 DA2 DA3 C/O Time = CT = TAKT Time 3 Shifts DT = Scrap = Stamping 0 Overtime 2 Shifts Max Size # Material Handlers C/O Time = CT = TAKT Time 3 Shifts DT = Scrap / Rework = C/O Time = CT = TAKT Time 3 Shifts DT = Scrap / Rework= Small Lot # Operators Customer X pcs / month Std Pack Qty # Shifts WIP = WIP = WIP = Steel Supplier Inv.Time Proc .Time TPc/t = ? ? days ? days ? days ? days ? days ? days ? days Introduction to Value Stream Mapping
  • 41.
    Be Wise… Observe…it isnecessary to physically observe the value stream. This provides the greatest opportunity to identify and eliminate waste. Be Persistent... Value stream mapping is an iterative process. Todays future state is tomorrows current state. This is what continuous improvement is all about. Getting Started Summary
  • 42.
    Safety and emergencyequipment are located and organized to assure easy access and use. Fire alarms, hoses, extinguishers, emergency exits, emergency line stops and evacuation procedures are strategically placed, readily accessible and easy to locate (not obstructed). 6 7 8 Effective employee training and awareness is provided. Workplace Organization (Five ‘S’) training classes and awareness communications are used on a continuous basis to educate the entire workforce and to reinforce compliance to the plant Five ‘S’ guidelines. Material inventory is stored and arranged in an organized and safe manner. All material containers (full and empty) are stored in a designated location. Safe storage stacking heights are maintained and adequate clearance is provided at aisle intersections to enable a clear view in all directions. No. Standard Requirements Document Training Audit Page 2 of 8 Revision Date: 02/21/05 Owner: TBD Subject: Workplace Organization (Five ‘S) Definition: A safe, clean, neat and orderly arrangement of the workplace. Purpose: To provide a place for everything and assure that everything is in the correct location by providing the ability to see the status at a glance and distinguish between standard or out-of-standard conditions. Five “S” Workplace Organization training is provided and improvement activities are in place. Five “S” Kaizen events are periodically conducted to train the entire workforce in Workplace Organization principles. A “Red Tag” process Is in place and events are conducted to identify Excess and obsolete tools, equipment and material are tagged and segregated for disposition. 9
  • 43.
    Owner: TBD System: PracticalProblem Solving Process Definition: Simple analytical methodology for analyzing and resolving out of standard conditions. Purpose: To fully engage employees in finding solutions to recurring issues and implementation of permanent countermeasures. Page 1 of 6 Revision Date: 02/21/05 No. Standard Requirements Document Training Audit Problems are effectively resolved at the appropriate level with permanent countermeasures implemented before being elevated to higher level or more technical analytical tools. Communication process is in place to transfer information from problem solving activities. On-going Practical Problem Solving training is provided to all employees. Practical Problem Solving is used first as a means of resolving issues before higher level tools are applied. Practical Problem Solving (PPS) process is in place and employees are actively engage in on-going activities. Structured approach and standardized methodology is used in a common manner throughout the entire organization. Teams meet and use the PPS to solve problems. Bulletin boards, publications, website, team meetings and structured PPS progress reviews are used to explain results and showcase improvement ideas. Continuous PPS training is provided to all employees. Training schedules are posted and classes conducted. Adequate resources and time is allocated to conduct training. Top Leadership is actively involved in mentoring and conducting regular progress reviews. Job responsibilities and incentives are in place to assure that top Leaders mentor, coach and educate and employees. Leaders are expected to mentor direct reports. 1. 2. 3. 4. 5.
  • 44.
    Practical Problem SolvingModel Identify Phase Analyze Phase Plan Phase Implement Phase Evaluate Phase Identify Phase Identify Phase Analyze Phase Analyze Phase Plan Phase Plan Phase Implement Phase Implement Phase Evaluate Phase Evaluate Phase Problem Description Problem Definition Locate Point of Cause (Root Cause) Cause Investigation Short & Long-term Countermeasure Follow-Up & Check 2 1 3 4 5 6 Plan Do Check Act S e l e c t C o n t a i n P r e v e n t C o r r e c t Problem Description Problem Definition Locate Point of Cause (Root Cause) Cause Investigation Short & Long-term Countermeasure Follow-Up & Check 2 1 3 4 5 6 Plan Do Check Act S e l e c t C o n t a i n P r e v e n t C o r r e c t Problem Description Problem Definition Locate Point of Cause (Root Cause) Cause Investigation Short & Long-term Countermeasure Follow-Up & Check 2 1 3 4 5 6 Plan Do Check Act Plan Do Check Act S e l e c t C o n t a i n P r e v e n t C o r r e c t S e l e c t C o n t a i n P r e v e n t C o r r e c t Institutionalize New Opportunity Page 3 of 6 Revision Date: 02/21/05
  • 45.
    Problem Solving PLAN DO CHECK ACT Collect Data Understand Process Relentless RootCause Mistake Proof Page 6 of 6 Revision Date: 02/21/05
  • 46.
    Owner: TBD Subject: ErrorProofing/ Poka-Yoke Definition: The principle that defects are prevented by controlling the performance of a process so it cannot produce defects – even when a mistake is made by a machine or a person. Purpose: To provide error free processing to our customers. Workers have been trained in the basics of error-proofing and there is a team responsible for analyzing production defects and identifying error proofing opportunities. Error Proofing workshops are periodically conducted to train selected workers in error proofing. Cross functional team exists and is supported by management to work on applying error proofing to the workplace. Error-proofing devices and methods have been applied to both manual operations and automated process. Error-proofing devices and methods have been implemented or are being developed to eliminate the top production defects for each work area in the plant. 1 4 2 3 No. Standard Requirements Document Training Audit Page 1 of 2 Revision Date: 02/21/05 Error-proofing devices that have been installed are monitored for effectiveness, and are maintained and kept in sound working condition. Manual processes have been improved using check fixtures, locating devices, Poka- Yoke, etc. Automated machines are equipped with self-inspecting technology. Priority has been given to top production defects for error proofing efforts. There is a checklist of existing error proofing devices and it has reference to future devices to be developed. Periodic effectiveness monitoring system exists and is kept current.
  • 47.
    Proofing • Level 1:Prevent an error from occurring at the source • Level 2: Detect error as it is being made • Level 3: Prevent the defect from reaching the next operation
  • 48.
    Types of Mistake-Proof Devices • Guide/reference/interference rod or pin* • Alarm* • Limit switch/microswitch* • Counter* • Checklist* • Template • Odd-part-out method • Sequence restriction • Standardize and solve • Critical condition indicator • Stopper/gate • Sensor
  • 49.
    Definition of Changeover Byset-up we mean the length of time from the last good piece of one run to the first good piece of the next run. last good part next good part Time between parts is emphasized because it is a period of non-value added. In other words, the equipment is idle and not producing parts.
  • 50.
    What Is ChangeoverReduction ? •A systematic approach to reducing the time required to changeover a given piece of equipment •An operational tool which: •increases the overall effectiveness of equipment(OEE) •reduces waste
  • 51.
    Page 1 of10 Revision Date: 02/21/05 No. Standard Requirements Document Training Audit Leadership understands, supports and reviews TPM activities. Leaders promote TPM behaviors and have developed goals and objectives that reinforces continuous improvement of the process. Leaders drive accountability and discipline of the TPM process and conduct periodic performance reviews. Tracking system is in place to monitor TPM performance based on defined metrics. Measurables and trends are tracked, displayed and communicat- ed including (but not limited to) Overall Equipment Effectiveness (OEE), uptime, availability, breakdowns, percent scheduled PM inspections and PM tasks completed. TPM process is well defined, written, communicated and performed properly. Documented TPM process and procedures are properly performed operators and Skilled Trades employees in a timely manner. TPM process defines the plan, purpose, objects, tasks, records, reporting, inspection frequencies, PM schedules, roles, responsibilities and visual management system. All employees are fully trained TPM process, practices, roles, responsibilities, safety and ergonomic requirements. Employees are provided detailed and comprehensive training and instructions in proper maintenance, safety and ergonomics practices with special emphasis on lock-out procedures (if applicable). Owner: TBD System: Total Productive Maintenance (TPM) Definition: Standardized Work of maintenance activities for machines, tools, facilities and equipment. Purpose: Maximize equipment and machinery operating life, reduce variation improve performance, uptime, availability, quality, efficiency and reduce breakdowns. 1. 2. 3. 4.
  • 52.
    Machine Operator Checklist(cont.) Daily Total Preventive Maintenance Check Sheet Month/ Year/ ______ ______ Process/ Cell Name: Process/ Cell Number: 1. If the condition of the check item is normal, mark (0) in proper box. 2. If the condition of the check item is not to standard, mark (x) in proper box. PICTURE NO. DAILY CHECK STANDARD 1 2 3 4 5 6 7 Check each tool board in work cell daily by shift All tools must be present and accounted for daily by shift Prod. Mgr.: Plant Eng.: Prod. Supvr.: Maint. Tech.: M I S C 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 1 2 3 1 1 1 1 1 1 2 2 3 3 3 2 2 2 2 3 3 3 sign sign sign sign Page 10 of 10 Revision Date: 02/21/05
  • 53.
    Sight Gage VisualAid Green: Normal Operating Range Yellow: Caution Red: Requires Immediate Attention Visual Indicator Direction of Rotation Inspection & Adjustment Opening (without need to lock-out) Page 7 of 10 Revision Date: 02/21/05
  • 54.
    Page 1 of4 Revision Date: 02/21/05 No. Standard Requirements Document Training Audit 1. Parts are ordered based on actual consumption. Manual or electronic Kanban system is used to order and replenish consumed material each day. Plant does not order more parts than are needed and supplier does not over or under ship. Material is received when needed at a specified time and receiving. Truck deliveries arrive at a predetermined scheduled time and dock. Arrivals are leveled during each shift to evenly distribute and balance receiving dock workloads and minimize inventory levels. Receiving is within plus or minus 15 minutes of the designated time. Trucks are live unloaded in a timely manner. Receiving areas are visually managed. Receiving locations are clearly labeled on the inside and outside of the docks. Receiving display boards are strategically positioned at or near the docks to monitor performance. Display boards include receiving dock numbers, carrier names by dock location, scheduled arrival time (in), actual arrival time, scheduled departure time (out), actual departure time, late/ on-time performance status. Receiving docks are organized and with visual indicators for drop zones, staging area lanes and empty returnable container locations. 2. 3. Owner: TBD System: External Material Pull & Conveyance Definition: Material replenishment system between suppliers and the plant based on actual consumption. Purpose: To order, deliver and receive material on a just-in-time basis to minimize inventory and freight costs by optimizing transportation, logistics and containerization.
  • 55.
    Owner: TBD System: LeanContainers and Packaging Definition: Containers designed to be operator friendly, ergonomically correct and economically sized to optimize transportation while minimizing space utilization at all manufacturing workstations. Purpose: To reduce non-value added work of Direct Labor Operators. No. Standard Requirements Document Training Audit Page 1 of 10 Revision Date: 02/21/05 Process is in place to determine the most appropriate container dimensions, weight and standard pack quantity. Container sizes are reduced to the smallest economic quantity to minimize workstation layout space. PFEP profile is completed for all components by a Material Packaging Engineer. First priority for all packaging decisions is to assure that the all containers are operator friendly and minimize non-value added handling and waste of motion. Small hand delivered durable plastic returnable containers: • are the packaging of choice to eliminate disposable materials. • are ergonomically sized to assure that the containers and parts do not exceed the NIOSH ergonomic lifting weight guidelines. • have rigid walls and are stackable (nest together). • designed with lift straps or side slots to facilitate lifting and handling. • have an integrated clip to hold Kanban cards. • selected from a standard menu of approved configurations. Plan For Every Part (PFEP) profile is created for all components for new model programs (Material Packaging Engineers). 1.
  • 56.
    4527864 9973421 5673021 9856482 SmallLot Delivery to Workstation. Returnable container with lift handles or slots weighing less than 38 lbs. each. Maximize Trailer Liquid Cube Utilization
  • 57.
    “A” Line “B” Line “C”Line Quality Verification Tracking Board Quality Verification Station FGI Quality System Verification
  • 58.
    Continuous Improvement Process Identify Phase Analyze Phase Plan Phase Implement Phase Evaluate Phase Standardize CrossFunctional Teams Current Workstation Situation New Opportunity Plan for Every Operation & Part Current Line Balance Improved Line Balance Improved Workstation Situation 4981654 Reorder at 5 pcs. 4981654 4981654 Reorder at 5 pcs. Reorder at 5 pcs. 4981654 0 0% 0 0 0 0 BP TOTAL PRIOR 0 0 0 0 0 Op. Std. Ref. # P/F/G/N Does Not Meet Std. Partially Meets Std. Fully Meets Std. Not Applicable Best Practices Poor Fair Good N/A B/P 1 2 & 16 2 2 3, 4 & 9 4 5 5 6 7 8 10 8 & 12 5 & 12 13 6 & 14 14 14 14 14 14 14 15 16 17 Operator(s) workloadsare balanced to minimize non-value added functions? Distrance traveled to walk and get parts is minimized with the use of aprons, tracking devices, carts, trays andstands. Operators begin theirwork cycle at the "start mark" and end at or nearthe "finish mark"? Operator makes no more than 2 trips during each job cycle to the workbench or material to get tools or parts. Parts, tools and fixtures are located/positioned for ease of access? Indirect Labor work functions that are performed on a regular and frequent basis are performed according written Standardized Work? Standardized Work document is current and includesaccurate validated information? Operators do not perform ergonomically stressful functions (i.e. excessive tugging, prying, pulling apart, stretching, effort, bending, reaching)? Operators do not perform difficult blind attachements or movements? Operators do not perform awkward movements that require body repositioning or extra effort? Operators understand and follow the Standardized Work instructions? All operators (including new hires and temporaries) have been trained using Standardized Work? Standardized Work System Description/Element Questions Percentage Ranking Team/operators were involved in developing the Standardized Work? Total Points Earned Total Points Possible Build document, manifest orinstructions are clearlyvisible and easy to understand? Handling of dunnage/containers is minimized to 1 every 4 cycles? Audit Date: TOTAL POINTS Auditor Name: Total Elements for Department Elements Not Applicable Total Elements Audited Operator decsions are minimized to between 1 -3 per job cycle? Operators do not perform complicated movements requiring adegree high dexterity? All non-value added and unecessary movements and efforts are minimized? Operator work envelop size is minimized to reduce walking distance (i.e. heigth, depth and width)? Operators cycle equipment and perform other value added work while machinescomplete theircycle? Operators do not perform movements that require change of control or double handling of tools and parts? Operator delays are minimized (i.e. holding, waiting, fumbling, loss of control)? Operator movements are not restricted orobstructed causing deviation from the most direct path? Standardized Work instructions are posted, protected, clearly visible and updated? Opportunities to combine, simplify and eliminate work elements has been achieved? Team Leader Industrial Engineer Supervisor Material Control Maintenance Assessment 1 2 3 4 5
  • 59.
    16 Feet Wide Before Kanban Pull System  Electronic Pull System  Andon & Fixed Position Stop  Sequenced Components  Small Lot Containers  Compressed Work Space  Storage Height Limited  Visual Management Capability  Ergonomic Friendly  Improved Part Presentation  Reduced NVA Waste  Improved Flow 8 Feet Wide 4981654 Reorder at 5 pcs. 6873091 5 Feet High 1739754 1563761 After Fixed
  • 60.
    Electronic Kanban Operator pushesthe button when reaches the designated reorder point. Handler returns empty rack or pallet and places the Kanban card back in the Andon board slot and turns-off light. 6 Part Number 4981654 Storage Location Aisle 3 Rack 4 Shelf 2 Spot 1 Using Address Part Description Passenger Seat Back Frame Supplier Name Morristown Rec. Dock 4 Del. Route 3 Std. Pack 42 pcs. Daily Usage 336 pcs. Card 1 of 2 Date Issued 1/9/03 CTS-003-R 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Flashing Light indicates order waiting for a response. Card slot and blinking light corresponding to material ordered. Andon board is activated. 2 Handler takes card from board and presses button to confirm delivery to the operator. Order Sequence Queue Handler delivers new material to line-side and takes empty to storage area. 5 Handler gets ordered parts from Central Material Storage. 4 1 3 9 9 5 1 6 7 5 Full Orders prioritized by time of receipt and usage rate. 9 9 5 1 6 7 5 Part: Adjuster Part No: 9951675 Std. Pack: 90 Min: 1 Max: 3 Stack: 3 High 9951675 Empty 9 9 5 1 6 7 5 Page 7 of 7 Revision Date: 02/21/05
  • 61.
    Stretch Objectives:  1Day Dock-to-Dock Time  15 Day Order-to-Delivery Time Collection Frequency: Daily DTD = (Raw Material Inventory + Manufacturing Cycle Time + Finished Goods Inventory) where:  Manufacturing Cycle Time (MCT) = the elapsed time between the first and last operation of a process.  Raw Material and finished goods inventories = the number of production days on hand = (number of pieces in inventory/average daily production volume) Lean Manufacturing Metrics: Dock-to-Dock Time is the elapsed time between unloading raw materials and releasing finished goods for shipment.
  • 62.
    Dock-to-Dock Time (DTD) •Definition: The elapsed time between the unloading of raw materials and the release of finished goods for shipment. • Objective: Less than or equal to 2 days DTD. • Benefits of Improved DTD Include: – Decreased inventories lead to less material handling and storage, resulting in fewer opportunities to damage parts. Fewer damaged parts improves First Time Through. – Improved DTD leads to improved ability to adjust to schedule changes and support the Customer. – Lower material handling, obsolescence, and inventory carrying costs all lead to improved Total Cost.
  • 63.
    Dock-to-Dock Time (DTD) ProductionProcess Incoming Warehouse Finished Goods Warehouse Manufacturing Cycle Time (MCT) Dock-to-Dock Time (DTD) Receiving Shipping
  • 64.
    Overall Equipment Effectiveness(OEE) Stretch Objectives:  Zero Defects Made  Zero Defects Passed on  100% First-Time-Through Capability Collection Frequency: Daily OEE = (Availability) x (Performance Efficiency) x (Quality Rate) where: OEE (similar to Uptime) is a measure of the availability, performance efficiency, and quality rate for a given product on a given piece of equipment. Availability = Operating Time  Net Available Time Performance Efficiency = (Ideal Cycle Time) (Total Parts Run)  Operating Time Quality Rate = (Total Parts Run - Total Defects)  Total Parts Run
  • 65.
    Overall Equipment Effectiveness(OEE) • Definition: A measure of the availability, performance efficiency, and quality rate of a given piece of equipment. • Objective: To improve the OEE on the constraint piece of equipment. • Benefits of Improved OEE Include: – More stable processes improve production predictability, therefore improving Build-to-Schedule – Lower rework and scrap costs, and higher throughput, lead to improved Total Cost results
  • 66.
    Overall Equipment Effectiveness(OEE) Overall Equipment Effectiveness Availability Performance Efficiency Quality = X X Identifiable Minor Stoppages Equipment Breakdowns and Tooling Losses Setup and Adjustment Losses Reduced Speed Losses Idling and Minor Stoppage Losses Quality Defects in Process Losses Startup Losses
  • 67.
    Stretch Objectives:  1Day Dock-to-Dock Time  15 Day Order-to-Delivery Time Collection Frequency: Daily FTT = First Time Through Capability (FTT) The percentage of units that complete a production process and meet quality guidelines the first time. (i.e. not rerun, re-tested, diverted for off-line repair, returned or scrapped) Units Entering the Process - (Scrap + Reruns + Restarts + Units Repaired Off-Line)  Units Entering the Process
  • 68.
    First Time ThroughCapabilities (FTT) • Definition: The percentage of units that complete a process and meet quality guidelines the first time without being scrapped, rerun, re-tested, diverted for off-line repair, or returned. • Objective: 100% FTT Capability; zero defects made or passed on. • Benefits of Improved FTT Include: – Increased quality reduces the need for excess inventory thereby improving Dock-to-Dock Time – Improves the ability to maintain sequence throughout the process thereby improving Build-to- Schedule – Increased quality before the constraint ensures that it only receives “good parts”, which reduces wasted output at the constraint, improving OEE – Total Cost is reduced through lower warranty, scrap, rework, and repair costs • If Things Were Done Correctly 99.9% of the Time… – There would be 2 unsafe plane landings at O’Hare Airport every day. – 20,000 drug prescriptions would be improperly filled each week. – 32,000 checks would be deducted from the wrong bank account each hour.
  • 69.
    Build-to-Schedule (BTS) Stretch Objectives: 100% Built-to-Schedule Collection Frequency: Daily BTS = (Volume Performance) x (Mix Performance) x (Sequence Performance) where: Build-to-Schedule measures how well a plant executes production plans to produce the right product volumes, on the right day, and in the right mix or sequence. Volume Performance = Actual Number of Units Produced  Scheduled Number of Units Mix Performance = Actual Number of Units Built to Mix  Actual Number of Units Produced Sequence Performance = Actual Number of Units Built to Sequence  Actual Number of Units Built to Mix
  • 70.
    Build-to-Schedule (BTS) • Definition:The percentage of units scheduled for a given day that are produced on the correct day, in the correct mix, and in the correct sequence. • Objective: 100% BTS. • Benefits of Improved BTS Include: – Improved BTS requires less inventory and Dock-to-Dock Time is improved – Lower material handling and inventory carrying costs lead to improved Total Cost
  • 71.
    A short test… Ashort test… You own a factory and you need to produce more product - how?  Work longer  Work harder  Add people  Add equipment  Eliminate waste Eliminate waste Quality Quality Quality Quality Quality Quality ? ? Cost Cost Cost Cost Cost Cost The Lean Way
  • 72.

Editor's Notes

  • #3 Lean Manufacturing Philosophy which shortens the time line between the customer order and the shipment by eliminating waste. Compressed time from order to delivery results in a satisfied customer, lower carrying costs, and lower manufacturing costs due to eliminated work and improved quality.
  • #5 Before Rapidly expanding markets. Consumer orientated towards quantity not quality. Abundant low cost resources. Management concerned with increased sales not decreased cost. Now Increased competition in saturated or shrinking markets. Consumer values more exacting quality requirements and on time delivery. Sharp rise in material/labour cost. Over capacity of production facilities. With the current number of automotive production facilities there is the potential to manufacture 74,000,000 vehicles. At the present time there are only approximately 50,000,000 customers worldwide. The overcapacity is therefore easy to calculate at around 33%. No manufacturer plans to run a production line at 66% of it’s potential capacity so the economies required to make a profit are not possible at most plants in the world at the present time. Additionally the consumer has changed. Because there is no longer an expanding market, where all product was easily sold, the consumer is now in a strong bargaining position, and is constantly driving the market value for vehicles lower, either directly via price or by improved equipment levels at the same price. All of this contributes to a very difficult market place in which to manufacture and sell automobiles.
  • #12 Before showing slide ask what is value added.
  • #31 Purpose: To define Standardized Work Main Point: The definition of Standardized Work; Keep in mind Standardized Work includes the time while the machine is running and what the operator does during this time. Standardized Work helps us to identify wastes and eliminate them.
  • #32 Purpose: To list the Benefits of Standardized Work Main Points: Reduce variation in the process - Link to quality improvement Reduce the opportunities for errors - Link to quality improvement Describe the best method at the present time - Emphasize -at the present time, if it truly is the best method, then continuous improvement has been eliminated Clearly illustrate the relationship between TAKT time and Cycle time - A very important relationship in helping us to identify the “wastes” in manufacturing
  • #33 Purpose: To introduce Standardized Work Main point: An introduction to the Standardized Work Module Shown above: a Standard Work Combination sheet and a Time Observation Form both are used along with other tools to help achieve Standardized Work and Improvements. This Module along with the instructor’s guidance will provide the audience with information about Standardized Work and how to implement Standardization of work.
  • #34 Purpose: Formal definition of Value Stream Mapping Main Points: Focus is on the product flow Teaching Tips: Transition: Next: What is Value Stream Mapping?
  • #35 Purpose: Simple meaning of Value Stream Mapping Main Points: visual representation of every process in material and information flow Teaching Tips: Transition: Next: Visual of the boundaries of Value Stream Mapping
  • #36 Purpose: To show VSM is an essential tool Main Points: Teaching Tips: Transition: What’s the purpose of Value Stream Mapping? Next: Objectives of Value Stream mapping.
  • #37 Purpose: Objectives of Value Stream mapping. Main Points: Teaching Tips: Transition: Before we can Map the Process, we need to understand Lean Concepts Next: Lean Concepts
  • #38 Purpose: Provides the first step of Current State map Main Points: Keep it simple! Teaching Tips: Mapping begins with the Customer’s Requirements Transition: Next: Map the Material Flow
  • #39 Purpose: Information to collect for Current State Map Main Points: Teaching Tips: Transition: Next: Map the Information Flow
  • #40 Purpose: Information to collect for Current State Map Main Points: Teaching Tips: Transition: Next: Calculate Total Product Cycle Time
  • #41 Purpose: Main Points: Teaching Tips: Transition: Next: Introduction to Value Stream Mapping
  • #42 Purpose: Main Points: Teaching Tips: Transition: Next: Session 1 – map current state
  • #47 This slide shows the problem solving cycle. Once a problem has surfaced, develop a cross-functional team to attack the problem head on using the cycle above. Now, if the team or quality department wants more detailed information regarding problem solving techniques instruct them to hold a Compass on Problem Solving. There is a module designed specifically for this cause.
  • #50 Purpose: Show a list of Mistake-Proofing devices Main Points: Point out the starred items – most commonly used. This is not an exhaustive list. There are many more. We will see examples of these and others Teaching Points: Ask: What do you think about a checklist as a Mistake-Proofing device? Is it 100% effective? Transition: We’ll look at a few examples. Let’s start with the Guide/Reference/Interference Rod Next: Guide/Reference/Interference Rod
  • #51 Purpose: To highlight the difference between set-up and changeover. Main point: Changeover is concerned only with detach and attach. Why? -World Class Companies do not have to: Locate tools, dies, and fixtures Enter offsets Make adjustments Send to 1st piece inspection
  • #52 Purpose: To describe what is setup reduction Main Points: A systematic approach to reducing the time required to setup or change a given piece of equipment. An operational tool which: Increases the overall effectiveness of equipment. Reduces waste of raw materials and finished goods.
  • #54 Machine Operator Checklist ( checklist) Implementation 2 Minutes Purpose: To show the checklist that operators complete to verify that the maintenance was performed. Main Points: This ensures that the regular maintenance will be done. In the “what to do” column “check” is the common word. Teaching Tips: Ask: What kinds of checklists do you use to make sure you have covered all the bases in an important activity? How does the checklist help? Transition: Here’s an example of an operator checklist NEXT: Operator Checklist