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Lean basics
- 2. Agenda • Intro • 5S • 7 wastes • Value and Non Value Added • Kanban • Heijunka • Jidoka • Andon • Poka Yoka • TPM • Kaizen
- 3. Intro • Managing organization– science or art? • The three stages – Classification – Correlation – Effect-Cause-Effect
- 4. Astronomy • Classification • Correlation –Ptolemy – Nicolaus Copernicus – Kepler • Cause-Effect-Cause – Isaac Newton
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- 6. Managing organizations • Classification– MRP • Correlation – Lean
- 7. Taiichi Ohno • Thebeginning of TPS • Toyota in the 80th • What is the secret? • Management excellence
- 8. Lean • What isthe effective production • Toyota and Ford • Flexibility • Reduce the waste
- 9. Lean – howto improve • Reduce the waste of time and resources • Built in quality • Better alternatives • Improvements in the business processes • Self-educated organization
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- 11. 5 S • Sustainis the key
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- 22. Value added andNon value added 1.Specify value from the standpoint of end customer 2. Identify the value stream for each product family 3. Make the product flow 4. So the customer can pull 5. As you manage toward perfection
- 23. Value added andNon value added • How to search the VA and the NVA • Muda • Muri • Mura
- 24. 7 wastes • Overproduction •Waiting • Transportation • Processing • Inventory • Motion • Defects
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- 32. Root Cause Analysis •How to make RCA • 5 Whys • CRT
- 33. Mass Production vsLean • Value added • Large batch vs Short batch • U shape cells
- 34. One-Piece-Flow • Receive anorder • Group of machines and operators
- 35. Takt Time • Whywe need • How to calculate
- 36. One-Piece-Flow • Benefits: – Builtin quality – Enhanced overall manufacturing flexibility – Improves productivity – Requires less space – Ensures a safer work environment – Improves employee morale – Reduced Inventory
- 37. Pull vs Push •Managing buffers • Just-In-Time
- 38. Kanban • Why weneed it • How does it work • Examples from everyday
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- 44. Muda, Muri andMura • Muda – non value added activities • Muri - overburdening of people and equipment • Mura - unevenness in operations
- 45. Heijunka • Reducing onlyMuda • Disadvantages in unbalanced production • Advantages in balanced production
- 46. Implementing Lean • Eliminatethe 7 wastes • Work on the 3 M • Heijunka - achieving a smoother production flow • MTO and Heijunka
- 47. Jidoka • Principles ofjidoka - Discover an abnormality - STOP - Fix the immediate problem - Investigate and correct root cause
- 48. Jidoka • Built inquality • Line stop • Problem solving
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- 56. TPM Total Productive Maintenance •No Breakdowns • No Small Stops or Slow Running • No Defects
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- 58. Autonomous Maintenance • Givesoperators greater “ownership” of their equipment. • Increases operators’ knowledge of their equipment. • Ensures equipment is well-cleaned and lubricated. • Identifies emergent issues before they become failures. • Frees maintenance personnel for higher-level tasks.
- 59. Planned Maintenance • Significantlyreduces instances of unplanned down time. • Enables most maintenance to be planned for times when equipment is not scheduled for production. • Reduces inventory through better control of wear-prone and failure-prone parts.
- 60. Quality Maintenance • Specificallytargets quality issues with improvement projects focused on removing root sources of defects. • Reduces number of defects. • Reduces cost by catching defects early (it is expensive and unreliable to find defects through inspection).
- 61. Focused Improvement • Recurringproblems are identified and resolved by cross-functional teams. • Combines the collective talents of a company to create an engine for continuous improvement.
- 62. Early Equipment Management •New equipment reaches planned performance levels much faster due to fewer startup issues. • Maintenance is simpler and more robust due to practical review and employee involvement prior to installation.
- 63. Training and Education •Operators develop skills to routinely maintain equipment and identify emerging problems. • Maintenance personnel learn techniques for proactive and preventative maintenance. • Managers are trained on TPM principles as well as on employee coaching and development.
- 64. Safety, Health, Environment •Eliminates potential health and safety risks, resulting in a safer workplace. • Specifically targets the goal of an accident-free workplace.
- 65. TPM in Administration •Extends TPM benefits beyond the plant floor by addressing waste in administrative functions. • Supports production through improved administrative operations (e.g. order processing, procurement, and scheduling).
- 66. OEE OEE = Availability* Performance * Quality Plant Operating Time Planned Production Time Operating Time Net Operating Time Fully Productive Time pl.shut down downtime speed loss quality loss
- 67. OEE Availability = Operating Time/PlannedProduction Time Performance = (Ideal Cycle Time * Total Pieces)/Operating Time Quality = Good Pieces/Total Pieces
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- 69. Thank you ! Eng.Vlady Velikov vlady@improvinn.com 00359-885-833-629 www.improvinn.com