This document discusses lean manufacturing practices such as cellular layout, point-of-use storage, linked cell manufacturing, and the principles of lean systems including value, value stream, flow, pull, and continuous improvement. It also discusses how simulation software like WorkPro, ProModel, and Arena can be used for layout optimization, problem solving, and factory simulation to support lean practices. Ergonomics and its importance in lean is discussed. The goals of lean manufacturing are listed as less labor/floor space, fewer design/defect hours, less stock, faster delivery, improved ergonomics, and maximum flexibility.

1. VIRTUAL LEAN MANUFACTURING
Dr. V. RAMESH
PROFESSOR
SJCE, MYSORE

3. Functional layout
Cellular layout
Askin G.G & Standridge C.R. (1993) Modelling and Analysis of Manufacturing Systems, John Wiley ISBN 0-471-57369-8

4. © Siemens Power Generation Systems
Functional layout

5. Manufacturing cells
© Siemens Power Generation Systems

6. VIRTUAL LEAN MANUFACTURING PRACTICES
FOR LEAN MANUFACTURING, LINE BALANCING, KAIZEN, FLOW PATH
ANALYSIS, SMED, ERGONOMICS, SCHEDULING ANALYSIS
WORKPRO
FOR LAYOUT OPTIMIZATION
PROMODEL
FOR PROBLEM SOLVING
INNOVATIVE WORK BENCH
SIMULATION MODELLING
ARENA

7. WORKPRO

8. WORKPRO – ERGO STUDIES

9. PROMODEL

10. FACTORY SIMULATION

11. INNOVATIVE WORKBENCH

13. Lean Manufacturing?
• Large batches
• Excessive inventory
• Long lead times
• Excessive work in progress
• Disorganized shop floor with no space
• High costs
• Low percent of on-time deliveries
• Difficulty in meeting customer needs
• Not competitive—having selling price too high

14. POINT OF USE STORAGE

17. Linked Cell Manufacturing System

18. Lean Production
As Linked Cell

20. Top 10 Steps Of Lean
Manufacturing

21. The Principles of a Lean Manufacturing System
• Value—Customer’s willingness to pay for your product.
• Value Stream—Add-ons to a product or process.
• Flow—The movement of your product through a single piece flow or
work cells rather than production lines.
• Pull—Having the right amount of materials to manufacture the
product, and at the same time, having a small or no inventory.
• Continuous Improvement—Getting rid of waste on a constant basis.

22. Light Duty Lean Manufacturing

23. Small Parts Storage

24. Small Parts Storage

28. Parts Organizers

29. Cross Tub Racks

30. Howardell Seven Skills
• Customer consciousness,
• Enterprise thinking.
• Adaptation,
• Taking initiative,
• Innovation,
• Collaboration

31. Hence, Lean Manufacturing
Aims at,
• Less labor and floor space.
• Fewer design hours for product development.
• Less stock on hand.
• Fewer defects.
• Quality.
• Faster delivery.
• Improved ergonomics.
• Maximum flexibility in product types and styles produced.

32. Lean and Ergonomics
Safety and ergonomics should be one of the core values of the
lean process
• Identify work process to improve
• Stakeholder involvement
• Ergonomics training
• Ergonomic design
• Quantifying the impact of ergonomic changes
• Creating shared belief for the benefit of ergonomics

33. Waste
Waste of motion that does not add value
• Can lead to muscle fatigue
Waste of manual effort
• Can lead to muscle fatigue
Waste of movements to transport material
• Can lead to muscle fatigue and strains
Waste of time to rework, repair, or scrap
• May be related to fatigue, strains or sprains
• Focus on self and not on job

34. Multifunction double gantry mill
© Siemens Power Generation Systems
A single machine acting as a cell

35. Group Technology / Cellular Manufacturing
• Improved material flow
• Reduced queuing time
• Reduced inventory
• Improved use of space
• Improved team work
• Reduced waste
• Increased flexibility

36. Waller, D.L., 2003,”Operations Management: a Supply Chain Perspective 2nd Edition”, Thompson, London