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Lean Manufacturing
This document provides an introduction to Lean principles, methodology, tools and terminology. It discusses what Lean is, its history and key principles. Lean is a way to pursue value and eliminate waste from daily processes. This results in lower costs, reduced cycle times, fewer defects, improved customer satisfaction and employee morale. The document outlines various Lean concepts and tools, including the eight wastes, 5S, visual management, Kaizen (continuous improvement), standard work and mistake-proofing. It emphasizes identifying value, mapping value streams, establishing flow and pull, and seeking perfection through eliminating waste.
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Lean Manufacturing
- 1. Lean An introduction toLean principles, methodology, tools and terminology
- 2. Agenda • Lean overview •Lean principles • Eight deadly wastes • Lean concepts and tools 2
- 3. What is Lean? 3 Learning to see Waste in all activities Eliminating Waste by… “Continuously Improving Everything”
- 4. • Way ofpursuing value in your business by systematically eliminating waste from daily process • Results • Lower operating cost • Reduced cycle time • Reduce defects • Improved customer satisfaction • Improved employee morale • Business Plan Achieved • Faster, Better & More efficient. Lean as a Business Philosophy:
- 5. History of LeanManufacturing 1798 Eli Whitney develops interchangeable parts 1933 - Toyota Motor Company established 1908 through 1913 Henry Ford develops the moving assembly line. 1920’s Sakichi Toyoda develops mistake proofing and 5 Whys August 4, 1937 First supermarket in the United States opened June – August 1950 Deming introduces lean quality principles to Japanese engineers and managers 1950’s - Taiichi Ohno develops the Toyota Production System (TPS)
- 6. Why Lean? Population is gettingolder Increasing Customer expectations Pressure on greater accountability and transparency Tight and shrinking budgets Shrinking workforce and increasing need for skilled workforce 6 Lean helps us improve quality, reduce costs, increase customer and employee satisfaction, & capture knowledge
- 7. Customer Work Problem solving Process Oppurtunities Leanhelps us Understand: 7 What adds values to customer How work gets done How to iden. Root cause of Problems How Ideal Process Look like How to improve performance
- 8. Major Principles ofLean 8 Identify value Map Value stream Create Flow Establish Pull Seek PerfectionSpecific product that meets a customer’s needs at a specific price and specific time Set of specific actions required to bring a specific product through 2 critical management tasks of all businesses Flow of parts through value stream from upstream head to downstream mouth Nothing is produced by the upstream provider until the downstream customer signals a need The complete elimination of all waste, so that all activities along a value stream add value to the product
- 9. How Do WeDefine Value? • Customer is willing to pay for it • Actually transforms a product or service • Done correctly the first time • Consumes resources without creating value for the customer. • Low percent of the time work is complete and accurate . • Requires extra time, effort, or resources 9 Value-added Non Value-added
- 10. 10 • Use ValueStream Analysis as a planning tool ▫ Break down the Value Stream in manageable sections ▫ Communicate the “flow” with maps Information Material • Use Value Stream Analysis to create 2 maps ▫ Current ▫ Future (near time-within a year) • Develop action plan from the Future map Value Stream Analysis
- 11. 11 Current State Map& Future State Map
- 12. 12 What is Flow? •Parts “flow” through a Value Stream • Upstream is the beginning or “head” of the flow • Downstream is the “mouth” of the flow, where the part is pulled by the customer • Materials and parts are the “parts” in manufacturing • Customer’s needs are the “parts” in service industry ▫ Same for administration
- 13. 13 Push and PullProduction Push Systems: schedule work releases based on demand. •inherently due-date driven •control release rate, observe WIP level Pull Systems: authorize work releases based on system status. •inherently rate driven •control WIP level, observe throughput Video
- 14. Improvement Strategies Eliminate non- valueadded tasks Combine tasks or functions Concurrent processing Co-locate work Shift roles and responsibilities Eliminate or reduce batching Automate Solve Problems Handoffs and batching are common barriers to process flow
- 15. Lean Concepts andTools • Eight Wastes • 5S • Standard Work • Visual Management • Kaizen • Problem solving 15
- 16. 16 Eight Deadly Wastes 5%Value Added 95% Non-Value Added Overproduction Waiting Transportation (Moving) Over Processing Excess Inventory Defects Excess Motion Underutilized Resources
- 17. 17 Over production • Overproduction results from producing more than required. • Is the result of imbalance between supply and demand • It is the worst form of waste which is a cause of other waste. Over processing • Over processing is putting more into the product than valued by customer • The goal is to do only the level of processing to match that is useful and necessary Waiting • Any idle time produced when two interdependent process are not completed synchronized. • Operators are kept waiting or working slowly than cycle time Transportation • Material movement that is not directly associated with a value adding process. Inventory • Material in stock and work in progress in excess of requirements necessary to produce goods or services just in time. Defects • It’s the waste of correction includes additional work performed on product or service • Caused by unclear operating procedure/specifications Excessive Motion • Motion of man or equipment to perform a task or action which doesn’t add value to the product Underutilized Resources • Talents or skills which is unused or underutilized, include equipment and facilities Eight Deadly Wastes
- 18. 18 5S System • Seiri– sort (housekeeping) • Seiton – set in order (workplace organization) • Seiso – shine (Cleanup) • Seiketsu – standardize (Cleanliness) • Shitsuke – sustain (Discipline) • Visual workplace A simple method for creating a clean, safe, orderly, high performance work environment. Video
- 19. Visual Management A communicationdevice that tells, at a glance, how work should be done. • Where items belong • How many items • Standard procedure • Work-in-process (WIP) There is only one place to put each item.
- 20. 20 Communication Boards Visual managementtools that can be understood in 30 seconds or less Examples: In/Out, project status, staffing, wait times, etc. Can also communicate accomplishments Video
- 21. KAI - CHANGEZEN – BETTER/GOOD • Kaizen is approach of continuous improvement in the work area involving the everyone from Managers to workers alike • Kaizen is the combination of two Japanese Words Kai and Zen Kaizen
- 22. 22 “Kaizen” Levels • Restoration •Renovation “Kaizen” = Fill difference between present status and goal - Aim at good condition in the past. -Aim at achieving “what the equipment and the operation must be” in the future. Renovating “Kaizen” Future Level Difference Present Level Restorative Difference Past Level Present Level • First, bring to a condition of the past, another line or another company • Copying is also technology • Develop new ideas by changing conception • Importance is to train people who can maintain Kaizen Levels
- 23. Poka – Yoke(Mistake Proffing) Poka-Yoke was developed by Shigeo Shingo from Toyota Motors as a tool to achieve Zero Defects. • The process of Zero Defects is also known as “Mistake Proofing” or “Fail-Safe”. • By taking over repetitive tasks or actions that depend on vigilance or memory, Poka-Yoke can free workers’ time and mind to pursue more value added activities.
- 24. 24 Why mistake-proofing isimportant • Lean practice does not allow extra inventory to compensate for scrap. • Lean ideology focuses on speed ... ... speed cannot exist when defects and rework prevail. • Cost pressures don’t tolerate continued mistakes: scrap, rework, lateness. And most importantly: Our customers rightfully expect defect free products and … Traditional 100% inspection won’t provide 100% defect- free products.
- 25. 25 Problem Solving –Root Cause analysis Defining the “wrong” problem wastes considerable time looking in the wrong direction for solution. Symptoms: You see it, people talk about it; it is visible! Root Cause: The one to address. It is often hidden. You need to find it! • 5 Whys is a SIMPLE but POWERFUL technique for uncovering the root cause of a problem when you lack data regarding why the problem is occurring. • If we don’t solve problems at the level of the root cause, we risk the same problem resurfacing in the future. 5 Whys?
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