Make green go green by going lean
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Lean is more then making more mony. With Lean you can go green and make a better world for your and my kids
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Make green go green by going lean
- 1. "Make Green, Go Green, by Going Lean”
- 8. Example: Motor Efficiency 76,000 Watts 1HP = .746 kWatts 15,400 Watts (17.4%) 90,000 Watts 100 HP
- 16. What is Lean? Lean Production Total Quality Management (TQM) Six Sigma Cellular Manufacturing Business Process Improvement (BPI) Just in Time Theory of Constraints Zero Defects SPC TQC Kanban
- 29. Leadership – Lean Change Infrastructure Project & Training Plans ___________________________________________________________________________________________________________________________________________________________________________ Vision & Lean Strategy Value – No Waste – Flow – Pull – Standard Work – JIT – Champion CEO Plant Management/President Vice President Sponsors: Manufacturing Engineering Quality Lean Office Facilitator Facilitator Facilitator Team Team Team Team Team Team
- 33. Process Map Supplier Customer Stamping Weld Assembly Paint Shipping Staging Weekly Orders Weekly Orders Weekly Schedule 1 2 3 4 5 Production Control I I I I Daily Daily Total Time: 10 Days Value-Added Time: 6 minutes 1 Day 1 Day 2 Days 3 Days 1 Day 2 Days 50 sec 40 sec 90 sec 120 sec 60 sec Process Time Line
- 46. Transparent Workplace – Lockheed & Boeing’s Six S’s SORT SUSTAIN STRAIGHTEN SAFETY SHINE STANDARDIZE 6 S
- 49. Pull versus Push Production Strategy Value Value Stream Flow Pull Perfection Lean Principles
Editor's Notes
- I think everyone knows how to make green. So the question is how to you make more green by going green and going lean? Going Green is one of the hottest subjects in the world today and specifically, it has many ramifications to the manufacturing world. Going green is easy to understand, but much harder to implement. It in a nutshell means going easy on the planet; the environment that we inhabit. Industry has not regarded this an an important issue until the EPA really handed down the first regulations on limiting hydrocarbon and nitrous oxide emissions from cars. Smokestack emissions came later. Going lean is not easy either. It takes work with a continuous improvement mindset. But both green and lean initiatives can save you money and that improves profitability.
- I’m the guy to talk about this subject. I spent 6 years in Silicon Valley when Green was getting it’s first traction. This schedule is quite ambitious, but you have to start somewhere. Stretch goals are good and believe me, these are stretch goals.
- This is where Lean and Green converge. This really is an equation about minimizing and eliminating waste.
- At 100% effeciency = annual cost to operate the motor would be $65,468. 8.760 hours per year.
- going Key features of the Lean Definition are the minimization of all resources including time.
- The Lean Enterprise Definition focuses on waste elimination and customer needs. Flexible to respond to new opportunities
- Workers became specialized – did not travel with the product – the product moved to them Large work force; high wages Made to inventory – pushed the market – lower prices Any color as long as it is black; consumer input was limited ; price driven Vertical supply base…mining raw material to finished product
- Customers are selective – more choices – want a name i.e Nike; Lexus, Starbucks Consumer wants quality; no surprises; low costs
- It is not Reduction of staff or lowering inventory It is Elimination of waste Emphasis flow manufacturing- not silos
- It is all of these JIT works now. Tier 1 suppliers locate close to their customers
- Run lots of parts and assemblies minimizing setup times. Schedule machine maintenance during off peak hours Clean – 6 S’s coming up shortly. Pull system rather than push; Kanban JIT- was always late a few years ago. Now tier one suppliers locate as close as possible to their customers. Reduce transpotation costs (waste) and reduce their carbon footprint. Linear or U shaped factory flow Errors are bad – scrap parts wasted energy costs include material, time, energy. Approach zero defects and reduce energy consumption.
- When you eliminate waste you improve the value of the goods and services that you produce
- These are the classical seven examples of waste that you see in all of the Lean books and classes and it’s comprehensive.
- People overproduce when targets are unclear or processes are not capable. Example Using a piece of equipment that cannot hold the tolerance required per the print. You may be within tolerance sometime, but that’s not good enough. That machine is not capable. Waiting – DDC flow was not constant and operators had chairs chained to their machines. Operators slower than the line. If incentive plans are not in place, this is a likely outcome. Excessive Transportation – Equipment is too far apart. Move orders are required to move anything to the next station.
- The hidden factory Inventory – large safety stocks to make sure material is in house. You should only produce what the customer requests. If lead times for material or production vary greatly, some inventory is needed.
- 6. Motion – Handling parts, paper, or emails twice. None standard (not linear or U shaped) and equipment too far apart. 7. Defects – produces low output. Process variability could be the culprit.
- So now, here are some example of how to correct those wastes.
- Must be a top down initiative!
- Fishbone diagram displays inputs to the Value Stream
- VS=Value Stream CSF=Critical Success Factors
- In Lean we do not allocate most of these costs are fixed or semi variable Allocation disguises the profitability of the value stream Hides the effects of allocated activities – maybe these are non value added and should be eliminated
- Recap Value Stream Mapping…
- Lean is also based on pulls it through
- Lean is also based on pulls it through
- Build to Forecast – limited flexibility to changes in demand
- Design – starts with the design of the product or process and continues through the flow path to the customer
- Produce exactly what the customer demands. Flexible to customer requirements Less inventory stack up