CHAPTER 3 THEORITICAL BACKGROUND

3.1 What Lean Manufactur n! Lean should be considered much more than a series of programs and/or techniques. It is a whole new way of thinking, and includes the integration of vision, culture, and strategy to serve the customer (both internal and external with high quality, low cost and short delivery times. Lean must become a whole systems approach in order to create a new culture and operating philosophy for eliminating all non!value adding activities from order entry to receipt of payment. "irst of all, what is Lean# $he core of Lean is based on the continuous pursuit of improving the processes, a philosophy of eliminating all non!value adding activities and reducing waste within an organi%ation. $he &alue adding activities are simply only those things the customer is willing to pay for, everything else is waste, and should be eliminated, simplified, reduced, or integrated. 'astes are usually grouped into the following eight categories( overproduction, motion, inventory, defects, waiting, transportation, extra processing, and underutili%ed people. $he essence of lean manufacturing is to compress the time from the receipt of a customer order all the way through to receipt of payment. $he results of this time compression are increased productivity, increased throughput, reduced costs, improved quality and increased customer satisfaction. )o what is the mechanism for implementing Lean# $here are a number of Lean techniques available such as, &alue )tream *apping, &isual 'orkplace, )etup +eduction, ,ellular/"low *anufacturing, -ull )ystems and $otal -roductive *aintenance .ust to name a few/ however, it is absolutely essential that Lean is viewed from a total system perspective. 0therwise, either a company risks putting all of its efforts into the wrong areas, and/or the improvement process will come to a grinding halt after the initial pro.ect. In either case, potential benefits will not be reali%ed. 1owever, if analy%ed and planned from the proper system viewpoint, the continuous implementation and improvement of the appropriate lean techniques can yield substantial gains. "or example, reducing manufacturing lead time and work in process by 23!435, and improving quality by over 675, while simultaneously becoming more responsive to your customers, utili%ing less floor space, and reducing wasteful transactions, are results obtained by the proper implementation of a Lean manufacturing strategy. 8t this time a brief discussion of some of the above mentioned Lean techniques or tools is warranted. $he intent is to provide for a better understanding of how these techniques fit into the lean implement discuss in next chapters and also some case )tudies so it will give better idea.

3." Wa#te# n Lean Manufactur n! Lean manufacturing is a process management philosophy. It is the production of goods using less of everything compared to mass production( less waste, less human effort, less manufacturing space, less investment in tools and less engineering time to develop a new product. Lean manufacturing is a generic process management philosophy derived mostly from the 'ar *anpower ,ommission which led to the $oyota -roduction($-) and also from other sources. It is renowned for focus on reduction of the original $oyota 9 seven wastes9 in order to improve overall customer value but has some new keys perspectives on how to do this. Lean is often linked with )ix )igma because of that methodology9s emphasis on reduction of process variation and $oyota9s combined usage (with the $-) . $oyota9s steady growth from a small player to the most valuable and the biggest car company in the world has focused attention upon how it has achieved this, :Lean; a hot topic in management science in the first decade of the <=st century. $he elimination of waste is the goal of Lean philosophy. 'hile the elimination of waste may seem like a simple and clear sub.ect it is noticeable that waste is often very conservatively identified. $his hugely reduces the potential of such an aim. $oyota defined three types of waste( Mu$a(or nonvalue!added work ( *uda is discovered after the process is in place and is dealt with reactively. It is seen through variation in output. Mur (or overburden ( It is focused on the preparation and planning of the process, or what work can be avoided by design. Mura(or unevenness ( It focuses on implementation and the elimination of fluctuation at the scheduling or operations level, such as quality and volume. 3.".1 Mu$a *uda is traditional general >apanese term for activity that is wasteful and does not add value or is unproductive.8 process adds value by producing goods or providing a service that a customer will pay for. 8 process consumes resources and waste occurs when more resources are consumed than are necessary to produce the goods or provide the service that the customer actually wants. $he attitudes and tools of the $-) heighten awareness and give whole new perspectives on identifying waste and therefore the unexploited opportunities. *uda has been given much greater attention as waste than the other two which means that whilst many Lean practitioners have learned to see muda they fail to see in the same prominence the wastes of *ura and *uri $hus while they are focused on getting their process under control they do not give enough time to process improvement by redesign. 0ne of the key steps in Lean and $-) is the identification of which steps add value and which do not.

$he expression ?Learning to see? comes from an ever developing ability to see waste where it was not perceived before. $he following )even 'astes identify and classify resources which are commonly wasted. = < @ A 0verproduction( -roduction ahead of demand $ransportation( $o move products that is not actually required to perform the processing. 'aiting( 'aiting for the next production step. Inventory( 8ll components, work!in!progress and finished product not being processed.

7 *otion( -eople or equipment moving or walking more than is required to perform the processing B 6 0ver!-rocessing( Cue to poor tool or product design creating activity. Cefects( $he effort involved in inspecting for and fixing defects.

3."." Mur *uri is traditional general >apanese term for overburden or unreasonableness. *uri can be avoided through standardi%ed work. $o achieve e this standard condition or output must be defined to assure effective .udgment of quality. $hen every process and function must be reduced to its simplest elements for examination and later recombination. $he process must then be standardi%ed to achieve the standard condition. $his is done by taking simple work elem ents and combining them, one!by!one into standardi%ed work sequences. In manufacturing, this includes( 'ork "low( Logical directions to be taken.

$akt time( *aximum time allowed producing in order to meet demand.'hen everyone knows the standard condition, and the standardi%ed work sequences, the results observed are( Dmployee morale is heightened 1igher quality is achieved -roductivity is improved ,osts are reduced.

3.".3. Mura *ura is traditional general >apanese term for unevenness. 'aste reduction is an effective way to increase profitability. *ura is avoided through the >ust in $ime )ystems. It is based on little or no inventory, by supplying the production process with the right part, at the right time, in the

right amount, and first!in, first out component flow. >ust in $ime systems create a pull system in which each sub!process withdraws its needs from the preceding sub!processes, and ultimately from an outside supplier. 'hen a preceding process does not receive a request or withdrawal it does not make more parts. $his type of system is designed to maximi%e productivity by minimi%ing storage If parts or material defects are found in one process, the >ust in $ime approach requires that the problem be quickly identified and corrected. 3.% Lean I&'(e&entat )n *ta!e# an$ Lean t))(#

'hen a Lean *anagement is implemented some stages are needed. It is possible to distinguish three different stages. =. <. @. )tage( Ciagnosis and improvement opportunities )tage( Improvement implementations )tage( Dvaluation

$he first stage is useful to observe and know the different movements and waste. $hen a diagnosis and improvement opportunities can be defined. )econd stage starts when a planning is finished and now, it has to try to implement the improvement opportunities defined before. "inally, when the pro.ect is finished, it is very important to check and review how the activity works with the new modifications. $his stage is the third one. 'hen this stage is finished, it has to start all stages another time. $hat is the reason why it is known as continuous improvement methodology. $o apply the different stages and, in general, the Lean philosophies techniques there are several tools. $he most important tools are( 3.%.1 +a(ue *trea& &a'' n! ,+*M-. 3.%.1.1Def n t )n. &alue )tream *apping is a method of creating a ?0ne page picture? of all the processes that occur in a company, from the time a customer places an order for a product, until the customer has received that product in their facility. $he goal is to depict material and information flows across and throughout all &alue!8dding -rocesses required to produce and ship the product to the customer. &alue )tream *aps document all of the processes used to produce and ship a product, both &alue!8dding and Eon! &alue!8dding ('aste processes.

3.%.1." Wh/ U#e +a(ue #trea& &a'' n! 'hen implementing Lean, a tool frequently used is value stream mapping. $he purpose of a value stream map isto look at the flow of a key process from start to finish. $he start is usually the creation or receipt of a customer need and the end is usually the provision of the product or service to the customer. $he value stream map shows both the flow of the physical product being processed and the flow of information governing the ordering, scheduling and production of the item. &alue stream maps are usually produced for the process of a whole group, or family, of products or services at the same time. "or example, the flow of all the cases in a case management process or all the caravans of different type going down a caravan production line. $he usual aim of producing a value stream map is not .ust to understand one process (e.g. how a new case is opened up on a computer system , but to look at the whole end to end process. It is not .ust process mapping, but an attempt to understand the whole flow of the process with a view to understanding how the process parameters can be changed to achieve the type of improvement we are interested in. &alue stream mapping is integral to process improvement. It reduces the risk of one stage in a process being improved to the detriment of another stage. $he map is used as the basis for planning one or more improvement events with a view to transforming the process over time. 3.%.1.3 H)0 t) U#e +a(ue #trea& &a'' n!( $he process for producing a value stream map is( -lan the activity, 'alk the process and collect the process and step data, -roduce and analy%e the current!state value stream map, -roduce a future!state map, Cevelop a change plan, Implement the changes, +eview the process and repeat.

3.%.1.3.1 P(ann n! the 'r)ce## $he aim of a value stream map is to show the whole process for a family of items. $herefore, it should start as early as possible in the process and finish as near to the end as possible. Cepending upon the process chosen, this may involve mapping the process at suppliers, customers or other parts of the organi%ation. $he buy!in of these third parties has to be gained.

If it cannot be, there is no point mapping what goes on in those stages. 8t this stage, the aims of the improvement activity and its scope have to be agreed between the improvement team and the organi%ation;s senior management. $he team that will carry out the mapping has to be agreed. 8 process has to be mapped by the people who operate it, together with some expert input to assist with the mapping and to challenge why things are done the way they are done. 'alking the process and collecting the process and step data.$he aim of this stage is to collect all the data needed about the individual process steps and the overall process flow. 'e need to capture this in such a way that the data collection does not slow the walk!through too much. 'e can always come back for specific data after the initial visit. $he consensus for mapping seems to be that using 8A or 8 paper, together with pencils and coloured highlighters give the right mix of flexibility and visual impact. *y personal preference is to start at the beginning of the process and work downstream. 0thers swear by the advantages of starting at the end of the process and working upstream. Dither way, it is essential that those involved in the mapping know the area and know where the metaphorical :bodies; are buried. $here is no point mapping what should happen. 'hat we want to know is what does happen F however unpalatable this may be to senior management (or the customer .$he initial walk!through is likely to be followed by a couple of subsequent visits to collect specific data on timings, delays and to build up a picture of what is average performance for the process. 3.%.1.3." Pr)$uc n! an$ ana(/1 n! the current #tate &a' $he current state map is a fancy way of saying :what happens now; or the :as!is; process. $he current state map should show all the process steps and sufficient detail on how each step is completed and what happens to the items being processed. $his will enable us to spot the causes of problems and thus the means to improving the flow, efficiency, reliability and flexibility of the process. It can be as detailed or as simple as you need and can also exist in a number of different versions for consumption by different internal or external groups. $he analysis of the map consists of identifying the various ways in which the Lean principles can be applied. $hese are likely to include( *oving from a push to a pull process, +educing batching, Galancing the capacity of the different stages of the process, Dliminating non value!adding steps, *oving decision points to earlier in the process, )implifying individual steps, +educing the cycle times or changeover times of individual steps,

Improving the flow of information between steps.

3.%.1.3.3 Pr)$uc n! the 2uture #tate &a' 'hen all the possible improvements have been identified and considered, the next stage is to develop a single,future state map to show how we want the process to operate in the future. 1ow far away this future is canvary, but we would normally work to a !B month hori%on, on the assumption that the future state process will be arrived at after a number of sequential blit% events. $he new process is tested against the Lean principles and any waste or flow issues are identified and removed. 'hen we are convinced that we have a process that is as good as it can be we draw up the future state map to enable us to explain the new process to others. Dxperience shows that most future state maps will need to be explained. Lean is simple, but it is not always obvious. Dven people who are painfully aware of the inadequacies of their own processes can be reluctant to substantially change how they operate. *ost people feel more comfortable with the small!scale change rather then large!scale redesign 3.%.1.3.% De3e()' n! the chan!e P(an $he aim of this stage is to develop a plan that takes us from the current state to the future state in a sequence of discrete actions that make the process better each time. )ometimes we know how we want to change the process, but the act of making one change without the others already in place can cause problems to occur. 'e must develop our change process so that each step can function independently of those to come after. In a Lean transformation it often makes sense to start a series of improvement workshops at the start and then work down the process. 1owever, if one step creates limits in capacity or is the cause of large delays it may make sense to start with that step. $here is no simple guide to the sequencing of improvement actions. Dxperience and a good understanding of Lean, processes and change management are required. 3.%.1.3.4 I&'(e&ent n! the chan!e# 0nce we have a plan, all that is left is to implement itH $he normal process for going from current state to future state is by using kai%en blit%es. $hese are usually week!long workshops, involving teams made up of staff and managers from the process we are tackling. $hey work through the current state map and usually add some detail to the map and list of problems. $hey identify their ob.ectives for the blit% (based on the future state map and then go about the implementation of the change. Glit%es are fascinating, uplifting events. *ost people come into them cynical and suspicious and emerge empowered and enthusiastic. &ery few blit%es fail, particularly if they have been well planned in advance.

3.4 4* 5*afet/ Eaturally enough, the elements of 7) are all >apanese words beginning with the letter ). )ince their adoption within 'estern implementations of >I$, or Lean *anufacturing, various anglicised versions of the terms have been adopted by different writers and educators. $hese are listed below against the individual elements and it can be seen that none are entirely satisfactory $he individual items within 7)I) are known as the ?pillars? and are(

"ig Eo( =.=.$he B -illar of B)

3.%.".1. 4# *e r ,*)rt)eiri is the identification of the best physical 0rgani%ation of the workplace. It has been variously anglici%ed as )ort, )ystemati%ation or )implify by those wishing to retain the ) as the initial letter of each element. It is the series of steps by which we identify things which are being held in the workplace when they shouldn9t, or are being held in the wrong place -ut simply, we may identify a large area devoted to tools or gauges, some of which are needed regularly and some used infrequently. $his brings all sorts of problems, including(

0perators unable to find the item they need, being unable to see wood for trees.

$he time spent searching is a waste (or in >apanese speak a muda and if we only held the items needed regularly in a prominent position we would save time. Juality issues when gauges are not calibrated on time because too many are held. )afety issues when people fall over things.

Lockers and racking cluttering the workplace making it hard to move around or to see each other and communicate )ome of the standard texts also talk about the elimination of excess materials and 'I-. $his is a complete restatement of all the >I$ goals of releasing capital, reduced movement, shorter cycle times and so on. $he question may be asked( should we then see inventory and 'Ireduction as part of the implementation of the lean approach or as an element of 7)# $he answer, as ever, is that keeping inventory and 'I- to a minimum is simple best practice. 'hether we view it as >I$, or lean, or 7) or assign any other term is quite frankly irrelevant. $he ma.or element of )eiri is simply a critical look at the area. Involving cross!functional teams, or looking at each other9s areas, is an obvious first step. -eople tend to be blind to failings in their own work place and a fresh pair of eyes can be useful. 8nother element of the standard approach is 9red tagging9 where items are given a tag which says what the item is, which location it is in and when it was identified in this location. 'e then leave the area for a while and anybody using the item notes this. 'e go back some time later and can readily identify things that haven9t moved, or been used. Items which have not been used can then potentially be disposed of. 8s a first pass we should perhaps create a quarantine area before throwing items away, selling them or reworking them into something else. 0ther items may be deemed necessary but used infrequently and so an alternative location can be found. If the operator needs a particular tool only once or twice a month then a <3!yard walk is not a problem ! especially if the space thus saved on the workbench helps to make the workplace more productive, or helps address quality issues 3.%."." *e t)n ,*et n )r$er)eiton is the series of steps by which the optimum organisation identified in the first pillar are put into place. $he standard translation is 0rderliness but again some wish to keep the initial ) and use )ort (yes, that is also one of the translations of )eiri , )et in order, )traighten and )tandardi%ation.

$he sorting out process is essentially a continuation of that described in the )eiri phase. +emoving items to be discarded or held in an alternative location will create space. $his space will be visible and facilitate the alternative layout of the area. In some cases, of course, we are talking about what a fitter will have on his bench, or in racks alongside the bench. In other cases we may be considering where we should locate a piece of plant ! for example we may relocate a coin press to enable items to be completed in one work area rather than requiring a significant movement down the shop. $his is something which we also undertake when adopting cellular manufacturing. 'e then look at how we can restructure the work content so that certain operations can be carried out within the cycle of others ! for example we may carry out a trimming operation on a steel component while the press which produced it is busy creating the next one. 8gain, is this a 7) initiative, or part of a kai%en programme, or something else# 8gain, who cares, as long as we get on and achieve an improvement in business performance# )tandardi%ation includes all the elements of setting out a consistent way of doing things. $his includes standard manufacturing methodologies, standard equipment and tooling, component rationali%ation, drawing standardi%ation, consistency in the documentation which accompanies work, design for manufacture (or concurrent engineering and standardi%ation in the clerical processes which deliver work to the shop floor and track its progress. 8ll of this could be said to be part of a basic $otal Juality approach. $he standard ways of doing things should include poka!yoke or error!proofing. 8gain it might be asked whether this is part of 7) or one aspect of a broader programme 3.%.".3 4# *e #) ,*h ne8nglici%ed as ,leanliness but again the initial ) can be retained in )hine, or )weeping. $he principle here is that we are all happier and hence more productive in clean, bright environments. $here is a more practical element in that if everything is clean it is immediately ready for use. $he implementation of )eiso revolves around two main elements. $he first is the assignment map which identifies who is responsible for which areas. $he second is the schedule which says who does what at which times and on which days. )ome of these happen before a shift begins, some during the shift and some at the end. 8gain, this is very reminiscent of what we do when adopting -*. $he standard texts such as that of 1iroyuki 1irano then go on to talk about establishing the shine method for each item / area. $his includes

 )uch elements as agreeing an inspection step at the beginning of each )hift, establishing exactly how each activity within the programme is to be ,arried out. 8 key aspect is very much akin to set!up reduction (or )*DC in that we should be aiming as much as possible to internalise the 8ctivities ! in other words, to minimi%e the downtime needed to keep the "acilities clean. "inally the standard texts talk about preparation ! making sure the equipment needed to clean is always available, always ready for use. $he best parallel to this is, again, with set!up reduction, which itself is often compared to Krand -rix teams preparing to change tyres. 8s with many such topics, we are talking about here is to a large extent simply common sense. 'e do not wish to allocate 7 minutes for a bed to be swept on a piece of grinding equipment if the operator is going to spend A minutes finding his brush 3.%."..%. *e 6et#u ,*tan$ar$ 1at )n$his is best described as )tandardi%ed cleanup, but other names adopted include )tandardi%ation (not to be confused with the second pillar , )ystemati%ation and )anitation. )eiketsu can be the thought of as the means by which we maintain the first three pillars. $here is, obviously, a danger in any improvement activity that once the focus is removed and another 9hot button9 grabs management attention, things go back to the way they were before. )eiketsu is the set of techniques adopted to prevent this happening. Gasically this involves setting a schedule by which all the elements are revisited on a regular basis ! usually referred to as the 97) >ob ,ycle.9 $he first step in the cycle is a periodic review of the area, perhaps involving red tagging but certainly involving people from other areas of the business. $his will identify where standards have slipped ! for example where pieces of tooling or fixtures which are used infrequently are no longer being put in the remote location agreed at the outset and consequently a bench is now cluttered with the regular items buried under a pile of irregular. (In other words, the )eiri phase is undertaken periodically ! usually monthly, perhaps quarterly. $he second step is to undertake )eiton activities as required ! that is, as prompted by the first step. "inally within )eiketsu people from other areas visit and cast a critical eye over the state of the area. 8gain, an external assessor may notice degradation that is not clear to the people who work in the area. 1irano talks of a checklist within )eiketsu whereby the external visitors mark the area on a number of key criteria defined at the outset of the programme. "or example, are the storage areas still clearly defined# Coes the tool rack still have clear outlines or profiles for each tool to be stored in it# Coes the area meet the general standards of cleanliness#

3.%.".4. *h t#u6e ,*u#ta n$he final stage is that of Ciscipline. "or those who wish to retain the use of initial )9s in Dnglish this is often listed as )ustain or )elf!discipline. $here is a fundamental difference between )eiketsu and )hitsuke.$he fourth pillar is the introduction of a formal, rigorous review programme to ensure that the benefits of the approach are maintained. $he fifth pillar is more than this/ it is not simply the mechanical means by which we continue to monitor and refine, it is the set of approaches we use to win hearts and minds, to make people want to keep applying best practice in shop organi%ation and housekeeping. In this sense, discipline is perhaps an unfortunate term as it implies people forced to do something, with consequent penalties if they do not. $he way in which management achieves this establishment of ongoing commitment within the workforce depends, of course, on the culture already in place. 8s with the adoption of kai%en (continuous improvement or quality circles we have to press the right buttons to stimulate people. If the business has a history of treating people like cattle, giving no credence to their suggestions and simply trying to improve performance by driving the workers ever harder, then enthusiasm for any sort of initiative aimed at building a better environment is going to be hard to generate. $here are a number of elements to any ongoing improvement activity in any business. 'hich take pre!eminence in a particular organi%ation varies with the history and culture of that organisation. )uffice to say that key points are( ,ommunication. 'e need people to be aware of what we are trying to achieve, and why. Dducation. $hey need to understand the concepts and the individual techniques.

+ewards and +ecognition. -eople need to feel that their efforts are recognised. 'hether the reward is a senior manager walking past and saying ?that9s very good, well done? or some form of award (financial gain, pri%e or formal presentation of a certificate depends on the organisation $ime. If we want people to spend five minutes every four hours removing swarf from the floor around their machine we have to make sure that we allow them this time. 'e cannot give this as an instruction yet at the same time push for more time spent achieving productivity targets. )tructure. 'e need to identify what is to be done, by whom, and ensure that schedules are updated and clearly visible 3.%.".7. *afet/. Dnvironmental wastes can be a symptom of a suboptimal system. B) can help your company reduce waste and improve environmental performance leading to increased system productivity.

Lou also can use B) to minimi%e risks to the health of workers and the environment. "ull implementation of B) requires looking not only at the quantity, usefulness, and frequency with which an item is used in a work area, but also the risk or toxicity of the item

3.%.".7.8.R)(e )f 4* n D fferent Area# )f In$u#tr/

"ig Eo=.<!)hown +ole of 7) in Cifferent 8reas of Industry $he elements of 7) are all valuable in their own right but they simply form part of the bigger picture of establishing best practice. $hey sit alongside the other elements of Lean *anufacturing, or >ust in $ime, or 'orld ,lass and some of the elements in, for example, )eiton

(standardi%ation are in fact straight lifts from textbooks on other forms of improvement activity. $here is nothing in any 7) material, for example, to give guidance on improving the clerical processes for generating production paperwork following receipt of a sales orderH $he answer, surely, is to understand 7) as we understand all aspects of other types of improvement and problem!solving activity and then to agree a change programme for our own business. $his is not to say that we must not launch a pro.ect which we call ?7)? ! some businesses have more success if improvement initiatives are launched with a generic, well! publicised term as pro.ect name. Dqually, this is not the best solution in other organi%ations. 8gain, the history and culture of the company or the specific plant have to be taken into account when this decision is taken

3.%.".9 R)a$ Ma' f)r I&'(e&entat )n Of 4*. 3.%.".9.1. P) nt# t) :e C)n# $er n a *)rt n! Out th n!# are. Mse only needed materials, equipment, tooling N supplies, when needed, in quantities needed. Dliminate excess / obsolete equipment N inventory

Improve space utili%ation by eliminating space taken up by unneeded items and organi%ing needed items +emove outdated papers and files +educe supply / file cabinets, shelving and lockers Look in unlabeled containers, boxes, and shelves in, above and underneath workstations Dliminate outdated posted memos, posters, wall boards, metrics, slogans and banners

3.%.".9." P) nt# t) :e C)n# $er n a *et n Or$er are. Locate missing tools, documents, instructions, keys and inventory -ut everything in a useable place *ake every item visible, reachable N available when needed Cefine clear, shiny, well!marked aisle!ways ,olor!code areas for inventory N equipment -ost meaningful signs, metrics, slogans N banners

Limit work in process inventory -ost standard work documents, procedures N visual aids

3.%.".9.3 P) nt# t) :e C)n# $er n a *h ne n Or$er are. ,lean areas where red!tagged items were removed +emove dirt, oil, scraps and garbage 8ssign cleaning responsibilities ! team effort ,lean on a daily basis ! the cleaner the betterH 8udit the cleaning process F use cleaning checklists Improve equipment maintenance through cleaning ,lean aisles, walkways, floors, machines, desksO ,reate target areas( equipment, floors N inventories ,orrect deficiencies N correct root causes of unclean items

3.%.".9.% P) nt# t) :e C)n# $er n a *tan$ar$ 1at )n are. *aintain and control continual improvement Dnsure systematic organi%ation, sorting, and scrubbing clean are synchroni%ed Cefine( 'hy# 'ho# 'hat# 'hen# 'here# 1ow# 1ow much# -lan, allocate, act and verify )tep =( -lan ! 'ho does what by when )tep <( 8llocate ! 8ssign resources to tasks )tep @( 8ct ! -erform tasks and integrate into daily operations )tep A( &erify ! Dnsure effectiveness

3.%.".9.4 P) nt# t) :e C)n# $er

n ,D #c '( ne;Ha: t- are.

-ractice prevention, discipline and accountability

Dnsure control of systematic organi%ation,0rderliness and cleanliness -ersevere and sustain discipline to ensure improvements are maintained Cevelop standard work documents "ollow!up on actions and responsibilities 1old people accountable ! lead by example -ersistently communicate and advertise -erform a gap analysis on housekeeping system Cefects and identify corrective actions

3.%.".9.7 P) nt# t) :e C)n# $er n a *afet/ are. "ind and list examples of slip, trip, fall, struck by, pinch and nip ha%ards, and examples of lack of cleanliness and orderliness. Identify unsafe acts and conditions within the selected shop. (<3 minutes . PQCevelop a strategy for targeting unguarded machinery and equipment, identify and tag all unsafe items within the shop, and return with a summary of actions and .before. and .after. pictures taken (@3 minutes . Cevelop a strategy for personnel protection equipment (--D , identify where --D should be worn, and tag all areas within the shop where --D should be worn, and return with a summary of actions and .before. and .after pictures taken (@3 minutes . Cevelop a strategy for ergonomics (workspace, lifting limits, repetitive stress situations, etc. / identify work areas and workspace, lifting requirements and repetition rates/ and other work stresses and tag all areas within the shop where the limits on stresses are reached or exceeded. +eturn with a summary of actions and .before. and .after. pictures taken (= hour . Ciscuss how to standardi%e the Bth ) program and the .yellow. tag system, develop targets and methods of cleaning, identify and develop a plan for shop audits and equipment inspections and maintenance, and return with a summary of actions and .before. and .after. pictures taken (= hour .

Q8ssign individuals by name that support or are within the shop to be responsible for all Bth ) actions (cleaning,safety and ergonomic audits , audit results and summari%e actions taken (@3 minutes . $he Bth ) 'orkshop is an ideal follow!on to the 7 ) 'orkshop as it takes advantage of the cleanliness and orderliness of the shop .ust after 7 ), reinforces the importance of 7 ), and allows the Bth ) to be better implemented. 3.%.3. T)ta( Pr)$uct 3e Ma ntenance( In today;s industrial scenario huge losses/wastage occur in the manufacturing shop floor. $his wastes due to operators, maintenance personal, process, tooling problems and non!availability of components in time etc. 0ther forms of waste includes idle machines, idle manpower, break down machine, re.ected parts etc are all examples of waste. $he quality related waste are of significant importance as they matter the company in terms of time, material and the hard earned reputation of the company. $here are also otherinvisible wastes like operating the machines below the rated speed, start up loss, break down of the machines and bottle necks in process. Rero oriented concepts such as %ero tolerance for waste, defects, break down and %ero accidents are becoming a pre!requisite in the manufacturing and assembly industry. Inthis situation, a revolutionary concept of $-* has been adopted in many industries across the world toaddress the above said problems. $his chapter deals in length about this $-*. 3.%.3..1 What # T)ta( Pr)$uct 3e Ma ntenance ,TPM-< $-* ($otal -roductive *aintenance is an excellent method for meeting the demands continuous flow manufacturing places on equipment. $-* does the following( It increases 0DD (0verall Dquipment Dffectiveness using improvement activities. It establishes an autonomous maintenance program performed by equipment operators. It establishes a planned maintenance system. It requires training to improve operation and maintenance skills.

It institutes a system for *-(maintenance prevention design and early equipment management. 3.%.3." T/'e# )f L)##e# $-* is aimed at eliminating the so!called Ssix big losses(T $he following table lists the )ix Gig Losses, and shows how they relate to the $-* Loss categories.

Six Big Loss Category

OEE Loss Category Event Examples

Break Downs

Down Time Loss

Tooling Failures Unplanned Maintenance General Breakdowns Equipment Failure Setup/C angeo!er Material S ortages "perator S ortages Ma#or $d#ustments %arm&Up Time "'structed (roduct Flow Component )ams Misdeeds Sensor Blocked Deli!er* Blocked Cleaning/C ecking +oug +unning Under ,ameplate Capacit* Under Design Capacit* "perator -ne..icienc* Equipment %ear Scrap +ework -n&(rocess Damage -n&(rocess E0piration -ncorrect $ssem'l*

Setup and Adjustmen Loss t Small Stops

Down Time

Speed Loss

Reduced Speed

Speed Loss

Start up Rejects

/ualit* Loss

0verall equipment effectiveness (0DD is the key metric in determining how well equipment is performing with regards to the big six losses. 0DD measures equipment effectiveness in terms of availability performance, and product quality. 8vailability tells us what percentage of time the equipment is actually running when we need it.In addition to the above measures, there are tree underlying metrics that provide understanding as to why and where the 0DD

and $DD- performance gaps exist $he measurements are described below( downtime, i.e. short stoppages, usually less than 7!=3 minutes and losses due to the difference between ideal cycle time and actual cycle time. =ua( t/ rate. $he quality rate captures the last two of the B Gig Losses/ time loss due to the re.ected parts during production and the losses from initial startup to process stabili%ation. $he quality rate is calculated by dividing the good parts produced by the total number of parts produced. Kood parts are all parts that meet the quality definition the first time. -arts that have to be reworked are counted as scrap. OEE > A+AILABILIT? @ PER2ORMANCE @ =UALIT? 8vailability is calculated by dividing the 8ctual 0perating $ime by the Loading $ime. $he loading time is given by subtracting the unscheduled time/ e.g. no customer demand, nonworking )undays, etc., during the day from the total available time or calendar time (<Ahours in one day . $he actual operating time is the loading time minus the sum of all downtime losses while operating,i.e.breakdowns and changeovers. 8vailability U 8ctual 0perating $ime/ Loading time 8ctual 0perating $ime U Loading time ! Mnplanned Cowntime Loading time U $otal 8vailable $ime F -lanned Cowntime $o be able to calculate the performance efficiency an ideal cycle time for the .ob running at the machine is needed. If the ideal cycle time is multiplied with the total parts produced the outcome will be the time it should have taken to produce the parts. $o calculate the performance efficiency the time it should have taken is divided by the actual operating time. Perf)r&ance Eff c enc/ U ($otal -arts +un VIdeal ,ycle $ime / 8ctual 0perating $ime $he quality rate is calculated by dividing the good parts produced by the total number of parts produced. Kood parts are all parts that meet the quality definition the first time. -arts that have to be reworked are counted as scrap. =ua( t/ Rate > ($otal -arts +un F $otal Cefects / $otal -arts +un A3a (a: ( t/( $he 8vailability is a percentage number showing how the machine was available when it was needed for production. It looks at the first two of the B Gig Losses, Greakdowns and )etup/8d.ustments. $hat is the downtime that is measured at the equipment. Msually if the measurements at the equipment/machine are collected manually it is times longer than 7!=3 minutes.

Perf)r&ance . $he -erformance Dfficiency takes into account the unrecorded downtime. $hat is the third 8nd fourth of the B Gig Losses, all unrecorded 8fter the 0DD are calculated for each piece of equipment, equipment improvement pro.ect teams determine which losses have the greatest impact on equipment effectiveness, and then prioriti%e improvement efforts accordingly. 3.%.3.3 Aut)n)&)u# Ma ntenance Pr)!ra& 8n autonomous maintenance program stabili%es equipment and halts accelerated deterioration.$he program makes operators responsible for cleaning and inspection, lubrication,precision checks, and other light maintenance tasks. In carrying out these activities, operators learn more about their equipment and become better equipped to detect problems early.$o implement such autonomous maintenance, operators are systematically trained in a step! by!step program. 3.%.3.%. P(anne$ Ma ntenance */#te& -lanned maintenance improvement is led by the maintenance department. $he maintenance department will handle all of the planned maintenance tasks that are beyond the scope of the autonomous maintenance program. $hese are tasks that require special skills, significant disassembly, special measuring techniques and tools, etc. 8s equipment operators improve their skills, the maintenance group will perform fewer and fewer planned maintenance activities and will focus their efforts on improvements designed to reduce the maintenance required on equipment. 3.%.3.4. Ma ntenance Pre3ent )n ,MP- De# !n an$ Ear(/ EAu '&ent Mana!e&ent *- Cesign involves discovering weak points in currently used equipment and feeding back this information to equipment design engineers. )imilar to design for manufacturability, *- design takes the following factors into consideration( Dase of autonomous maintenance Dase of operation Improving quality Improving maintainability )afety

*- Cesign can be applied to develop criteria for selecting Soff!the!shelfT equipment as well. Darly Dquipment *anagement is a system for dealing with problems that surface during test!running, commissioning, and start!up of new equipment. Curing this period, production and maintenance engineering people must correct problems caused by poor selection of materials at the design stage, errors occurring during fabrication of the equipment, or

installation errors. In an ideal world, Darly Dquipment *anagement should not be very complicated (particularly if *- Cesign is properly applied at the design stage .

3.%.3.7 The #te'# )f TPM &'(e&entat )n $-* requires effective leadership from the start. $hat is part of the meaning of ?total? in $otal -roductive *aintenance. 'ithout effective leadership that links $-* efforts to the business and holds people accountable for performing highly specified work, equipment performance and reliability will continue to decline and $-* initiatives will be short!lived. *any of today;s business leaders have risen through the ranks when maintenance was only responsible for ?fixing thingsT F not for preventing problems. &iewing maintenance as a non!value!adding support function, they often sub.ect the maintenance department to severe cost!cutting/ this usually results in higher costs due to decreased equipment effectiveness. ,ompanies that have been successful usually follow an implementation plan that includes the following =< steps( *te' 1. Ann)unce&ent )f TPM $op management needs to create an environment that will support the introduction of $-*. 'ithout the support of management, skepticism and resistance will kill the initiative. *te' ". Launch a f)r&a( e$ucat )n 'r)!ra&. $his program will inform and educate everyone in the organi%ation about $-* activities, benefits, and the importance of contribution from everyone. *te' 3. Create an )r!an 1at )na( #u'')rt #tructure. $his group will promote and sustain $-* activities once they begin. $eam!based activities are essential to a $-* effort. $his group needs to include members from every level of the organi%ation from management to the shop floor. $his structure will promote communication and will guarantee everyone is working toward the same goals. *te' %. E#ta:( #h :a# c TPM ')( c e# an$ Auant f a:(e !)a(#. Ana(/1e the e@ #t n! c)n$ t )n# an$ #et !)a(# that are *MART( )pecific, *easurable, 8ttainable, +ealistic, and $ime!based. *te' 4. Out( ne a $eta (e$ &a#ter $e'()/&ent '(an. $his plan will identify what resources will be needed and when for training, equipment restoration and improvements, maintenance management systems and new technologies. *te' 7. TPM 6 c6;)ff.

Implementation will begin at this stage. *te' 8. I&'r)3e effect 3ene## )f each ' ece )f eAu '&ent. -ro.ect $eams will analy%e each piece of equipment improvements. and make the necessary

*te' 9. De3e()' an aut)n)&)u# &a ntenance 'r)!ra& f)r )'erat)r#. 0perators routine cleaning and inspection will help accelerated deterioration. stabili%e conditions and stop

*te' B. De3e()' a '(anne$ )r 're3ent 3e &a ntenance 'r)!ra& ,reate a schedule for preventive maintenance on each piece of equipment. *te' 1C. C)n$uct tra n n! t) &'r)3e )'erat )n an$ &a ntenance #6 ((#. *aintenance department will take on the role of teachers and guides to provide training, advice, and equipment information to the teams. *te' 11. De3e()' an ear(/ eAu '&ent &ana!e&ent 'r)!ra&. 8pply preventive maintenance principles during the design process of equipment. *te' 1". C)nt nu)u# I&'r)3e&ent 8s in any Lean initiative the organi%ation needs to develop a continuous improvement mindset. *aintenance and reliability as a core business strategy is key to a successful $-* implementation. 'ithout the support of top management, $-* will be .ust another Sflavor of the month.T Implementing $-* using the above =< steps will start you on the road to S%ero breakdownsT and S%ero defects.T It;s recommend that the operator collect the daily data about the equipment for use in the $-*. ,ollecting this data will teach the operator about the equipment focus the operator;s attention on the losses

grow a feeling of ownership of the equipment $he shift leader or line manager is often the one who will receive the daily operating data from the operator and process it to develop information about the $-*. 'orking hands on with the data will give the leader/manager basic facts and figures on the equipment help the leader/manager give appropriate feedback to the operators and others involved in equipment improvement allow the leader to keep management informed about equipment status and improvement results

3.%.3.8. D ff cu(t e# face$ n TPM &'(e&entat )n. 0ne of the difficulties in implementing $-* as a methodology is that it takes a considerable number of years. $he time taken depends on the si%e of the organi%ation. $here is no quick way for implementing $-*. $his is contradictory to the traditional management improvement strategies. "ollowing are the other difficulties faced in $-* implementation. $ypically people show strong resistance to change.

*any people treat it .ust another S-rogram of the monthT without paying any focus and also doubt about the effectiveness. Eot sufficient resources (people, money, time, etc. and assistance provided QInsufficient understanding of the methodology and philosophy by middle management $-* is not a Squick fix T approach, it involve cultural change to the ways we do things 3.%.%. KANBAN 3.%.%.1Kan:an;Def n t )n Wanban is a >apanese word that means S)ignboardT. $his is a term that has been become synonymous with SCemand )chedulingT >ust in $ime(>I$ *anufacturingT.Its roots are traced to the early days of $oyota;s innovative production system of the late =4A3s and early =473s.Wanban was developed to control production between processes and to implement .ust in time *anufacturing. $he ideas of Wanban became -opular during the global recession of =463s,when it was important for companies to reduce waste and cut costs in order to succeed. $he premise of Wanban is to create &isual Indicator;s to allow the operators to be the ones who determine how much of a product to run when to stop or changeover.Wanban rules also tell the operators 'hat )teps to take when they have have problems and 'hom to go when -roblems occurs. $he only produce new product to be replace the product consumed by its consumer(s ,and immediate next process. $hey only produce product based on &isual )ignals )ent by its ,ustomer(s .)ince the ma.ority of the decisions in a kanban are being made by the operators, the use of visual indicators also allows managers and supervisors to see the schedule status of a line at a glance .$he Wanban )chedule -redetermined rules that allow -roduction )chedule in the line. Wanban scheduling can be looked at, as an execution tool, rather than a planning tool. It directs production on a day!to!day basis.

Wanban does not replace planning completely. *aterial planning information is used to create the kanban does replace the daily scheduling activities necessary to operate the production process. it also eliminates the need for production planners and supervisors to continuously monitor schedule status. In addition to freeing up material planners, )chedulers and supervisors, It also empower the operators to control the line. 3.%.%." Benef t# Of Kan:an Wanban forces people to look at production processes in a different way( +educe inventory by 235. -revents 0verproduction, 'hich is the mother of all wastes -laces control at the operations Level Improves responsiveness to changes in demand(reduces $hroughput $ime *inimi%es risk of having obsolete Inventory

3.%.%.".1 In3ent)r/ Re$uct )n Wanban will generally help to reduce inventory by 735. $hat is a huge amount of saving when we consider the actual inventory, plus the cost involved with holding inventory. Wanban )cheduling forces us to examine the parts of our process that allow inventory levels to build up over time. In addition, the free space in our facility can then be used for new business opportunities, or it may even eliminate the need for expansion plans if that is in the works. 3.%.%."." I&'r)3 n! 2()0 $he flow of the operation will improve with Wanban )cheduling. +educed inventory )pace as well as the design of the Wanban will create a new order in our workplace. )etting up control -oints, "low lanes, and hanging sign that provide directions for moving material will provide the guidance needed to improve in our facility. 3.%.%.".3 Pre3ent n! O3er'r)$uct )n 0verproduction (*other 0f 8ll 'astes of parts is one of the main wastes in -roduction -rocesses .Gy using a Wanban )cheduling system where you specify the -roduction container si%es and the maximum number of containers to produce ,overproduction can be greatly reduced. Msing the Wanban )tructure allows control without having expensive tracking system. $he visual start and stop signals, tells the operators exactly when to start -roducing and Dxactly when to )top -roducing!+esulting in less 0verproduction.

3.%.%.".% P(ac n! C)ntr)( at the O'erat )n# Le3e( Wanban 8llows the 0perators to see the -roduction )chedule at a glance. $his ensures that managers and )upervisors do not to be relied upon for ,ontrolling the -roduction -rocess. )ince the Wanban;s design tells the 0perators (8 (G (, Dxactly 'hat to +un# 1ow much to run# 'hat )equence to +un#

$he &isual nature also Immediately tells Dveryone 'hen the -rocess is in trouble so that someone can step in and make the changes that Eeed to be made. -lacing at the operations level reduces waste in the company since operators can control their own -roduction process. Lou fully use that human resource, and free up other resources for other things. Improving responsiveness to changes in demand!(reduced $hroughput $ime, )mall batch -roduction and many -roducts at a time Gecause Wanban creates &isual )ignals for maximum and minimum Inventory levels it is an immediate Indicator of 'hen to )top -roduce and 'hen to )top -roducing. $he )ignal )tops -roduction 'hen demand decreases ,and when orders begins to Increase, the inventory levels 'ill )ignal the -roduction to begin again. 3.%.%.".4 M n & 1 n! the r #6 )f ha3 n! ):#)(ete In3ent)r/ )ince Wanban keeps us from -roducing more inventory than necessary, It also Weeps us letting our Inventory become 0bsolete. Wanban is based 0n actual demand ,not a forecast, )o it eliminates the guess SlostT in a back corner of a warehouse )omewhere, 0nly to be discovered when that -roduct has become 0bsolete. 3.%.4. * n!(e M nute E@chan!e )f D e 3.%.4.1 Def n t )n. )ingle *inute Dxchange of Cie ()*DC is one of the many lean production methods for reducing waste in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. $his rapid changeover is key to reducing production lot si%es and thereby improving flow $he phrase ?single minute? does not mean that all changeovers and startups should take only one minute, but that they should take less than =3 minutes (in other words, ?single digit minute? .,losely

associated is a yet more challenging concept of 0ne!$ouch Dxchange of Cie, (0$DC , which says changeovers can and should take less than =33 seconds. 3.%.4." Effect# )f &'(e&entat )n )higeo )hingo, who created the )*DC approach, claims that in his data from between =467 and =427 that average setup times he has dealt with have reduced to <.75 of the time originally required/ a 465 improvement. 1owever, the power of )*DC is that it has a lot of other effects which come from systematically looking at operations/ these include( )tockless production which drives capital turnover rates, +eduction in footprint of processes with reduced inventory freeing floor space -roductivity increases or reduced production time Increased machine work rates from reduced setup times even if number of changeovers increases Dlimination of setup errors and elimination of trial runs reduces defect rates Improved quality from fully regulated operating conditions in advance Increased safety from simpler setups )implified housekeeping from fewer tools and better organi%ation Lower expense of setups 0perator preferred since easier to achieve Lower skill requirements since changes are now designed into the process rather than a matter of skilled .udgment Dlimination of unusable stock from model changeovers and demand estimate errors Koods are not lost through deterioration. 8bility to mix production gives flexibility and further inventory reductions as well as opening the door to revolutionised production methods (large orders X large production lot si%es Eew attitudes on controllability of work process amongst staff

3.%.4.3 R)a$ Ma' )f *MED I&'(e&entat )n

)higeo )hingo recogni%es eight techniques that should be considered in implementing )*DC. =. <. @. A. 7. B. 6. 2. )eparate internal from external setup operations ,onvert internal to external setup )tandardi%e function, not shape Mse functional clamps or eliminate fasteners altogether Mse intermediate .igs 8dopt parallel operations (see image below Dliminate ad.ustments *echani%ation

Dxternal setup can be done without the line being stopped whereas internal needs the line to be stopped. )*DC improvement should pass through four conceptual stages( 8 ensure that external setup actions are performed while the machine is still running, G separate external and internal setup actions, ensure that the parts all function and implement efficient ways of transporting the die and other parts, , convert internal setup actions to external, C improve all setup actions.

"ig(=.@ "ormal method of )*DC

$here are seven basic steps Y=Z to reducing changeover using the )*DC system( =. 0G)D+&D the current methodology (8

<. )eparate the IE$D+E8L and D[$D+E8L activities (G . Internal activities are those that can only be performed when the process is stopped, while Dxternal activities can be done while the last batch is being produced, or once the next batch has started. "or example, go and get the required tools for the .ob GD"0+D the machine stops. @. ,onvert (where possible Internal activities into Dxternal ones (, (pre!heating of tools is a good example of this . A. )treamline the remaining internal activities, by simplifying them (C . "ocus on fixings ! )higeo )hingo rightly observed that it9s only the last turn of a bolt that tightens it ! the rest is .ust movement. 7. B. )treamline the Dxternal activities, so that they are of a similar scale to the Internal ones Cocument the new procedure, and actions that are yet to be completed.

6. Co it all again( "or each iteration of the above process, a A75 improvement in set!up times should be expected, so it may take several iterations to cross the ten minute line. Dur n! Pr)ce## L))6 f)r. =. shortages, mistakes, inadequate verification of equipment causing delays and can be avoided by check tables, especially visual ones, and setup on an intermediary .ig <. @. inadequate or incomplete repairs to equipment causing rework and delays optimi%ation for least work as opposed to least delay

A. unheated molds which require several wasted 9tests9 before they will be at the temperature to work 7. B. using slow precise ad.ustment equipment for the large coarse part of ad.ustment lack of visual lines or benchmarks for part placement on the equipment

6. forcing a changeover between different raw materials when a continuous feed, or near equivalent, is possible 2. lack of functional standardi%ation, that is standardi%ation of only the parts necessary for setup e.g. all bolts use same si%e spanner, die grip points are in the same place on all dies 4. much operator movement around the equipment during setup

=3. ==. =<. =@. =A.

more attachment points than actually required for the forces to be constrained attachment points that take more than one turn to fasten any ad.ustments after initial setup any use of experts during setup any ad.ustments of assisting tools such as guides or switches

+ecord all necessary data by following )heet

$able( =.< )*DC Cata )heet

-arallel operations using multiple operators Gy taking the 9actual9 operations and making them into a network which contains the dependencies it is possible to optimi%e task attribution and further optimi%e setup time. Issues of effective communication between the operators must be managed to ensure safety is assured where potentially noisy or visually obstructive conditions occur.

3.%.7 6a 1en,C)nt nu)u# I&'r)3e&ent3.%.7.1 Intr)$uct )n Wai%en is a combination of two words,TkaiT and RenT.Wai meansT to change or modifyT and Ren means S to Improve or make betterT.Wai%en when used in the context of management process, has come to means as continual and slow improvement in every aspect of management. Wai%en is a programme,a philosophy, and a strategy to improve quality of goods and services of an organi%ation. 3.%.7." Benef t# )f Ka 1en Wai%en benefits the organi%ation in the following ways( It provide scientific approach to improve productivity by eliminating waste arising from inconsistency(*M+8 ,inadequacy(*M+I ,defects,accidents,waiting,unnecessary transportation,etc. Kenerates process oriented thinking 8lignment between ob.ectives of the organi%ation and those of its employees. Getter understanding between management and workers. )timulates creativity among the company;s employees.

3.%.7.3 Ka 1en Pr nc '(e# "ocus on improvements Glame the process and not the person ,reate work teams Cevelop self!discipline, a sense of personal responsibility and accountability. Dnable Dmployees (i.e. )et employees for success

3.%.7.% Ka 1en Pr)ce## Wai%en process provides a disciplined and analytical approach. It consist of series of sequential steps that can be used to guide a group for the process of identifying and fixing problem.Wai%en process is a seven basic procedure which allow team to solve problem scientifically,effectively,these seven steps are( =. <. @. A. 7. B. 6. Cefining -roblem. Mnderstanding current state "inding the root cause. -lanning counter measures Improving ,ounter measures &erifying results )tandardi%ing and establishing control

3.%.8D $)6a >idoka is defined as a system of ensuring that defect!free product is passed from one operation to the next. Juality is designed into the operation beginning at the product/equipment design phase utili%ing prevention techniques. )tandard work supports tasks that involve exercising human .udgement.$wo common -reventing techniques are poka!yoke and 8ndon. 8 pokayoke is an element of the process that sences a defect of non conformance and will not allow the process to proceed. Dxample of poka!yoke include fixture features that won;t accept an out!of!spec part,sensorting/clamping in the process that won;t release a part if it is not properly processed . -oka!yoke Implementation should( =. <. @. A. be used on first hand experiences and observations Ideally, ideas should come from team members 1ave an emphasis on practical and inexpensive implementation $he ideas should be durable ,easily maintained and have lasting merit.

3.%.9 He Eun6a 1ei.unka is a production planning method which evenly distributes the production volume and production variety over the available production time.1ei.unka prevents preding operations from

experiencing uneven work load and makes the planning process easier.Cistributing the variety of parts produced prevents imblalance in inventory,having too many on one part and not enough of other. 1ei.unka is over all leveling in the production schedule of the variety and volume of items produced in a given time period.