Professional Documents
Culture Documents
Source: The Machine That Changed The World, Womack, Jones, and Roos, p. 44.
Steps to Create a Lean Entreprise
• Specify value in the eyes of the customer
• Identify the value stream and eliminate
waste
• Use a pull system that is triggered by the
customer
• Involve and empower employees
• Continuously improve in the pursuit of
perfection
(from “Lean Thinking” by Womack and Jones)
Lean is customer focused
• Make what the customer wants, when the
customer wants it, at a price the customer
is willing to pay
Value stream mapping
• Follow a “product” or “service” from
beginning to end
• Draw a visual representation of every
process in the material & information flow
Value Stream Mapping
Helps us see where value is created, and
where waste exists:
• Materials
• Idle Materials
•Transportation
•Time
Continuous Improvement
Cellular/Flo
Pull/Kanban TPM
w
Quality at P Quick
Source OUS Changeover
T
Standardized Batch
eam
Work Reduction s
Plant Value
5S System Visual Stream
Layout Mapping
Definition for Kaizen ―
Alternate name for Lean
• Kaizen: leadership philosophy, a
management methodology, and a set
of tools all wrapped into one.
– Indicates long-term betterment
– Makes “little improvements”
– Under Kaizen, the entire facility is orderly
– Visual keys are used to assist in ordering
the workplace
Visual Controls
• Simple signals that provide an
immediate understanding of a
situation or condition. They are
efficient, self-regulating, and
worker-managed.
• Examples:
– Kanban (stock signal) Cards
– Color-coded dies, tools, pallets
– Lines on the floor to delineate storage areas,
walkways, work areas etc.
– Lights to indicate production status
Standardized Work
Graphic = Good
• Tools are illustrated
• Parts are pictured
and
numbered
• Spatial relationships
are clearly shown
• Small items enlarged
to show assembly
detail
• All items are either
physically labeled or
identified by number
in
assembly graphic
Standardized Work
5S - Workplace Organization
A safe, clean, neat, arrangement of
the workplace provides a specific
location for everything, and
eliminates anything not required.
QC Ship
Raw Stock Rec
Screw QC
Shea Stam Machin
r p e
Lath Drill
Brak Mill e Assembl
e y
• What do we do about
monuments?
– We have to leave them where they are (for now)!
– We do our best to work around them.
– Put in place the best flow given the monuments, but
must always be looking for a better way.
Impact of Batch Size Reduction
Batch & Queue Processing
Process Process Process
A B C
10 minutes 10 minutes
10 minutes
Process
Process
Process
A B C
Positioning
Pins
No/Low Cost Solution:
One-Turn Methods
Pear-Shaped Hole Method
Tighten Here
Attach
and
Remove
Here
Other Functional Clamps
Quick Changeover: Visual Controls
Quick Changeover
Clearly
labeled
cutter size
and style
All regular
router cuts
needed in
this workcell
stored at
router table.
Standardization & Setup
Reduction
•Specify what to
inspect
•Clear inspection
criteria
•Don’t overload
operator with
complex content
or criteria
•No missing
screws
•All screws
seated
Push vs. Pull Systems
• Push System
– Resources are provided to the consumer
based on forecasts or schedules
• Pull System
– A method of controlling the flow of
resources by replacing only what has been
consumed
Pull System
• Pull system consists of:
– Production based on actual consumption
– Small lots
– Low inventories
– Management by sight
– Better communication
Pull System Flow
Diagram
Information Flow
Parts Flow
Kanban
Locations
Pull System Methods
• Kanban:
– A visual signal telling us what we
need to produce.
– Cards, “open spots”, etc.
• Two-bin System:
– Used for commonly produced items,
sub-assemblies.
– When a bin is empty, fill it.
– Ensures there is always material
available while minimizing inventory.
Cellular Manufacturing
Linking of manual and machine operations
into the most efficient combination to
maximize value-added content while
minimizing waste.
Punch
De-burr
Cut to size
Package Form
Sand
A Inv B Inv C
Dept “D”
D
Dept “E” C
E
Inv
D
Inv Inv E Inv A
D
D E
Inv B Inv
Stage 3 Stage 4
Production in Compact Cell with One-Piece Flow Production in Compact Cell with One-Piece Flow
and Separation Man/Machine
E D
E D
C C
A B A B
Total Productive Maintenance (TPM)
• Systematic approach to the
elimination of equipment
downtime as a waste factor
• Charting/analyzing equipment
performance to identify root
Continuous Improvement
(CI)
Old Adage:
“If you always do what you
always did, you’ll always get
what you always got.”
Competitive Corollary:
“If the other guy gets BETTER,
you’re gonna get LESS.”
Lean Workforce Practices
• Teams
– With identified goals and measured performance
– With rotation of highly specified jobs
• Continuous improvement
philosophy
Show Boat
Empower the Team
Tamper with Intimidate Lead by Example
Cover up the Measure
Provide the
Create smoke Observe the process
Communicate
Be clueless right tools
screens Grovel Find the Waste direction
Mapping the Future State
• Determine Available Time/Demand
• Determine where continuous flow is possible
• Determine what pull systems will be used
• Determine pacemaker operation
• Determine how pacemaker will be
scheduled/leveled
• Determine increment of work released at
pacemaker
• Identify necessary process improvements to
achieve future state flow
Future State Value Stream Map
Results
Old New
• Production lead time 23.5 days 4.5 days
LEAN
ENTERPRISE
Thank You.
Places to look for waste
• Over-production
• Waiting time
• Transportation
• Processing
• Inventory
• Motion
• Scrap
Setup Time Drives Batch Size:
The Economic Order Quantities (EOQ) model
determines the most economic lot/batch size for a
production run.
Variabl
e Inventory Carrying Cost
Cost
Changeover Cost
Fixed
Cost EOQ Increasing
Lot/Batch Size