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Why Lean Is The Key To Improved Manufacturing
Why Lean Is The Key To Improved Manufacturing
Source: The Machine That Changed The World, Womack, Jones, and Roos, p. 44.
Steps to Create a Lean Entreprise
1. Specify value in the eyes of the customer
2. Identify the value stream and eliminate
waste
3. Use a pull system that is triggered by the
customer
4. Involve and empower employees
5. 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
Typically 95% of all lead time is non-value-added
Complexity
The waste of doing things the hard way!
• Excessive paperwork
• Excessive approvals
• Redundancy
Causes of complexity:
• Multiple “patches” on the process w/o fixing the
root cause.
• The “cool” factor of technology or machinery.
• Failing to look for the simple solutions.
Labor Waste
• Human effort that adds no value to the product or
service from the customers’ viewpoint.
Continuous Improvement
• 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
– Location signs on shop floor and in the office
–
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
Shear Stamp Machine
Lathe Drill
Brake Mill Assembly
10 minutes 10 minutes
10 minutes
Process
ProcessProcess
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
• 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.
• Supermarket or ‘Grocery Store’ System:
– Controlled & limited “shelf” space.
– Replenish items to the shelf as needed.
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
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
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.
Variable
Cost Inventory Carrying Cost
Changeover Cost
Fixed
Cost EOQ Increasing Lot/Batch
Size