0.3.

Manufacturing Systems
You can have a car of any color, as long as it is black.

Mass Production System

Flow Shop
Job Shop
Manufacturing Cell
Flexible Manufacturing System
(FMS)
 Variety vs Production Rates
Transfer Lines

1000 Flow Shop

100
Production rates
(Parts per Hour) Cells

10 CNC
or Job Shop
NC
Stand
Alone
1 FMS

1 10 100 1000 10000

Variety
(Number of different parts per system)
 Mass Customization

Modular Product Design

Mass
Customization

Modular Process Design Agile Supply Networks

Lean Manufacturing Systems
The Beginning of Lean Manufacturing
When:
August 15, 1945

Where:
Japan
How?
Who:
Toyoda Motor Company
– Kichiro Toyoda
– Taiichi Ohno

What:
To enter into the automobile industry.
 Then ..

• US dominance • Key observations by

Taiichi Ohno during his
productivity ratio: trip to USA:
1 to 9
1.Ford production
system

2.Supermarket
 Lean Response

“Japanese people must be wasting something.”

ü Process of Waste Elimination.

ü Holistic Perspective.
 Background of the Origin
roots in Japanese cultural, geographic and economic history

– space and resource limitations

– conservation built in the culture

– systems-oriented as opposed to reductionist scientific

roots
 無駄

Waste
Any activity or output that consumes resources
but does not add value as perceived by the
customer.
 •Lack of standard operations
•Batch production •Poor work instructions and training
•Bottlenecks •Inadequate supplier quality
•Monuments •Misunderstanding of customer needs
•Long setup times •Need for adjustments
•Lack of continuous flow •Inadequate Testing
•Unnecessary production •Lack of communication between
customer and manufacturer

Inventory Rework
•Not identifying customer
values
•Unavailable, inaccurate,
•Not asking 5 Why’s on
and/or late information
reason for process
•Jobs in queue waiting for
•Variation
resources Waiting Processing •Fine tuning beyond required
•Long setup time
•Over designing
Muda •Over analysis
•Excessive test points
•Duplicate tasking
OverProduction
Motion
•Need for access to data storage •Batch production
•People are not co-located •Building to a forecast
•Need to walk to tools Transportation •Traditional productivity
measurements
•Long setup times
•Inefficient facility layout •Lack of standard work
•Lack of continuous flow
•Lack of right sizing
•Lack of multi-skilled workers
•Non-value added operations
•Batch mentality
 Five Lean Fundamentals

1. Specify value: Value is defined by customer in terms

of specific products & services.
2. Identify the value stream: Map out all end-to-end
linked actions, processes and functions necessary for
transforming inputs to outputs to identify and
eliminate waste.
3. Make value flow continuously: Having eliminated
waste, make remaining value-creating steps “flow”.
4. Let customers pull value: Customer’s “pull” cascades
all the way back to the lowest level supplier, enabling
just-in-time production.
5. Pursue perfection: Pursue continuous process of
improvement striving for perfection.
 Value

Information or Material in a Form that the Customer is

Willing to Pay for.

• Value is defined by the Customer.

• Value is created by the Manufacturer.

 1. Specify Value

Processes

Normal Abnormal

Non-value
Value Added
Added

Necessary Unnecessary

Flow Reduce Eliminate

 2. Identify the Product’s Value Stream
The Value Stream consists of the actual
tasks required to bring a specific product
through three critical processes:

Design - problem solving from concept

through detail design and engineering and
production launch
C
U
S
Order - information management from
T
order taking through detail scheduling to
O
delivery
M
E
R
Make - physical transformation from raw
materials to finished product in the hands
of the customer
 Cola Can’s Value Stream

Mine
Reduction
Mill Smelter
Hot
Roller

Cold
Can Roller Remelter
Can Maker
Warehouse

Recycle
Center
Bottler
Bottler
Warehouse Wegman
Warehouse Wegman
Home

Cola Cans
 Value Stream Map
• A tool used to improve a process by identifying added
value and eliminating waste
• A process map with process data added
• Process data:
§ times
§ quality (e.g. number of rejects)
§ inventory
§ resources
§ whatever else is useful for analyzing the process

• “Only value-added data and graphics should be used”

 A Value Stream Map
(Diagram from Mike Rother and John Shook (1998). Learning To See )
 3. Flow the Product

1. Eliminate activities that are pure waste.

2. Prefer one piece flow where possible.
3. Focus on the product and its needs rather than the
organization or the equipment.
4. Focus on actual object and never let it out of sight
from beginning to completion.
5. Ignore traditional boundaries of jobs, careers,
functions, and organizations to form a Lean
enterprise removing all impediments to the
continuous flow of the product.
6. Rethink specific work practices and tools to eliminate
back-flows, scrap, and all stoppages.
 Original Flow Improved Flow

Paint Plating Saw Lathe Paint Assembly

Receiving

Storage

Receiving
Grinder Saw Mill Grinder Plating

Lathe

Lathe Paint
Miscellaneous
Assembly
Saw Storage
Assembly
Storage
Building
Mill Assembly
Services
 4. Pull the Production
• No one upstream should produce a good or service until the
customer downstream asks for it.
• Product is produced only when the subsequent operation needs it.
• The ideal situation is not to produce until the customer has placed an
order.
• Fast food store (or Supermarket) vs. Newspaper

Chrome
Craft
Information Flow
Bumper
Works
Toyota
D.C.
Toyota
Part Flow Dealer

Customer
 Two Business Models

Buy
component Manufactur
Forecast s and e & Stock Sell Deliver
materials

Buy
component Manufactur
Sell s and e Deliver
materials
 Pull-Push Interface

Quick Burger Line

PP interface
Push Pull

refrigerator
Cooking Assembly Packaging Sales

Warming
table
Non-busy Burger Line

PP interface
Push Pull

refrigerator
Cooking Assembly Packaging Sales
 5. Strive for Perfection

改善

Kaizen

Continuous Improvement

§ Pursue perfection.
§ There is no end to the process of reducing efforts,
space, costs and mistakes.
 A HOUSE WITHOUT
WASTE

CHANGE AS A WAY OF LIFE

POLICY DEPLOYMENT

VALUE
TIME TO TAL PROFITABILITY &
VOICE OF THE JIT AND EM PLOYEE ADDING
BASED QUALITY EMPLOYMENT
CUST OME R LEAN INVOLVE- MANAG
COMPE- MANAGFE- STABIL IT Y
MFG . MENT -EMENT
TITION MENT

MULTI-SKIL L LINE MIXE D SUPPLIER

DFM/A JIDOKA STOP
TPM QFD
WORKE RS MODELING CERT .

ADJUSTMENT VISUAL PULL SUPER- MAKE IT

HANDEASHI POKA-YOKE SMED ANDON
EL ININATORS REFILL PRODUCTION MAKETS UGLY

PROCESS VI SUA L STA NDA RD TAKT SI NGLE STA NDA RD RI GHT

5-S 5-WHYS
MEASU RES CONTR OL WORK TIME PIECE FLOW WI P SI ZING

Lean encompasses a set of mutually-positively-reinforcing concepts, practices

and tools creating a cycle of continuous improvement (Kaizen)
Cyber-Manufacturing
Systems