LPS 2022 Handouts

8/26/2022
LEAN PRODUCTION SYSTEMS
214114
ME4615
Nguyễn Như Phong

nnphong@hcmut.edu.vn; www.isem.edu.vn
https://www.smashwords.com/profile/view/nnphong
Kỹ thuật Hệ thống Công nghiệp
ĐH BÁCH KHOA – ĐHQG TPHCM
(Tài liệu giảng dạy cho ISE)
08/2022
OBJECTIVE
 to offer knowledge & skills in Lean Production

 to improve productivity of Production Systems
 to apply
 Lean thinking
 Lean tools
 Lean methodology
August 22 Nguyen Nhu Phong 2
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LEARNING OUTCOMES
1. L.O.01: Know basic knowledge of LPSs

2. L.O.02: Understand Lean Thinking
3. L.O.03: Apply Lean Layout tools
4. L.O.04: Apply Lean Inventory tools
5. L.O.05: Apply Lean Scheduling tools
6. L.O.06: Apply Lean Quality tools
7. L.O.07: Apply VSM methodologies
8. L.O.08: Apply utilities to develop LPSs
9. L.O.09: Apply Soft Skills
OUTLINES
1. Lean Production
2. Lean Thinking
3. Lean Layout
4. Lean Flow
5. Lean Scheduling
6. Lean Quality
7. Value Stream Management
8. Current State Mapping
9. Future State Mapping
10. Kaizen Plan
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REFERENCE MATERIALS
1. Nguyễn Như Phong. Lecture notes on LPS. http://e-learning.hcmut.edu.vn/;

www4.hcmut.edu.vn/~nnphong.
2. Mike Rother, John Shook. Learning to See, VSM. The Lean Enterprise Institute.
2003
3. Don Tapping, Tom Luyster & Tom Shuker. Value Stream Management. Productivity
Press. 2002
4. John Bicheno. The New Lean Toolbox. PICSIE Books. 2004.
REFERENCE MATERIALS
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Schedule
 Main class: (15 + 6) * 2 = 21 * 2

 Theory
 Group Assignments
 Sub class: Task force.
 Utilities
 Group Homework
 Final Exam
 12 Groups
Schedule
W S Contents LO
1 1 Lean Production 01
2 2, 3 Lean Thinking 02
3 4 Lean Layout 03
4,5 5, 6, 7 Assignment 01 – LP, LT, LL 01-03, 08
6 8, 9 Lean Flow 04
7 10, 11 Lean Scheduling 05
8 12 Lean Quality 06
9, 10 13, 14, 15 Assignment 02 – LF, LS, LQ 04-06, 08
11 16 Value Stream Management 07
12 17 Current State Mapping 07
13 18 Future State Mapping & Kaizen Plan 07
14, 15 19, 20, 21 Assignment 03 - VSM. 07, 08
- - Assignment 04 - PRT- iGRAFX 07, 09
- - Final Exam 01-07
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Course Evaluation
 C1: 20%
 Assignment 01 20%
 C2: 30%
 C3: 50%
 Final Exam 50%
 Assignment 04 Bonus
Course Evaluation
 Rules of final exam: FE Score < 3

 Rules of absentee
 Absentee >= 20% Examination prohibited
 A >= 3: Final Exam Score = 0 < 3
 A < 3: Minus per each
 Research
 Course Bonus (+1) & Thesis Advisee Priority
 Paper / Project
 Topics: VSM; Lean Six Sigma
 Attitude assessment
 Plus & minus
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TEACHING METHODS
1. Lecturing
2. Group Homework
3. Paper Presentation & Discussion
4. Utilities Practice
5. Case Study
6. Clips
7. Games
LEARNING STRATEGIES
 Full class time participation

 Active learning
 Group working to do assignment
 homework
 papers presentation
 utilities
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LPS 01
LEAN PRODUCTION
Nguyễn Như Phong

08/2022
LEAN PRODUCTION
 Production System
 Lean Production System
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PRODUCTION SYSTEMS
 Production
 Industries - Manufacturing industries
 Types of production
 Manufacturing functions
 Info processing
 Production organization
 Flows in manufacturing
 Effective manufacturing
 PS Performance Measure
PRODUCTION
 Production
 Transformation process
 Convert RM into finished products
 Value in the marketplace
 Product
 Intangible – service
 Tangible – goods
 Discrete
 Continuous
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Difference bw. services & goods

Services Goods
Output intangible Tangible

Kept in stock No Yes
Production & consumption simultaneous Delay
Mass production not Possible
Server – customer Interaction A lot Little / no
C participation Yes no
Facilities / factory 2 C close Far away
Resource Labor intensive Largely automated
Q measurement Difficult Easier
Q dependence On the server Not on one person
Output measurement dificult Usually
Production
 Product made by a combination of

 Manual labor
 Machinery
 Tools
 Energy
 Transformation process
 Sequence of steps
 bring the material closer into the desired final state
 The individual step – production operations
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INDUSTRIES
 Industries
 Service industries
 Goods industries
 Manufacturing industries –
 discrete items
 Process industries –
 continuous items
Manufacturing industries
 3 types form a transformation chain

 Basic producer
 Natural resources  raw material
 Converter
 RM  uncomplicated items
 Fabricator
 fabricate & assemble the final product
 Produce component
 Assemble components into consumer goods
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TYPES OF PRODUCTION
 According 2 quantity of product made

 Types of production
 Projects
 Job shop production
 Batch production
 Mass production
 Quantity production
 Flow production
Types of production
Job shop Batch production Mass production
Production quantity Low volume, Small lot Medium-sized lot High volume
size, often one of a kind Eg. 50
Variety High Medium Low
Production rate Low Medium High
Labor skill level High Med Low
Equipment Flexible & general purpose General purpose but Completely dedicated
designed 4 high rate
production
Special tooling Low Med High
Plant layout Process Process / Product Product
Purpose Meet specific cust. orders Satisfy continuous High demand rate of a
cust. demand particular product
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MANUFACTURING FUNCTIONS
 Basic function to convert RM into FG

 Processing
 Assembly
 Material handling & storage
 Inspection & test
 Control
Processing operations
 Transform the product

 from one state of completion
 into a more advantage state of completion
 No materials / components assembled / added
 Energy added to
 Change the shape
 Remove material
 Alter physical properties
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 4 categories
 Basic processes
 Secondary processes
 Operations 2 enhance physical properties
 Finishing operations
 Basic processes
 Give the work material initial form
 Eg.
 Metal casting,
 plastic molding
 Secondary processes
 Give the work part the final desired geometry
 Eg.
 Turning,
 drilling, …
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 Operations to enhance physical properties

 Physical properties improved
 Eg. Heat treating
 Finishing operations
 Improve the appearance
 provide the protective coating on the work part
 Eg.
 Painting,
 polishing,
 plating
 Manufacturing process
 Inputs
 RM
 Equipment
 Tooling, fixture
 Energy
 Labor
 Outputs
 Completed work piece
 Scrap & waste
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Assembly
 Follow the processing operations

 Assembly & joining processes
 2 / more components joined together
 Eg.
 Mechanical fastening
 screw, nut, rivets, …
 Joining processes
 welding, brazing, soldering
Material handling & storage
 Moving & storing materials

 bw. processing & assembly operations
 More time to move & store than to process
 Majority of labor cost
 As efficiently as pos.
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Inspection & test
 Part of QC
 Inspection
 Whether the manufactured product meets
 the established standards &
 specifications
 Test concerned with
 functional specification of the final product
Control
 Management
 Effective use of labor
 Maintenance of equipment
 Moving materials in the factory, …
 Intersection bw.
 the physical operations
 the info. processing activities
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INFO PROCESSING
 Info processing
 coordinating all of individual activities
 required to
 make the parts
 assemble parts
 deliver the product 2 the cust.
Info processing cycle
1. Business functions
2. Product design
3. Manu planning
4. Manu control
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Business functions
 Business functions
 the principle mean of communicating w. the cust.
 the beginning & the end of the IPC
 include
 Sales & marketing
 Sales forecasting
 Order entry
 Cost accounting
 Customer billing, ...
Product design
 New prod. design originate in SMD

 Departments involved in PD
 R&D
 Design engineering,
 Drafting
 Prototype shop
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Product design
 PD
 documented by component drawing, spec. & BOM.
 Prototype built 4 testing & demonstration
 ME department
 consulted 2 lend advice on produce-ability
 Whether-2-manu decision
1. Engineering release –
 approval by engineering management
2. Approval by corporate management.
Manu planning
 PD info & doc flow into MP function

 Departments involved
 Manu. Engineering
 IE
 Production planning & control
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Manu planning
 Process planning
 Master scheduling
 Material requirement planning
 Capacity planning
Manu planning
 Process planning
 Determine the sequence needed 2 produce the part
 Route sheet
 List of production operation & associated machine tools
 ME & IE plan the processes & related manu. details
 Master scheduling
 Authorization to produce
 Listing of prod to be made, when, what quantity
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Manu planning
 Material requirement planning

 RM requisitioned
 Purchased parts ordered available when needed
 Capacity planning
 Manpower resources planning
 Machine resources planning
Manu control
 Manage & control

 the physical operations in the factory
 to implement the MPs
 Info flow
 from MP to MC
 back & forth bw. MC & factory operations
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Manu control
 Shop Floor Control SFC

 Inventory Control IC
 Quality Control QC
SFC
 Monitoring the progress of product

 being processed, assembled, moved, inspected in
the SF
 Production planning & control department sessions
involved in SFC
 Scheduling
 Dispatching
 Expediting
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SFC
 Scheduling
 Assign start & due dates
 to the various parts & product made in the factory

 Parts produce 1by1 through machines listed in the RS
 Dispatching
 Issuing the individual WOs
 to the m/c operators 2 accomplish the part processing

 Performed by shop foreman / dispatcher
SFC
 Expediting
 Things go wrong
 Expediter
 Compare the actual progress against the schedule
 Orders fall-behind
 Take the nec. corrective action
 to complete the order on time
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IC
 Strike a proper balance bw.

 the danger of too little inventory
 the expense of having too much inventory
 SFC - WIP
QC
 Assure the products & components quality

 meet the standards specified by the PD
 QC
 Inspection performed
 in the factory
 from outside
 Final inspection & testing of FG.
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PS ORGANIZATION
 Marketing department
 Sales department
 Product engineering
 Prototype department
 Tooling department
 Production engineering in the manu department
 Purchasing department
 Scheduling department in operation / manufacturing
 Expediting
 …
PS ORGANIZATION
 Marketing department
 Determine a need
 Product engineering
 Design a prod 2 serve the need
 Prototype department
 Build prototype 2 test the design
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PS ORGANIZATION
 Tooling department
 Design tools 2 make a high-volume version
 Production engineering in the manu department

 How 2 use tools 2 make prod.
 Purchasing department
 Once design finalized
 Arrange 2 buy necessary materials
PS ORGANIZATION
 Sales department
 Obtain order from retailers
 Scheduling department in operation / manufacturing

 Make sure order internally consistent
 Shipment date set 4 sale & customer
 Expediting
 Late delivery
 Customer  Sale  scheduling
 Move laggard orders forward
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FLOWS IN MANUFACTURING
 Flow of materials
 Flow of info
 Flow of cost
Flows in manufacturing
 Flow of materials
 Technical production
 conversion of RMs into products
 Serial chain of functions
 Procurement,
 production,
 distribution,
 inventory & sales
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 Flow of info
 Planning & control of production
 MPC – manu planning & control system
 Provide info to manage the FOM
 Effectively utilize people & equipment
 Coordinate internal with those of suppliers
 Communicate w. C about market requirement
 Flow of cost
 value added in FOM
 Cost accumulated w. successive activities
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 All benefits directly proportional to the flow speed

 Difficulties in controlling manufacturing decrease
 Planning become more effective
 Best use of resources
 Eliminating problems interrupt / slow down FOM&I
EFFECTIVE
MANUFACTURING PRINCIPLES
 Production problems
 eliminated not covered up
 Inventory
 more liability than an asset
 Eliminating causes of downtime
 better than inventory
 Plans impossible to execute
 worse than useless.
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Effective manufacturing principles
 LT
 not only monitored & adjusted
 but also controlled.
 Reducing ST
 worth the effort
 Planning define resources needed

 to make what is planned.
 Execution applies available resources
 to make what C want now.
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 Only resources requiring 4 long periods

 planned ahead.
 Detailed planned
 cover only very short horizon.
 Not commit any flexible resources to a specific use
 until the latest possible moment.
 Time
 the most precious resource
 One MPC framework
 to all types of manu.
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 Well-run operation
 not require complex systems
 Employee continuous education
 Safety stocks & LT pollute credibility.
MEASURE OF
PERFORMANCE
 MLT
 MCT
 Production rate
 Operation time
 Capacity
 Utilization & Availability
 WIP
 TIP
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LEAN PRODUCTION SYSTEMS
 Lean Chronology
 What is Lean ?
 The Toyota Production System – TPS
LEAN CHRONOLOGY
 1909 Frank & Lillian Gilbreth

 study bricklaying beginning of motion study
 1913 Ford establishes Highland Park plant
 using the moving assembly line.
 1922
 Toyoda Sakichi, develops automated loom
 1936 Toyota Motor Corporation
 spun off from Toyoda Automatic Looms Comp.
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Lean Chronology
 1941 War break out.

 Toyota forced 2 suspend new JIT sys.
 1945 Shigeo Shingo
 presents concept of production as a network 2 JMA
 1949
 Taiichi Ohno takes up cause of JIT
 1961
 Shigeo Shingo devises & defines Pokayoke
Lean Chronology
 1969 Shigeo Shingo – QCO –SMED

 1971 JIT quite refined & fully operational
 1773 Oil crisis hits TPS widely copied in Japan
 1978 first articles on JIT
 1985 SMED, Productivity
 1989 Ohno, Kanban – JIT in Toyota
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Lean Chronology
 1990 Womack & Jones,

 “The machine that changed the world”, Rawson.
 “Lean thinking”, Simon &Schuster
 1999 Rother & Shook,
 “Learning 2 see”, Lean enterprise institute
 “Seeing the whole”, Lean enterprise institute
WHAT IS LEAN ?
 Waste prevention
 More waste prevention than waste elimination
 Non lean –
 resolve inefficiencies
 Beginning lean –
 solve problems 2 remove waste
 Experience lean –
 dissolve waste
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What is Lean ?
 Value
 Leaner do go after waste
 Waste elimination & prevention
 half of the total picture

 Rethinking the value side
 as least as important
 lead 2 seeking out new opportunities
What is Lean ?
 System
 More than the sum of its component
 Constant interplay w. environment.
 not obvious boundary
 Adapt continuously
 but at a faster rate when threaten
 Evolve
 Lean learn
 to recognize & kill off inappropriate tools
 whilst developing new & stronger ones
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What is Lean ?
 System
 Human body analogy
 Skeleton – layout, supermarket, buffer
 Circulation sys – Kanban, material
 Eyes & brain – vision & strategy
 Nervous sys – control, deployment, measurement
 Muscular sys – quality & improvement
 Digestive sys – energy & getting rid of waste
What is Lean ?
 Process - In terms of
 not optimizing function / department
 but end2end values stream
 integration of
 marketing – sales – design – engineering –
 manufacture – distribution – service.
 tie together by info.
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What is Lean ?
 Process
 The closer 2 the cust.,
 the quicker the response,
 the better.
 Different type of organization

 Different structure, measures, careers
 Perfect process
 Every step – valuable, capable, available, adequate
 All steps linked by flow, pull, leveling
TPS
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The 2 pillars of the TPS
 TPS
 Lean manufacturing
 Goal - Eliminate waste to achieve the
 Highest quality
 Lowest cost
 Shortest lead time
 2 pillars
 JIT production
 Jidoka
The 2 pillars of the TPS
 TPS
 Foundation - People
 Play the role of eliminating wastes
 Encouraged to make positive contributions
 toward improving work areas
 Kaizen events
 Analyze conditions
 Recommend & implement improvements
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JIT production
 Continuous flow production

 The ideal state of continuous flow
 characterized by ability to replenish a single part
 pulled by the cust.
 One piece flow
 Goal 2 provide cust. w. the highest quality prod.
 meeting highly specific order & delivery requirement
 only those units ordered
 just when needed
 exact amount needed
 In-ex cust. in the VS
JIT production
 Tools
 VSM I,
 Takt time,
 Standardized work,
 Kanban, Supermarket
 …
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Jidoka
 Autonomation –
 automation w. a human touch
 The use of automation to
 mistake-proof the detection of defects
 free up workers 2 perform tasks within work cell
 promote a smooth, defect-free proc. flow
Jidoka
 Goal – zero defects

 Never pass a defective prod. Downstream
 Promote flow within a JIT sys
 Eliminate the risk
 undetected defect end up in hands of customer
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Jidoka
 Accomplished slowly, systematically, inexpensively

 machine only do VA work
 reduces cycle time
 eliminate wastes of
 waiting,
 transport,
 inspection,
 defects
Jidoka
 3 functions
 Separate human work from machine work
 Develop defect-prevention devices
 Apply jidoka 2 assembly operations
 The concepts & tools behind
 poka-joke – mistake proofing
 6 sigma
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The 14 Toyota Way Principles
 Base management decisions on a long term philosophy,

 even at the expense of short term financial goals
 Create continuous flow to bring problems to surface
 Use pull system 2 avoid overproduction
 Level out workload – Heijunka
 Build a culture of stopping to fix problems,
 get quality right the first time.
 Standardized task –
 foundation for CI & employee empowerment
 Visual control, no problem hidden
 Only reliable, thoroughly tested technology
 Grow leaders thoroughly understand the work,
 live the philosophy, teach it 2 others
 Exceptional peoples & teams
 follow company philosophy
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 Respect extended network of partners & supply

 by challenging & helping
 Go & see 2 thoroughly the situation.
 Make decisions thoroughly by consensus,
 implement decisions rapidly
 Becoming a learning organization
 through relentless reflection & CI
LP Papers in www.isem.edu.vn
1. A Changeover Time Reduction through an integration of lean practices. 37

2. A comparative study of POLCA and generic CONWIP PC systems in erratic demand conditions. 49
3. A hybrid push/pull control algorithm for multistage,multi-line production systems. 05
4. An Account for Implementing Just-in-time: A Case Study of the Automotive Industry
5. A lean production control system for high-variety/low-volume environments. 42
6. An approach to improve the PCE and reduce the LT of a Mango Juice Proc. Line by using lean tools. 50
7. A New Concept of Cellular Manufacturing. 33
8. Application of JIT Manufacturing Concept in Aluminium Foundry Industry in Zimbabwe. 08
9. Application of LM to Higher Productivity in the Apparel Industry. 51
10. Application of LM to Improve the Performance of Health Care Sector in Libya. 03
11. Application of LM Principles To The Financial Services Sector. 02
12. Application of LM Tools in the Food and Beverage Industries. 30
13. Application of Lean Strategy to Redesign the Assembly Process Flow of Glow Plug.
14. Application of Kanban System For Managing Inventory. 09
15. Application of Kanban System For Implementing Lean Manufacturing. 14
16. A Primer: LM Applications for the Semiconductor Industry. 18
17. A View On CONWIP Control Policy In Supply Chain Using Heuristic Method. 38
18. Cellular Lean Model to Reduce WIP Fluctuation in Garment Manufacturing. 13
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LP Papers in www.isem.edu.vn
1. COT Reduction and Productivity Improvement by Integrating SMED w. Impl. of MES for better PPC. 41
2. Development of Kanban System at Local Manufacturing Company. 32
3. Impact of Changeover time on productivity. 34
4. Implementation of JIT Production through Kanban System. 15
5. Implementation of a Cellular Manufacturing Tool for Minimization of NVA Activities. 46
6. Implementation of LM through Supplier Kaizen Framework. 29
7. Implementation of LM Through The Technique of SMED to Reduce CTO
8. Implementation of Kanban System For Inventory Tracking & Establishing Pull Production. 31
9. Improvement Of PCE By Implementing A Lean Practice. 35
10. Improving the productivity of sheet metal stamping subass. area using the application of LM principles. 26
11. Improving Production Performance through Lean Manufacturing Techniques in a Manufacturing Firm. 48
12. JIT Approach In Inventory Management. 12
13. Kanban Applied To Reduce WIP In Chipper Assembly For Lawn Mower Industries.
14. Kanban System in Automobile Industries. 22
15. Lean Hospitality - Application of Lean Management methods in the hotel sector. 47
16. Lean Inventory Management in the Wood Products Industry. 04
17. Lean Production And Manufacturing Performance Improvement In Japan, UK & US.
18. LM Implementation in the Assembly shop of Tractor Manufacturing Company. 39
My LP Case Studies in www.isem.edu.vn
1. Xây dựng hệ thống Sản xuất tinh gọn cho công ty DMDA. 2007. Lương Quý
Tuấn Anh. K2002.
2. Xây dựng hệ thống Sản xuất tinh gọn cho công ty Juki VN. 2007. Mai Thiên
Ân. K2003.
3. Xây dựng hệ thống Sản xuất tinh gọn cho công ty Kyoshin VN. 2008. Nguyễn
Quang Tuấn. K2003.
4. Xây dựng hệ thống Sản xuất tinh gọn cho công ty SEE-Hưng Long. 2009.
Nguyễn Duy, Nguyễn Thiên Kim. K2004.
5. Xây dựng hệ thống Sản xuất tinh gọn cho công ty Sonion VN-EMC. 2009. Lê
Thúc Hoàng, Nguyễn Hoàng Tiến, Lê Gia Điền. K2004.
6. Ứng dụng tư duy tinh gọn cải tiến Hệ thống dịch vụ cho ISED I. 2009. Đỗ Thị
Kim Tiền, Lu Tùng Thanh. K2004.
7. Ứng dụng tư duy tinh gọn cải tiến Hệ thống dịch vụ cho ISED II. 2010. Hồ Thị
Phương Dung, Đặng Hữu Thành. K2005.
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LPS 02
LEAN THINKING
Nguyễn Như Phong

08/2022
LEAN THINKING
 Lean principles
 Lean characteristics
 Waste
 Cost Reduction Principle
 Time based competition
 Gemba
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LEAN PRINCIPLES
1. Value
2. Value stream
3. Flow
4. Pull
5. Perfection
VALUE
 Lean principles
 First understanding value
 Second removing waste
 Value enhancement
 arguably more important than waste reduction
 especially in service
 Porter – value
 the amount buyer willing 2 pay
 a reflection of the price
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Value
 Present value
 What present cust. willing 2 pay for
 Future value
 What tomorrow’s cust. willing 2 pay for
 today may not be
 Relevant 4 R&D & design
Value
 Service management – value

 Getting the exact product required
 in the right quantity
 at the right time
 w. perfect quality
 at the right price
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Value
 Specify value from cust view point

 New product design
 constrained by existing manu facilities
 rather than by cust requirement
 Who is the cust. ?
VALUE STREAM
 Identify the VS
 The sequence of process all the way
 from RM 2 final cust
 from product concept 2 market launch
 The VS should be mapped
 Focus horizontally, not vertically
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FLOW
 Make value flow

 Continuous flow
 Keep it moving brings waste 2 the surface
 Breaking down barriers bw. traditional department
 Convert the JS 2 the cell / line
FLOW
 Fast flexible flow

 The basic 4 lean in manu & service
 Combine them
 achieve productivity & quality simultaneously
 The lean vision or goal
 Waste prevention & variation reduction
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Fast Flow
 Speed – at the heart of lean

 Concentrate on VA sec, ignore NVA hours
 Taichi Ohno
 Removing NVA wastes
 2 reduce the time line
 Think economic of time
 not economic of scale
Flexible Flow
 The ideal state of flexibility - A batch size of one

 1 piece flow if possible
 The exact opposite of batch & queue operations
 Avoid batch & queue
 Continuously reduce B&Q & the obstacles
 World condition 2 batches
 Manu – EPQ, EOQ
 Transportation – container
 Education – batch of students
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PULL
 Pull sys encourage flow 2 take place at the rate of demand

 Value added steadily
 Think takt time
 Manipulating demand & managing capacity
Pull
 Short term response 2 the cust’s demand rate

 not over producing
 2 level
 Macro level
 Micro level
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Pull
 Macro level
 Push up 2 a certain point
 then response 2 final cust pull signal
 Push the point further & further upstream

 Micro level
 Response 2 the pull signal from an internal cust
 Kanban – next process step
 DBR / CONWIP – important stage
PERFECTION
 Continuous Improvement 2 perfection

 Value Definition
 Value Stream Identification
 Fast Flexible Flow
 Pull steadily at the cust. rate
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Perfection
 Producing
 exactly what cust wants
 exactly when
 at a fair price
 w. min waste
 Real benchmark
 Zero waste
 Not competitor doing
LEAN CHARACTERISTICS
1. Customer 11. Time

2. Simplicity 12. Improvement
3. Waste 13. Partnership
4. Process 14. Value networks
5. Visibility 15. Gemba
6. Regularity 16. Variation reduction
7. Flow 17. Participation
8. Pull 18. Thinking small
9. Postponement 19. Trust
10. Prevention 20. Knowledge
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Customer
 The ext. cust. the starting & ending point

 Max value 2 the cust
 Optimize around the cust.
 not around internal operation
 Understand the true cust demand
 in price, delivery, quality
 not what can be supplied
Simplicity
 Simplicity in operation, sys, technology, control

 Avoidance of complexity
 Simplicity
 Product –
 Supplier –
 Plant –
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Waste
 Endemic
 Recognize & seek 2 reduce it
 Everyone wear muda spectacles
 Seek 2 prevent waste
 by good design of prod & proc.
Process
 Organize & think by the process view

 Think horizontal not vertical
 Concentrate on product moves
 Map 2 understand the process
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Visibility
 Make all operations

 as visible & transparent as possible.
 Control by sight
 Adopt the visual factory
Regularity
 No-surprises operations
 Run plants on regularity
 Repeater product in the same time slots
 Cut inventory
 Improve quality
 Allow control simplicity
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Flow
 Keep it moving at the cust rate

 One piece flow
 Synchronize operations  JIT stream
 Aim at cell level
 Synchronize info & physical flow
 Can’t flow
 Pull 1 at a time
 Small batches
Pull
 Work at the cust rate of demand

 Avoid overproduction
 Pull-based demand chain
 Not push-based supply chain
 Final cust demand
 Not distorted by intermediate bullwhip effect
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Postponement
 Delay activities & committing 2 product variety

 as late as pos
 to
 retain flexibility
 reduce waste & risk
 avoid overproduction
Prevention
 Prevent problems & waste

 rather than inspect & fix
 Inspect the process not the produt
 Prevent error through pokayoke
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Time
 Time
 The best single overall measurement
 Reduce overall time 2
 make,
 deliver,
 introduce new prod.
Time
 Simultaneous, parallel, overlap operations

 Never delay VA steps by NVA steps
 Time reduction priority
 Do all right things - waste, flow, pull, perfection
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Improvement
 Continuous improvement
 both enforce & passive
 both incremental & breakthrough
 Beyond waste reduction
 Include innovation
Partnership
 Cooperative working
 internally bw. functions
 externally w. sup & cust.
 Team, not individuals, inext
 Build trust
 Win-win
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Value networks
 Cooperating networks
 the greatest opportunities 4
 Cost
 Quality
 Delivery
 Flexibility
 Supply chains compete, not companies
 Each member need 2 add value
Gemba
 Go to where the action happening, seek the fact

 Manage by walking around
 On the floor not in the office
 Encourage gemba spirit
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Variation reduction
 Variation in time & quantity

 found in every process
 great lean enemy
 Continually reduce it
Variation reduction
 Manage it
 Measure it
 Know the limits
 Distinguish bw. natural variation & special events
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Participation
 Operators – 1st opportunity 2 solve problems

 All employee
 share responsibility 4 success & failure
 Full info sharing
Thinking small
 Smallest capable machine

 then build capacity in increments
 Get best value out of existing m/c
 before acquiring a new one
 Flexible labor & machines
 Small plant near to cust site
 Many small deliveries rather than few big one
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Trust
 Buid trust
 participation &
 cutting waste
 Swathes of bureaucracy & time remove inexly.
 De-layered, streamlined, more creative organization
 Supplier
 Confidence 2
 make investment
 Share knowledge
Knowledge
 Knowledge worker
 the engine of today corporation
 Not only building but distributing knowledge
 Knowledge
 Explicit knowledge
 Tacit knowledge
 Softer / sticker skills
 Hard 2 copy
 Sustainable advandtage
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WASTE
 Muda
 Strongly linked 2 lean
 Waste elimination –
 Value enhancement
Waste
 Waste elimination
 achieved by wearing muda spectacles & Kaizen
 assisted by 5S, standard work, mapping, ...
 Ohno chalk circle
 System design
 Process design
 Product design
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Waste
 Womack & Jones 2 types of waste

 Type 1 muda
 Type 2 muda
Waste
 Type 1 muda
 Create no value
 but currently nec. 2 maintain opertions
 Easiest 2 add but difficult 2 remove

 prevention in mind
 Reduced through simplification
 Type 2 muda
 Create no value, destroy value
 Grow by stealth / carelessness
 Elimination priority
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Ohno 7 Wastes
Ohno 7 Wastes
 Who is TIM WOOD?

 Transportation
 Inventory
 Motion
 Waiting
 Overproduction
 Over-processing
 Defects
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Overproduction
 The most serious

 The root of problems & other wastes
 JIC
 Making too much, too early
 JIT
 Make exactly what required
 No more or less
 Perfect quality
Overproduction
 Excessive LT & storage times

 Defects not detected early
 Prod may deteriorate
 Artificial pressure on work rate generated
 Excessive WIP
 Physical separation of operations
 Communication discouragement
 Impact the motion waste
 Make & move things not immediately required
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Overproduction
 Pull sys
 Prevent unplanned overproduction
 Allow work 2 move forward
 when the next ready 2 receive it
 Only made at the rate in line w. demand
 Sell daily ? Made daily !
Waiting
 2nd most important waste,

 Eg.
 Materials waiting in queue
 Operators waiting, slower than line, watching m/c
 Late delivery
 Queuing at a tool crib
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Waiting
 Directly relevant to
 flow
 LT
 Materials not moving
 Not having value added
 Waste indication
Motion
 Eg.
 Bending, reaching, double handling
 More than 1 turns 2 remove a nut
 Walking bw. widely spaced w/cs
 Unnec. motion of human & machines
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Motion
 Human motion
 Ergonomics 4 P&Q
 Enormous proportion of time
 wasted at every ws by non optimal layout
 Ergonomics of the workplace

 Working condition
 Today health & safe issues
Motion
 Machine motion
 Poor workplace layout
 micro wastes of movements
 Repeated many times
 5S –the way 2 attack motion waste
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Transportation
 Conveyance waste
 Material-Movement waste
 Cust not pay 2 have goods moved around
 Proportional 2 the likelihood of damage & deterioration
 Affect productivity & quality
 Never fully eliminated but continually reduced
Transportation
 Transporting closely linked 2 communication

Long distance
 discouraged communication, poor quality
 Reduction
 Monitor the flow lengths, no. steps, no. NVA steps
 Conveyor – poor practice
 Forklift truck – bad idea
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Over-processing
 Inappropriate processing, eg.

 variation bw. operators, from standard
 fast machine shared bw. several line
 Using a hammer 2 crack a nut
Over-processing
 One big machine instead of several smaller ones

 Run the machine as often as pos
 rather than only when needed

 General purpose machine may not ideal 4 the need
 Lead 2 poor layout,
 extra transportation, poor communication
 Use the smallest machine
 Capable of producing the required quantity
 Distributed 2 the points of use
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Over-processing
 Machines & processes not quality capable

 Process not help but make defects
 Capable proc.
 Correct method, training, tools
 Required standards, clearly known
 Available capacity exactly matched 2 demand
Over-processing
 Longer term view

 Large machining center
 jeopardize the cell possibility 4 many years 2 come
 Smaller machines
 Avoid bottleneck
 Improve cash flow
 Keep up w. technology
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Inventory
 Eg
 Exceeding inventory
 So much inventory in work place
 Excessive safety stock
 Inventory – the enemy of Q&P
 Increase leadtime
 Increase space, discouraging communication
 Prevent rapid problem identification
 No inventory – never-attained goal
 Push sys  extra I cost
Inventory
 3 inventory types
 different root cause & priority reduction
 FGI
 Held 2 meet demand
 Wall of shame
 Risk of obsolescence
 RM
 Due to supplier constrain – quality & reliability
 WIP
 Entirely under control
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Inventory
 JIT manu
 I hide problems by covering them up
 Q problems not considered
 Encourage I reduction
 Cut the safety inventory
 OK – fine  leaner sys
 Stoppage – good
 problem recognized & attacked
Defects
 Eg. Scrap, rework, less than perfect yield, complaints.

 Defects cost money
 Immediate & long term
 Quality costing
 Internal failure
 External failure
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Defects
 Tend 2 escalate the longer defects remain undetected

 TQ
 Prevention not detection
 Quality at source
 Chain of quality
 Toyota philosophy
 Defect – challenge, opportunity 2 improve
 Zero defection in service
 The value of a retain cust increases w. time
The new waste
 Making the wrong prod efficiently

 Untapped human potential
 Inappropriate systems
 Wasted energy & water
 Wasted materials
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Making the wrong prod efficiently
 Womack & Jones 8th waste

 1st lean principle
Untapped human potential
 Eg.
 Not using the creative brainpower of employees
 Not listening
 Thinking only managers
 Ohno –
 the real objective of TPS: create thinking people
 Self directed work team
 Utilizing the thoughts of all employee
 Worker empowerment
 Ran several similar factories differentiated
 50% more productive
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Untapped human potential
 Human potential
 Not just need 2 be set free
 Require
 Commitment & support
 Culture of trust & mutual respect
 Basic education necessary
 What happens if
 Train & go ?
 Not train & stay ?
Inappropriate systems
 How much software never used ?

 Remove waste before automating
 Not automate, obliterate!
 How much record keeping, checking, reconciling

 pure waste?
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Inappropriate systems
 Consume time & money

 Not operation
 Paperwork & sys
 People do what best 4 them not 4 company
 Dangers of
 Demand amplification
 Forecasting
 Measurement sys
Wasted energy & water
 Sources of power:
 electricity, gas, oil, coal, sun, wind, …
 World’s finite resources of most energy sources
 Wasting resources
 not only cost
 but moral obligation also
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Wasted energy & water
 Energy mana sys.

 Still remain human, common sense element
 JIT not waste energy when done correctly
 Institutionalized waste reduction
 Good foundation for waste awareness
 begins w. everyday wastes
 Get into the habit
Wasted materials
 Conservation of materials
 Environment responsible
 Beginning 2 be profitable
 Reduce waste of materials
 LC approach needed
 Conserve material during
 Design
 Manufacture
 Cust. usage
 Recovery & remanufacturing
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The 7 service wastes
 Wastes seen from

 Organization perspective
 Cust’s perspective
 7 service wastes
 Delay
 Duplication
 Unnecessary movement
 Unclear communication
 Incorrect inventory
 Opportunity lost
 Errors
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 Delay
 Cust waiting
 4 service, 4 delivery
 In queues
 4 response
 Not arriving as promised
 Duplication
 Reenter data
 Repeat details of forms
 Copy info across
 Answer queries from several sources
 Unnecessary movement
 Queuing several times
 Lack of one-stop
 Poor ergonomics in the service encounter
 Unclear communication
 Seeking clarification
 Confusion over service use
 Wasting time finding a location
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 Incorrect inventory
 Out of stock
 Unable 2 get exactly what required
 Opportunity lost
 Retain / win cust
 Failure 2 establish rapport
 Ignoring cust, unfriendliness, rudeness
 Errors
 Service transaction
 Lost or damage goods
COST REDUCTION PRINCIPLE
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COST REDUCTION
PRINCIPLE
 C pressure to
 Reduce cost & lead time
 Maintain the highest quality
 Traditional thinking:
Cost + profit = price
Cost Reduction Principle
 Competitive market - Customer

 set the price
 demand price reduction
 Lean thinking:
Price – cost = profit
 Cost reduction principle
 The only way 2 remain profitable
 Eliminate waste thereby reducing cost
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 Eliminate waste –
 the primary mean of maximizing profit
 Implementing lean
 Survival strategy
 Mandatory cost reduction – a fact of life
 Resources
 Focused on installing the proper sys
 To achieve
 cost reductions
 Highest standards 4 quality & on-time delivery
 VSM
 Ensure resources committed in the right place at the
right time.
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TIME BASED
COMPETITION
 The reduction of lead

time
 in
manu,

 supply chain,
 design
 central in lean
Time based competition
 Competing against time

 Stalk & Hout
 The important of time 2 the competitive edge
 4 rules of response
 The 0.05 to 5 rule
 The 3/3 rule
 The ¼-2-20 rule
 The 3*2 rule
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 The 0.05 to 5 rule

 Across many industries
 Value actually being added
 for bw. 0.05% and 5% of total time
 The 3/3 rule

 The wait time
 no value added
 Split 3 ways
 Each accounting 4 one third of time

 Waiting 4
 Completion of batches
 Physical & intellectual rework
 Mana decision 2 send the batch forward
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 The ¼-2-20 rule

 Every quartering of total completion of time
 A doubling of productivity
 A 20% cost of reduction
 The 3*2 rule

 Time based competitor
 Growth rate of 3 times the average
 Twice the profit margin
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GEMBA
 Gemba
 Place of action , not nec. the workplace
 No means confined 2 the factory
 Taiichi Ohno –
 management begins at the workplace
 Traditional way
 Remain in the office & discuss OPINION
Gemba
 Gemba way
 Go to the workplace of action & collect the FACT
 4 actuals
 Go to the actual workplace
 Look at the actual process
 Observe what actual happening
 Collect the actual data
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Gemba
 Problem / decision
 Go 2 the gemba first
 Not attempt 2 resolve problem away from gemba
 Japanese management practice
 Not let the operators come 2 the manager,
 let the manager go to the workplace
 Spend time on the factory floor / at the service counter
Gemba
 Ohno chalk circle approach

 Drawing a chalk circle on the factory floor
 Requiring a manager 2 spend several hours inside it
 Observing operations & taking note of wastes
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Gemba
 Western way
 Based on Change agent, simulation, computer / info sys
 Gemba way – implementation
 By every one
 At the workplace
 Face 2 face
 Based on in-depth knowledge
 Low cost
Gemba
 Gemba
 combined w. other elements:
 5W,
 Muda,
 Kaizen,
 5S,
 7 tools, …
 the glue 4 all of these
 Gemba Kaizen
 central part of TQ
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LPS 03
LEAN LAYOUT
Nguyễn Như Phong

08/2022
LEAN LAYOUT
 Plant layout
 Lean plan layout
 Cell
 Line
 Buffer & Supermarket
 Paper Kaizen
 Ergonomics
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LAYOUT
PLANT LAYOUT
 Basic / traditional pLayout

 Fixed position layout
 Not-fixed position layout
 Process-oriented / Function layout
 Product-oriented layout
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Plant layout
 Arrangement of physical plant facilities

 Fixed-position layout
 Product moving layout
 Process / function layout
 Product-flow layout
 Cell layout
PLANT LAYOUT
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Fixed-position layout
Fixed-position layout
 Product remain in one location,

 because of size & weight
 Equipment & material used brought to it
 Project layout
 Associated w. JS
 Complex products fabricated
 very low quantities
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Process layout
Process layout
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Process layout
 Machines arranged into groups

 according to general type of manu proc.
 Flexible advantage
 Different parts
 Unique sequence of operations
 Routed through the respective departments
 JS & BP
Product-flow layout
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Product-flow layout
 One product / class of product in large volume

 Complex assembled
 Long sequence of operations
 Facilities arranged efficiently

 Inflexible arrangement
Cell layout
 GT layout
 Combine
 the efficiency of product-flow layout
 the flexibility of process layout
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Cell layout
Cell layout
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Cell layout
Cell layout
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Cell layout
LEAN PLANT LAYOUT
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Lean plant layout
Lean plant layout
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Lean plant layout
 The plant builds in waste 4 many years

 Schonberger
 green field length/breadth ratio = 60:40
 for flexibility & flow
 Opportunity to question
 the VS map
 inter-facility spaghetti diagram
Lean plant layout
 Avoid too-big & unfocused plant

 Max 400 people
 Several smaller focused plants,
 each severving a particular cust.
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Lean plant layout
 Small focused self-contained factories

 Own order entry,
 production control,
 dispatching,
 meeting areas
Lean plant layout
 Supplier on site
 Overall flow from one end 2 the other
 no backtracking
 multiple access points
 multiple loading docks
 max the no. ext. doors
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Lean plant layout
 Central MH spine 4 some operations

 Grouping of inventory into supermarket
 Break up the VS map into pull segment / loops
 Avoid too big warehouse
 Establish a series of specific water-spider routes
Lean plant layout
 Avoid long line & conveyors.

 Use compact cells
 Think 3D
 Not get hooked on using old facilities.
 Better 2 demolish & move
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Lean plant layout
 Locate design & engineering areas

 close 2 manufacturing
 Locate the PC in the middle of the plant floor
 Foster communication & visibility by open layout
LEAN PLAN
LAYOUT DESIGN
 Product family identification

 Break the plant into
 lines - a class of products
 cells - mixed products
 Determine
 what products
 made in each cell / line
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Lean plan layout design
 VS mapping
 Gain the picture of the overall flow
 VS broken up into stages / sub-cells
 Important
 in case of shared resources / convergent operations
 Capacity need 2 be checked
 Dedicated resources considered
 Strategic issues considered

 What cell objectives
 Efficiency – min cost
 Reduced leadtime
 Flexibility
 Combination
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 The length of the line / cell

 depends on inter-station buffer inventory.
 One product  nil desirable
 Mixed model
 Variable times & variation in mix
 Some inventory kept in buffer location
 Activity timings & sampling

 Separate m/c jobs/time from operator tasks/time
 Operator – several m/c
 Operator idle when m/c run – waste
 Timings taken 4 each work element
 broken down into VA, NVA, NVAU
 Video at least 10 observation
 Take actual times, no allowance 4 rest & delay
 Min 200 observations at random intervals
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 Takt time
 Weighted takt time 4 multiple product
 Projected TT on future vol
 Cell CT slightly below TT, eg. 95%
 Used 4 balance
 Allow 4 variation
 Min no. operators nm

nm = TCT / TT
 TCT: Theoretical min times
 nm>.25  Round up
 nm<.25  Round down –
 allow 4 the learning effect
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 Balance the work bw. the operator

 against cell CT
 Allocating the timed work elements
 bw. operators against the target TT
 Some task inherently more difficult / variable
 more allowance given
 Detailed w/s layout

 Standard work charts
 Cell operators working in conjunction w. IEs
 Work combination charts
 Gantt type charts
 Sequence of activities & times
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 Standard work charts

 Cell layout charts
 Cell geography / plan view
 Operator routes
 Inventory location & quantities
 Ergonomics finalized
 Operator –
 Stand not sit,
 except 4 accurate work & hand assembly
 Max visibility, safety & communication
 Avoid the need 2 bend / reach
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 Heijunka
 Supported by pull sys.
 Regulate the cell flow
 Mixed model, pitch, runner considerations
 Runner
 Card board simulation.

 important cell
 Fine tuning & operator buy in
 Simulate the cell full scale operations
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CELL
 Wider organizational arrangement

 Cell as self contained as pos.
Cell
 Balancing mixed model lines

 Line balance board
 TT established
 Target CT
 Set below TT
 Allow 4 general operator variation
 Operator target time
 Individual station time
 Relative complexity & uncertainty at each w/s
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Cell
 Balancing mixed model lines

 Green zone
 Common elements assemble
 Done 4 every product
 Variable 4 each w/s
 Zone limit approximate
 Red zone
 Work elements unique 2 each prod. accumulated
 Total prod assembly time can exceed the OTT
 Weighted average time not exceed
Cell
 Plant layout & supermarkets form the skeleton 4 cells

 The basic cell layout considered
 U shape
 Line
 S shape.
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Cell
 Cell operators not have 2 fetch & & deliver part used
 Waste activity grouped together
 Single runner working bw. several cells & supermarket.
 Operator working directions & allocations
 Working in the same /opposite direction as prod. flow
 2/more operator
 1 operator in the first & last operations of U cell
Cell
 Check 4 constrains / bottlenecks

 CT near 2 / exceed TT
 Run near continuously
 Additional shift
 Before & after buffer
 Off line activity
 Exit & entry buffer
 Feeding into the outbound buffer
 Withdrawing from the inbound buffer
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Cell
 Paper kaizen
 Involve
 Re-sketching the cell
 Reducing / removing all NVA & NVAU activities
 A preliminary design & balance
 Estimate of the standard (min) inventory
 Design 4 OPF 2 minimize WIP
Virtual Cells
 Not possible 2 create a cell in one area

 due to size / envi. conditions
 Stages separated in areas managed as process job shop
 Advantages
 Vastly reduced LT
 Reduced scheduling complexity
 Penalty
 Greater transport
 Cross training
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Virtual Cells
 Operators
 identify w. the cell rather than the process shop
 the skills 2 run many m/c types
 move from one area to area
 Applications
 Low vol. high-tech manu
 LT & low inventories of the essence
LINE
 Henry Ford original line

 Fixed location  next fixed location
 Large, slow moving, complex items
 The lean principles of fast, flexible flow fully apply
 Lines compared w. static build
 Huge productivity & time gains
 Big reduction in time space
 Big improvement in quality
 Big gains in training & apprenticeship
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Line
 Pulse lines PL
 Long station CT, eg. several days
 Use platform 2 move bw. fixed locations at a regular TT
 Small no. items on the line
 Moving lines ML
 Shorter station CT, eg. several hours
 Move very slowly (mm/s)
 Continuously using a track / conveyor
 One / several products on the line
Line
 Lines -
 Fed by supporting cells parts pulled
 Calculate the TT
 No. stations in a PL
 Total time in a ML
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Line
 No. operators / station

 PL
 Simultaneous operations
 Technical considerations
 ML
 as 4 cells
 Simultaneous operations
 Balance the operator work against the TT
Line
 Standard locations & footprints 4 tools & parts

 Each station an own shadow board
 Operators participate in
 developing own parts & equipment handling sys.
 Keep frequently used tools & parts
 5S established
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Line
 Pull systems 4 required parts

 Pull as much as pos.
 Use RRS / ABC classification sys
 Priority kanban sys & supermarkets
 for supporting cells
 A& B parts
 Stored in a specially designed wheeled racks
 Moved 2 the exact location JIT
Line
 Progress signaling sys.

 Visibility – line advantage
 ML
 Marks on the floor
 Light sys
 Operators report & display completion
 PL
 Standard work elements
 Loaded via cards on a H-like board
 Turn around when complete
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BUFFER &
SUPERMARKET
 Skeleton
 Layout
 Building blocks
 Workstations
 Inventory buffer
 Buffer - push
 Supermarket - pull
 Inventory Buffer: Where? Type? Size?
Buffer & Supermarket
 Sequential operations
 Non-constraint B feeding constraint/bottleneck A
 Buffer placed in front of A, not in front of B
 Constraint / bottleneck A feeding non-constraint B
 Buffer placed in front of A, not in front of B
 Buffer size
 Sufficient 2 ensure time coverage 4 for frequent upstream disruption
 Include replenishment time 4 parts on a pull sys plus safety stock
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 A-constraint, B&C-non
 Buffer placed in front of A, not in front of B on line AB
 In front of B on line CB,
 Buffer placed if low cost items
 Synchronization arranged if costly items

 Non-constraint A&C feeding constraint B
 Buffer in front of B
 A&C required 2 make a part at A, buffer at each
 A&C separate
 Synchronized scheduling (pull) sys
 Building inventory of A while B works on C & vv.
 The priority (pull) sys 4 A&C arranged accordingly
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 A-long CO, B&C-little/no CO

 B&C work whenever required
 Supermarket placed bw. A and B-C
 B&C work only periodically & one at a time

 Supermarket
 avoided if A synchronized
 needed in front of A
 work on either part when called upon by B/C
 Priority/accumulation kanban sys
 Indicate when buffers in front of B&C get too low
 Target batch size ?
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PAPER KAIZEN
 Paper kaizen
 activity done in a group as a theoretical / planning exercise
 remove waste & make improvement
 before trying it out 4 real at Gemba
 The Project in PDCA cycle
 Normally followed up by an exercise at Gemba
 Card board simulation
 Actual implementation on the factory floor
 Usually undertaken w. either the 4 basic mapping tools
 Current state
 Spaghetti, ...
Cell-based Paper Kaizen
 Calculation
 TT & Cell CT (95% TT)
 Theoretical no. operators
 Accumulating times against the target CT by each operator
 Reduce the no. operators
 Reduce walk time
 Change the layout
 Remove as many as NV activities as pos.
 Consider the possibility of auto eject & gravity feeds
 Think in 3D – inventory/tools stored on racks
 3 outputs
 A new layout diagram showing operator movement & standard inv.
 A work balance chart / sketch
 A work combination sheet
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ERGONOMICS
 Good ergonomic essential 4 any manufacturer

 Lean ergonomic
 an extension of conventional ergonomics
Lean perspective on Ergonomics
 Working on regular rhythm

 Standing rather than sitting
 Avoiding twisting operations,
 The best w/s allow 4 height adjustment
 Make use of visual warning devices. eg. Color stickers
 ...
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LPS 04
LEAN FLOW
Nguyễn Như Phong

08/2022
LEAN FLOW
 The foundation 4 fast, flexible flow

 Takt Time
 Activity Time
 5S
 Visual Management
 Changeover Reduction
 TPM
 Standard Work
 Small machines
 Demand Smoothing
Aug-22 Nguyen Nhu Phong 256
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LEAN FLOW
 Takt Time & Activity Time –

 basic building block 4 lean flow
 5S
 The housekeeping
 Closely related 2 the TPM methodology
 Visual Management
 Enabled by 5S
 Make TPM & Standard Work more effective
LEAN FLOW
 5S, Standard Work & TPM

 the basic 4 fast, consistent Changeover Reduction
 Demand Smoothing & Small machines
 Allow the other 2 be more effective
 Combination – an effective attack on 3M
 Muda (waste)
 Muri (difficult work)
 Mura (unevenness)
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TAKT TIME
 Fundamental concept
 Regular, uniform rate of progression of products
 through all stages from RM 2 cust.
 The drumbeat cycle of the rate of prod. flow
Takt time
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Takt Time
 Available work time (/d) / average demand (/d)

 Available time:
Actual time – planned stoppages
 Maintenance,
 team briefings,
 breaks
 Demand: average sales rate

 Spare parts, extra, anticipated scrap
Takt Time
 Demand changes,
 maintain the same TT
 by adjusting the available work time
 Multiple parts
 Demand – the total no. parts
 Seasonal / variable demand
 Important selection of the period of estimated demand
 Longer period
 Build 2 order
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Takt Time
 Longer period
 Stabilize build rate
 More supermarket 2 smooth out the bumps
 Build 2 order
 More frequent TT
 Lines rebalanced, operators involved
 More lean & flexible
Takt Time
 Several TTs
 Parallel proc
 Eg. No. parts per prod
 Several TTs in a plant
 Overall synchronization
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PITCH TIME
 The time
 required 2 fill the standard container
 Pitch
 TT * C
 Container quantity / convenient multiple of parts
 15 – 30 m
Pitch Time
 The pitch increment

 Basic time slot used in Heijunka sys.
 Material hander fit in the pitch time
 Vital sys. drumbeat
 forcing regularity, visibility & flow
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ACTIVITY TIMING
 The IE / time & motion study task

 determining the duration of work elements
 Essential input
 Cell balance boards
 VS maps
 Scheduling
 Costing
 Best done by operators rather than IEs
 Sort out & standardize the motions before timing them
Activity Timing
 Video making better than live recording

 Back tracking & avoid the stress
 At least 10 cycles / s
 Variation bw. operators
 Standard work
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Activity Timing
 Method
 Break down work sequence into work elements
 Record manual, walk, wait machine times in
separate columns
 Make a list of activities
 Some manual times – NVA / NVAU
5S
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5S
5S
 The basic housekeeping for

 lean,
 quality
 safety
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5S
 Sort
 Throw out what not used
 Classify everything by frequency
 Do w. the team
 Touch item systematically
 Done regularly
5S
 Set in order
 Locate what used in the best place
 A place 4 everything
 Everything in its place
 Spaghetti diagram
 Ergonomic principles & audit
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5S
 Shine
 Keep up the good work
 Physical tidy up on an ongoing basis
 Visual sweeping
 Who response 4 what
 What standard
 Cleaning is checking
5S
 Standardize
 Standard work
 Bottom line 4 5S
 5S standards maintained
 Standard 4 3S
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5S
 Sustain
 5S ongoing basis
 Participation & improvement
 Audits regularly
 Award 4 achievement
STANDARD WORK
 Standard Work a pillar of the TPS

 Henry Ford
 Standardize a method –
 choose out of many methods the best one & use it
 Today standardization –
 the foundation 4 tomorrow improvement
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Standard work
 Deming
 Improvement – moving from standard 2 standard
 Juran
 Holding the gains
 by establishing standards following improvement
Standard Work
 Ohno
 Achievement of standardized work
 w. min variance
 essential ingredient
 to allow OPF & JIT production
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Standard Work
 Standard & Davies – 3 key aspects of SW

 Not static,
 updated procedure when better way found
 Support stability & reduce variation
 easily recognized
 Essential for continuous improvement –
 better standard
Standard Work
 Cover 3 aspects
 Work time –
 Both TT & CT recorded
 Work sequence
 Standard WIP
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Standard Work
 Moden 5 steps SOP development

1. Determine the TT
2. Determine the production capacity
 Net work time / ( proc time + CO)
3. Determine the NOO
 Sum of work element / TT
4. Define the standard procedure
 First remove waste, develop layout, standard location
5. Write the SOP chart
Standard Work
 SOP
 contains
 TT
 Detailed work sequence steps
 w. time taken for each step
 Standard inventory quantity / kanban quantity
 Color coded to match the product
 Keeping up to date & in the work place
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Standard Work
 3 forms
 The SW combination chart
 Gantt chart – sequence of step against time bar
 The SW analysis chart
 Cell view showing standard route
 The SW element sheet
 Steps, time & photograph
TOTAL PRODUCTIVE MAINTENANCE -

TPM
 Integral to lean
 No lean implementation success
 w. high breakdown level
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TPM
TPM
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TPM
Total Productive Maintenance - TPM
 Beyond breakdown issues

 Cover
 availability,
 performance,
 quality,
 safety,
 capital investment
 Making best use & extending the life of equipment
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Total Productive Maintenance - TPM
 Equipment life cycle

 Failure rate – time
 Bathtub curve
 High in the burning period
 Low in plateau period
 High in wear-out period
TPM
 Addresses & reduces break down

 in all parts of the curve
 Burning period
 Plateau period
 Wear-out period
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TPM
 Burning period
 early equipment maintenance
 improved equipment usage understanding
 Plateau period
 Extend the life of equipment
 Autonomous maintenance AM
 The Japanese Institute of Plant Maintenance - JIPM
 Wear-out period
 Predictive & planned maintenance
The 6 big losses
 Widely used concept in TPM

 Divided into 3 categories
 Availability
 Performance
 Quality
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The 6 big losses
 Availability
 Break down losses
 Unplanned stoppages requiring repair
 > 10m
 CO & adjustment losses
The 6 big losses
 Performance
 Minor stop & idling
 <10m
 Difficult 2 measure  often ignored
 So frequent  the most significant loss
 Activity sampling
 Reduced speed losses

 m/c running at less than the design speed
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The 6 big losses
 Quality
 Defects –
 Scrap / rework
 Start up losses –
 Scrap / rework during CO
OEE
OEE = Availability * Performance * Quality %

 Availability = Actual working time / Working time
 Actual working time = WT – BT - COT
 Working time –
 Breakdown time –
 CO time
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OEE
OEE = Availability * Performance * Quality %
 Performance = Producing time / Actual working time

 Quality = No. good part produced / No. part produced
OEE
 Each OEE elements

 graphed
 Keep at Gemba
 Fishbone diagram showing possible causes
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The AM model
 Basis element of TPM

 Prevent equipment-related losses
 by addressing the abnormal conditions
 Inadequate lubrication
 Excessive wear
 Loose / missing bolt, …
The AM model
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The AM model
1. Clean & inspect equipment

2. Eliminate source of contamination
3. Lubricate components
4. Train operators in inspection
5. Conduct regular inspections
6. Establish workplace planning & control
7. Perform advanced improvement activities
The JIPM model
 9 steps in 3 cycles
 Measurement Cycle
 Condition Cycle
 Problem Prevention Cycle
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The JIPM model
 Measurement Cycle
 Collect equipment history & Performance Analysis
 Define & calculate OEE
 Assess 6 big losses & set priorities
 Condition Cycle
 Critical assessment
 Initial cleanup & condition appraisal
 Plan refurbishment
 Develop asset care
 Problem Prevention Cycle
 Develop best practice routine & standard
 Problem prevention
Some special feature of TPM
 At its worst when new

 Visibility
 Red tags
 Failure mode & scheduled maintenance
 Condition monitoring
 Info sys
 Design & administration and benchmarking
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VISUAL MANAGEMENT
VISUAL MANAGEMENT
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VISUAL MANAGEMENT
VISUAL MANAGEMENT
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VISUAL MANAGEMENT
VISUAL MANAGEMENT
 Gain the max amount of operating info & control

 A variation of gemba management
 Ford motor
 Visual display – provision of info
 Visual control – action
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Visual Management
 Machines – transparent plastic

 OEE charts placed next 2 machines
 CO times graphed routinely
 The Heijunka box – day schedule visual display
 Kanban priority board
 Light 2 indicate status
 Production control & scheduling office on the SF
 CQD performance a central trio display
 Line rebalancing charts
 Mirror w. a slogan
 A maintenance red-tag board
 Story board …
Visual Management
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Visual Management
Visual Management
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Visual Management
Visual Management
 VM, visibility, control by sight

 A key theme in lean operations
 Integrated into 5S & standard work
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CHANGEOVER
REDUCTION
 What CO ? - The time

 m/c idle bw. batches
 from the last piece of the 1st batch
 to the first good piece of the 2
nd batch
 from the standard rate of running of the 1st batch

 to the standard rate of running of the 2
nd batch
Changeover Reduction
 CO reduction a pillar of lean manu.

 The reason 4
 small batch flow &
 improved EPE performance
 CO part of OEE
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 The classic Shigeo Shingo methodology

 SMED
 Identify & classify internal & external activities.
 Separate internal from external activities.
 Max external preparations
 Cut / reduce waste activities
 Try 2 convert internal 2 external
 Use engineering on the remaining internal
 Min internal activities time
SMED
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SMED
SMED
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 To analyze
 The process flow chart
 Spaghetti diagram
 To standardize
 The work combination chart
 SOP
SMALL MACHINES
 Small m/c concept

 one of the least recognized lean facilitator
 Use the smallest m/c possible
 consistent with quality requirement
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Small machines
 Several smaller m/cs instead of bigger, faster monument

 Layout flexibility
 Easier scheduling
 MH reduction
 Less vulnerability 2 breakdown, bottleneck problems
 Possibly reduced cost
 Through phasing of m/c acquisition
 Improved CF
 More frequently technology updates
Small machines
 Do work improvement first & only

 then do equipment improvement
 Old m/cs
 The best m/c may well be the old m/c
 Quality capable
 Throughput & lead time count
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Small machines
 Self developed m/cs

 At its worst when new
 may not yet
 Pokayoke devices fitted
 Q capable
 Low cost automation devices
 Variation not tackle
DEMAND MANAGEMENT
 The smoother the demand, the better the flow

 Demand never be entirely smooth
 not make instability worse by own actions
 Demand
 Internal demand
 External (SC) demand
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External (SC) demand
 Avoid policies
 Variety as late as pos.
 Build to order policy
 Yield management concepts
 Segment demand into bands
 Offer cust upgrades
 Manage demand variation
 Avoid SC gaming
 Communicate along SC
Internal demand
 Policy 2 convert stranger  repeater  runner
 Stabilize manu operation by appropriate supermarkets
 Single pacemaker
 Reduce CO times 2 make cust pull more possible.
 Use control limits
 Use under capacity scheduling
 Takt time
 Stabilize production at the right level in the BOM
 Give priority 2 regular orders
 Use the ATP logic
 Medium term forecast
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LPS 05
LEAN SCHEDULING
Nguyễn Như Phong

08/2022
LEAN SCHEDULING
 Lean scheduling
 Scheduling concepts
 The pacemaker
 Supermarkets
 Kanban
 FIFO
 CONWIP
 RRS
 Mixed model scheduling
 Lean batch sizing & EPE
 Material handling route
 Heijunka
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LEAN SCHEDULING
 Scheduling
 Push scheduling
 Pull scheduling
Lean scheduling
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Lean scheduling
 Pull sys construction

 Building blocks
 Workstation
 Buffer / supermarket
SCHEDULING CONCEPTS
 enable
 most repetitive-production
 many less-regular-flow plants
 implement successful lean scheduling systems
 in a value stream
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Scheduling concepts
 Demand smoothing the starting point

 The smoother the demand,
 the more stable the production,
 the easier to implement
 Enable supermarket inventory reduced
Scheduling concepts
 Takt time - the drumbeat

 Pitch time –
 the repeating increment
 Container moved & material handler circulates
 Pacemaker
 Production scheduled at one single point
 Other stages pulled / flowing
 in a FIFO sequence 2 the final stage
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Scheduling concepts
 Kanban
 Pull sys
 Enable the coordination & synchronization of flow
 governed by the pacemaker
 Avoid overproduction & high light problems
Scheduling concepts
 Pacemaker schedule aided by 2 concepts

 RRS
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Scheduling concepts
 RRS
 Runner product – dedicated facilities
 Repeaters scheduled at regular intervals
 Strangers fitted around repeaters
Scheduling concepts

 Running the smallest pos. repeating batch size down a line
 One piece flow – ideal
 Inventory reduced, cell balanced
 Regularity of flow –
 Making & moving in one repeating sequence all day
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Scheduling concepts
 Lean batch sizing

 Stages involving longer CO operations
 Governed by the pacemaker
 Synchronization maintained
 Inventories kept low
Scheduling concepts
 Material handler
 Hold the whole process together
 Regular route , circulating around the plant
 every pitch increment / round multiple of PI
 Collect up kanbans,
 pick needed parts, deliver the requirement
 Look out 4 any deviation
 Separate function
 Move parts & product
 Make & assemble
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Scheduling concepts
 Heijunka systems
 Leveling at the pacemaker
 Planning & execution sys
 Establish work for each pitch increment
 Authorize the work to begin on time
 Also a problem detection tool
THE PACEMAKER
 Single PM
 The stage around which whole VS scheduled
 The heart
 Avoid amplification problems
 Create synchronization
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The pacemaker
 Often but need not be a constraint / bottleneck

 Well down stream
 Upstream – pulled
 Downstream - FIFO flow to the final work station
The pacemaker
 Rely on as smooth a demand as possible

 Operate at / near the pitch increment as the drumbeat
 Under-capacity scheduling
 to allow for little variation
 Heijunka box –
 scheduling mechanism
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SUPERMARKETS
Supermarkets
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Supermarkets
 Lean aims at one piece flow

 Flow takes place bw. supermarket
 Large amount of inventory before & after w/s
 SM areas grouped together
 enable MH to visit regular routes,
Supermarkets
 SM often established
 at the boundary bw. loops of pull
 where 2 value stream converge / diverge
 WIP permission bw. w/s
 under visible Kanban control
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Supermarkets
 WIP in SM
 Types
 Ordinary
 SS needed to carter for
 uncertainty demand
 process uncertainties.
 A little more
 helps highlight the causes of problems
Supermarkets
 FG SM
 Wall of shame
 demand management & schedule stability
 Need to regard the inventory dynamically
 Clear marker sys shows excess inventory
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The Ten Rules for Supermarkets
1. Lot size differences

2. In front of the customer
3. Material flow splits up into different directions
4. Between very different cycle times
5. Between different shift patterns
6. When creating different variants
7. For merging of material flows
8. For large distance between processes
9. High demands on flexibility and reaction time
10. For change of responsibility
KANBAN
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Kanban
 Pull a lean principles

 A lot 2 do before introducing kanban
 Reducing
 demand amplification,
 CO,
 defect rate,
 disruption
 Creating more stable work
Kanban rules
 Downstream operations come 2 withdraw parts from UOs

 Make only the exact quantity indicated on the K
 Demand placed on UOs by means of cards / signals
 Only active parts allowed at the workplace w. specific locations
 Authorization 2 produce by card/signal only
 Quality at source
 The no. Ks reduced as problems decrease
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Kanban Systems
 Classification signaling 4 production pull sys

 Basic classification
 Production kanbans
 Move / withdrawal kanbans
 Kanban systems
 Single Kanban - only PK
 Dual Kanban - PK & WK
Kanban types
 Production kanbans
 Product kanbans
 Capacity / generic kanbans
 Signal / triangle kanbans
 Move / withdrawal kanbans
 In plant
 Supplier
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Kanban types
 Withdrawal kanbans
 Single card sys
 Ks trigger parts delivery 2 the line
 either from an internal supermarket / external supplier
 Dual card sys
 WKs work with PKs
Single kanbans
 Traditional kanban
 Stable manu envi.
 Repetitive production
 The most popular type
 Easy 2 understand, see, install
 Single card / pull signal
 operates bw. each pair of w/s
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Single Kanban
 Several single-cards kanban in a loop

 bw. a pair of w/s
 Each – the authorizations 2

 Make a part / container of parts
 Move it 2 a specified location
 Categories
 Product kanbans
 Generic kanbans
 Signal kanban
Product Kanban
 Whenever a prod used simply replaced

 No call, no authorization  no production
 Practical variations
 Kanban squares
 Cards
 Faxban / E-ban
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Product Kanban
 Kanban squares - A vacant square –

 an authorization
 to fill the square w. another similar parts
Product Kanban
 Cards returned 2 the feeding station

 2 authorize it 2 make a replacement quantity
 as specified on the card
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Product Kanban
 Faxban / E-ban
 operate exactly the same as card
 Electronic not physical pull signal
Multible Product Kanban
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Multiple-Product Kanban
 Sequential operations
 Assemble 2 order operations
 Synchronize operations
 Emergency kanban
Sequential operations
 PK used bw. stations provided not too many prod.s

 One partly completed prod of each type
 placed as buffer bw. each w/s
 A called for, triggers activated sequentially
 to make a replacement
 Others not move until called for
 Quick response
 but holding intermediate buffers of each type
 Impractical 4 more than a handful of products
 Generic kanban instead
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ATO operations
ATO operations
 Shelves with parts & subassemblies

 surrounding the final assembly area
 Order comes
 Configured from the appropriate shelves
 Create a blank space on the shelf
 the signal 4 the subassembly areas
 2 replace that subassembly
 Subassembly areas arranged into cells

 Pull parts from the shelf & hence back 2 the store
 Literally millions of dif. config.s made under a pull sys.
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Synchronize operations
 Several legs in a BOM / assembly structure

 Synchronization achieved by golf-ball kanban
 Signal sent 2 areas producing assemblies JIT
 2 meet up w. the main build
 as it progress along the line

 Dif. color of golf ball
 moved 2 the subassembly station
 to signal them 2 prepare the exact required assembly
Emergency kanban
 Special event kanban

 inserted in the K loops
 to compensate 4 unusual circumstances
 Different color distinguished easily
 Automatically go 2 the queue head,
 requirement dealt w. asap.
 Additional quantity produced, EK withdrawn
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Generic Kanban
 Capacity kanban
 Authorize feeding w/c 2 make a part
 not specify what part
 part specified via a manifest / broadcast sys
 Preferable pull sys
 Large no. prod.s,
 similar routing, fairly similar time requirement
 Less WIP but slower response time
Signal Kanban
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Signal Kanban
 Changeover
 As part withdrawal,
 K hung on the board under appropriate column
 Target batch size
 calculated 4 each prod. & marked on the board
 Sufficient no. K accumulated, batch made
 Visible, up2date warning of an impending CO
 Batch made 2 cover all the Ks on the prod. column
Signal Kanban
 Triangular SKs accumulated on the board

 as containers pulled from the supermarket
 Base card – adjustment when TTs change
 Above a base card

 the Ks accumulate from bottle 2 top
 Run line indicate the target batch size,
 expressed in NOKs.
 When accumulated K reach the run line,
 a batch sufficient 2 cover all the outstanding Ks, made
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Dual Kanban
Dual card Kanban
 Long established at Toyota

 Use both production & move K cards
 Production / signal Ks stay at a particular work center
 Alternate bw. K board & FG container
 Used by operators
 Conveyance Ks stay bw. a particular pair of w/s
 alternate bw. move card mailbox & full container
 Used by material handler
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Dual card Kanban
 MH collect up the CKs from the mailbox

 Take them 2 the appropriate feeder w/s
 Detach the PK/SK from the full container
 Attach the CK 2 the container
 PK returned 2 the w/s K board
Dual card Kanban
 Work start on the batch, authorized by PK

 Operator detaches CK from the container,
 hang it on the mailbox
 The move quantity

 not have to equal the make quantity
 Linking several operations
 using pacemaker / Heijunka sys
 Short LT PK –
 Quick response & lower inventory
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Number of Kanban cards
 Less than last time!

 Water & rock analogy
 Gradually reduce the inv. levels by reducing the K quantity
 Expose rocks
 Win-win approach
 Nothing happen – run a little tighter
 Hit a rock – the most pressing rock/constraint
 The general rule on Ks

 Start loose w. a generous amount of SS
 Move toward tight K gradually but steadily
 The no. K calculated on a safe assumption
 Comfortably sufficient inv. in the replenishment loop
 Ohno warning about excessive no.Ks
 Loosing the responsive feel of a pull sys
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 Traditional 2-bin sys

ROP = D*LT + SS
N = ROP/Q
 D: demand rate during LT
 LT: placing an order  receiving delivery
 Q: container quantity
 N rounded up
 Assuming K card
 sent as soon as the first part removed from the container.
 Often better 2 think of safety LT

N = D*(LT + ST)/Q
 CO
 LT = CO + Batch RT + QT + Delivery time
 EPE
 Not include delivery time & safety time
 LT = EPE+DT
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 For repetitive assembly operations

N = D*(LT + ST)/Q
 LT -
 from placing 2 receiving the order
 No CO
 Elements of run, wait, move
 Run time 2 fill the container
 Wait time –
 pre&post waiting 4 movement
 Waiting on the K board / mailbox
 before the order actioned
 Parts obtained from ext. supplier

N = D*(LT + ST)/Q
 LT the expected 4 delivery
 ST –
 Uncertainty in delivery, quality, breakdown, distruption
 Moving from loose 2 tight pull
 SS somewhat allowed 4 in the rounding up calculation
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Kanban weakness
 Assume
 repetitive production
 fairly level schedule
 Schedule not level
 Significant buffer inventories idle 4 lengthy periods,
 waiting 2 be pulled
Kanban weakness
 Further complications
 Routings vary significantly bw. prod.s
 Variation in processing time
 Unbalanced lines & temporary bottlenecks
> Sometimes more inv than MRP push sys.

 No.Ks depends on demand
 Demand changes  NoK changes
 Unstable envi.  adding / subtracting Ks
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FIFO
FIFO lanes
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FIFO lanes
 FIFO lanes
 Inv brought in at one end, removed from the other
 Good lean SM practice even though a bit more space
 Avoid date sensitive inv problems
 Good for visibility & housekeeping
 Monitoring easy via dates / color coding
The Rules for FiFo
 No part can overtake another part
 A clearly defined maximum capacity
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Advantages of FiFo Lanes
 A lean material flow

 A clearly defined material flow.
 A clearly defined information flow.
 Helps visual management.
When to Use a FIFO
 Whenever no reason for a supermarket.

 The Ten Rules for Supermarkets
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CONWIP
CONWIP
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CONWIP
 Constant WIP
 Link the last proc. w. the first by a multistage signal sys
 Cards
 not operate bw. each pair of w/s
 follow the prod. / batch through all the stages
 sent 2 the first proc. as the prod. / batch completed at the last
 authorize the start of a new batch
 Work completed at the end of a route
 equivalent amount let in the route beginning
 The amount of work calculated in terms of the beginning
CONWIP
 CONWIP card not prod. specific

 Beautifully simple but robust sys.
 Inventory automatically accumulates
 in front of temporary bottleneck

 Less inv. than stage by stage kanban
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CONWIP
 CONWIP loop –
 Assembly line, cell, factory
 Establish a CONWIP loop
 Start w. loose inv. and tighten
 UB = required LT * TT
 Established bw. supermarket
 several loops making up a value chain
 Set up 4 components & end items
CONWIP
 Categories of priority
 FIFO used
 Hot CONWIP cards
 jump the queue at the first operation / buffers
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CONWIP
 Kanban
 Tighter material control sys
 Well balanced stages
 easier 2 pick up problems faster
 Require
 strict operating conditions &
 higher flow linearity
CONWIP
 Use both K&C

 CONWIP
 control the main flow
 Kanban
 control part delivery 2 the line
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RRS
RRS
 Powerful idea for lean scheduling

 Product / product family
 Runner
 Repeater
 Stranger
 Production plan / scheduling construction
 Pareto analysis  RRS categories
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RRS
 Runner
 Sufficient volume 2 justify dedicated facilities
 Not all the time, at-and-when basis, not 2 share
 Repeater
 Intermediate vol
 Dedicated facilities not justifiable
 Scheduled at regular slots
 Stranger
 Low/intermittent vol
 Fitted into schedule around the regular repeater slots
 Lowest priority
RRS
 Runners –
 little concern so long as adequate capacity.
 enjoy own resources
 Heartbeat goes all the time
 Repeaters
 Schedule backbone
 Slotted in at regular intervals as often as cap allow
 Max flow & min inventories
 Transfer batches smaller than production batches
 Breakfast every day
 Strangers
 fit around the repeaters
 Shopping sometimes
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RRS & ABC classification
 Useful way 2 think of lean scheduling & pull options

 Tight kanban – TK: Small SS
 Loose kanban – LK: More SS
 MRP: Lack of repetition make kanban less feasible
 Forecast based sys - FBS
 2 bin - TB
 Reorder Point - ROP
 Go see – GS
 Vendor managed inventory - VMI
 ABC inventory classification

 A – expensive items
 B – intermediate
 C – low cost commodity items
 Efforts 2 convert S  R  R
 Reducing & eventually eliminating MRP
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Ti Rn Rp S
A TK TK MRP / FBS
B LK LK MRP
C 2B/ROP 2B 2B/GS
RRS - ABC & LT classification
Rn Rp S
A long LT LK MRP MRP
A short LT TK TK SK
B long LT LK LK MRP
B short LT TK TK SK
C long LT 2B/ROP 2B 2B
C short LT VMI VMI GS
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MIXED MODEL SCHEDULING
Mixed model scheduling
 Scheduling in mixed repeating sequence

 rather than in large batches
 In practical terms,
 one small container of a prod,
 followed by a small container of the other, … then back
 eg. A:B:C=3:2:1 - ABABAC
 rather than a no. container of a prod,
 followed by a no. small container of the other, … then back.
 eg. AAABBC
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 Reasons
 Powerful aid 2 cell balancing
 Reduce WIP & sometimes FG
 Lead 2 better cust. service
 Result in a constant rate of flow all day
 Related 2 lean batch sizing
 to achieve more frequent EPE
 Assembly operations
 No CO - no problem
 Short COs
 Min feasible batch:
COT + Qm * AT = Qm * TT
Qm = COT / (TT – AT)
 AT: assembly time
 Desirable min no. a product
 kept together in a sequence.
 Eg. aaa bb cc d - aaa bb cc d - ...
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 Mixed model sequence

 derived from product mix demand
 Eg. 66%A & 33%B: AABAAB…
 Best sequence
 from the nearest lowest common denominator
 Eg. A:B:C = 10:5:2
 5:2:1: ABABACAA-ABABABACA
 Heijunka box
 Mixed model sequence placed in the pitch increments
 Batch size/container size
 the pitch increment
 The no. pitch increment & the prod mix
 the sequence
 Eg. 48 10m PIs Heijunka, 6A:3B:2C:1D
 4 12-PI repeating slots per day
 ABABACABACAD
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LEAN BATCH SIZING
 CO remains a significant factor

 Continue 2 attack CO times
 Improve flow
 Allow reduce batch size
Lean batch sizing
 Economic batch quantity

 totally rejected from a lean perspective
 No account taken of TT & flow rate
 Classic batch & queue thinking
 CO cost per CO, CO team – a fixed resource
 Inv holding cost often understated
 Capacity assumed 2 be infinite
 Constant & uniform demand - not practical
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Batch sizing
 Min batch quantity w. CO

 Sometimes governed by ext. CO time
 Unless the batch greater than this min.
 m/c idle waiting 4 ext. CO operations
 Not just the int. CO operations govern batch size
 Effort 2 min ext operations
Batch sizing w. TT & CO
 Single Product
COT + RT * Q = TT * Q
Q = COT / (TT-RT)
COT=10m; TT = 30s, RT = 20s

 Q = 60
? Q>60
? Q<60
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 Multi-prod
CQ = COT / (OTT – ART)

Qi = CQ * PPi
A, B, C. COT = 30 ph. RT=5 ph.

TT: 20ph-A, 40ph-B, 40 ph-C.
3A, 1,5B; 1,5C /g
 TT = 60/6 = 10 ph
A:B:C = 2:1:1.
AABC:
TCO = 3  30 = 90 ph
CQ = 90/(10 – 5) = 18
QA = CQ  PPA = 18  0,5 = 9
QB = CQ  PPB = 18  0,25 = 4,5  5
QC = CQ  PPC = 18  0,25 = 4,5  5
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A, B, C. COT = 30 ph. RT=5 ph. TT: 20ph-A, 40ph-B, 40 ph-C. 3A, 1,5B;
1,5C /g
TT = 60/6 = 10 ph
A:B:C = 2:1:1.
ABAC:
TCO = 4  30 = 120 ph
CQ = 120/(10 – 5) = 24
QA = CQ  PPA = 24  0,25 = 6
QB = CQ  PPB = 24  0,25 = 6
QC = CQ  PPC = 24  0,25 = 6
EPE Batch sizing
 EPE concept –
 An important lean idea
 Every Product Per Every x days
 Establish a regular repeating cycle
 Lean ideal –
 every prod per every day
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EPE Batch sizing
 EPE regularity – big advantage for

 standard word,
 quality,
 predictability,
 CO,
 regular time 4 improvement
EPE Batch sizing
 The basis of batch EPE

 make the batch as small as pos
 by doing as many CO as pos.
 in the available time
 CO time itself challenged continually
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EPE Batch sizing
 Time available 4 CO
Total available time – total run time
 No. batches
time 4 CO / CO time
EPE Batch sizing
 Target CO time
 An alternative 2 allow an EPE of eg. one day
TAT – TRT = TCO

EPE  DAT – EPE  DRT = TCO
EPE = TCO / (DAT – DRT)
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EPE Batch sizing
[A, B, C, D, E, F] = [3; 2; 0,5; 0,5; 0,5; 0,5] (g/ng)

COT = 30 ph
DRT = 3+2+0,5+0,5+0,5+0,5 = 7 (g/ng)
EPEmin = TCOmin / (DWT – DRT)
EPEmin = 6  0,5 / (8 – 7) = 3 (ng)
[A, B, C, D, E, F] = [9; 6; 1,5; 1,5; 1,5; 1,5] (g)
EPE Batch sizing
EPE = 5 ng:
[A, B, C, D, E, F] = [15; 10; 2,5; 2,5; 2,5; 2,5] (giờ)
TAT = 5  8 = 40 (giờ)
TRT = 5  7 = 35 (giờ)
TCO = TAT – TRT = 40 – 35 = 5 (giờ)
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EPE Batch sizing
EPE = TCO / (DAT – DRT)

 TCO = EPE / (DAT – DRT)
[A, B, C, D, E, F] = [3; 2; 0,5; 0,5; 0,5; 0,5] (g/ng)

DRT = 3+2+0,5+0,5+0,5+0,5 = 7 (g/ng)
EPE = 1:
TCO = EPE / (DAT – RT) = 1 / (8-7) = 1 (g)
COT = TCO / 6 = 60/6 = 10 < 30 (ph)
MATERIAL HANDLING ROUTE
 Regular set route 4 a MH –

 a powerful regularity concept
 Pacemaker – the heart beat
 MH – circulation sys lifeblood
 Material handling
 Waste, spread out among many operators
 Group up – single MH, vital part of flow
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Material handling route
 MH
 follow a route,
 collect Ks,
 pick & deliver parts.
 start & end at the pacemaker / H box
 initiate the next round as the H card issued
 working w. the PM
 essentially levels the production rate
 look out 4 the problems
 shortage / stoppage
 notify problems 2 supervisor
Material handling route
 The route
 Carefully workout 4 the standard time
 Just a little less than the pitch increment
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HEIJUNKA
 Capacity management
 The ultimate tools for
 stability,
 quality,
 productivity
Heijunka
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Heijunka
 The classical method in L scheduling in a repetitive envi.

 Level schedule/pacing,
 visibility of schedule,
 early problem highlighting
 Used at PM proc., control & pace the whole plant
 Schedule developed & controlled by sup. at the Gemba
Heijunka
 A post-box sys 4 K cards

 Authorize production in pitch increment-sized time slots
 Loaded at the cell level by sup. / team leaders
 Manual finite schedule
 Always visible & up2date
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Heijunka
 H box
 Columns 4 each pitch increment
 Rows 4 each prod. / family
 H card placed in one prod row 2 authorize production of 1
PI’s amount of work
 a PI fills a part container
Heijunka
[A, B, C, D, E] = [300, 200, 150, 100, 50] (sp/ng)

Q = 25:
N [A, B, C, D, E] = [12, 8, 6, 4, 2] (thẻ/ng)
TAT = 48000 gy/ng, TDD = 800 sp/ng:
TT = 48000/800 = 60 gy
PT = 60  25/60 = 25 ph
[A, B, C, D, E] = [6, 4, 3, 2, 1] (K)
AAAAAABBBBCCCDDE
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Heijunka
AAAAAABBBBCCCDDE
PT 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
A 1 1 1 1 1 1
B 1 1 1 1
C 1 1 1
D 1 1
E 1
Heijunka
ABCDEABCDABABACA
PT 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
A 1 1 1 1 1 1
B 1 1 1 1
C 1 1 1
D 1 1
E 1
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Heijunka
 MH authorized
 to collect only that specific quantity at that time
 Loading up the H box levels the schedule
 Withdrawing the cards paces production
 during the shift
Heijunka
 Immediately apparent
 Item fails 2 be ready 4 collection
 Cell unable 2 start work
 The worst case of undetected cell failure – 1 PI
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Heijunka
 The pacemaker of MHS

 Heijunka used w. FG store
 Demand not met at the H schedule
 MH draws on BS but raise a flag
 BS replaced at the end of the shift
Heijunka
 Mixed model scheduling inherent in H.

 H box loaded MM fashion
 H not a tool for
 the job shop /
 highly variation production
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Heijunka
 TT changes
 Maintain constant PI, derive the pitch quantity
 No. PI change 2 meet the demand
 End the shift w. idle/over time
 Most popular
 Stability of MH route & rate of work
 Maintain the standard container quantity, derive PI
 Rebalance required
 MH routes may change
Heijunka
 Very long work cycle / TT

 Large item – pulse line
 PI made a fraction of the pitch time, eg. 30m/1h
 H built around PI standard block of work
 The great advantage of leveling & pacing remain
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LPS 06
LEAN QUALITY
Nguyễn Như Phong

08/2022
LEAN QUALITY
 Lean quality
 Lean quality framework
 Complexity
 Mistakes
 Variation
 Lean Six Sigma
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LEAN QUALITY
 Perfection
 The last of the 5 Lean principles
 Goal covers
 Quality
 Delivery, flexibility, safety
 Definition
 Quality - Customer satisfaction
 Lean - Value specified by customer
Lean quality
 TPS pillars
 JIT
 Jidoka –
 closely related 2 Quality
 especially pokayoke
 a mayor way of
 exposing waste &
 improving Quality throung surfacing problems
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Lean quality
 The 2 pillars mutually supportive

 Improve Q  improve JIT performance
 less disruption & smooth flow
 Improve JIT  improve Q
 Reduce batch size  faster detection & less rework
 Layout influence Q  improved communication.
 Quality
 One of 5 interrelated concepts
 Standard work, TPM, 5S, visibility.
 Foundation stone for lean stability
LEAN QUALITY FRAMEWORK
 Hinckley
 Perfection in quality approached in 3 ways
 Reduction in complexity
 Reduction of variation
 Reduction & Prevention of mistakes
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Lean quality framework
 3 ways in 5 possible sources of problems

 Man,
 Machine,
 Material,
 Methods,
 Information
Lean quality framework
 Most effective order 2 tackle quality problems

 fist address the product,
 then process,
 finally related tools & equipment
 Within each category
 First simplify,
 Then mistake proof,
 Finally to control variation
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COMPLEXITY
 Both product & process

 Hinckley then Boothroyd, Dewhurst
 Product defect rate
 strongly related 2 assembly complexity
 Product complexity
 No. components
 Difficulty of assembly
 Process complexity
 No. operations
 Difficulty of each operation
Product Complexity
 Methods
 QCC – Quality Control of Complexity
 DFSS – Design 4 Six Sigma
 GT – Group Technology
 DFx – Design 4 x
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QCC
 Methods developed by Hinckley

 The frequency of mistakes increases
 with increasing assembly complexity
 QCC method
 Constructing a tree diagram 4 assembling a prod.
 Time required 2 complete the assembly estimated
 Alternative designs evaluated based on time.
DFSS
 Design 4 Six Sigma

 Defined set of steps – IDDOV
 Identify –
 Define
 Develop
 Optimize
 Verify
 Similar project organization
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DFSS
 Identify – Define
 Clarify C & CNs
 Tools: Kano model, QFD
 Develop
 Brainstorming & identification of alternatives & evaluation
 Techniques: TRIZ, Pugh Analysis, FMEA
 Optimize
 Taguchi method 4 design & tolerance optimization
 DOE 4 parameter design
 Verify
 How the prod. perform in the field
 Looking at the manu. proc. capability
 Conducting experiment on prototype & pilot tests
 Tools: PCA, SPC, Pokayoke
GT
 Set of procedure
 aimed at simplifying prod.s wo. compromising cust. choice
 Identify similarities in function
 to reduce prod. & proc. proliferation
 First search a database 4 prod.s w. similar functions
 Make selection from a predefined set
 rather than unlimited choice
 The dramatic impact
 on part proliferation, inv, routing, quality
 Various GT coding & classification sys
 to assist both prod&proc designers
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DFx
 DFA - Design 4 Assembly

 DFM - Design 4 Manufacture
 Key set of techniques 4 lean processing simplicity
 Impact time, cost, inventory, quality
Process Complexity
 May independent from product complexity

 Tools reduce process complexity
 Part presentation
 SOP
 5S
 Simplified material flows & layout
 TPM
 SMED
 Visual control
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MISTAKES
 The control-of-mistake toolbox

 5S
 Self inspection
 Operator performs an inspection
 immediately after the manu step made
 Successive inspection
 The next operator checks the previous steps
 SOP
 Pokayoke
Inspection
 Sometime ridiculed - Error prone, waste time

 Usually unsophisticated
 Worthy of consideration
 Immediate / short term feedback
 High degree of reliability
 Faster than SPC
 Involve NVA time
 Require good motivation & participation
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Pokayoke
 Mistake Proofing
 Shigeo Shingo
 not invent
 but developed & classified the concept
 Martin Hinckley
 significant contribution –
 Make No Mistake!
Pokayoke
 MP device
 simple, often inexpensive
 prevent defect from being made
 undertake 100% automatic inspection
 stop /give warning when a defects discovered
 not a control device
 sense abnormalities
 take action when an abnormality identified
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Pokayoke
 Shingo
 Mistakes – inevitable
 Defects –
 result when a mistake reaches a cust.
 Pokayoke –
 prevent mistakes becoming defects
Pokayoke
Shingo
 QC –
 3 MPD types
 Failsafe classification
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Pokayoke
Shingo
 QC – hierarchy of effectiveness
 Judgement inspection – inspector
 Informative inspection – SPC
 Source inspection – Pokayoke
Pokayoke
Shingo
 3 pokayoke types
 Contact
 Make contact / physical shape - inhibit mistakes
 Fixed value
 Make it clear when parts missing / not used
 Motion step
 Automatically ensure correct no. steps taken
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Pokayoke
Shingo
 Failsafe classification
 5 areas
 Man, machine, material, method, info
 Process control model
 input, process, output, feedback, result
Pokayoke
Grout
 Areas for Pokayoke considered

 Worker vigilance required
 Likely mis-positioning
 Difficult SPC
 Ext failure costs dramatically exceed IFCs
 Mixed model & JIT production
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Pokayoke
Hinckley
 5 mistake categories
1.Defective material,
2. Information,
3. Mis-adjustment,
4. Omission,
5. Selection errors
 Mistake proofing solutions & the most suitable
Pokayoke
Hirano
 5 most useful MPDs:

1. Guide pins,
2. Limit switch,
3. MP jigs,
4. Counter,
5. Checklist
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VARIATION
 Foundation tools 4 variation limitation:

 TPM, 5S, SW, QCO.
 Tools 4 variation control:

 SPC
 Principle approach 4 variation reduction –

 SS
Variation
 Low hanging fruit

 Before starting out on sophisticated SS program
 made reasonable progress w. 5S, VM, SW, TPM.
 SPC
 Good technique 4 variation monitoring & control
 Monitoring process not product
 Good & capable process  good product
 Not reliable 4 monitoring / controlling
 at levels of 5/6 sigma, .1%
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SIX SIGMA
 SS
 Structured problem solving methodology
 Reducing the no. defects
 Reducing prod & proc variation
Six Sigma
 SS progresses
 on a PBP basis & process oriented
 Driven by qualified people
 Green belts
 Black belts
 Master black belts
 Champions
 Strongly based on statistics
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Six Sigma
 Methodology: DMAIC
 Define
 Measure
 Analysis
 Improve
 Control
My SS Case Studies in www.isem.edu.vn
1. Ứng dụng Six Sigma cải tiến chất lượng quá trình sản xuất cty Scancom VN. 2009. Ng. Thanh Xuân, Đoàn Đức Nghĩa. K2005,
2. Ứng dụng Six Sigma cải tiến chất lượng quá trình sản xuất cty SeaBest. 2010. Nguyễn Tài Xuân, Trần Bảo Khánh. K2004.
3. Ứng dụng Six Sigma cải tiến chất lượng quá trình sản xuất cty may NBC. 2014. Đỗ Thành Trung. K2009.
4. Ứng dụng Six Sigma cải tiến chất lượng quá trình sản xuất cty Philips VN. 2014. Huỳnh Thanh Phong, Lưu Minh Tuấn. K2009.
5. Ứng dụng Six Sigma cải tiến chất lượng quá trình sản xuất cty 3D Long Hậu. 2015. Trần Thanh Phong. K2010.
6. Ứng dụng Six Sigma cải tiến quy trình bằm gỗ tràm cty CP Thúy Sơn. 2016. Nguyễn Văn Phú. K2010.
7. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty Scancia Pacific. 2016. Dương Minh Toàn. K2012.
8. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty Điện Quang. 2016. Nguyễn Xuân Cư. K2012.
9. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty May Nhà Bè. 2016. Hoàng Minh Công. K2012.
10. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty CAN Sport. 2017. Phạm Quang Anh Tuấn. K2012.
11. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty Hoàng Nam. 2017. Ngụy Viết Tiến. K2012.
12. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty Trương Nguyễn. 2017. Nguyễn Hồng Sơn. K2012.
13. Ứng dụng Six Sigma cải tiến quy trình sản xuất cty gỗ Minh Dương. 2017. Lưu Văn Nghĩa. K2011.
14. Ứng dụng Six Sigma cải tiến chất lượng quy trình sản xuất cty Lai Cung Én Phúc Sang. 2018. Trần Minh Trí. K2011.
15. Ứng dụng Six Sigma cải tiến chuỗi cung ứng cty L’OREAL VN. 2018. Trần Minh Thư. K2013.
16. Ứng dụng Six Sigma cải tiến chất lượng dòng sp. Men Jacket, CNRA1, Cty May Vinatex Tư Nghĩa. 2022. Vương Ban. 2018.
17. Ứng dụng Six Sigma cải tiến hiệu suất thiết bị tổng thể tổ máy phay CNC, Cty cơ khí Duy Khanh. 2022. Lê Thị Tường Vy. 2018.
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LEAN & SIX SIGMA
 Lean & Six Sigma: compete / emerge ?

 Lean
 Often tend 2 ignore variation
 Less strong at detailed problem solving
 Six Sigma
 Not much about complexity / mistakes
 Downplay the role of foundation lean techniques
Lean & Six Sigma
 Strong Deming connection

 2 main themes
 Removal of waste  Lean
 Reduction of variation  SS
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Lean & Six Sigma
 Powerful & widely used approaches

 Lean Sigma
 Fit Sigma
 SS plus
 Power Lean
 Quick Sigma
 Lean Six Sigma LSS
Integrating Lean & Six Sigma
 Fashionable integration
 Dean & Smith, 2000:
“LeanSigma ustilizes SS & lean principles 2 reduce
both defects & lead time w. the speed of kaizen”.
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 Lean Sigma projects

 added
 lean principles,
 VS mapping,
 kaizen methodology
 produce result
 2-3 times faster than normal SS projects
 Mike Wader (2000) – Lean Sigma programs

 Lean used 2 remove waste & NVA activities
 SS used to control the variation
 within the value adding portion of the process.
 Combining tools & data sets
 to produce a comprehensive improvement program
 Avoid the battle 4 funding bw. L& SS programs
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 Drickhamer (2002)
 How the adoption of Lean techniques
 prior to the application of SS projects
 can provide real benefit.
 removing the elitist strain from SS
 tackling the low hanging fruit w. Lean.

Area Lean Six Sigma
Objectives Reduce waste, Reduce variation,

Improve value Shift variation inside CR
Framework 5 principles DMAIC
Focus Value Stream Project / process
Improvement Many small improvement. A small no. large proj.

Everywhere simultaneously One at a time
Typical goals Cost, Quality, Sigma level.

Delivery, Lead time Money saving
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Area Lean Six Sigma
People involved Team led by Lean expert BB supported by GB
Time horizon Long term, Continuous Short term. PBP

Tools Often simple. Complex statistical
Complex 2 integrate
Typical early Map the VS Collect data on proc.
steps Variation
Impact Large, system-wide Individual proj.
Large saving
Prob. Root Via 5 Why Via DOE
causes
Conclusions from LSS cases
 Build on a firm foundation

 5S
 SW
 Take waste out first

 especially low hanging waste
 SS add a powerful dimension in traditional Lean areas

 especially 4 more complex issues
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 The rigor of SS training

 likely 2 benefit many Lean improvement intitiatives
 simply giving team members
 added skill in data interpretation & analysis
 Lean has much 2 say 2 SS during SS projects
 VS analysis & deployment
 Waste identification, SMED, pull, cell design, …
 Begin & end many SS projects w. Lean

 VSM & policy deployment –
 powerful way 2 direct improvement initiatives
 Organizational politics
 more important than the approach used
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LSS Papers in www.isem.edu.vn
1. An Application of Customized LSS to Enhance Productivity at a Paper MC. 08

2. Application of Lean Six Sigma in Healthcare – A Graduate Level Directed Project Experience. 13
3. Application of Lean Six-Sigma Methodology to Reduce the Failure Rate of Valves at Oil Field. 01
4. Applying Lean Six Sigma for Waste Reduction in a Manufacturing Environment. 11
5. CS on the Lean Six Sigma Management for IT Service Management Project of G Commercial Bank. 14
6. Integration Of Six Sigma And Lean Production. 02
7. Integration Of Six Sigma And Lean Production System For Service Industry. 03.
8. Implementation of SSP for LM To reduce the rework waste in Transformer manufacturing unit. 12
9. Implementing Lean Six Sigma: A Case Study In Concrete Panel Production. 07.
10. Implementing the LSS Framework in a SME – A Case Study in a Printing Company. 06
11. Improving service quality by capitalising on an integrated LSS methodology. 04
12. LSS Application for Sustainable Production: ACS for Margarine Production in Zimbabwe. 10
13. Successfully Integrating Lean and Six Sigma Improvement Initiatives. 05
14. Use of LSS to improve operating room efficiency. 09
My Lean Six Sigma Case Studies in www.isem.edu.vn

1. Ứng dụng. LSS cải tiến quy trình sản xuất cty KSVN. 2012. Nguyễn Xuân Thạnh, Phạm Hướng Linh. K2007.
2. Ứng dụng. LSS cải tiến quy trình sản xuất cty TC. 2012. Nguyễn Đăng Quang, Nguyễn T. Mỹ Phụng. K2007.
3. Ứng dụng. LSS cải tiến quy trình FA cty FOV-. 2014. Nguyễn Lê Xuân Nữ. K2009.
4. Ứng dụng LSS cải tiến quá trình JP cty FOV-. 2014. Lê Thị Yến Nhi. K2009.
5. Ứng dụng LSS cải tiến quy trình sản xuất cty Sika. 2014. Mai Nguyễn Hoài Châu. K2009.
6. Ứng dụng LSS cải tiến quy trình sản xuất cty Sáng Tạo. 2014. Bùi Thị Linh Phương, Nguyễn Thị Huyền Anh. K2009.
7. Ứng dụng LSS cải tiến quy trình sản xuất cty Green Feed VN. 2015. Huỳnh Thanh Tùng. K2010.
8. Ứng dụng LSS cải tiến quy trình sản xuất cty Gạch Thanh Bình. 2015. Hoàng Văn Đạt. K2010.
8. Ứng dụng LSS cải tiến quy trình sản xuất Thép Sóng Thần. 2015. Lê Quốc Bảo, Nguyễn Huỳnh Thái Thuận. K2010.
9. Ứng dụng LSS cải tiến quy trình sản xuất cty may NBC. 2015. Nguyễn Đại Minh, Hoàng Thiện Mỹ. K2011.
10. Ứng dụng LSS cải tiến quy trình sản xuất cty cơ khí KMT. 2015. Nguyễn Hồng Sơn, Đặng Chí Thạnh. K2011.
11. Ứng dụng LSS cải tiến quy trình sản xuất xylanh tròn cty Trương Nguyễn. 2017. Phạm Văn Lư. K2013.
12. Ứng dụng LSS cải tiến quy trình sản xuất xylanh vuông cty Trương Nguyễn. 2017. Trần Thanh Nhất Tùng. K2013.
13. Ứng dụng LSS cải tiến quy trình sản xuất cty cổ phần may mặc Bình Dương. 2017. Nguyễn Thành Phát. K2013.
14. Ứng dụng LSS cải tiến quy trình sản xuất cty May Nhà bè. 2017. Nguyễn Văn Tài. K2013.
15. Ứng dụng LSS cải tiến quy trình sản xuất cty Schneider-Electric VN. 2018. Nguyễn Thi Lâm Nghĩa. K2014.
16. Ứng dụng LSS cải tiến quy trình sản xuất cty May Nhà Bè. 2018. Thiều Nam Phong, Nguyễn Đăng Quang. K2014.
17. Ứng dụng LSS cải tiến quy trình dán đế miếng lót giày RB cty AF group 2019. Nguyễn Thị Cẩm Đào. K2015.
18. Ứng dụng LSS cải tiến quy trình may áo Vest cty may An Phước 2019. Võ Phi. K2015.
19. Ứng dụng LSS cải tiến quy trình Fleck Tex cty Dongjin Textile Vina. 2019. Nguyễn Thị Cẩm Thi. K2015.
20. Ứng dụng LSS cải tiến quy trình sản xuất ghế gỗ Chair101 cty Gỗ Minh Dương. 2019. Nguyễn Hữu Ngọc. K2015.
21. Ứng dụng LSS cải tiến quy trình sản xuất cơ khí-xi sơn của Công ty. Lê Trần.Trần Xuân Quỳnh, Nguyễn Bùi Phương Thảo. K2016.
22. Ứng dụng LSS cải tiến quy trình sản xuất áo Hoodie công ty Un-Available.Nguyễn Anh Trung, Hà Việt Chương. K2016.
23. Ứng dụng LSS cải tiến quy trình sản xuất nón bảo hiểm Andes 108MH công ty Long Huei.Hồ Hoàng Thái, Trần Văn Dân Cơ. K2016.
24. Ứng dụng LSS cải tiến quy trình sản xuất công ty CP May Việt Thịnh. Võ Ngọc Kim Ngân, Nguyễn Thiên Phúc. K2017
25. Ứng dụng LSS cải tiến quy trình sản xuất công ty CP Kềm Nghĩa Sài Gòn. Bùi Thị Hồng Gấm, Lê Vinh Khiêm. K2017.
26. Ứng dụng LSS cải tiến quy trình sản xuất công ty TNHH Long Huei Vietnam. Lê Trần Ánh Nguyệt, Huỳnh Quang Quý. K2017.
27. Ứng dụng LSS cải tiến dây chuyền sản xuất công-tơ điện, Cty VINASINO. 2022. Tống Mỹ Duyên. Đào Bảo Khuyên. 2018.
28. Ứng dụng LSS cải tiến quy trình sản xuất trục, Cty CK Duy Khanh. 2022. Trịnh Thị Kiều Hương. Hoàng Thị Huyền. 2018.
29. Ứng dụng LSS cải tiến quy trình lắp ráp nón Fullface, Cty Long Huei. 2022. Nguyễn thị Phương Nhi. Đàm thị Phương. 2018.
30. Ứng dụng LSS cải tiến quy trình may quần dài nữ 18824, Cty may NB. 2022. Nguyễn Ngọc Anh Thư. Nguyễn Ngọc Trang. 2018.
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LPS 07
VSM
VALUE STREAM MANAGEMENT
Nguyễn Như Phong

08/2022
VSM
 VSM
 Commit to lean
 Choose the VS
 Learn about Lean
 Determine Lean Metrics
August 22 Nguyễn Như Phong 502
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VSM
 History
 VMS purpose
 Who should understand what ?
 What is VSM ?
 Why VSM
 VSM attributes
 VSM is & is not
 VSM Steps
History
 1990s –
 James Womack & Daniel Roos,
 The machine that changed the world
 Lean production / manufacturing.
 Lean dissemination
 2000 – Kaizen workshop
 2000s – VSM I
 2010s – VSM II
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VMS purpose
 To simplify the fundamental lean concepts

 To demonstrate the overall lean process
Who should understand what ?
 Top management
 Understand VSM process
 Believe before applying
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Who should understand what ?
 Supervisors, managers, team leaders

 Understand how to
 use VSM for planning & reporting
 apply VSM 2 get easily products out of the door.
What is VSM ?
 VSM
 a process
 for planning and linking lean initiatives
 through systematic data capture and analysis
 VSM
 Not just a management tool
 A proven process 4 planning the improvements
 allow company 2 become lean.
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Why VSM
 Make a true commitment

 Understand customer demand thoroughly
 Depict the CS accurately
 Communicate !
Make a true commitment
 Achieving lean enterprise

 Allocate the resources
 for effective planning, implementation, maintenance.
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Make a true commitment
 Lean results not realized

 wo. commitment from people from all levels
 The guidance & commitment must

 be sincere & start at the top
 come from a burning desire 2 be lean
Understand customer demand thoroughly
 Can understand CD & incorporate into lean process

 Analyzing CD
 Particularly important concern
 When
 Choosing the VS
 Mapping the CS
 Mapping the FS
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Depict the CS accurately
 Before begin implementing lean

 must fully understand what currently doing
 Only grasping the present condition
 create the future condition & plan how 2 implement it
 CSM - a snapshot of conditions at a specific time point
 Not depict the current condition accurately
 Significant problem later in implementation
 Accurate & precise when collecting info
Communicate !
 Good communication
 Essential 2 the effort 2 treat everyone with dignity & respect
 To create an envi. befitting a lean enterprise
 Telling people what doing & why
 Expressing a sincere interest
 The more communicate
 The more earn trust & gain enthusiastic support
 Good face2face communication – equally important.
 Establish the rapport
 Make people receptive 2 using the visual tools
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VSM attributes
 Clear & concise communications

 Proven tools used
 Team recognition & ownership included
 Management review & reporting incorporated
 Visual communication
 Changes & updates reflected
VSM is
 Is a process
 Links together 2 achieve lean enterprise
 Lean sustained
 Continuously improve
 Controlled process flow
 Actual lean design & implementation plan
 Make the process go smoothly
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VSM is not
 Not involve
 Just forming Kaizen team
 Just mapping the VS
 Just forming self-directing work team
 Just appointing lean coordinator
VSM Steps
1. Commit to lean
2. Choose the VS
3. Learn about Lean
4. Map the CS
5. Determine Lean Metrics
6. Map the FS
7. Create Kaizen Plans
8. Implement Kaizen Plan
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COMMIT TO LEAN
 Management Push or Worker Pull

 Catch Ball
 Key management activities
 Invest in people
 Short term pain & long term gain
 Implementing Lean transform culture
 Commitment checklist
Management Push or Worker Pull
 Creating change
 Management push sys
 Worker pull sys
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Management Push
 Traditional change strategy

 Management
 Supervisor, planner, proc. engineer, lean
implementer
 ordering improvement activities on employees.
Worker Pull
 Motivated employees
 Pulling the resource & training
 Need 2 improve the VS
 Preferred method
 Improvement & cost-reduction ideas
 Come naturally
 From people most familiar w. the proc.
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Worker Pull
 Management
 Direction, guidance, support
 Backbone for lean implementation
 Worker
 The organ for lean
 Perform the vital function
Catchball
 Lean companies
 Info flows freely in many direction
 Commitment grows stronger
 Info flows both from TD & BU.
 Catchball
 Regardless of who initiates a proj
 The person
 articulates the purpose, objectives, ideas, concerns
 Throw them 2 other stakeholders
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Catchball
 Promote 2-way communication

 Top-down
 Bottom-Up
 Accomplish
 Management committed to the team ‘s ideas
 Everyone
 Credible & reliable structure 4 workers 2 initiate
improvement
 The heart of a worker-pull sys
Catchball process
 Promote 2-way communication

 Managers
 Assemble a core implementation team
 Identify an area 2 improve
 Team
 Team charter
 Throw it back 2 mana.
 Until mana approves the charter
 Also used to come to agreement on
 metrics, FSM, Kaizen plans
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Key management activities
 Identify VS Manager & team

 Kick off the VSM project
 Go to the floor
 Review Kaizen proposals
Identify VS manager & team
 VS manager
 Selected by TM
 Clearly understand the need 4 L transformation
 The expression of M commitment
 Authority & responsibility 2 allocate resources
 Report directly 2 TM
 Eg. Manu/prod/proc manager.
 Help select core implementation team
 Monitor the team progress
 Remove roadblocks
 Review FSM & K proposals
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 VS team
 Take the ownership of the process
 Reach consensus on a team charter
 Follow the direction of VSM
 Create plans & maps
 Communicate 2 all org. levels
 Make sure people trained
 Implement VSM process
 Assigned by TM
 High collaboration
 3-7 cross function members
 Eg. Proc engineers, CI facilitators, team leaders, planners,
accounting / financial specialists, …
 Team leader
 Support team members
 Schedule meetings
 Storyboard 2 communicate
 Additional expertise as needed
 Communicate w. VSM & plant manager
 Understand team dynamics & stages
 Address nonparticipation
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Kick off the VSM project
 As much clarification as pos. at the 1st / kick-off meeting

 Why team assembled
 How team member selected
 The need of applying lean principles & tools
 The reason 4 choosing the focus area
 How the team & proj support cor. strategy & goal
 A review of VSM process
 Project duration
 Communication
 Resource allocation
 Questions
Kick off the VSM proj
 Team charter
 Team member list & roles
 Team purpose, proj duration, reviewing mechanism.
 Living document updated 2 reflect changes
 Document of team meeting & working toward its goals
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Go to the floor
 Invisible walls separate functions

 Make communication & team work difficult
 TM
 Break down the barriers
 Go to the floor
 Observe production
 Aggressively address employee concerns
Go to the floor
 Staffs, planners, Q technicians, lean facilitators, trainer, …

 awareness of the issues shop floor workers face
 Near the SF
 Better communication, rapid feedback.
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Review Kaizen proposals
 K proposals submitted by the team

 Review team ideas w. respect & care
 Thank the team
 Gain understanding
 Ensure consensus
 Offer additional resources if needed
 Manager
 Reaffirm team supporting cor strategies
 make team job easier in improving the VS
Invest in people
 Workers
 Experts
 Familiar w.
 every hidden detail of work
 How 2 improve it
 Management
 Organize a structure
 Encourage communication
 Support ideas 4 improvement
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Invest in people
 Human assets
 Not equipment assets loose value every day
 Experience, training, expertise increase in value
 Invest in people & make them secure in activities
 Feel job not at risk
 Mutual trust & respect every day
 The more support , the more contribute
 toward cost reduction & waste elimination
Short term pain & long term gain
 Lean transformation
 may involve shor-term pains
 expect 2 see long-term gains
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 Shor-term pains
 Additional tooling / fixture 2 reduce ST
 Overtime 2 rebalance line, educate workforce
 Smaller tray/cart 4 small lot production
 Initial buffer / safety stock
 Engage a lean expert
 Benchmarking 2 see/ understand
 Management time 2 understand
 Reorganization
 Long-term gains
 Reduce
 WIP wd,
 defect rate: 36,
 Changeover: hm,
 process routing: >1000 <20f,
 floor space: >50%
 Increase
 VA ratio: 500%,
 overall equipment effectiveness: 40%,
 people latent creative potential
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 Other tangible benefit

 Make work safer, easier
 Sharpen perception
 Promote cooperation
 Shorten feedback loop
 Speed corrective action
 Speed learning
 Improve process reliability
 Gains worth it
 All industries
Implementing Lean transform culture
 VSM
 Structured 2 support a change in behavior
 by applying lean concepts & tools
 Through proven success
 employee attitudes start 2 change
 Culture shifted 2 lean
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Implementing Lean transform culture
 Success comes through learning from failures

 Experiments in improvement
 Improvement ideas need 2 be tested & controlled
 Not every lean tool work in the first try
 Lean success – iterative process
 TPS
 Continual improvement
 Constantly tested & adopted
 Causing no disruption 2 the cust.
Commitment checklist
 Mana committed 2 lean

 Establishing & maintaining clarity of purpose
 Committing human resources
 Time & resource 4 training
 Lean tools
 Constantly communicating & monitoring
 Removing roadblocks
 Allocating appropriate dollars
 Providing clear incentives
 Staying flexible
 Ensuring total employee involvement
 Participating actively
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Commitment checklist
 Mana not commited 2 lean

 Repeatedly postpone the kick off meeting
 Not attend, communicating at the kick off meeting
 Not allocate time 4 training / benchmarking
 Just another proc. improvement
 No additional rewards / incentives
 Not respond 2 request
 Show little interest
 Infrequently communicate
Premiere Manu case
 Background: present situation

 Automotive supplier
 Producing X, Y, Z, W hoses for 6 key cust.
 LTA Cord Cust.
 5% cost reduction annually
 98% on time delivery
 6-2w LT reduction
 Apply lean tools & methods 2 achieve the demands
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Premiere Manu case
 Team formation
 The plant manager assemble a team
 VS champion: The plant manager
 Team leader: the manu manager
 Core Team member:
 Machining supervisor
 Planner
 Operator cross-trained in several operation
 Product engineer
 Facilitator: Internal lean manu specialist
Premiere Manu case
 Kick off meeting

 VSC
 Explanation of applying lean practices
 LTA 2 Cord Inc,
 Commitment 2 cust.
 Cover points
 Explain VSM
 Time frame
 How team chosen
 Keen interest in reviewing kaizen proposals
 Solicit questions what 2 support
 Promise 2 monitor & visit the SF frequently
 Expectation in team report on focus area
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Premiere Manu case
 After the KOM

 Team
 Creates the team charter
 All relevant info communicated
 Begin the storyboard
Date originated: Value Stream:
Champion: PM
Team members: MM, F, S, MS, P, O, PE
CHOOSE THE VALUE STREAM
 What VS
 Selecting VS
 PQ Analysis
 PR Analysis
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What VS
 Manufacturing
 Transform RM into FG
 Cust. value
 Process
 transform material into products
 Include process elements – operations
 VA
 NVA
What VS
 VS
 Everything make the transformation possible
 Including NVA activities
 Many VS within an org.
 VSM
 Systematically identify & eliminate
 the NVA elements from the VS
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Selecting VS
 Selecting VS
 Neither too simple nor too complex
 Depend on the plant & customer demand
 Few rules of thumb - No more than
 1 machining operation
 3 RM supplier
 12 operations / process station
Selecting VS
 Customers often define VS

 Each cust.
 Unique specifications
 Product families
 Own VS
 Cust. not define
 PQ Analysis
 High volume – low variety
 PR Analysis
 High variety – relative low volume
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PQ Analysis
 Product Quantity Analysis

 List products by quantity from greatest to least
 Choose a selection indicator
 Eg. Any VS producing a product quantity close to
20% of the total volume
 Worthy candidate 2 focus improvement efforts
PQ Analysis
 High volume – Low variety product mix

 20% of the prod types
 80% of the total quantity produced
 Use product mix as a Pareto Chart
 Pareto principle – 20:80 rule
 Separate vital few from trivial many
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PQ Analysis
 PQ Analysis
1. Obtain 3-6m data
2. Enter products by quantity on PQA list
3. Create Pareto chart
4. Analyze the product mix
PQ Analysis List
No Item Quantity CQ % C%
1 A 29000 29000 41 41
2 B 26500 55500 37 79
3 C 3000 58500 4 83
4 D 3000 61500 4 87
5 E 2000 63500 3 90
6 F 2000 65500 3 93
7 G 1500 67000 2 95
8 H 1500 68500 2 97
9 I 1000 69500 1 99
10 J 1000 71500 1 100
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PR Analysis
 40:60 PQ ratio
 High variety of prod type
 Relative low volume of each type
 Product Routing Analysis
 Similar process routes
 Product families
 Same machines / operations in the same sequence
 PRA
1. Show the process sequence 4 each product type listed by
volume
2. Group products having the same process routes (VS)
3. Analyze the mix of process routes
PR Analysis
Prod. Vol. R C M D O G I
A 20000 X X X X X X X
B 12000 X X X X X
C 10000 X X X
D 3600 X X X X X X X
E 3300 X X X
F 3100 X X X X
G 2600 X X X X X X
H 2300 X X X X X X
I 2100 X X X
J 1000 X X X X X X
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PR Analysis
Prod. Vol. R C M D O G I
A 23600 X X X X X X X
D X X X X X X X
C 12100 X X X
I X X X
G X X X X X X
H 5900 X X X X X X
J X X X X X X
B 12000 X X X X X
E 3300 X X X
F 3100 X X X X
PM CASE
 Cord selected the target VS

 X, Y, Z, W coolant hose
 PRA 2 form a clearer picture
 X, Y
 nearly constant demand
 total volume of 80%
 share the same process route
 slightly less complex
 Best 2 focus first on improving the X, Y processes
 then tackle Z, W processes
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PM CASE
Part Vol /3m Maching Deburring Crimping Welding Testing Marking
X 20160 x x x x x
Y 10080 x x x x x
Z 4360 x x x x x x
W 3200 x x x x x x
Date originated: 1/5/11 VS: X&Y hoses

Champion: A
Team: Leader B, facilitator: C,
members: D, E, F
LEARN ABOUT LEAN
 Firm understanding lean concepts

 Cost Reduction Principle, Wastes
 The 2 pillars of the TPS
 5S, Visual Workplace
 Lean application stages ,...
 Identify non-lean conditions
 Training & doing
 The training plan
 Benchmarking
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Training & doing
 Delicate balance bw. training & doing

 LEAP approach– Learn and then apply
 The faster apply follows learn, the better the result.
 Learn much once start creating & implementing
Training & doing
 Learning 2 lean
 Like learning 2 ride
 Read material & attend workshop & conference
 Learn by doing
 Need some assistance from people implemented lean before
 Make mistakes - Not give up, try again
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The training plan
 Place premium on education & training

 Training plan development
1. Determine required skills & knowledge
2. Assess current skills & knowledge level
3. Determine the gap
4. Schedule the training
5. Evaluate the training effectiveness
The training plan
 Training knowledge sources

 Simulation
 Benchmarking
 Successful in-house project
 Internal JIT lean training
 Consultant
 Book & video w. group discussion
 The more learn & do,
 the more will be able 2 learn & do
 Cumulative true learning
 Progressive way 2 gain experience
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Benchmarking
 Structured approach
 Identify a WC process
 Gather relevant info
 Apply it 2 improve similar process
Benchmarking
 Guidelines
 Specific in defining what 2 improve
 Willing 2 share
 Win-win experience
 Know the site
 Send questions
 Not alone
 Document
 Respect privacy
 Dress appropriately
 Can call
 Say thanks
 Follow up
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MAP THE CURRENT STATE
IDENTIFY LEAN METRICS
 Identify lean metrics

 The fundamental Lean Metrics
 Steps to identify LM
 Help identify waste
 Lean manufacturing assessment
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Identify lean metrics
 Documented the CS
 Ready 2 identify the lean metrics
 Lean metrics
 Provide the tools
 Help 2 drive continuous improvement & waste elimination
 Eliminating waste
 Make companies stronger & more competitive
 Cost reductions
Identify lean metrics
 Determine the financial impact of improvement

 Increasing inventory turns
 Reducing WIP
 Reducing CO, …
 eg.
 WIP Reduction: 2000 + 7000 + 2500 = 11500$
 Labor cost saving from rework reduction: 8500 $
 Increasing inventory turns from 6 to 12/y: 10000$
 Overall VS saving: 30000$
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The fundamental Lean Metrics
 The best suit metrics

 depend on the particular situation
 The team charter
 guide 2 determine the LM
Some basic metrics
 Inventory turn
 Days of IOH
 DPPM or sigma level
 Total WIP
 TCT / TVAT
 TLT
 Uptime
 On-time delivery
 Overall equipment effectiveness
 First-time-through capability
 Health & safety record
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 LM should be easy to
 understand & collect
 stratify
 Specific measurement 4 individual operations / cells

 Total measure 4 the entire VS
 Some guidelines 4 identifying & using metrics

 Involve those responsible 4 implementing change
 Collect & review data when needed
 Gather data where most useful
 Make data accessible
 Make data collection easy & reliable
 Timely feedback
 Visually link results 2 specific kaizen events
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Steps to identify LM
1. Review
 the list of common metrics
 the specific cust. Targets
 Draft the initial metric list
2. Initiate a round of catch ball w. mana.
 Ensure agreement & commitment
3. Determine exactly how the metrics calculated
4. Calculate baseline measures
 post them on the storyboard
PM CASE
 Metrics & baseline measurement

 Total WIP: 17,040 units
 Total inventory: 34 d
 Total product CT: 170 sec
 Total LT: 34 d
 On-time delivery: 88%
 External DPPM: 45
 VS Uptime: 84%
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Help identify wastes
 Identify as much as pos. before proceeding 2 FSM

 TLT >> TCT. Why?
 WIP time. Why?
 How 2 gain extra capacity?
 CO impact on WIP?
 Why so much production schedule?
 What if CT=TT?
Lean manufacturing assessment
 Gap analysis
 Before beginning
 to plan & implement improvements to target VSs
 Identify specific areas
 on which
 improvement efforts focused
 metrics assigned
 used 2 monitor progress over time
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 Quantify the current level of progress related to 10 criteria

 People
1. Team involvement
2. Training
 Manu excellence
1. Workplace organization
2. Quick CO
3. TPM
4. Quality
5. Visual control
 JIT
1. Order leveling
2. Material movement
3. Flow manu.
 Establish a baseline
 Setting goal 4 each criteria
 Rating level 1-5
 Comparing the current rating w. the goal
 A gap observed
 Close the gap
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 Continuous improvement process

 conducting the LMA again
 after actually implemented VS improvements
 see how well closed the gaps
MAP THE FUTURE STATE
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KAIZEN PLANS
 Create Kaizen plans

 VS Kaizen stages
 Planning recap
 Prepare for implementation
 Implement Kaizen Plans
 Recommendation for coping w. change
 Keep the big picture in mind
 Wrap up
VSM Papers in www.isem.edu.vn
1. An Application Of Simulation And VSM In Lean Manufacturing. 01

2. An Application of Value Stream Mapping In Automobile Industry. 39
3. An initiative to implement lean manufacturing using VSM in a small company. 26
4. An Application of VSM In Automobile Industry. 19
5. An Approach to Improve the PCE and Reduce the LT of a Mango Juice Line by Using Lean Tools. 20
6. Application Of Lean VSM To Reduce Waste And Improve Productivity: A Case Of Tile Manu. Comp. 06
7. Application of VSM in an Indian Automotive Industry. 22
8. Application of VSM in an Indian camshaft manufacturing organization. 10
9. Application of VSM for lean operations and cycle time reduction. 28
10. Application of VSM In Small Scale Industries. 29
11. Application of VSM for Reduction of Cycle Time in a Machining Process. 30
12. Application of VSM and Possibilities of Manu. Processes Simulations in Automotive Industry. 33
13. Combining Value Stream Mapping and Discrete Event Simulation. 02
14. Component Based Modeling and Simulation of VSM for Lean Production Systems. 03
15. Development of Lean Model for House Construction Using VSM. 08
16. Enhanced VSM: Potentials and Feasibility of IT Support through Manufacturing Execution Systems. 38
17. Implementation of a Cellular Manufacturing Tool for Minimization of Non Value Added Activities. 17
18. Improvement Of PCE By Implementing A Lean Practice. 15
19. Improving Productivity of Apparel Manu. System Using VSM & Production Control Tools. 36
20. Lean Manufacturing Implementation Through VSM. 21
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VSM Papers in www.isem.edu.vn
1. On-Time Delivery Improvement Using Lean Concepts – A CS of Norglide Bearings. 25

2. Patient Process Flow Improvement: Value Stream Mapping. 09
3. Production Flow Analysis through VSM: A Lean Manufacturing Process CS. 34
4. Production line analysis via VSM: a lean manufacturing process of color industry.24
5. Reduction Of WIP Inventory And Production LT In A Bearing Industry Using VSM Tool. 27
6. Study And Analysis Of The Scope Of VSM Technique Application In A Selected Garments Factory. 12
7. Study and Implementation of Lean Manu. in a Garment Manufacturing Company. 16
8. VSM: A case study Of Automotive Industry. 11
9. VSM: A case study of Assembly Process. 23
10. VSM Application in Service-Oriented Manufacturing Company A. 40
11. VSM as a versatile tool for lean implementation: an Indian CS of a manufacturing ﬁrm.
12. VSM in a Manufacturing Company. 05
13. VSM in glide manufacturing: A case study of Insti-Tools in Zimbabwe. 07
14. VSM To Reduce Manufacturing Lead time in a Semi-Automated Factory. 14
15. VSM and lean simulation: A CS in automotive company. 31
16. Use Of The VSM Tool For Waste Reduction In Manufacturing. CS For Bread Manu.
17. Using Lean VSM to Align the Work Streams of Two Companies. 18
18. Value Stream Management for Lean Office. 35
19. Value stream mapping to reduce the lead-time of product development process. 37
20. Waste Reduction in the Manufacture of UPVC Windows in a Russian SME. 32
My VSM Case Studies in www.isem.edu.vn

1. Mai Ngọc Khánh, Đặng Nguyễn Mỹ Tú. K2005. Ứng dụng VSM tinh gọn quy trình sản xuất cty GFS. 2010.
2. Hoàng Đại Phương Nguyễn Ngọc Tâm. K2005. Ứng dụng VSM tinh gọn quy trình sản xuất cty Quân Đạt. 2010.
3. Nguyễn Thái Hưng. K2005. Ứng dụng VSM tinh gọn quy trình sản xuất cty ThiBiĐi. 2010.
4. Nhan Dư Điền Văn. Ứng dụng VSM tinh gọn quy trình sản xuất cty CSSM. 2010.
5. Văn Công Đức, Võ Quang Minh. K2006. Ứng dụng VSM tinh gọn quy trình sản xuất cty Đại Cồ Việt JCFF. 2011.
6. Huỳnh Trường Giang, Nguyễn Văn Hưởng. K2007. Ứng dụng VSM tinh gọn quy trình sản xuất cty ĐLTA., 2012.
7. Tống Hoàng Phước, Dương Minh Quang. K2007. Ứng dụng VSM tinh gọn quy trình sản xuất cty AVN. 2012.
8. Nguyễn Hữu Nghiệp, Nguyễn Đức Nhật. K2007. Ứng dụng VSM tinh gọn quy trình sản xuất cty AMG. 2012.
9. Hà T Thúy Vân. K2008. Ứng dụng VSM tinh gọn quy trình sản xuất cty Clipsal VN. 2013.
10. Trần Chi Lăng. K2008. Ứng dụng VSM tinh gọn quy trình sản xuất cty Kim Đức. 2013.
11. Phùng Văn Thành, Nguyễn Nhất Vinh. K2009. Ứng dụng VSM tinh gọn quy trình sản xuất cty May Nhà Bè. 2014.
12. Nguyễn Trung Hiếu. K2010. Ứng dụng VSM tinh gọn quy trình sản xuất cọc beton cty 3D Long Hậu. 2015
13. Phạm Hoàng Thịnh. K2011. Ứng dụng VSM tinh gọn quy trình sản xuất cty May SG3. 2015
14. Trần Nam Anh. K2011. Ứng dụng VSM tinh gọn quy trình sản xuất cty Gỗ Hiệp Long. 2015.
15. Nguyễn Quanh Anh. K2012. Ứng dụng Quản lý chuỗi giá trị sVSM tinh gọn quy trình sản xuất cty Clipsal VN. 2016.
16. Bùi Danh Phúc. K2012. Ứng dụng Quản lý chuỗi giá trị sVSM tinh gọn quy trình sản xuất cty Vinh Quang. 2016.
17. Lê Quang Tín. K2012. Ứng dụng VSM tinh gọn quy trình sản xuất cty Trương Nguyễn. 2016.
18. Điền Trung Nghĩa. K2012. Ứng dụng VSM tinh gọn quy trình sản xuất cty Gamex Saigon. 2017.
19. Võ Khánh Vinh. K2012. Ứng dụng VSM tinh gọn quy trình sản xuất cty Scancia Pacific. 2017.
20. Nguyễn Minh Thư. K2013. Ứng dụng VSM tinh gọn quy trình sản xuất dòng A-Series Iconic_WD cty Schneider-Electric VN. 2017.
21. Phạm Thanh Khang. K2013. Ứng dụng VSM tinh gọn quy trình sản xuất cty CAMSO VN. 2017.
22. Đào Quý Thái Hưng. K2014. Ứng dụng VSM tinh gọn quy trình sản xuất cty Phong Phú, 2018.
23. Huỳnh Dũng Huy. K2015. Ứng dụng VSM tinh gọn quy trình lắp ráp tủ HOTC4609BB1S công ty Clearwater Metal VN, 2019.
24. Trần Nguyên Tố Uyên. K2015. Ứng dụng VSM tinh gọn quy trình đóng gói Riori Whitening Body Lotion cty Hanacos VN, 2019.
25. Đoàn Thúy Vy. K2015. Ứng dụng VSM tinh gọn quy trình sản xuất đèn Led Bulb tại cty VI-LIGHT, 2019.
26. Trần Huỳnh Đức. K2016. Ứng dụng VSM tinh gọn quy trình sản xuất cọc bê tông công ty bê tông Phan Vu Long An. 2020
27. Trầm Thị Như Ngọc. K2017. Ứng dụng Quản lý chuỗi giá trị VSM tinh gọn quy trình sản xuất công ty Thiết bị Hoàng Tâm. 2020.
28. Nguyễn Thảo Hương. 2018. Ứng dụng VSM tinh gọn quy trình sản xuất tựa lưng xe lăn, công ty TNHH thương mại MZ VN. 2022.
29. Đỗ Tuyết Nhi. 2018. Ứng dụng VSM tinh gọn quy trình sản xuất lốp xe, công ty TNHH Camso VN. 2022.
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LPS 08
Nguyễn Như Phong

08/2022
 Map the current state

 Map material & info flow
 How 2 map the current state
 Creating the CSM
 Wrap up
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 After attaining a solid understanding of lean

 Goal
 Gather accurate, real-time data
 Related 2 the product family / VS
 Go 2 the FF
 to collect data rather than past reports
Map the current state
 Data collection
 Not a solitary activity
 Core team 2 work together
 Value stream mapping
 Map material flow
 Map info flow
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Map the current state
 How 2 map the current state

 Getting ready
 Attribute collection checklist
 The etiquette of FF research
 Creating the CSM
 Attribute defined
 Calculating days of WIP on hand
 Wrap up
 Common problems
 Point 2 remember 4 CSM
Value stream mapping
 VSM I
 Identify all the specific activities
 occurring a VS 4 a product / family
 VSM scope determination
 Define activities & measure the time it takes
 from conceiving a product 2 launching it
 from receiving RM 2 shipping FG 2 cust.
 from ordered placed until cash received
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MAP MATERIAL & INFO FLOWS
 To improve a process, first observe & understand it.

 VS map
 Visual representation of MIF 4 a PF
 Indispensable tool 4 visually managing proc. improvement.
 Clean picture of the wastes inhibiting flow
 Eliminating wastes
 reduce MLT
 consistently meet CD
Map material & info flow
 A key 2 establishing lean material flow

 understanding
how info flows

how production scheduling achieved


 Gathering data at each point on a VS

 How 2 know what 2 make next ?
 Trace the info flow along w. material flow.
 CSM
 Promote good visual management on the FF
 Baseline
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 Mapping MIF allow to

 Visualize
 entire manu MIF
 How often operations
 currently communicate w. PC & each other
 Mapping MIF allow to

 See problems areas & sources of waste
 Locate bottleneck & WIP
 Spot potential safety & equipment concerns
 Provide common language 4 all manu personnel
 Gain inside into the operation truly running
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HOW 2 MAP THE CURRENT STATE
 Getting ready
 Attribute Collection Checklist
 The etiquette of FF research
 Creating CSM
Getting ready
1. Working in a conference room as a team

 Rough sketches of main production operations
2. Go to the floor
 Beginning w. the most downstream operation
 Collect actual process data
 Use Attribute Collection Checklist
 to gain consensus on what data needed
 Take note on IMF
3. Regroup away from the floor
 Discuss the results
 Make sure all necessary data collected
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Attribute collection checklist
 Shift time
 Downtime
 Total available production time
 Delivery schedules
 Shipping container size
 Mly/Dly shipping quantities
 CT
 CO
 WIP
Attribute collection checklist
 Actual lot size

 EOQ
 No. operators
 Reliability metrics
 Shifts
 Line speeds
 Preventive maintenance schedules
 Disruptions
 Rework
 …
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PM Case
 Shift time  Actual lot size

 Downtime  EOQ
 Available production time  No. operators
 Supplier Delivery schedules  Uptime
 Shipping container size  No. Shifts
 Mly/Dly shipping quantities  Line speeds
 CT  Preventive maintenance schedules
 CO  Disruptions
 Inventory locations & quantities  Rework
 Time bw. processes  …
The etiquette of FF research
 Communicate 2 all areas

 Studying before going
 Make proper introduction
 Worker like 2 know what’s going on
 Explain purpose
 Be open & honest
 responding 2 questions / issues arising
 Respect & thank
 Reinforce mutual trust & respect
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CREATING THE CSM
1. Icons representing cust. supplier, PC

2. Customer requirements
3. Shipping & receiving data
4. Manufacturing operations
5. Process attributes
6. WIP
7. Push, pull, and FIFO locations
8. Info flow
CSM
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Icons representing cust. supplier, PC
 Customer – upper right

 Supplier – upper lest
 PC – between
Customer requirements
 Mly & Dly requirement

 No. containers required per day
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Customer requirements Case
 Total of 10,080 hoses per month

 A - 6720
 B – 3360
 20 d/m
 Average no. hoses shipped per day
 A + B - 10,080/20 = 504
 A – 6720/20 = 336
 B – 3360/20 = 168
Shipping & receiving data
 Shipping data
 Truck icon w. delivery frequency, quantity
 Shipping icon
 Receiving data
 Truck icon w. delivery frequency, quantity
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Case
 Shipping delivery frequency - Dly

 Shipping month: 20 d
 Unit per container: 24
 Container per day: 21
 Receiving delivery
 Receive a Wly shipment of 2500 units
Manufacturing operations
 Each process an icon

 Most upstream on the left
 Most downstream on the right
 Data boxes
 Production timeline
 Case
Machining Deburring Crimping Testing Marking
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Process attributes
 CT
 VA time
 Processing time
 CO
 Given per shift
 Not consider planned downtime
 APT – Available Production Time

 Shift time – planned downtime
 Downtime = lunch + breaks + …
Process attributes
 UT
 UT = 100*AOT/APT %
 AOT - Actual operating time
 AOT = APT – Loss time
 Loss time
 Changer Over
 Breakdowns
 Idle time due to
 late delivery from UOs,
 quality problems
 material irregularities, …
 NoO
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Case
 Shift time = 8.5 h = 510 m

 Downtime
 Lunch – 30 m
 Breaks – 2*10m
 APT = [510-(30+10+10)]60 = 27,600 sec

 CO = 60 m = 3600 s
 AOT = 27,600 – 3600 = 24,000 s
 UT = 100*24,000/27600 = 87%
Case
NOO 1 0 1 1 1
CT (s) 45 5 40 30 50
CO (m) 60 0 5 5 5
APT (s) 27,600 27,600 27,600 27,600 27,600
UT (%) 87 100 99 99 99
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WIP
 WIP icons
 Inventory stored bw. processes
 Process downstream
 RM inventory receiving from Sup.
 Days of inventory on hand
WIPT = WIP / TSPD
TSPD: Total # shipped per day
 Show on the timeline
Case
TSPD = 504
RM Machinin Deburring Crimping Testing Marking

g
WIP 2500 3360 A 3500 2000 2000 2000
1860 B
WIPT (d) 5 10 7 4 4 4
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Push, pull, and FIFO locations
 Push
 Process
 producing 2 a schedule
 independent of the downstream process
 Pull & FIFO
 Other scenario
Info flow
 Both electronic & manual

 Info bw. cust. & sup. Electronically
 Cust. - PC
 Cust. forecasts & orders
 Frequency
 PC - Sup
 PC forecasts & orders
 Frequency
 Production Supervisor
 Order released from PC 2 PS - frequency
 Order released from PS 2 Processes - frequencies
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Case
 Cust. Forecasts - Mly

 Cust. Orders - Wly
 PC forecasts - Mly
 PC orders - Wly
 Order released from PC 2 PS - Wly
 Order released from PS 2 Processes - Dly
WRAP UP
 Everyone agree
 Post VSM storyboard 4 everyone 2 see
 Enough detail 2 show how the VS functions
 Not so much to confusing 2 read
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WRAP UP
GHW
VẼ CSM
Common problems
 Not include IF
 extremely limited benefit VSMI
 Half of the useful info gleaned during the data collection
 subjective & informal
 not show up on the map
 Watch out 4 incomplete CS mapping
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Incomplete CS mapping
 Not tie VSM step all together

 Failing 2 follow the process from beginning 2 end
 Difficulty modifying the technique 2 fit culture
 Start implementing improvements
 before gathering all the facts
 Understand what the VS are currently
 Focus on the FS , not the current situation
 Not spend necessary time
 to collect data on the CS
Point 2 remember 4 CSM
 Understand where you are

 before deciding where you want 2 go
 Focus on the most accurate & useful info
 Actual info, not standard data
 Only the process, not the exceptions
 Do it right the first time
 Using icon
 In pencil or white board - Numerous changes
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LPS 09
Nguyễn Như Phong

08/2022
 Lean application stages

 Demand
 Flow
 Leveling
 Map the FS
 Begin the FSM
 Focus on demand
 Focus on flow
 Focus on leveling
 Why maintaining takt image matters
 FSM Wrap up
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LEAN APPLICATION STAGES
 Lean concepts grouped into 3 stages

 Demand
 Flow
 Leveling
 Tools, techniques within each stage
Lean application stages
 Implement stages in the same order

 Understand the stages of application
 Along w. the guideline 4 implementing VSM
 Give solid approach
 Not only 4 implementing
 But also 4 sustaining lean improving
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 The common principles / goals

 Stabilize processes
 Standardize processes
 Simplify through kaizen
 Demand
 Understanding C demand
 Including Q characteristics, LT, price
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 Flow
 Implementing continuous flow manu
 Internal & external customers receive
 right products
 at the right time
 in the right quantity
 Leveling
 Distributing work evenly
 By volume & variety
 To
 Reduce inventory
 Allow smaller orders by the cust.
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DEMAND
 Understand customer ordering patterns

 What need 2 produce
 Specifically in terms of quantity & delivery requirement.
 Actual no. parts need 2 produce each day.
 Understand cust. ordering patterns
DEMAND
 Info sources
 Sale forecasts
 Previous 3m’s production
 Current production forecasts
 Long-term agreement
 Cust. interview
 What producing last & this week
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Demand
 Tools & concepts 4 determining & meeting demand

 Takt time
 Pitch
 Takt image
 Buffer & safety inventory
 FG market
 Lights-out manufacturing
Takt time
 Takt time
 The pace of C demand
 The rate at which
 A company must produce a product 2 satisfy C demand.
 Producing 2 takt
 Synchronizing the production pace w. the sales pace.
 Takt time = time / volume (s)
 Available production time
 Minus downtime: break, lunch, meeting, …
 Total daily quantity required
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Operational Takt time
 Operational Takt time

 Time faster than takt time
 Used 2 balanced the line 2 accommodate a chronic sys
failure
 Equipment downtime
 Absenteeism
 Sudden C demand change
 Eg. 10% faster
 T = 60 s  OTT = 54s
 Focus Kaizen activities 2 reduce sys problems
 Move toward the true C demand
Pitch
 The ideal state in any pull sys

 Eliminate all waste
 Create one-piece flow through the entire sys.
 Cust not order product one piece at a time
 But in a standard pack-out quantity
 Shipped in a container of some sort
 Convert takt time into pitch
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Pitch
 Pitch
 The amount of time based on takt
 Required 4 an upstream operation
 2 release a predetermine pack-out quantity of WIP
 2 a downstream operation
Pitch
 Pitch = takt time * pack-out quantity

 takt time – cust driven
 pack-out quantity – may not
 Eg: P = 1 m/p * 20 p/c = 20 m
 High volume, low variety line: P=12 – 30 m
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Pitch
 Calculating pitch – a compromise bw.

 Producing in large batches
 Implementing 1p flow
 Not always practical
 to produce to takt one piece at a time
 But possible 2 produce a small batch in pitch
 Eg. T = 0,5 s
Advantages of Pitch
 Advantages of Producing in small batches

 Based on pitch
 A forklift less necessary
 Improved safety
 Improved I control
 Problems identified immediately
 Much-shorter-time reaction 2 a problem
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Takt image
 Visualize 1-p flow

 Strike for the ideal state of 1-p flow
 Takt image –
 The vision of the ideal state
 Eliminate waste
 Improve the VS performance
 Achieve OPF based on takt time
 Risk wo. a clear takt image
 Always tomorrow
Buffer & safety inventory
 Make the commitment 2 meet the C demand

 Not confidently meet the C demand
 Buffer inventory
 Safety inventory
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 Used when C demand suddenly increases
 not capable of meeting a lower takt time
 Protect the sys from internal problems
 Labor power,
 equipment reliability,
 power outages
 quality problems, …
 FG available 2 meet CD
 When C ordering patterns / takt time varies
 FG available 2 meet CD
 When internal constraints / inefficiencies
 disrupt process flow
 BSI
 Exist for 2 distinct reasons
 Stored & tracked separately
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 Establishing BSI
 Meet demand
 wo. having to schedule overtime sporadically
 Compromise on the journey 2 ideal state
 Excess inventory – waste
 Minimize / eliminate BSI if possible
 CD become more stable
 Operation & process reliability improved
FG supermarket
 Determine where CD met within the VS

 FG supermarket
 Items not replaced until removed by cust.
 A sys.
 Used in VS shipping part
 Store a FG set level
 Replenished as pulled 2 fulfill cust. Orders
 Used when not possible
 2 establish pure, continuous flow.
 Not include BSI
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Lights-out manu.
 Unattended manu
 A mean of meeting CD
 Automated machines run wo. operators
 Increase available production time,

 thus increase capacity
FLOW
 Once
 Stabilized demand
 Devised a sys 4 ensuring meeting it
 Establishing a flow
 2 ensure cust. receive right part, time, amount
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Flow
 Tools & concepts

 Continuous flow
 Work cells
 Line balancing
 Standardized work
 Quick changeover
 Autonomous maintenance
 WIP supermarket
 Kanban sys
 FIFO lanes
 Production scheduling
Continuous flow
 Continuous flow
 Move one, make one
 Move 1 small lot, make one small lot
 CF advantages
 Shorter LT
 WIP reduction
 Ability 2 identify & fix problems earlier
 No traditional production scheduling
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Continuous flow
 Obstacles 2 CF
 Linking operations
 compound problems of each operation:

 LT
 Downtime
 CO
 Processes improved
 Poor plant layout
 Varying speed of processes
Work cells
 Flow sys
 Items progress piece by piece / in small batch
 Equipment
 Not grouped by categories

 But in way
 Minimize transportation waste
 Sustain CF
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Work cells
 WC
 Achieve CF
 Self-contained unit include several VA operations
 Arrange equipment & personnel in process sequence
 Produce & transport parts one piece at a time
 Improved safety & reduced effort
Work cells
 Cell layout planning principles

 Arrange processes sequentially
 Counterclockwise flow
 Machines close together
 Last operation close 2 the first
 U, C, L, S, V shape
 Adapt 2 C changing demand
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Line balancing
 Some operations
 take longer than others
 Operators waiting 4 the next part

 Need more than one operator
 Line balancing
 Evenly distribute the work elements within a VS
 to meet takt time

 Optimize the use of personnel
 Balance workload
 No one doing too little / too much
Line balancing
 Rebalance a line
 CD fluctuate
 TT changed
 Cycle Time
 Elapse from beginning until completion of an
operation
 Processing time
 Not TT
 Measure of CD
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Line balancing
 Total Cycle Time

 Total of the CTs 4 each individual operation in a VS
 Total VAT
 Operator Balance Chart
 Visual display
 Work element, time requirement, operator at each WS
 Show improvement opportunities
 CT,
 TT,
 TCT
Line balancing
 OBC steps
 Determine current CTs & work element assignment
 Create bar chart
 Determine the no. operators needed
 Proposed the balance chart
 By implementing standardized work
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Standardized Work
 For consistent flow, workers

 Able 2 produce 2 TT
 Achieve consistent CT
 Everyone does the same work the same way
Standardized Work
 Standardized Work
 An agree-upon set of work procedures
 Establish the best method & sequence
 for each proc.
 Provide a basis 4 consistently high level of

 productivity,
 quality,
 safety
 Kaizen ideas 2 continually improve the 3
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Standardized Work
 Standard Work Sheet

 Illustrate the sequence of operations within a proc.
 including operation CTs
 Fields
 Part
 Takt time
 Process
 Steps
 Operation
 Time: Manual, Auto, Walk
 Operation time
Standardized Work
 Guidelines 4 implementing SW
 Work together w. operators to
 determine the most efficient work methods
 ensure consensus attained
 Use the SWS
 understand how process CT compares w. TT
 CT > TT  kaizened 2 meet takt
 CT < TT  allocating some more work elements
 Adhere 2 TT
 TT decrease  streamline the work, add employees
 TT increase  assign fewer employees
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Quick changeover
 Increase the product variety flowing through the cell

 Tooling change
 Not disrupt continuous flow
 QCO
 Single-minute exchange of die – SMED,
 Developed by Shigeo Shingo – Toyota
 Theory & set of techniques

 setup / change over equipment in less than 10m
Quick changeover
 When 2 implement QCO

 Demand stage
 Slow CO  major obstacle 2 meeting CD
 Flow stage
 Faster CO
 Reduce TCT
 Help balance operations
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Quick changeover
 SMED
 Through analysis of current setup procedures
 Applied in 3 sequential stages
1. Distinguish bw. internal & external setup
2. Convert internal tasks 2 external task when
possible
3. Streamline all setup activities
1. Implementing parallel operations
2. Using functional clamping methods
3. Eliminating adjustments
4. Mechanizing when necessary
Quick changeover
 Merely addressing the obvious thing

 Cut the setup time by up to 50%
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Autonomous maintenance
 Basis element of TPM

 Prevent equipment-related losses
 by addressing the abnormal conditions
 AM
 Maintaining optimal conditions 2 prevent losses
WIP Supermarket
 Where obstacles 2 CF exist

 Ensure flow possible
 Multiple demands made on a machine / process
 The best alternative 4 scheduling upstream processes
 not flow continuously
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WIP Supermarket
 Compromise 2 the ideal state

 Keep the takt image alive
 Continual work toward the ideal state
 Work best
 when high degree of commonality bw. parts
Kanban sys
 Kanban
 Heart of a pull sys
 Cards attached 2 containers storing standard lot size
 Inventory represented by card used
 Card acts as a signal 2 indicate more inventory needed
 Inventory provided only when needed, exact amount needed
 Manage the flow of material in & out of
 supermarket,
 lines,
 cells
 Regulate orders from the factory 2 suppliers
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Kanban sys
 3 types of Kanban
 Production kanban
 Withdrawal kanban
 Signal kanban
Kanban sys
 Production kanban
 Printed card indicating the no. parts
 need 2 be processed 2 replenish what cust. pulled
 Withdrawal kanban
 need 2 be
 removed from a supermarket
 supplied downstream
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Kanban sys
 Signal kanban
 need 2 be produced at a batch operation
 to replenish
 what pulled from the downstream supermarket
Kanban sys
 Kanban rules
 Downstream operations/cells
 withdraw items from upstream operations/cells
 Upstream operations/cells produce & convey only
 If the kanban present
 The no. parts indicated on the kanban
 Upstream operations/cells
 send only 100%-defect-free downstream
 Kanban cards move w. material 2 provide visual control
 Continue 2 try 2 reduce the no. kanban cards
340
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FIFO lanes
 Lack a high degree of commonality of parts

 Can not use IPS
 FIFO lanes
 Inv. control method 2 ensure FIFO
 Multiple VSs
 meet before
 Product customization
 Large batch operations
 where dissimilar parts go through an operation
FIFO lanes
 Characteristics
 Hold a designated no. parts bw. 2 processes
 sequential loaded
 Difficult / not possible
 to draw anything other than oldest first
 Signal upstream proc 2 stop when lane full
 Preventing overproduction
 Sequencing rules & procedures 4 up&down stream proc.
 Discipline by the workforce 2 ensure FIFO integrity
341
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Production scheduling
 Pull sys based on actual need, not forecast

 Use pull & continuous flow
 to initiate & signal all other activities
 Introduce IPS &/ FIFO

 to handle variations & mistakes
 Schedule production & control inventory
 based on the downstream operation closest 2 the cust.
 The scheduling point - often assembly area
Levels of Flow
 Levels of Flow
 Flow in ideal state
 One-piece flow
 Flow using supermarkets

 Flow using FIFO lanes
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Levels of Flow
 Appropriate combined approach depending on ability

 to stabilize & standardize machine,
 to move material,
 to redeploy people
Flow in ideal state
 Advantages
 Absolute control over processes
 Instant feedback on quality & safety issues
 Balance workload
 Immediate reaction on system failure
 True takt image
 Disadvantage
 None assuming no downtimes, CO, …
343
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Flow using supermarkets
 Advantages
 Allows 4 flow when using shared equipment
 Better use of capital equipment
 Labor balance
 Disadvantage
 Quality - Harder 2 monitor & correct
 Erosion of takt image
 Storage space
 Loss of control
Flow using FIFO lanes
 Advantages
 Allow 4 flow when potential 4 chronic failure of UP exists
 Allow 4 flow during tool changes
 Allow 4 complex labor demand
 Disadvantage
 Quality - Harder 2 monitor & correct
 Erosion of takt image
 Storage space
 Loss of control
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LEVELING
 Demand determined, flow established

 leveling production
 Leveling
 Evenly distributing over a shift/day
 the work required 2 fulfill CD
 To maintain a takt time
 Balance the pace of production
 against the pace of sales / TT
 2 ways
 Paced withdrawal
 Heijunka
Leveling
 The leveling concepts & tools

 Heijunka
 Heijunka box
 The runner
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Paced withdrawal
 A system
 for moving small batches
 from one operation/process 2 the next
 at time interval equal 2 the pitch
 Used when no variety
Paced withdrawal
 Divide the total requirement 4 a shift/day

 into batches equal 2 a pack-out quantity
 The pitch
 the frequency
 container released 2 shipping
346
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Heijunka
 Load leveling
 A sophisticated method
 for planning & leveling CD
 by volume & variety over a span of a day/shift
 Not need if no product variation
 Move toward 2 small lot / 1-p flow
 Demand subject 2 sudden peaks & valleys
 Large orders immediately deplete inventory, difficult to manage
Heijunka
 The key 2 establishing lean pull sys

 use pace withdrawal based on pitch
 break it into units based on the volume & variety
 Implementing Heijunka
 Sound understanding of CD
 the effect of demand upstream
 Strict attention 2 the principles of

 Stabilization & Standardization
347
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Heijunka box
 How the production of a variety of different products

 distributed in a balanced way
 over an entire day
 Heijunka scheme
AAABBCCD-AAABBCCE-AAABBCCD-AAABBCCE
Heijunka box
 Leveling box
 with slots
 place kanban/board
 on which Ks posted
 Physical device
 Manage leveled production volume & variety
 over a specified time period
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The runner
 Line balancing
 Worker eliminated & redeployed elswhere
 Runner
 Ensure pitch maintained
 Cover a designated route within the pitch period
 Pick up KC, tooling, components
 Deliver 2 appropriate places
The runner
 Heijunka box – mail box

 runner – mailman
 Heijunka not used, runners
 Pick up & deliver part from store locations as required
 Sustain the efficient flow
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The runner
 Important role in proactive problem solving

 Continuously monitor
 the functioning of a line/cell,
 pitch/takt time
 Attuned 2
 how well the VS fulfiling C requirement
 Help prevent small problems
 before becoming large problem disrupt proc. flow
 Establish CSM, determine LM

 tap the workforce creativity & core implementation team
 design FSM
 Help
 ensure to meet quality & delivery requirements,
 identify
 Lean tools: Cell design, FGS, …
 Lean methods: 5S, QCO, …
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Map the FS
 Still engage in planning

 Identifying the opportunities
 to design a more efficient & waste-free VS

 3 stage mapping process
 Demand
 Flow
 Leveling
FSM
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BEGIN THE FSM
 Any CS questions, revisit FF

 Flexible FS on flip chart using pencil
 Steps
1. Customer, Supplier, PC
2. Shipping info
Begin the FSM
1. Customer, Supplier, PC
 Order & forecast frequency
 Cust. – PC
 PC – Sup.
2. Shipping info
 Cust. Shiping
 Truck, container
 Shipping frequency, quantity
 Sup. Shipping
 Truck, container
 Shipping frequency, quantity
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Begin the FSM
 Ready 2 begin planning FS

 Some tips
 Not micro design
 Assumption 2 create target
 Techniques planned & modified
 Consensus plan
 Separate copy at each stage
 1st FSM
 Make compromise
 Continue 2 improve
PM CASE
 PM
 Commited 2 takt time
 Reached consensus w. sup. & workers
 Cust.
 Agree 2 accept
 504 units/d, 24 units/container
 But toward 2 flexible amounts
 Send
 30d forecast
 Order daily
 Supplier
 Mly forecast & Wly orders
 Toward providing more frequency delivery if nec.
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FOCUS ON DEMAND
 To draw parts of the FSM

 Answer & illustrate the CD questions
 FOD steps
1. Takt time & pitch
2. Meet-demand determination
3. Buffer & safety inventory
4. FG supermarket
5. Improvement methods
Demand lean guidelines
 Takt time ?
 Over/under-producing, meet demand?
 Meet T/P ?
 Bufferstock? Where? How much?
 Safety stock? Where? How much?
 FGS ?
 Improvement tools 2 fulfill CD?
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Takt time & pitch
 How fast a process needs 2 run 2 match demand

 T = APT / DPQ
 P = T*POQ
 T – C driven
 POQ – may not.
 Info on storyboard
PM CASE
 APT = 27600 s
 T = 27600 / 504 = 55 s/u
 POQ = 24
 P = 55*24 = 1320 s = 22 m
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Meet-demand determination
 Determine whether
 Over/under producing or meet demand
 Adequate production capacity 2 meet demand
 Review the gathered CS info & baseline metrics
 Revisit SF 2 verify any info
 Capacity = APT / CT
 Real capacity = Capacity * % Uptime
 Always issues prevent continuous operation
 Where the problem
PM CASE
 Uptime 84%
 Capacity
 Marking capacity:
C=27600/50*.99 = 552 > 504
 Machining capacity:
C = 27600*.87/45 = 533 > 504
 Theoretically meet demand
 On-time delivery 88%
 Not meeting demand
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 Determine whether need B&S inventory

 Stable demand?
 Capacity & efficiency 2 meet demand?
 when cust. ordering patterns / takt time varies
 when internal constraints / inefficiency disrupt proc. flow
 BSIs –
 hedge again uncertainty
 create extra inventory 2 allow 2 meet CD
 Meet demand wo. scrambling 2 schedule overtime sporadically
 Appropriate BSI level
 Overall proc. reliability
 Personal experience
 Neither should exceed 2 days’ worth
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PM CASE
 The team decided 2 establish BSIs

 One day’s worth of FG in each.
FG supermarket
 Difficult 2 ship prod. directly from the end of the proc. 2 cust.
 Inability to sustain a CF
 from the most downstream operation to the cust.
 Creating a FGS
 good means of ensuring CD
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FG supermarket
 FGS
 used in the shipping part
 store a set level of FG
 replenish as pulled 2 fulfill cust. orders
 when not possible 2 establish pure CF
 not include BSIs
FG supermarket
 Creating FGS & establishing BSI

 compromise takt image
 but ensure meeting CD
 All excess inventory – waste
 Minimize / eliminate BSI
 Create a CF proc. , unnecessary FGS
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PM CASE
 The team decided 2 establish FGS

 One day’s worth of inventory.
 Over the short term
 Schedule overtime periodically
 to keep the FGS stocked
Improvement methods
 Help make it possible 2 consistently meet CD

 Work toward minimizing / eliminating JIC inventory
 methods 2 improve process capability
 easier 2 meet CD
 Research 2 determine the most effective methods
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Improvement methods
 5S –
 Workplace organization & standardization
 Pay the way 4 additional improvements
 QCO techniques
 Obstacle 2 producing small batches
 Help make proc. faster & flexible enough 2 satisfy demand
 Autonomous maintenance
 Eliminate small equipment problems
 hurt overall process reliability
 Method analysis & standardized work
PM CASE
 5S
 QCO
 Machining CO = 60 m
 AM
 Machining
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FOCUS ON FLOW
 Plan & map the element

 Help establish CF
 Answer & illustrate the flow questions
 Flow lean guidelines
 Continuous flow
Focus on flow
 FOF Steps
1. Line balancing
2. Work cells
3. Production control
4. Improvement methods
362
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Flow lean guidelines
 Where apply CF
 What level of flow
 1-p flow
 Small lot
 Cell, what type ?
Flow lean guidelines
 How control upstream

 IPS
 Kanban
 FIFO
 What other improvement methods help 2 achieve CF

 QCO
 AM
363
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Continuous flow
 Implementing CF / JIT production

 ensure the next downstream
 Only those units needed
 Just when needed
 In the exact amount needed
 Recommendations
 CD tools already present
 work on flow wo. interrupting regular, timely deliveries
 5S
 address physical & psychological barriers 2 change
Line balancing
 LB
 The process
 evenly distribute the work elements within a VS
 in order 2 meet takt time
 Help
 Optimize the use of personnel
 Balance the workload 2 achieve a smoother flow
364
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Line balancing
 To balance a line
 Review a current CTs & work element assignments
 Create an Operator Balance Chart OBC
 Determine the no. operators needed
NO = TCT / T
 Plans the changes needed
 to balance the work among the target no. operators
 Create FS OBC
PM CASE
 T = 55 s
 TCT = 170 s
 NO = 170 / 55 = 3.09  3
NOO 1 0 1 1 1
CT (s) 45 5 40 30 50
CO (m) 60 0 5 5 5
365
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PM CASE
 Improving programming & tooling maintenance

 Eliminate the need 4 deburring
 Crimping & testing
 1 operator
 CT = 70  55 s
Machining & Deburring Crimping & Testing Marking

NOO 1+0 =1 1+1 = 2  1 1
CT (s) 45 + 5 = 50 40 + 30 = 70  55 50
PM CASE
 Reducing CO
 Machining:
 60  15 m
 2 CO / shift  30 m/shift
 Crimping, testing, marking:
 5<1m
CO (m) 60  15 0 5  <1 5  <1 5  <1
366
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Work cells
 Equipment & personnel

 arranged in process sequence
 Promote 1-p flow
 Achieving a balanced line
 depend on applying the principles of cell design
PM CASE
 2 FS cell
 Machining
 Crimping & Testing + Marking
Cells Machining Crimping & Testing + Marking
NOO 1 1+1
CT (s) 50 55 + 50 = 105
CO (m) 30 <1
UT % 93 100
APT (s) 27,600 27,600
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Production control
 How 2 control upstream production

 Where CF not achievable
 How 2 control the production flow
 Where obstacles 2 CF exists, use
 In-process supermarket
 Kanban sys
 FIFO lanes
 MRP
PM CASE
 2 cells
 Machining
 Crimping/testing/marking - CTM cell
 2 supermarket
 RMS - prior 2 Machining -
 4 days' worth of inventory.
 IPS - bw. Machining & CTM cell
 3 days' worth of inventory.
 Kanban sys critical 2 sustaining flow
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Improvement methods
 Which improvement methods used 2 improve flow

 Improvements methods necessary for
 achieving targets
 creating & sustaining CF
 5S
 QCO
 TPM
 AM
 SW
PM CASE
 Machining
 5S
 TPM
 AM
 QCO
 Crimping/testing/marking
 5S
 SW
 QCO
 Shipping
 5S
369
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FOCUS ON LEVELING
 Adding elements help level production

 Goal 2 draw the parts of FSM
 Answer & illustrate the leveling questions
 Leveling lean guidelines
 Leveling production
 How 2 level production
Leveling lean guidelines
 What types of K cards?

 How K cards distributed?
 Where 2 schedule production requirements?
 Heijunka box?
 What runner’s route?
370
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Leveling production
 Takt time
 The vision of an ideal state
 Eliminate waste & improve the VS performance
 Achieve OPF based on takt time
 Difficult 2 achieve OPF based on takt time
 Strive 2 maintain takt image
 Matching the production pace & sales pace
 The means 2 achieving the goal
Leveling production
 IF
 regarding CD
 smoothly integrated w. MF
 Base flow either on
 paced withdrawal, or
 a Heijunka sys.
371
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How to level production
1. Decide the best methods

 for monitoring production against the pace of sales
 paced withdrawal or a Heijunka sys.
 Kanban sys, if nec.
2. Determine
 the route of runner &
 MIF
3. Determine
 which improvement methods used
 add useful data 2 the map
The best method for monitoring production
 Method 4 monitoring production

 Move small batches
 When
 No variety
 Identical pitch increament
 Heijunka sys
 Level production based on the volume & variety
 Kanban sys
 To control upstream production
372
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PM CASE
 Review
 Necessary 2 create a K sys
 Customer requested 24-u containers
 Containers reusable
 Pitch not changed
P = 55*24 = 1320 s = 22 m
 Every 22m a container of 24 units
packed & ready 2 ship
PM CASE
 Kanbans
1. WK s
 behind the FGS 2 tell the runner
 how many units pulled from the FGS staged in shipping
2. PKs
 in front the FGS 2 tell the CTM cell operator
 how many units produced 2 replenish FGS
3. SKs
 at the IPS 2 tell the machining operator
 how many units pulled from the IPS
4. SKs
 at the RMS 2 tell the supplier
 how many units pulled from RMS
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PM CASE
 Machining
 produce in batches of 96 – 192 units
 multiple o pack-out quantity
 depend on the no. SKs
 accumulated after machined parts pulled
PM CASE
 Implement Heijunka sys

 Visually controlling WKs
 One VS 2 produce A, B, C, D hoses
 similar process
 Heijunka box
 Manual communication
 Pitch increment: 22m
 Sequence: AABAABAAB…
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The route of runner & MIF
 Pitch maintained
 Designated route
 Timed 2 work within the pitch period
 Picking up & delivering
 KCs,
 components, tooling
 Plan MIF
 Communication between operations
PM CASE
Runner route
1. Heijunka box
 WKs from Heijunka box 2 FGS
2. R leg from the FGS 2 shipping
 FGS parts pulled 2 stage 4 shipment
3. R leg from Ship 2 the CTM cell
 PKs attached 2 the FG container
 Initiate replenishment
4. Transfer FG from CTM cell 2 FGS
5. Return 2 HB
 Next WKs
375
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PM CASE
Mapping MIF
1. Cell operators
 pull parts from machining IPS
 Manual material pull
 pull SKs from the containers & place in a holder of machining IPS
2. Machining operator
 retrieve SKs when deliver part 2 the machining IPS
 Manual communication arrow & SK
 pull containers from RMS
 Manual material pull
 pull SKs from RM containers & place on a K post
3. Supplier truck driver
 collect the SKs & take back 2 the sup. Plant
 Manual communication arrow & SK
Improvement methods
 Methods or tools 2 achieve leveling goals

 5S
 Visual control
 Improvement methods
 Statistics box
 VS-LT
 TCT
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PM CASE
Improvement methods
 Visual controls or visual workplace

 CTM cell
 Heijunka box
 Statistics
 TLT = 8d
 TCT = 150 s
FSM WRAP UP
 Review the FSM with anyone else

 additional improvement
 Modify the plan if nec.
 Baseline metric & proposed measure 4 FS
 Recognize the core implementation team’s effort to date
 Post the FSM most current version
 on the appropriate place
GHW: VẼ FSM
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LPS 10
KAIZEN PLANS
Nguyễn Như Phong

08/2022
KAIZEN PLANS
 Create Kaizen plans

 VS Kaizen stages
 Planning recap
 Prepare for implementation
 Implement Kaizen Plans
 Recommendation for coping w. change
 Keep the big picture in mind
 Wrap up
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CREATE KAIZEN PLANS
 Create detailed plan

 guide efforts 2 improve the VS
 wo. solid planning
 slim chances for successful lean transformation
Create Kaizen Plans
 Schedule recurring meeting to ensure

 Communication flows
 All involved parties remain on the same pace
 VS project status
 In partnership w. VS champion
 As milestone attained
 Tools for highlighting concerns & potential solutions
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Create Kaizen Plans
 Comprehensive planning
 very important
 but plans
 not perfect
 modified as
 proceed through implementation
 gain more practical experience w. L manu methods
VS Project status: June 30
 Schedule
 Target completion date of 30/12
 Accomplishments
 Draft charter
 Conducted training class on VSM
 Modify product families A & B only
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VS Project status: June 30
 Concerns (Issues)
 Ability to maintain meetings at 3pm
 Utilize a more planning tool 2 schedule improvement
 Plan
 Schedule meeting for 1pm
 Team leader 2 utilize KMW
 for detailed implementation of DFL focused kaizens
VS Kaizen stages
 The monthly kaizen plan

 Milestones:
 Break the plan into manageable pieces
 Complete the VSM storyboard
 Catchball
381
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VS Kaizen stages
 To increase the chances of success,

 plan the implementation using the stages:
 Plan how to ensure to meet CD
 Plan how to improve the process flow
 Plan how to level production
 Planning sequence
 most effectively & least costly
 implementation of K plans
VS Kaizen stages
 K planning process steps

1. Review FSM
 create a MKP
2. Determine milestones for each major K activity
 create KMC
3. Complete VSM storyboard
4. Obtain management approval
 for KPs through catchball
382
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The monthly kaizen plan
 Plotting the implementation schedule

 for the main elements / events
 accomplished in each stage of FSM
 Symbols to plot the timeframes
 Open triangles – start dates
 Dashed lines – expected duration
 Closed triangles – completion dates
 Macro-level sequence for implementation
 MKP worksheet
MKP worksheet
VS: Date:
Schedule
Stage Event
J F M A M J
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Milestones:
Break the plan into manageable pieces
 Overall structure
 for the main improvement events in place
 Create a series of specific milestones for each event
Milestones:
 Milestones
 definable activities / tasks
 required 2 accomplish the improvement
 assigned completion dates
 Eg.
 Create a staging area in shipping
 Install gravity racks at all supermarket locations
 Establish production based on pitch
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Milestones:
 Kaizen milestone chart – KMC

 Document & tract the completion of milestone
 Show the sequence of
 implementation activities
 completion over time
 Get down 2 next level of detail

 Monitor activities on an ongoing basis
 track progress toward completion
Milestones:
 Things not always go according to plan

 milestone achieved
 earlier than planned
 later than planned
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KMC
VS: VS members: Date: 15/9

Item Task Assìgn to June July
1 2 3 4 1 2 3 4
Demand
FGS S ---
BS location S --- C
SS location S --- C
BS AMT C ---
SS AMT C
Ship Stage Area C
KMC

Item Task Assìgn to June July
1 2 3 4 1 2 3 4
Flow
Machning supermarket S C
Line balance S --- C
Gravity racks S --- C ---
Kanban address S --- --- --- --- C
Restricted FIFO lane S --- C
Standardized work C S ---
Quick CO assembly S --- C ---
Pitch establish S ---
Machining programming S --- C
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KMC

Item Task Assìgn to August September
1 2 3 4 1 2 3 4
Leveling
Heijunka box S --- --- C
Runner route S --- C
Team Recognition All C
Complete the VSM storyboard
 Time 2 complete the VSM storyboard

 Add
 Proposed monthly Kaizen plan
 Any other data overlooked earlier
387
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PM CASE
Kaizen proposal 2001

1st 2nd 3rd 4th
Demand- Establish BSS, FGS, implement 5S S C
Flow – Cell design. Line balancing. Standardized work S C
Flow – Reduce CO. implement AM S C
Level – establish runner route S C
Level – Implement Heijunka & kanban sys S C
Level – Additional TPM application: modify PM standards
Started - Complete - Past Due
Catchball
 Time to
 play catchball
 get buy-in for the plans
 Presenting the plan to high-level managers
 gain approval for the plan
 Smooth Catchball process
 The FS planned carefully
 Careful thought to
 how the plan implemented systematically
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Catchball
 Prepare for the UM meeting

 Why implementing lean in this VS
 What impact on customers
 What quality improvement achieved
 What cost saving achieved
 What LT reduction achieved
 How relate 2 strategic objectives
Planning recap
 Planning primarily about managing action

 Guidelines for effective K planning
 Be realistic
 Play catchball
 Be detailed
 Communicate
 Make it visual
 Recognize good work
 Be sure 2 celebrate
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Prepare for implementation
 Plan carefully – minor adjustment to the plans

 Make whatever modification required
 then prepare for the implementation
 Various members of the implementation team
 lead a series of K events
 make the changes necessary to transform the VS
 K events
 A team event
 dedicated to quick implementation of L manu method
 in a particular area
 over a short time period
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 Main points of preparing K events

 Identify clearly & communicate the E objectives
 Identify any training
 Define the scope
 Register the team by team charter
 Use the KMC to determine event completion date
 Prevent problems
 Draft the agenda for the duration of the event
PM CASE
Implementation agenda
 VS: A&B
 VS Stage: Demand
 Event date: May 17-18
 Kaizen event objective: Estabish a FGS sys
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PM CASE
 Day 1
 Welcome & intro
 Review VSM storyboard
 Adjust any parts of the demand FS
 Identify any issues
 Walk the actual flow as defined in the FS
 Conduct training on supermarket & kanbans
 Begin analysis of kanban flow & conduct kanban calculation
PM CASE
 Day 2
 Begin setting up stores
 Create KCs
 Set up address locations for the supermarket
 Determine list & color code sys for store
 Trial K sys
 Collect data & monitor
 Review data
 Write initial supermarket & kanban procedure
 Update job descriptions
 Update internal procedures
 Monitor
 Set plan to standardize within 1w
 Team recognition
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 Team recognition
 Transform a VS to its FS
 may take a year or longer
 People
 work long periods wo. feeling appreciated
 bound to loose focus & enthusiasm
IMPLEMENT KAIZEN PLANS
 Planning & preparation done

 Proceed to the implementation phase
 Enthusiasm & confidence
 Kaizen activities
 When implementation begins in earnest
 impact on virtually everyone connected to the VS
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Recommendation for coping w. change
 Change
 even for better
 difficult for most people
 The more people know about what going on
 the easier to deal w. anxieties
 accompanying significant change
Recommendation for coping w. change
 Communicate
 Address negative behavior early in the implementation
 Not let the problem stop the process
 Consider each kaizen event an experiment
 Reward & recognize people’s efforts
 practice mutual trust & respect
 treat people w. honesty & integrity every day
 Be present
 Be flexible
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Keep the big picture in mind
 Keep the big picture in mind as progress

 Refer to the storyboard frequently
 to explain to people how using VSM process
 Fast, flexible process
 Be patient & realistic
Wrap up
 Continually to look for ways

 to improve the entire VS
395

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8/26/2022

LEAN PRODUCTION SYSTEMS

Nguyễn Như Phong

 to offer knowledge & skills in Lean Production

August 22 Nguyen Nhu Phong 2

1. L.O.01: Know basic knowledge of LPSs

August 22 Nguyen Nhu Phong 3

August 22 Nguyen Nhu Phong 4

1. Nguyễn Như Phong. Lecture notes on LPS. http://e-learning.hcmut.edu.vn/;

August 22 Nguyen Nhu Phong 5

August 22 Nguyen Nhu Phong 6

 Main class: (15 + 6) * 2 = 21 * 2

August 22 Nguyen Nhu Phong 8

August 22 Nguyen Nhu Phong 9

 Rules of final exam: FE Score < 3

August 22 Nguyen Nhu Phong 11

 Full class time participation

August 22 Nguyen Nhu Phong 12

Nguyễn Như Phong

August 22 Nguyen Nhu Phong 14

August 22 Nguyen Nhu Phong 15

August 22 Nguyen Nhu Phong 16

Difference bw. services & goods

Output intangible Tangible

August 22 Nguyen Nhu Phong 17

 Product made by a combination of

August 22 Nguyen Nhu Phong 18

August 22 Nguyen Nhu Phong 19

 3 types form a transformation chain

August 22 Nguyen Nhu Phong 20

 According 2 quantity of product made

August 22 Nguyen Nhu Phong 22

 Basic function to convert RM into FG

August 22 Nguyen Nhu Phong 23

 Transform the product

 Alter physical properties

August 22 Nguyen Nhu Phong 24

August 22 Nguyen Nhu Phong 25

August 22 Nguyen Nhu Phong 26

 Operations to enhance physical properties

August 22 Nguyen Nhu Phong 27

August 22 Nguyen Nhu Phong 28

 Follow the processing operations

August 22 Nguyen Nhu Phong 29

Material handling & storage

 Moving & storing materials

August 22 Nguyen Nhu Phong 30

Inspection & test

August 22 Nguyen Nhu Phong 31

August 22 Nguyen Nhu Phong 32

August 22 Nguyen Nhu Phong 33

Info processing cycle

August 22 Nguyen Nhu Phong 34

August 22 Nguyen Nhu Phong 35

 New prod. design originate in SMD

August 22 Nguyen Nhu Phong 36

August 22 Nguyen Nhu Phong 37

 PD info & doc flow into MP function

August 22 Nguyen Nhu Phong 38

August 22 Nguyen Nhu Phong 39

August 22 Nguyen Nhu Phong 40

 Material requirement planning

 Purchased parts ordered available when needed

 Machine resources planning