Continuous Improvement Tools

What’s Continuous
Improvement Tools?
3/12/2024 Hamed.Ali.Mohamed2@gmail.com 1
What is JIT ?
✓ Producing only what is needed, when it is needed (not
early, not late; not less, not more)
✓ Achieving high volume production using minimal
inventories
✓ An integrated but simplified
system
✓ JIT’s mandate:
Elimination of all waste
in production effort
Just-in-Time
Just-in-time (JIT): A highly coordinated processing system in which goods move
through the system, and services are performed, just as they are needed
➢Supplies and components are ‘pulled’ through the system to arrive where they are
needed when they are needed (just-in-time)
➢A management philosophy of continuous and forced problem solving by attacking
the root causes
Lean Production
➢JIT  ➔ lean production
➢Lean Production supplies customers with exactly
what the customer wants, when the customer
wants, without waste, through continuous
improvement
➢JIT operates with very little fat
What Does Just-in-Time Do?
➢Attacks waste (anything not adding value to the

product)
➢Achieves streamlined production by reducing
inventory
➢Exposes problems and bottlenecks caused by
variability
Goal of JIT
The ultimate goal of JIT is a balanced system. (Achieves a smooth, rapid flow of
materials through the system)
The supporting goals are:
➢ Eliminate disruptions
➢ Make the system flexible
➢ Eliminate waste, especially excess inventory
Summary:JIT Goals and Building Blocks
Ultimate A
Goal balanced
rapid flow
Supporting
Goals Eliminate disruptions
Make the system flexible Eliminate waste
Product Process Personnel Manufactur- Building

Design Design Elements ing Planning Blocks
Sources of Waste
➢Overproduction
➢Waiting
➢Unnecessary transportation
➢Inventory
➢Inefficient work methods
➢Inefficient processing
➢Unnecessary motions
➢Product defects
Waste in Operations (1 of 3)
JIT Reduced Waste
Waste Reduction (%)
Setup Time 20%
Scrap 30%
Finished Goods Inventory
30%
Space 40%
Lead Time 50%
Raw Material Inventory
50%
Work-in-Process Inventory
82%
0% 20% 40% 60% 80% 100%
Kaizen Philosophy (1 of 3)
✓ Continuous improvement
✓ Requires total employee involvement
✓ Essence of JIT is willingness of workers to
✓Spot quality problems
✓Halt production when necessary
✓Generate ideas for improvement
✓Analyze problems
✓Perform different functions
➢Waste is the enemy
➢Improvement should be done gradually and continuously
➢Everyone should be involved
➢Built on a cheap strategy
➢Can be applied anywhere
➢Supported by a visual system
➢Focuses attention where value is created
➢Process oriented
➢Stresses main effort of improvement should come from new thinking and
work style
➢The essence of organizational learning is to learn while doing
JIT Building Blocks
1. Product design
2. Process design
3. Personnel/organizational
elements
4. Manufacturing
planning and control
5. Supplier relationships (supplier networks)
6. Preventive maintenance
JIT Building Blocks: 1. Product Design
➢Process design with product design
➢Standard product configuration and standart parts
➢Reduced number of parts
➢Modular design
➢Concurrent engineering
➢Highly capable production systems
JIT Building Blocks: 2. Process Design
• Small lot sizes
• Setup time reduction
• Cellular layout (Manufacturing cells)
• Reduced Inventories (Limited WIP)
• Continuous quality improvement
• Production flexibility (multifunctional workers, general purpose machines)
• Balanced system
• Fail-safe methods
Small-Lot Production
✓Requires less space & capital investment

✓Moves processes closer together
✓Makes quality problems easier to detect
✓Makes processes more dependent on each other
Small versus Large Lots
JIT produces same amount
in same time if setup times
JIT Small Lots are lowered
A A B B B C A A B B B C
Time
Small lots also increase flexibility to meet
customer demands
Large-Lot Approach
A A A A B B B B B B C C
Time
Comparison of Level and Large Lot
Material-use Approaches
Benefits of Small Lot Sizes
Single-Minute Exchange
• Single-minute exchange of die (SMED): A system for reducing changeover
time
• Categorize changeover activities
• Internal – activities that can only be done while machine is stopped
• External – activities that do not require stopping the machine
Layout
➢JIT objective: Reduce movement of people and material
➢Movement is waste!
➢JIT requires work-cells for product families (group
technology)
➢movable, changeable, flexible machinery
➢short distances
➢high level of workplace organization and neatness
➢reduced space for inventory
➢delivery directly to work areas
➢balanced workstation capacities
Cellular Layouts
✓ Group dissimilar machines in manufacturing cell to

produce family of parts
✓ Work flows in one direction through cell
✓ Cycle time adjusted by changing worker paths
✓ Decreasing set-up times
Worker Routes Lengthened as Volume Decreases
Cell 1 Cell 2
Worker 1 Worker 2
Worker
3
Cell 3 Cell 4 Cell 5

Layout Tactics
• Build work cells for families of products

• Minimize distance
• Design little space for inventory
• Improve employee communication
• Use poka-yoke devices
• Build flexible or movable equipment
• Cross train workers to add flexibility to layout
Quality Improvement (1 of 4)
➢JIT exposes quality problems by reducing inventory

➢JIT eliminates number defects with small lots
➢JIT requires quality by suppliers
➢Team approach and continuous improvement are important for ensuring quality
➢Quality is maintained by the following procedure:
Find the root cause of the problem, solve permanently and use team approach in solving
the problems
➢JIT requires TQM
➢Statistical process control
➢Continuous improvement
➢Worker involvement & empowered employees
➢Inspect own work
➢Quality circles
➢Immediate feedback
➢Failsafe methods such as poka-yoke (prevents defectives)
➢Quality at the source
JIT requires
1) Quality within the firm
Autonomation (jidoka): automatic detection of defects during
production
2) Quality by suppliers
✓ Jidoka assures quality at the source

✓ Andon lights signal quality problems
✓ Visual control makes problems visible
Visual Control (1 of 3)
Production Flexibility
• Overall objective is to achieve the ability to process a mix of products in a smooth
flow.
• Eliminate bottlenecks
• Reduce downtime by reducing changeover time
• Use preventive maintenance to reduce breakdowns
• Cross-train workers to help clear bottlenecks
• Use many small units of capacity
• Use off-line buffers
• Reserve capacity for important customers
A Balanced System
• Balanced system: Distributing the workload evenly among work stations.
• Work assigned to each work station must be less than or equal to the cycle time.
• Cycle time is set equal to the takt time.
• Takt time is the cycle time needed to match the pace of production to customer
demand for final product
Streamlined Production
Traditional Flow Production Process (stream of

water)
Suppliers
Customers
Inventory (stagnant
Flow with JIT ponds)
Material
(water in stream)
Suppliers
Customers
Inventories
➢ Traditional: inventory exists in case problems arise
➢ JIT objective: eliminate inventory
➢ JIT requires
➢Small lot sizes
➢Low setup time
➢Containers for fixed number of parts
➢ JIT inventory: Minimum inventory (raw material, WIP
and finished goods) to keep the system running
➢ Specialized bins for holding previously set number of parts
JIT Inventory Tactics
➢Use a pull system to move inventory
➢Reduce lot size
➢Reduce setup time
➢Develop Just-in-Time delivery systems with suppliers
➢Deliver directly to point of use
➢Perform-to-schedule
➢Use group technology
Limited Work in Process
• Benefits
• Lower carrying costs
• Less space
• Increased flexibility
• Aids scheduling
• Saves cost of rework and scrap
• Two general approaches
• Kanban – focuses on individual work stations
• Constant work in process (CONWIP) – focuses on the system as a whole
Inventory Hides Problems Just as Water in a
Lake Hides Rocks
Inventory level
Inventory level
İnefficient
layout
Process Process
Unreliable Scrap
supplier downtime downtime
Setup Setup time Quality
Quality
time problems problems
Bad Late
Machine Late deliveries
design breakdown
deliveries
Lowering Inventory
Reduces Waste
Work in process inventory level

(hides problems)
Unreliable Vendors Capacity Imbalances

Scrap
Lowering Inventory
Reduces Waste
Reducing inventory exposes problems so they can be solved.
WIP
Unreliable Vendors Capacity Imbalances
Scrap
Lowering Inventory
Reduces Waste
Reducing inventory reveals problems so they can be solved.
Unreliable Vendors WIP Capacity Imbalances

Scrap
JIT Building Blocks:
3. Personnel/Organizational Elements
• Workers as assets
• Cross-trained workers
• Employee empowerment
• Continuous improvement
• Cost accounting
• Leadership/project
management
• Commitment
Employee Empowerment
Employee empowerment
• Empowered and cross-trained employees (to help clear bottlenecks)
• Get employees involved in product & process (employees know the job best!)
• Few job classifications to ensure flexibility of employees
• Training support
Bottom-round Management Style & Commitment
Commitment
• Support of management, employees and suppliers
Any improvement must be made in accordance with the scientific method, under the
quidance of a teacher, at the lowest possible level in the organization (Toyota
Production System’s work rule)
4. Manufacturing Planning and Control
• Uniform production levels
• Level loading (level schedules)
• Pull systems
• Visual systems
• Reduced transaction processing
Uniform Production
✓ Results from smoothing production requirements

✓ Kanban systems can handle +/- 10% demand
changes
✓ Smooths demand across planning horizon
✓ Mixed-model assembly steadies component
production
Level Schedules
• Reduce ripple effect of small variations in schedules

(e.g., final assembly)
• Production quantities evenly distributed over time (e.g.,
7/day)
• Build same mix of products every day
• Results in many small lots
• Item Monthly Quantity Daily Quantity
A 40 2
B 60 3
Mixed-Model Sequencing
JIT Scheduling Tactics
Involves timing of operations
Scheduling in JIT requires
• Level loading (level schedules)
• Zero deviation from schedules (performing to schedules)
• Suppliers informed about schedules
• Small lots (seeking one-piece-make and one-piece move)
• Making each operation produce a perfect part
• Kanban techniques
Pull/Push Systems
➢Pull system: System for moving work where a workstation pulls output from the
preceding station just as it is needed. (e.g. Kanban)
vs.
➢Push system: System for moving work where output is pushed to the next station as
it is completed
The Pull System
✓ Material is pulled through the system when needed

✓ Reversal of traditional push system where material is
pushed according to a schedule
✓ Forces cooperation
✓ Prevent over and underproduction
Kanban Production Control System (1 of 2)
✓ Kanban: Card or other device that communicates demand

for work or materials from the preceding station
✓ Japanese word meaning “signal” or “visible record” may
be a card, or may be a flag, ball etc.
✓ Paperless production control system
✓ Kanban card indicates standard quantity of production
✓ Used often with fixed sized container
Kanban Production Control System (2 of 2)
✓ The kanban cards provide direct control (limit) on the amount

of work-in-process between cells.
✓ Derived from two-bin inventory system
✓ Maintains discipline of pull production
✓ Signifies an authority to pull or produce which comes from a
downstream process
✓ Production kanban authorizes production
✓ Withdrawal kanban authorizes movement of goods
A Sample Kanban
Determination of the Number of Kanbans Needed
➢Setting up a kanban system requires determining the number of kanbans (or
containers) needed.
➢Each container represents the minimum production lot size
➢An accurate estimate of lead time required to produce a container is key to
determining how many kanbans are required
Determination of the Number of Kanbans- Kanban Formula
DT(1+X)
N =
C
N = Total number of containers
D = Planned usage rate of using work center
T = Average waiting time for replenishment of parts
plus average production time for a
container of parts
X = Policy variable set by management
- possible inefficiency in the system
C = Capacity of a standard container
Here the customer starts
the process, pulling an JIT Demand-Pull Logic
inventory item from Final
Assembly…
Then sub-assembly
work is pulled Fab Vendor
forward by that
demand… Sub
Fab Vendor
Customers
Final
Assembly
The process continues Sub Fab Vendor

throughout the entire
production process and
supply chain Fab Vendor
Kanban Signals “Pull” Material
Through the Process
Once the Production kanban is This puts the
received, the Machine Center Withdrawal system back
produces a unit to replace the kanban where it was
one taken by the Assembly Line before the item
people in the first place was pulled
Storage Storage
Machine Part A Part A Assembly
Center
Line
Production kanban
Material Flow
The process begins by the Assembly Line
people pulling Part A from Storage Card (signal) Flow
61
5. Supplier Relationships
➢ Reduced number of vendors

➢ Supportive supplier relationships
➢ Quality deliveries on time
➢ Frequent deliveries in small lot quantities
➢ Reduced lead times
➢ Reduced transaction processing
➢ Certified vendors
Suppliers
➢JIT partnerships are formed

➢JIT partnerships eliminate:
➢Some unnecessary activities
➢In-plant inventory
➢In-transit inventory
➢Poor suppliers
Characteristics of JIT Partnerships
Suppliers
➢Few
➢Nearby
➢Long-term relationships
➢Analysis and support to enable desirable suppliers to become
or stay price competitive
➢Buyer resists vertical integration and subsequent wipeout of
supplier business
➢Suppliers encouraged to extend JIT to their suppliers (2nd and
3rd tier suppliers)
Traditional Supplier Network
Buyer
Supplier Supplier
Supplier
Supplier Supplier Supplier Supplier
Tiered Supplier Network
Buyer
First Tier Supplier Supplier
Second Tier Supplier Supplier Supplier
Third Tier Supplier Supplier Supplier Supplier Supplier
6. Preventive Maintenance
➢All activities involved in keeping equipment in working order
➢Maintaining equipment in good condition and replacing parts
that have a tendency to fail before they actually fail
➢Done to prevent failure
➢JIT requires
➢Scheduled & daily PM
➢Operator involvement in PM
➢ Knows machines
➢ Responsible for product quality
Total Productive Maintenance (TPM)
✓ Breakdown maintenance
✓Repairs to make failed machine operational
✓ Preventive maintenance
✓System of periodic inspection & maintenance
to keep machines operating
✓ TPM combines preventive maintenance & total
quality concepts
TPM Requires Management to:
✓ Design products that can be easily produced on existing
machines
✓ Design machines for easier operation, changeover,
maintenance
✓ Train & retrain workers to operate machines
✓ Purchase machines that maximize productive potential
✓ Design preventive maintenance plan spanning life of
machine
Housekeeping
Housekeeping: Maintaining a workplace that is clean and free of
unnecessary materials.
Housekeeping 5 S’s
▪ Sort
▪ Straighten
▪ Sweep
▪ Standardize
▪ Self-discipline
Summary: Just-In-Time Production
WHAT IT IS WHAT IT DOES
• Management philosophy • Attacks waste

• Exposes problems and bottlenecks
• “Pull” system though the plant
• Achieves streamlined production
WHAT IT REQUIRES WHAT IT ASSUMES
• Employee participation
• Industrial engineering/basics • Stable environment
• Continuing improvement
• Total quality control
• Small lot sizes
Comparison of JIT and Traditional Systems
Factor Traditional JIT

Inventory Much to offset forecast Minimal necessary to operate
errors, late deliveries
Deliveries Few, large Many, small
Lot sizes Large Small
Setup; runs Few, long runs Many, short runs
Vendors Long-term relationships Partners

are unusual
Workers Necessary to do the Assets
work
Transitioning to a JIT System
➢Get top management commitment
➢Decide which parts need most effort
➢Obtain support of workers
➢Start by trying to reduce setup times
➢Gradually convert operations
➢Convert suppliers to JIT
➢Prepare for obstacles
Obstacles to Conversion
➢Management may not be committed

➢Workers/management may not be
cooperative
➢May be difficult to change
company culture
➢Suppliers may
resist
➢ Why?
Suppliers May Resist JIT
➢Unwilling to commit resources
➢Uneasy about long-term commitments
➢Frequent, small deliveries may be difficult
➢Burden of quality control shifts to supplier
➢Frequent engineering changes may cause JIT changes
Benefits of JIT
1. Reduced inventory 8. Better relations with
2. Improved quality suppliers
3. Lower costs 9. Simplified scheduling and
4. Reduced space control activities
requirements 10. Increased capacity
5. Reduced lead times 11. Increased equipment
6. Increased productivity utilization
7. Greater flexibility 12. Better use of human
8. Reduced scrap and resources
rework 13. More product variety
14. Reduced need for indirect
labor
JIT in Services (1 of 3)
The basic goal of the demand flow technology in the service organization is to provide
optimum response to the customer with the highest quality service and lowest possible
cost.
All the techniques used in manufacturing are used in
services
➢Level the facility load & eliminate disruptions and
unnecessary activities
➢Reorganize physical configuration
➢Introduce demand-pull scheduling
➢Develop supplier networks
➢Minimize WIP
All the techniques used in manufacturing are used in

services
➢Make the system flexible
➢Reduce setup and lead times
➢Eliminate waste
➢Simplify the process
➢Organize problem solving groups
➢Upgrade quality
Elements of JIT (1 of 2)
➢Smooth flow of work (the ultimate goal)
➢Elimination of waste
➢Continuous improvement
➢Eliminating anything that does not add value
➢Simple systems that are easy to manage
➢Use of product layouts to minimize moving materials and parts
➢Quality at the source
Elements of JIT (2 of 2)
➢Poka-yoke – fail safe tools and methods
➢Preventative maintenance
➢Good housekeeping
➢Set-up time reduction
➢Cross-trained employees
➢A pull system
Attributes of Lean Producers - They
➢use JIT to eliminate virtually all inventory
➢build systems to help employees produce a
perfect part every time
➢reduce space requirements
➢develop close relationships with suppliers
➢educate suppliers
Attributes of Lean Producers - They
➢eliminate all but value-added activities

➢develop the workforce
➢make jobs more challenging
➢reduce the number of job classes and build
worker flexibility
Process Analysis
Fundamentals
Process Definition
Input Process Output
• A process is a collection of operations connected by a flow of transactions

and information that transforms various inputs into outputs using resources.
• A process maybe deterministic or stochastic (probabilistic)

• Components are processed on an automated machine.
• People walk to a window, buy a ticket and leave with a ticket.
• People arrive at scheduled times and receive some service.
Process Diagrams
• Process Diagrams are used to analyze various processes.
• We first start by a precedence diagram, that includes the following
symbols
• Example: Precedence diagram for product X, (times in seconds)
1 : 20 4 : 40
3 : 10 6 : 30 7 : 20
2 : 50 5 : 30
Process Diagrams
Based on the precedence diagram we draw a process

diagram, which includes the following symbols:
Resource at a Material flow

stage
Buffer / Storage Information flow
Process Flow Chart (Diagram)
1st Stage
Reactor
1st Stage
CFB Reactor
CFB CFB: Circulating
Preheater Fluidized Bed
Inclined
~ 110 m
Bucket Elevator
Process Briquetting
Gas Plant
Heat
Exchanger
Process Gas
Electrical Compressor
Iron Substation&
Ore Control
Fines Room Fired Gas Heaters HBI Product
~ 160 m
Process Flow Chart (Diagram)
Flash heater
Pre-Heater 1st (cfb) 2nd (fb) Reactor

Reactor
Discharge
Briquetting
Pile of Finished
Iron ore fines goods
Process Parameters
• Input rate gives the entering rate of jobs; in [Q/T].
• Output rate ( i.e. flow rate, production rate, throughput rate) gives the exit
rate of jobs ; in [Q/T].
• Capacity is the maximum output rate possible; [Q/T].
• Cycle time (CT) is the reciprocal of capacity; in [T/Q].
• Minimum Manufacturing Lead Time (MLT) (min flow time) is the fastest
processing time for a transaction to go through the process, when the process
is empty; in [T].
Process Parameters
When the process is running:
• Actual cycle time is the reciprocal of output rate; in [T/Q].

• Average Manufacturing Lead Time (MLT) (flow time) is the average
time required for a transaction to go through the process; in [T].
• Work-In-Process (WIP) is the average over time number of
transactions in the process; in [Q].
Important Properties
• Any process will not become stable if the input rate is greater than the
system capacity
• Output rate can never exceed capacity.
• For sequential stages, the capacity is determined by the slowest stage

called the bottleneck.
• When machines are in parallel (performing the same operation),

capacities add.
Takt Time
Which of these is Important to Our business?
• Satisfied Customers
• Profit
• Growth
• Market Share
• Effective use of its people and plant
• Maximum Capacity Production
Why Not Maximum Capacity?
Producing more than the customer requires is:
OVER-PRODUCTION
This is the greatest of the Seven Wastes

As it leads to occurrence of the other six
The Western Approach
We produce more than we require to allow for problems
1 2 3
This embeds waste in our business

‘Push’ Production System
If we consider production operations as a chain…
?
Customer
Each link producing in isolation at

full speed will cause a mismatch between links
Some areas over-produce, some cannot keep up...

Customer
What will happen when a link in the chain breaks

Within a ‘Push’ System?
The individual links keep building to schedule and…
Customer
The chain soon backs up
When we consider the wider system…
Customer
STOCK / WIP
We see why stock is present.

To buffer the unevenness of work
To buffer the breaks in the chain
Takt Time
Takt is a German word
It describes the conductors

baton
It is the principal that all activity within a business is

synchronised by a pulse, set by the customer
demand
Takt Time determines;
The pulse of the Production System
•Pace of sales
•Links production activity to actual customer demand
•Ensures all production activity will be synchronised

from 1st process to final assembly process. - FLOW

How To Calculate Takt Time
Takt time relates the customer demand to the time available.
Takt = Production Time Available

Customer Demand
Time is deducted for:

Lunch and tea breaks
Team briefing times
TPM breaks
Clean down time
E.g 8hrs x 60 = 480 minutes

Time Available = 480 – 20 mins breaks – 10 mins TPM
= 450mins
How To Calculate Takt Time
If the customer demand is 500 units per week;
Demand = 500 / 5
= 100 products a day
Takt Time = Time Available

Customer Demand
= 450 mins
100
= 4.5 mins or 270 secs

Takt, Cycle, Target Cycle and
Lead Time
Takt Time = The pace at which the customer requires
products
Target Cycle Time = The pace at which we will produce to

ensure we meet the customer
requirements
Cycle Time = The time at which a process cycles
Lead Time = The total production lead time from

product start to finish
Don’t get them confused!!

Takt, Cycle, Target Cycle and
Lead Time
Cycle
Time
Takt Time
Target Cycle
Time
+ + + + + = Lead
Time

Flow Production
Customer
The
Each customer
link takestakes
in the chain a product from
from the the endlink
previous
Of the
And processes produce to chain
fill the gap that has been
created
What will happen when a link in the chain breaks

Flow Production
Customer
If a link in the chain breaks...
The chain stops.
If the Customer does not pull from the end...
The chain stops.

Takt Time, an enabler for Flow
If work balance is set to Takt, the process closest the
customer can pull production through the system at
the right pace. This includes material delivery.
This pull removes the requirement for scheduling at

each stage, and hence the buffer stocks and Work
In Progress that populate the ‘Push’ Process Chain.

Takt, an Enabler for Work Balance
Time
Step OP
No Work Description
Walk
No
1 Obtain Mug C01 2

3
Put Mug Down 2
2
Obtain Spoon C02 2 Mug Tree
Put Coffee in Mug C03 8 1
2
Coffee
3 Obtain Milk C04 4
2
Boiler
4 Put Milk in Mug 4
2
Fridge
5 Return Milk 4 2
2 4
6 Add Water to Mug C05 14
3
Pick up Mug C06 2
2
6
5
7 Place Mug on Table 3
Return 5
TOTALS
63 45 18
The Customer Requires: 380 Mugs of Coffee / day
TAKT TIME = Time Available

Customer Demand
Time Available = 480mins - 30mins breaks - 10mins team meeting
440 minutes/day X 60 seconds/minute

380 products per day 66 Secs
=
66 Secs TAKT
Op
12 Secs No
C06
14 Secs
Value Added C05
(Add Water)
Add Milk 4 Secs

8 Secs
Non Value Added
C04
2 Secs
C03 8 Secs
(Add Coffee)
C02 2 Secs
7 Secs
C01

Customer Demand +20%
380 mugs / day to 456 mugs / day
How do we use this information to meet our

customer demand?
Add 20% more workers?
Run 20% Overtime?
Contract out 76 cups of coffee to a supplier?
Use Takt to drive waste elimination
When Customer requirements change, Takt changes
440 X 60 = 66 Secs
380 Mugs of Coffee 380 TAKT
456 Mugs of Coffee 440 X 60 = 55 Secs

456 TAKT

66 Secs Takt for
380
C06 55 Secs mugs
Takt for/
day
456
mugs /
C05 day
C04
Non Value Added

C03
C02
C01 Value Added

No. of employees
• Manual cycle time / Takt time
• For Example:
Honey Machine
Takt time = 27000/1575 = 17 second
Manual cycle time = time of inner carton filling + Check weight /
Slotape + set in box = 15 + 15 +3 =23
Labor No. = 23/17 = 1.9 person

Takt time
18
16
14
12
Takt time
10
Tackt time
8
6
4
2
0
Filling Weight / Set in box
Slotape

Value Stream Analysis
A Value Stream is the set of all actions (both
value added and non value added) required to
bring a specific product or service from raw
material through to the customer.
Value Added
• Value is added any time we physically change our product
towards what the customer is buying
• If we are not adding value, we are adding cost or waste
• Lean Manufacturing drives the systematic elimination of waste
Value-Added Time : Minutes

Time in Plant : Weeks
ORDER CASH
KEY QUESTION – Are my customers willing to pay for this ????

Value Added vs. Non-Value Added
Value added
LEAN = ELIMINATING THE 7 WASTES
5% • Overproduction
• Waiting
• Transportation
• Non-value added
processing
• Excess inventory
• Excess motion
Non-value added
• Defects
Typically 95% of Total Lead Time is Non-

Value Added!!!
Value Stream Mapping
• Follow a “product” or “service” from beginning to end, and draw a visual
representation of every process in the material & information flow
• Then, draw (using icons) a “future state” map of how value should flow

Current State Value Stream Map Symbols
Process C/T = 30 sec

3,000 units Finished
goods
I
?
ABC C/O = 10 min
plating 3 shifts
= 1 day
2% scrap rate
Shipment
Packing
Factory Data box Inventory
Process Daily
No. off:
Schedule
Time line Material
flow
Waste %
Stock Manual Scheduler
Communication Transportation Waste
handling
Future State Value Stream Map Symbols
QUICK
CHANGE
Push Safety / Buffer Physical pull Physical pull

OVER
121
Current State Mapping
• Completed in a day
• Performed by a cross functional team of middle managers responsible
for implementing new ideas
• Resulting in a picture (and team observations) of what we “see” when
following the product
CT = Cycle Time (Operator)

SUT = Set-Up Time (Machine)
UT = Up Time (Machine)
Future State Mapping
• Completed in a day with the same team

• Focused on:
•Creating a flexible, reactive system that
quickly adapts to changing customer needs
•Eliminating waste
•Creating flow
•Producing on demand

Current State Value Stream Map

Future State Value Stream Map

WAITING OVERPRODUCTION
ELIMINATE TRANSPORTATION
PROCESSING
7
Wastes DEFECTS
3/12/2024 MOTION INVENTORY

Hamed.Ali.Mohamed2@gmail.com 126
7 Basic Types of Waste (Toyota)
• Overproduction – producing more than what is demanded by

the customer
• Inventory – Storing more than the absolute minimum needed
• Transportation – the unnecessary movement of materials
• Waiting – waiting for the next process step
• Excess processing – due to poor tool or product design
• Wasted motion – unnecessary reaching, walking, looking for
parts, tools, prints, etc
• Defects – scrap and rework

What is Flow ?
• Producing and moving one item at a time (or a small and consistent batch of
items) through a sequence of process steps as continuously as possible, with
each step making just what is requested by the next step.
TRADITIONAL CONTINUOUS FLOW

Continuous Flow – More Efficient & Faster
Traditional Batch Layout Continuous Flow Layout

Supermarket Pull System
“Production” KANBAN “Withdrawal” KANBAN
Supplying
process Customer
process
A B
product product
Mike Rother
Learning to See
SUPERMARKET
CUSTOMER PROCESS goes to supermarket and withdraws what it needs when it needs it.
SUPPLYING PROCESS produces to replenish what was withdrawn.
PURPOSE: Controls production at supplying process without trying to schedule. Controls
production between flows.
Takt Time
Takt time paces production to the pace of customer requirements.
Total daily operating time

Takt Time =
Total daily customer requirement
Operating time = 1 shift x 8 hours – (2) 20-min.

breaks = 440 mins/day
Customer 880 units/month
= = 44 units/day
Requirement 20 days/month
440 mins/day
Takt time = = 10 mins/unit
44 units/day
What is a Value Stream ?
• A Value Stream is all the actions, value creating and non-value creating,
required to bring a product from order to delivery
• Starts with raw materials
• Finalizes at the end-customer
• Involves several businesses

• Follow a “product” or “service” from beginning to end, and draw a visual

representation of every process in the material & information flow
• Then, draw (using icons) a “future state” map of how value should flow

• Helps you to see the sources of waste in the value stream
• Shows the flow of information and material
• Forms the blueprint for lean implementation (Imagine trying to build a
house without a blueprint).
• Helps you to see more than just the single process level
• Provides a common language for talking about manufacturing processes
• Makes decisions about the flow apparent, so they can be discussed
• Ties together lean concepts and techniques, which helps to avoid “cherry
picking” Improvement projects

What is Value Stream Analysis?
• Value stream maps describe a value stream

• Value stream analysis is a planning process
• Uses value stream maps to communicate
• Information Flow
• Material Flow
• Three value stream maps are created
• Current state
• Ideal state
• Future state (3 months from now)
• Action plans are developed for the future state map

The Value Stream Analysis Process
• Phase 1-Pre-event work
• Phase 2-The Main Event
• Phase 3-Accountability Process

Value Stream Analysis Process
Phase 1
Pre-event Planning
Pre-Event Work
• Three weeks prior to the event

• Determine team members
• Define the objective of the team
• Select the area and topic
• Logistics (conf. Rm., times, facilitator supplies, etc.)
• Invite team members to the event
• Clarify roles and responsibilities
• Event leader-value stream manager from the area (owns
resources and results)
• Event facilitator-CI Leaders who manage the
improvement process and share in ownership of results
• Subject matter experts

Pre-Event Work
• Two weeks prior to the event

• Part/quantity analysis (select representative part
number)
• Gather and review data (Yield, job closures, CONC, etc.)
• Determine future demand
• Review prior event data
• Review any customer issues
• Review any requirements for capital equipment
• One week prior to the event

• Verify customer demand
• Review above data

Value Stream Analysis
Process
Phase 2
The Main Event
VSM Event Step 3 - Current State Map
3. Value Stream Map-Current State
1. Map the physical flow (manufacturing loop, customer loop, supplier
loop)
2. Map the information flow
3. Complete the lead time data bar
4. Visually identify waste
1. Identify value added/non-value added (red, yellow, green dots)
2. Visually identify the most significant opportunities with kaizen
bursts.
5. Summarize all information and metrics (date, P/N, times, inventory,
OTD, quality, etc.)

Elements of Value Stream Maps
30 Days MRP Monthly Orders 880

Supplier Customer
Supplier Loop Customer Loop
Takt Time = 440 min/44
= 10 min/unit
Bi-Monthly Information
Manufacturing Loop
Op 1 Op 2 Op 3 Op 4 Op 5 Op 6
45 Days 1 Day 2 Days 2 Days 1 Day 5 Days 1 Day
S/U = 0.08 hr S/U = 0.08 hr S/U = 0 S/U = 0.08 hr S/U = 1.95 hr

S/U = 1 hr
CT = 0.9 min CT = 0.9 min CT = 1.2 min
CT = 1.6 min CT = 60 min CT = 40.3 min
45 1 2 2 1 5 1
1.6 0.9 0.9 60 1.2 40.3
Total = 57 Days
Lead Time Data Bar Total = 1 Hr. 44.9 Min.

Manufacturing Loop Questions
What are the changeover times?
What are the quantity of machines per process?
Count all work in process (WIP)
Look for evidence of quality problems
Look for processing waste
Is there great distances between processes?
Is the product flexible or made to order?
Is there obvious batch processing?

Customer Loop Questions
Who and where are your customers?
What are the product lines or families? G.M.
AT&T
Future marketing plans? Review growth
potential.
What is the total yearly order requirement? Quantity by product
family or product type
What is the high, low and mean ordering pattern? Monthly or
quarterly high & low for several periods
How often do we deliver to our customer?
What takt time do we supply to?

Production Control Questions
Where in the production chain
do we trigger production?
How much work do we release
at one time?
How long does it take to go from
customer order to production order?
How do we physically schedule production?
How do we react to customer emergencies?

Supplier Loop Questions
#1 question, how do you tell suppliers
what to ship, make, etc.?
When and how often do they get purchase
orders from Customers?
When and how do we change the purchase order?
When and how often do suppliers ship product and how?
Is it level? (Truck, train, etc.)
Do we have standard pack quantities?
Are suppliers aware of our inventory quantities?
Are we sure of suppliers inventory? How?
Do we have a supplier training program?

Information Flow Questions
• How are the manufacturing and procurement orders

distributed?
• Who gets them
• How frequently
• What is the process of generating them
• How are the shop order schedules generated and revised?

Are there “shortage meetings”? What parts of the
manufacturing loop are scheduled by MRP? Make sure to
document the informal (hot lists) as well as formal (MRP)
information channels.

Current State Lead Time Data Bar
Lead
Time
Cycle Time DOH Inventory Total
(CT)
8 Days 4 Days
4 Hrs 12 Days
(1 Hr.) 4 Hrs
VA Time (yes/no) CT Total

Mapping
Icons
COMPUTER WIP

Visually Identify Waste
• As a team, review each process step for elements that are
value added and non value added
• Each step can have any combination of value added, type 1
waste and/or type 2 waste
• Identify value added with a green dot
• Identify type 1 waste (waste but unavoidable in the current state) with
a yellow dot
• Identify type 2 waste (pure waste, eliminate immediately) with a red
dot
• As type 2 waste is identified, generate the actions to remove it
(this will be the beginning of the future state implementation
plan)
• Prioritize the waste opportunities and identify the biggest
opportunities on the CS map with kaizen bursts

VSM Event Step 4-
Ideal State Map
• Avoid shared resources
• Assume that anything is possible
• Our customers are happy
• Our profits are up
• High job satisfaction
• Capital is available if needed
• Create an ideal state map
• Map the physical flow
• Map the information flow
• Complete the lead time data bar

VSM Event Step 5
Future State Map (3 months out)
• What of the ideal state map can be implemented in 3 months?
• Identify short term goals
• LEAD TIME
• INVENTORY
• PRODUCTIVITY
• QUALITY
• CAPACITY
• Work from your current state map

VSM Event Step 6
Future State Plan
• This plan answers the question, “what actions need to be
completed in the next 90 days to achieve the future state?
• Think back to the “visually identify waste” step
• Plan addresses all “red dots” and Kaizen bursts
DATE
Activ- GOAL/
ACTION PRIORITY LEADER EST ACT STATUS/REMARKS
ity OPPORTUNITY OPEN
COMP COMP
The electrical Re-locate THE ELECTRICAL TEST
station is located electrical station STATION HAS BEEN
1 Test Short Term TEAM 1/5/2005 1/10/2005 1/7/2005
away from the closer to test RELOCATED NEAR THE
test area. area. TEST AREA
Only three Train and certify

technicians are more technicians 4 MORE TECHNICIANS
2 Assy Short Term Joe 1/5/2005 4/30/2005 3/18/2005
certified to perform HAVE BEEN TRAINED
solderers. soldering
Details are being Most of the detail parts

issued in the Review kitting are part of POU inventory.
3 Plan'g Long Term John 1/5/2005 3/15/2005
middle of the process The leftovers will be
process looked at case by case.

VSM Event Step 7
Management Report Out
• This report out is how the team publicly commits to
management
• What the goal of the event was
• What was learned
• What was accomplished during the event
• What the outcome is. How much better will we be?
• Description of the future state
• Commitment of the action plan

Value Stream Mapping :
Step by step
Getting Started
Define Team, Scope ( Start – End Process),
Key Metrics and Main Process Step
• Identify project Sponsor/Champion

• Identify task force and cross functional team
• Identify the scope business area/process (Start & End)
• Identify key Performance Metrics to be measured-analyzed
Tools:
• Team Charter
• SIPOC/Top- Down Charting/Swim lane Flow Chart

10 Steps VSM Analysis
Phase I - Current State VSM
Step 1 - Select Service/process
Step 2 - Establish Mapping and Data Collection Ground Rules.
Step 3 - Map the Process Flow (with Data Box)
Step 4 - Map the Material Flow
Step 5 - Indicate Time Pulse
Step 6 - Map the Information Flow
Step 7 – Identify VA & NVA
Phase II - Current State VSM with Opportunities
Step 8 – Identify opportunities through: Value Analysis, Waste Analysis,
Root Cause Analysis, etc
Phase III - Future State VSM
Step 9 - Create future state VSM
Step 10 - Kaizen action plan
Step 1: Select Service / Process
Determine what individual product or service, or

product group/family you will map
✓ Has biggest impact on customer

✓ High Impact on volume, quality, cost
✓ Has common flow/same steps

Step 2: Establish Mapping Rules
3 Simple Mapping and Data Collection Ground

1. Go to the Gemba! - Actual place where the process is performed.
2. Talk to the Actual people involved in the process and get the real facts.
3. Observe and chart the Actual process.
– Reality is invariably different from perception; Few processes work
the way we think they do.
– The purpose of value stream mapping is to identify waste, not to
develop the perfect process map.
Understand the process through facts and data!

Value Stream Mapping, Best Practices
• Always map in paper and pencil - rough out 1st, clean later.
• Walk the actual material and information flows yourself.
• Start with a quick walk, to get a feel for the flow and sequence then, go
back and talk to the right people for each step. (Don’t forget second and
third shifts)
• Color Code the operations. (Red, Yellow, Green)
• Always collect ‘current-state’ information while waking along the actual
pathways of material and information flows.
• Involve the Management team totally.
Don’t map the organization. Map the flows through the organization.

Step 3: Map the Process Flow (with Data Box)
Identify the
major process
steps and start 120m 80m 30m 180m 20m 60m
storage stamping welding assembly1 assembly2

mapping Lager Stanzen Schweißen welding
Schweißen Montage1 Montage2 shipping
Versand
I 1 1 1 1 I
1
coils 2700L
4 days 1440R
Z/T: 1S
C/T: Z/T: 39 Ss
C/T: Z/T:
C/T: 46
46 Ss Z/T:
C/T: 62 Ss Z/T:
C/T: 40
40 Ss
R/T: 60
C/O: 60 Min.
Min. R/T:
C/O: 10
10 Min.
min. C/O: 10
R/T: 10 Min.
min. R/T: 00 Min.
C/O: min. R/T:
C/O:00Min.
min.
V: 85 % 80%
Uptime: Uptime:
V: 10090%
% Uptime:
V: 80 %
80% Uptime:95%
V: 100 % V: 100 %
Uptime:95%
Q:
FTY:
0,01
0.9% A FTY:
Q: 0,80.9
%A Q: 0,20.85
FTY: %A FTY:
Q: 1,20.95
%A Q: 0,30.95
FTY: %A
Collect
2 shift
information for 2 shift 2 shift 2 shift 2 shift
Data Box
Example ABC company:
The sequence of the several processes will be drafted after the first
overview has been carried out and the appropriate data will be
added in the proper data boxes.

Data Box: Select Data Attributes
What to measure?
• Should support a company’s objectives for the cost, service, and quality
• Should highlight waste
Be flexible
• Revise as necessary as the process tasks are defined
• Select ones you may already be using
• If there is time, seek out some baseline measures

Data Collection
Attribute Data to Collect
➢ Shipping/Receiving schedules
➢ Pack sizes at each process ➢ C/O (changeover time)
➢ Demand rates by process (Takt Time) ➢ OEE(Overall Equipment
➢ Working hours and breaks Effectiveness)
➢ Inventory Points (location & size) ➢ FTY (First Time Yield)
➢ How Operations are scheduled ➢ Scrap rate
➢ Work-in-process inventory ➢ Defect/Rework Rate
➢ Overtime per week ➢ VA/ NVA Time
➢ Process cycle times ➢ Batch Size/ Pack Size
➢ Number of product variations at each step ➢ Distance Traveled
➢ Batch (lot) sizes ➢ Downtime
➢ Changeover times/frequencies ➢ Etc..

LEAN GOVERNMENT PROCESS METRICS
FTQ

Step 4: Map the Material Flow
customer
supplier
18400 pcs / month
150 ft coils
12000 L
6400 R
1Tray = 20 pieces
AZ/S: 480 min
Mo + We
daily
120m 80m 30m 180m 20m 60m

storage
Lager stamping
Stanzen welding
Schweißen welding
Schweißen assembly1
Montage1 assembly2
Montage2 Versand
shipping
I I I II I
I 1 1 1 1 1 I
coils 4600L 1100L 1600L 1200L
1day
1 2400R 600R 850R 640R
coils 2700L
4 days Z/T: 1S
C/T: Z/T: 39 Ss
C/T: Z/T:
Z/T: 46
C/T: 46 SSs Z/T:
C/T: 62 Ss Z/T: 40 Ss
C/T: 1440R
R/T: 60
C/O: 60 Min.
Min. R/T: 10
C/O: 10 Min.
min. R/T: 10
C/O: 10 Min.
min. R/T:
C/O:00Min.
min. R/T:
C/O: 00 Min.
min.
V: 85 80
FTY.: %% V: 10090%%
FTY.: V:
s. r.:
8080%% V:r.:
s. 100100
%% V:
s. r.:
100100
%%
Rejt:
Q: 0,01
0,01
%A%A Q: 0,8 % A Q: 0,2 % A Q: 1,2 % A Q: 0,3 % A
AZ/S:480Min
WT/S:480Min AZ/S:480Min
WT/S:480min AZ/S:480Min
AZ/S:480Min
WT/S:480min
S: 2 S: 2 S: 2 S: 2 S: 2

Now the entire material flow from the supplier across the manufacturing to the customer will be added to the
actual map.
The 3/12/2024
arrows of the material flow symbolize a Hamed.Ali.Mohamed2@gmail.com
push-system. 166
Step 5: Indicate Time Pulse
(Cycle Time, Waiting Time and Lead time)
XYZ AG
customer
Krupp -Stahl
supplier
150 ft coils 18400 pcs / month

12000 L
6400 R
1Tray = 20 pieces
AZ/S: 480 min
S: 2
Mo +&Mi
We
daily
täglich
120m 80m 30m 180m 20m 60m

storage
Lager Stanzen
stamping welding
Schweißen
Schweißen welding
Schweißen Montage1
assembly1
Montage1 assembly2
Montage2
Montage2 Versand
shipping
I I I I II
I 1 11 1 1 11 I
Coils
Coils 4600L 1100L 1600L 1200L
1200L
1Tag
1Tag 2400R 600R 850R
850R 640R
640R
Coils 2700L
2700L
4Tage 1440R
C/T: 1S
Z/T: 1s Z/T: 39
C/T:
Z/T: 39 SSs C/T: 46
Z/T: 46 Ss C/T: 62 Ss
Z/T: Z/T: 40
C/T:
Z/T: 40 SSs
C/O: 60
R/T: 60 Min.
min. R/T: 10
C/O:
R/T: 10
10Min.
Min.
min. C/O:10
R/T: 10Min.
min. C/O: 00 Min.
R/T: min. C/O: 00 Min.
R/T: min.
s. r.:
V: 8580
%% V: r.:
s.
V: 100
100 90%
%% s. r.:
V: 8080
%% V: r.:
s. 100100
%% V: r.:
s.
V: 100
100 100
%%%
Q: 0,01 % A Q: 0,8 % A Q: 0,2 % A Q: 1,2 % A Q: 0,3 % A
WT/S:480min
AZ/S:480Min AZ/S:480Min
WT/S:480min WT/S:480min
AZ/S:480Min WT/S:480min
AZ/S:480Min
AZ/S:480Min
S: 2 S: 2 S: 2 S:
S: 22 S: 2
5 days 7,6 days 1,8 days 2,7 days 2,0 days 4,5 days W/T: 23,6 d
1s 39 s 46 s 62 s 40 s
P/T: 188 s

Step 6 - Map the Information Flow
Now the entire information flow from the supplier
across the manufacturing to the customer will be
added to the actual map.
forecast forecast
production planning
& -control customer
XYZ AG
supplier
Krupp -Stahl
faxback daily order
150 ft coils MRP 18400 pcs / month
12000 L
6400 R
1Tray = 20 pieces
weekly production plan AZ/S: 480 min
S: 2
Mo +&Mi
We
daily
täglich
120m 80m 30m 180m 20m 60m

storage
Lager stamping
Stanzen Schweißen
welding
Schweißen Schweißen
welding Montage1
assembly1
Montage1 Montage2
assembly2
Montage2 shipping
Versand
I I I II II
I 11 11 1 1 1 I
Coils
Coils 4600L 1100L 1600L
1600L 1200L
1200L
1Tag
1Tag 2400R 600R 850R
850R 640R
640R
Coils 2700L
4Tage 1440R
C/T: 1S
Z/T: 1s Z/T: 39
C/T:
Z/T: 39 SSs C/T: 46 Ss
Z/T: C/T: 62 Ss
Z/T: C/T: 40
Z/T: 40 Ss
C/O: 60
R/T: 60 Min.
min. R/T: 10
C/O: 10 Min.
min. C/O: 10
R/T: 10 Min.
min. R/T: 00 Min.
C/O: min. C/O: 00 Min.
R/T: min.
s. r.:
V: 8580
%% V: r.:
s.
V: 100
100 90%
%% s.
V:
V:r.:
80
8080
%
%% s. r.:
V: 100 100
%% s. r.:
V: 100100
%%
Q: 0,01 % A Q: 0,8 % A Q:
Q: 0,2
0,2 %
% AA Q: 1,2 % A Q: 0,3 % A
WT/S:480min
AZ/S:480Min
AZ/S:480Min
S: 2 S: 2 S: 2 S: 22 S: 2
D/T: 23,6 d
5 days 7,6 days 1,8 days 2,7 days 2,0 days 4,5 days
1s 39 s 46 s 62 s 40 s P/T: 188 s

Example VSM in action
Semi-Weekly
Ship Schedule
Order Entry Process
Incoming Current State - Sept. 2007 MRP MRP
Production
Orders Schedule
Weekly Fax
Review &
Receive Order Check Credit Enter Order Reconcile Order Confirm Order Finalize Order
IN IN IN IN IN IN
Fax FIN MRP MRP Phone MRP
P/T = ½ min P/T = 1 min P/T = 10 min P/T = 1 min P/T =7 min P/T = 5 min
Batch = 4 % Accept = 90% % C&A = 60% %C&A = 75% %C&A = 85% Batch = 1day
hours Batch = 4 hours Batch = 1.6 Batch = 1.6 Batch = 2 hours
hours hours
.5 days .5 days .2 days .2 days .25 days 1 day
½ min 1 min 10 min 1 min 7 min 5 min
Total Lead Time = 2.65 days Total Processing Time= 24.5 min First Pass Yield = 34.4%

Step 7 – Identify VA & NVA
Semi-Weekly
Ship Schedule
Order Entry Process
Production
Orders Schedule
What does the customer

Weekly Fax
really need?
Review &
IN IN IN IN IN IN
Fax FIN
All orders willMRP be processed MRP Phone
within one hour MRP
P/T = ½ min P/T = of

1 minreceipt (6 P/T
orders
= 10 min processed each hour).
P/T = 1 min P/T =7 min P/T = 5 min
Batch = 4 % Accept = 90% % C&A = 60% %C&A = 75% %C&A = 85% Batch = 1day
hours Batch = 4 hours Batch = 1.6 Batch = 1.6 Batch = 2 hours
hours hours
How often will we check our
performance
.5 days .5 days to customer
.2 days needs?
.2 days .25 days 1 day
Total Lead Time = 2.65 days Total Processing Time= 24.5 min First Pass Yield = 34.4%

Process Streamlining – Removing NVA
Eliminate Non-Value Add Tasks:

 Handling
 Paperwork
 Counting, Issuing, Retrieving
 Wait
 Logging information
 Proofreading
 Checking calculations
 Inspection and checking
 Reviewing and approving
 Sorting work
 Moving and set-up
 Monitoring work
 Any type of rework
Analysis Tools to identify opportunities
• Value Analysis
• Waste Analysis
• Root Cause Analysis
• 5 Whys
• Fishbone Diagram
• Fault Tree Analysis
• Eliminate, Combine, Rearrange or Simplify

Design Future State - Purpose
➢ Define how the plant will

operate in the future
➢ Serve as the blueprint for

implementation
Without it, the Current State Map is

nothing more than wallpaper!

Semi-Weekly
Ship Schedule
Order Entry Process
Orders Production
Schedule
Phone
Or WEB
Weekly Fax
Stop Rework Over
walking to Review & Processing
the FAX Waste
IN
that’s IN IN IN IN Waste IN
Fax waste!!!
FIN MRP MRP Phone MRP
P/T = ½ min P/T = 1 min

WhichP/T =steps
10 min
create value?P/T =7 min
P/T = 1 min P/T = 5 min
Batch = 4
hours
% Accept = 90%
Batch = 4 hours Which
% C&A = 60%
Batch = 1.6 are waste?
%C&A = 75%
Batch = 1.6
%C&A = 85%
Batch = 2 hours
Batch = 1day
hours hours
460 minutes Total Lead Time = 2.65 days

Takt Time = = 10 minutes/order Total Processing Time= 24.5 min
46 Orders First Pass Yield = 34.4%

Semi-Weekly
Ship Schedule
Order Entry Process
Orders
On-Line Production
Schedule
Order Entry How can we flow work with

Weekly Fax
fewer interruptions?
Review &
IN IN IN IN IN IN
Fax FIN MRP MRP Phone MRP
Link FinanceP/T = 10 min Auto

Finance
P/T = ½ min P/T = 1 min P/T = 1 min P/T =7 min P/T = 5 min
Batch = 4
hours
/ MRP %Batch
% Accept = 90%
Batch = 4 hours
C&A = 60%
= 1.6
%C&A = 75%
Batch = 1.6
%C&A = 85%
Confirm Batch = 1day
Cross Train hours hours

Batch = 2 hours
Total Lead Time = 1.25 days

Takt Time = 460 minutes NEW Total Processing Time= 11.5 min
= 10 minutes/order
METRICS!
46 Orders First Pass Yield = 90%

Continuous Improvement through VSM
Current Identify
state waste
Continuous
Measure Incremental
Improvement Future
&
state
Adjust
Implement
176
3/12/2024 Hamed.Ali.Mohamed2@gmail.com
Order Entry Process
Incoming Future State
Orders
Semi-Weekly
Ship Schedules
MRP Schedule
MRP
Phone / Web Production
Production
via
Schedule
FG Kanban
Receive / Credit
Check / Reconcile Implement
Confirm
Kanban
Kanban will:
MRP/FIN ✓Schedule Production to real time demand.
✓Optimize (level) and Control Inventory.
✓Link Production to Customer Demand.
P/T < 10 min
% accept = 90%
Batch = 1
How can we control work between interruptions?

Order Entry Process
Orders
Semi-Weekly
Ship Schedules
MRP
Phone / Web Schedule
Production
via FG Kanban
Receive / Credit
Check / Reconcile
Confirm
I.T. Link to Shipping

MRP/FIN Order Entry Direct Training
P/T < 10 min Schedule
% accept = 90%
Batch = 1
Shipping
If FG Kanban is implemented what improvements can be

made to Shipping?
Order Entry Process
Orders
MRP
Phone / Web Schedule
Production
via FG Kanban
Receive / Credit
Check / Reconcile
Confirm Shipping
MRP/FIN
P/T < 10 min

% accept = 90%
Batch = 1
Total Lead Time < 10 Minutes
Future State Metrics! Total Processing Time < 10 Minutes
First Pass Yield > 90%

Step 10: Improvement Activities to achieve the future state
A Yearly Value Steam Project Pipeline

The Process Box
•Indicates basic production process.

•One box for each major material flow, not for each processing
step.
•Process disconnection and inventory accumulation are indicators
of where processes are separated.
3/12/2024
The Data Box
•The Data Box stores process information
- Cycle Time (C/T). Rate at which a part or product is completed by a process.
- Changeover Time (C/O). Amount of time to switch from one product type to another.
- Uptime. Measure of machine use (100% = Always running).
- Every Part Every (EPE). Measure of batch sizes and changeover cycles.
- Available Work Time. Per shift of a process (in seconds, minus break, meeting, and
cleanup times.)
- Quality Level. % First time yield.
- Number of Operators. Required personnel for a process.
3/12/2024
Inventory Triangle and Push Movement Arrow
• An Inventory Triangle captures the location and amount of inventory
• A striped arrow indicates a Push movement of inventory according to a predefined schedule
3/12/2024
Lead Time Bars
•Lead time indicates total time for a process or series of process.

- Production/Manufacturing Lead Time (MLT). Lead time through entire production.
- Process Lead Time. Lead time though each process, including time in inventory.
Calculated as inventory quantity divided by daily customer requirement.
- Processing Time = Value Added Time. Actual time spent processing the part or
product.
- Used to highlight inefficiencies
(7000 pcs)/(28400 pcs/month)x(20

workdays/month)
3/12/2024
Establish Takt Time
•Synchronizes pace of production to match pace of sales.
Takt Time = Demand Rate

Takt Time = Work Time Available
Number of Units Sold
Takt Time = 900 Seconds = 10.6 Sec/Board

85 Boards
Cycle Time
Takt Time = Minimum # of People
GOAL: Produce to Demand

3/12/2024
• Used to control production where continuous flow does not extend upstream.
• Example Reasons for Supermarkets:
- Process that operate at very fast or slow cycle times and need to change over to serve multiple
product families
- Some processes, such as those at suppliers, are far away and shipping one piece at a time does
not make sense.
- Some processes have too much lead time or are too unreliable to couple directly to other
processes in a continuous flow.
3/12/2024
Pacemaker Process
• A pacemaker process is single point in the manufacturing value stream that sets the production
pace for the entire process.
• The pacemaker process is frequently the most downstream continuous-flow process.
• On the future-state map, the pacemaker process is the production process that is controlled by the
outside customer’s orders.
• Load-leveling means
distributing the production of
different products evenly over
a time period, creating a
product “mix”.
• The schedule should create an
“initial pull” by releasing and
withdrawing a small,
consistent increment of work,
called the “Pitch”.
3/12/2024
Load Leveling and Paced Withdrawal
distributing the production
of different products
evenly over a time period,
creating a product “mix”.
• The schedule should create

an “initial pull” by
releasing and withdrawing
a small, consistent
increment of work, called
the “Pitch”.
3/12/2024
The Process Box
•Indicates basic production process.

•One box for each major material flow, not for each processing
step.
•Process disconnection and inventory accumulation are indicators
of where processes are separated.

The Data Box
•The Data Box stores process information
- Cycle Time (C/T). Rate at which a part or product is completed by a process.
- Changeover Time (C/O). Amount of time to switch from one product type to another.
- Uptime. Measure of machine use (100% = Always running).
- Every Part Every (EPE). Measure of batch sizes and changeover cycles.
- Available Work Time. Per shift of a process (in seconds, minus break, meeting, and
cleanup times.)
- Quality Level. % First time yield.
- Number of Operators. Required personnel for a process.

Inventory Triangle and Push Movement Arrow
•An Inventory Triangle captures the location and amount of

inventory
•A striped arrow indicates a Push movement of inventory
according to a predefined schedule

Lead Time Bars
•Lead time indicates total time for a process or series of process.

- Production/Manufacturing Lead Time (MLT). Lead time through entire production.
- Process Lead Time. Lead time though each process, including time in inventory.
Calculated as inventory quantity divided by daily customer requirement.
- Processing Time = Value Added Time. Actual time spent processing the part or
product.
- Used to highlight inefficiencies
(7000 pcs)/(28400 pcs/month)x(20

workdays/month)
Establish Takt Time
•Synchronizes pace of production to match pace of sales.
Takt Time = Demand Rate

Takt Time = Work Time Available
Number of Units Sold
Takt Time = 900 Seconds = 10.6 Sec/Board

85 Boards
Cycle Time
Takt Time = Minimum # of People
GOAL: Produce to Demand

• Used to control production where continuous flow does not extend
upstream.
• Example Reasons for Supermarkets:
- Process that operate at very fast or slow cycle times and need to change over to
serve multiple product families
- Some processes, such as those at suppliers, are far away and shipping one piece at
a time does not make sense.
- Some processes have too much lead time or are too unreliable to couple directly to
other processes in a continuous flow.

Pacemaker Process
• A pacemaker process is single point in the manufacturing value stream that sets
the production pace for the entire process.
• The pacemaker process is frequently the most downstream continuous-flow
process.
• On the future-state map, the pacemaker process is the production process that
is controlled by the outside customer’s orders. • Load-leveling means
a small, consistent
the “Pitch”.

Load Leveling and Paced Withdrawal

a small, consistent
the “Pitch”.

Quick Changeover
Basics
SMED
The time between the last good piece off the
current run and the first good piece off the
next run.

Traditional Changeover
Before improvements, basic setup tasks and related time
breakdowns:
Percent of time of changeover Preparation, after-process

adjustment, checking, storing, and
moving materials, parts, and tools
30% Removing and mounting parts

and tools
50
% 5% Machine measurements, settings,
15% and calibrations
Trial runs and adjustments

The Best Changeover is
No Changeover

Traditional Changeover and the Wastes of Lean
Traditional Changeover Tasks

Preparation Removing Measurements Trial Runs
and and , Settings, and
Adjustments Mounting Calibrations Adjustments
Overproduction
Waiting
Transportation
Processing
Inventory
Defects
Motion
People
Traditional Changeover
2-Hour Changeover (CO)
Weekly CO time: 10 hours
Hours Run time: 30 hours
Available time: 0 hours

A B C D E
2 hours 2 hours 2 hours 2 hours 2 hours
Day 1 Day 2 Day 3 Day 4 Day 5

Quick Changeover
3-Minute Changeover
A A A A A
B B B B B Weekly CO time: 75 minutes
Hours Run time: 30 hours

C C C C C
Available time: 8.75 hours
D D D D D
E E E E E
Day 1 Day 2 Day 3 Day 4 Day 5
Impact of Quick Changeover
Improved On-Time
Delivery
Flexible Response
to Customer Needs
Reduced Lead
Time
Decreased Costs,
Increased Capacity
Increased Accuracy,
Improved Quality

Three Stages of SMED
• Separate Internal and
External Setup
• Identify internal vs. external
changeover tasks
• Analyze each task’s real • Convert Internal Setup
purpose and function to External Setup
• Focus on no/low cost solutions
• Aim to eliminate changeover • Streamline Internal and
time External Elements
Setup Reduction

SMED: Separate Internal and External Setup

External Setup • Develop and implement
changeover checklists.
• Convert Internal Setup • Perform function checks on

to External Setup parts and tools.
• Reduce transportation of
• Streamline Internal and tools, parts, and materials.
External Elements
Setup Reduction
Develop and Implement Changeover Checklists
• Develop specific checklists for every piece of equipment and
major process.
- What is needed?
- Where is it needed?
- Who needs to do what?
- How long should it take?
- What are the proper operating conditions?
- What are the correct settings for the next operation?
• Keep checklists up-to-date and visible to all.
• Use checklists consistently prior to every changeover.

Perform Function Checks on Parts and Tools
• Are all of the changeover materials in good working

order?
- Tools
- Parts
- Jigs
- Fixtures
• Have all materials been checked far enough in

advance to allow time for repairs?

Reduce Transportation of Tools, Parts, and Materials
• Reduce non-value added movement of changeover

parts, tools, and materials
• Transport changeover materials before the machine

shuts down
• Focus on no/low cost solutions

SMED: Convert Internal Setup to External Setup

External Setup
• Prepare operating conditions
in advance
• Convert Internal Setup
to External Setup • Standardize functions
• Use intermediary jigs

• Streamline Internal and
External Elements
Setup Reduction
Prepare Operating Conditions in Advance
• Preheat parts and tools to required

temperature before they are needed
• Achieve correct pressure levels before start-up
• Position materials near point-of-use

Standardize Functions
• Eliminate time-consuming adjustments
• Focus on functions such as dimensioning,

securing, gripping, and centering
• Replace the fewest possible parts by changing

the way we perform the function

SMED: Streamline Internal and External Elements

External Setup
• Implement parallel operations
• Convert Internal Setup • Eliminate the need for
to External Setup adjustments
• Use functional clamps

• Streamline Internal and • Mechanize functions
External Elements
Setup Reduction
SMED: Streamline Internal Elements
Implement Parallel Operations
• Divide changeover tasks between two or more

people.
• Maintain detailed changeover procedures.

- Who’s doing what?
- Sequence of tasks
- Required time for each task
• Reduce wasted motion, avoid confusion, and ensure

worker safety.

SMED: Streamline Internal Elements
Eliminate the Need for Adjustments
• Use visual marks to indicate correct settings
• Create “quick set” mechanisms to handle different

functions
• Install fixed stops to indicate where a part should be

positioned

SMED: Streamline External Elements

External Setup

to External Setup Maintain a Visual,
Organized Workplace

External Elements
Setup Reduction
Three Stages of SMED
External Setup

to External Setup

External Elements
Setup Reduction
Benefits of Quick Changeover
Improved On-Time
Delivery
Flexible Response
to Customer Needs
Reduced Lead
Time
Decreased Costs,
Increased Capacity
Increased Accuracy,
Improved Quality

Autonomation:
Andon Systems
Aims & Objectives
Target Audience : Operation Management
Purpose of Module : To explain what an Andon system is, and what are
it’s links to performance improvements
Aims & Objectives :

• What are the benefits of an Andon system
• Explain the different types of Andon and appropriate uses
• Behaviours required to support Andon
• How to maintain the system
• Explain the importance of a robust escalation procedure
• How to set-up an Andon system

2
What is Andon
Operator
DO Mgr
DO Team Leader
PUM
Shift Leader
Shift Leader
PUM
Team Leader
Mgr
SUPPORT
Operator HELP!
Andon is a tool for exposing abnormalities within the

production process
6
What is Andon?
Andon is an information tool which provides instant, visible and audible

warning to the Operations team that there is a abnormality within that
area.

7
Different forms of Andon
An Andon can take many different forms from simple indicator
to complex control boards. All of them give ‘real time’ status
of the performance of the given area
1 2 3 4 5 6
1 2 3 4 5 6
NO
1 2 3 4 5 6
A

8
What an Andon system does..
⚫ Andon allows timely corrective actions by alerting
personnel when abnormal conditions occur.
⚫ Allows Shop floor T/L’s to spend less time and effort

monitoring the situation, and more time solving
abnormalities.
⚫ Allows Operation teams to monitor equipment

and personnel more effectively.
⚫ It can act as a 2 way communication device

e.g. When indicator returns to green; this tells everybody
it’s ‘back to normal’

9
What an Andon system doesn’t do
It doesn’t:-
⚫ Solve Abnormalities
⚫ Prevent all defects from being passed forward
⚫ Replace good verbal communication between work

group
⚫ Remove the need for rectification or Customer protection

10
Pre-requisites for an Andon system
Andon will not SOLVE Abnormalities, it can only highlight them
The Natural
Cell Workgroup
Leader
Team Team Team Team
Leader Leader Leader Leader
Team
Logistics SLA’s Support Team
I Moveit
Leader
J. Bloggs George Stubbs
Tel: 12345 +Team Tel: 11145
Maintenance SLA’s Material Mangement

M. Fixit Theresa Green
Tel: 24345 Engineer Tel: 90272
John Doe
Tel: 12645
Andon can only be effective if the team leader is backed

up by an issue resolution procedure
11
Features of an Andon system
⚫Visible/Audible - Can be seen and/or heard by entire

workgroup and workgroup leader
⚫ Concise/Understandable - Primary three conditions
(OK, Abnormality, Process stop)
⚫ Timely/Responsive - Real-time data
⚫ Pertinent - Only shows status of workstations in a
particular area
⚫ Complete - Provides a complete picture of the overall
status of the entire area to enable prioritisation and
coordination of corrective efforts

12
Types of Andon system
The 2 main types of Andon are activated manually by the

operator/ Team leader by either:
i) pressing static button
ii) pulling a cord
It can be used to highlight either production or maintenance
concerns.

13
Fixed Position Stop
Flow ⚫ Used by operators to gain

Fixed
assistance
Position
Stop ⚫ Once activated the line will stop at
switch
a predetermined position
⚫ Can be used in sub assembly
Andon ⚫ Attend button lights, whilst awaiting
Light assistance (main board also
activated)
⚫ Attend button turned off when
Abnormality solved (main board also
de-activated)

14
Moving Line stop
⚫ Cords often used on a moving

line (7 wastes)
⚫ Highlights concern at a specific
workstation (Team Beacon)
⚫ Andon turned off by pulling cord
for a second time(Team Leader or
Cell Leader)
⚫ If Andon is not turned off,
process will stop at the end of the
cycle

15
Types of Andon Trigger
⚫ Manual
Operator pushes button or pulls a cord
- Material call example
- Quality check, change over, etc.
⚫ Automatic
A limit switch on a conveyor or on a chute
monitoring movement of parts
 Limit switch may monitor time and count the
number of parts passing through. (takt time)
 Andon can be activated by an error proofing device
 Separate the man from the machine, freeing up the
operator to add value else where (Machine shop)

16
Andon criteria
Escalation Procedure
CONDITION ACTION WHO NAMED

RESPONSE
T/L turns light on Eng……………
We will not
and contacts PUM
RED complete our PUM Log…………
process on time PUM calls : Eng / Log /
QA / PUM or Recovery QA……………
Team
Other…………
An issue has arisen Op turns light on
It is threatening T/L calls : Eng /
AMBER Log / QA / PUM
process Completion TEAM LEADER
We need outside or Recovery T/L
help Ref: SLA
We are on plan
GREEN There are no

issues

20
Escalation process
Stage 1
Once a abnormality is identified it is escalated to the next level to
eliminate it
If next level cannot eliminate it, then raise it to Shift Leader
Operator
Team Leader
Shift Leader
HELP! PUM SUPPORT
Mgr

21
Escalation process
Stage 2
Once all effort to solve the problem have been exhausted at Shift Leader
level, the problem is escalated to the highest level to avoid the line
stopping
Operator
Team Leader
Shift Leader
PUM
HELP! Mgr SUPPORT

22
Setting up an Andon system
WHO - Operations Team
WHAT - Operations team must determine what production conditions need
to be monitored, and what Andon system meets their needs.
WHERE - Divide the operation into several processes stations and
assign each a process number or code and owner.
• Usually a small team per process number or code
• Post process numbers or codes at line side stations
WHY - To enable Operation teams to expose abnormalities with their
process, to help them eliminate them.
WHEN - The Andon system should only be installed after a robust
escalation procedure has been implemented
HOW - Document what the characteristics of the production line are and
gather data history for the line
• Establish Andon Procedures
• Audit procedure

23
Guidelines
• Andon systems should be thought out and appropriate in design to be effective.
• Andon systems should be implemented when and only when an appropriate
support system and escalation procedure is in place (Service Level Agreements,
problem solving process etc.)
• Andon signals should be simple and easy to understand
• Avoid spending too much money on a ‘State of the art’ Andon System, prove the
system out with a simple manual system to judge it’s worth
⚫ Ensure the Andon system is visible / audible from every corner of the
workplace, to the relevant work area
⚫ Once established, monitor closely the response times from the support
functions and Andon pulls
⚫ Andon systems don’t solve abnormalities, it only highlights them in time to
rectify the situation quickly.

25
Poka Yoke - Content
What is it for?
• To eliminate the possibility or opportunity for passing on errors or
making mistakes in a process.
Where could I use it?

• In the development or improvement of any process.
• When you want to make wrong actions impossible or more difficult to do.
• When there is a need to make it possible to reverse actions – to “undo”
them – or make it harder to do what cannot be reversed
• When you need to make it easier to discover that errors occur.
How do I use it?

• Identify the errors/mistakes which could be passed on
• Develop potential solutions to prevent errors
• Develop potential solutions to detect errors
• Implement solutions
Risks and how to avoid them

Example

Poka Yoke - What is it for?
Uses of this tool:
• Used to develop solutions to prevent mistakes before they occur or to detect errors and make it
impossible for them to be passed on to the next step of the process.
• Can be used in the development of a new process or in an existing process where rework to correct
errors is hurting process effectiveness and efficiency.
Expected Benefits:
• Poka Yoke ensures that mistakes are not transferred to the next step of the process.
• Poka Yoke solutions are a simple and low cost way to reduce rework

Poka Yoke - How do I use it?
Procedure and Guidance Notes:
• List potential mistakes / errors which could be transferred to the next Combine this with other tools (such as
Define the potential step in the process. brainstorming).
mistakes /errors
• Investigate and analyse root causes Use other techniques such as Fishbone and
Identify 5 Whys for this step
Root Causes
• Brainstorm potential solutions for preventing the error Find ways to make it impossible to do
Develop ways to something incorrectly
prevent errors
Make it obvious when something has been

• Brainstorm ideas to detect the error / deviation or mistake early
done incorrectly. E.g. make a system to identify
Develop ways to
product defects by testing the product's shape,
detect errors size, color, or other physical attributes
• Develop solution to prevent or detect errors and test that it is effective. Consider characteristics of Poka Yoke
solutions:
Create & test Simple and low cost
solution Part of the process
In place where the mistake can occur
Does not let the mistake exit the process
• Implement solution and control output is effective (i.e. Errors are

prevented and/or detected)
Implement solution

Poka Yoke - Risks and how to avoid them:
Risks : Steps to avoid them :
• Not all potential errors are eliminated or detected • Make a thorough list of potential problems – use other
techniques, such as brainstorming to help and use the
team. Use as many Poka Yoke devices as is
necessary.
• Solutions are duplicated at different stages of the • Use flow charts to visualize the process so that
process. mistake proofing solutions are not repeated
• Potential solutions are complex and expensive • Consider simple and cost effective solutions.

Error Proofing
Techniques
QUALITY STEP CHART
ABC Company - Widget Assemblies

INCIDENTS PER
PART OR PPM
Current
SAMPLE CHART ACTION PLANS WITH
State ACTUAL OR EST. RESULTS
Improved
Processing = 140 ppm
Reduced
Handling = 120 ppm
QUALITY MEASURE
Visual
Management = 100 ppm
Error
Proofing = 80 ppm
Preventative
Maintenance = 60 ppm
TARGET
TIME
TIME FRAME OF
ACTION PLANS
© Copyright General Motors. All rights reserved.

MAKE ALL PEOPLE DEFINE
AFFECTED AWARE CURRENT
PROJECT OF WHAT IS SITUATION
SELECTION GOING TO HAPPEN
• CUSTOMER QUALITY CONCERN
SELECT • PROCESS FLOW & DATA WORKSHEETS
• HIGH RPPM / REPEAT PR/R’s
• PART IN CONTROLLED SHIPPING
• CHRONIC QUALITY PROBLEM
TEAM MEMBERS • QUALITY RESULTS
• PROCESS MEASURES
• GM PRODUCT/PROCESS ENGINEER • PROBLEM DEFINITION
• HIGH WARRANTY IMPACT • SUPPLIER PERSONNEL (ENGR., MFG,
• HIGH COST OF QUALITY QUALITY, OPERATORS, ETC)
• PURCHASING
• SUPPLIER QUALITY ENGINEER
• CUSTOMER REPRESENTATIVE
IDENTIFY
LOOK FOR NEW
POSSIBLE
OPPORTUNITIES
CAUSES
• BRAINSTORMING
Process • 5 WHY’s
• CAUSE & EFFECT DIAGRAM
• STORYBOARD
• COLLECT THE DATA
• RUN CHARTS
• FREQUENCY DISTRIBUTION
• PICTOGRAPH
RECOGNIZE • SCATTER DIAGRAMS
• PROCESS CAPABILITY STUDY
• DESIGN OF EXPERIMENTS
EFFORTS OF • PROCESS DISSECTION
PEOPLE
EVALUATE
AND ADJUST
OPERATION: FROM:___________________________ QUANTITY PER SHIFT:______________ CUSTOMER CYCLE TIME:__________________
TO: _____________________________ SHIFT:________ OPERATOR CYCLE TIME:__________________

DESCRIPTION OF ELEMENT TIME STANDARD IN- QUALITY CRITICAL
NO. OPERATION HAND W ORK
MACHINE
W ALK PROCESS STOCK Q CHECK C OPERATION
SAFETY
1 5
ANALYZE THE DATA
2
3
4
PLAN & IMPLEMENT SELECT GOOD IDEAS
WORKSTATION AREA DRAWN TO SCALE
03/23/94
CORRECTIVE ACTION • GATHER NEW DATA AS NECESSARY.
• DEVELOP ACTION PLANS FOR CONTAINMENT,
CORRECTION, AND PREVENTION.
• EVALUATE EFFECTIVENESS OF THE • BASED ON PROFOUND KNOWLEDGE • DOCUMENT RECOMMENDED CHANGES AND
ACTION PLANS. • OVERCOMING ROADBLOCKS ACTION PLANS.
• MEDIAN & RANGE CHARTS • ACTION PLANS PROCESSED ASAP • ESTABLISH IMPLEMENTATION TIMING AND
• AVERAGE & RANGE CHARTS
RESPONSIBILITY.
• PROCESS CAPABILITY
PROBLEM SELECTION CRITERIA
• High Parts per Million

• High PR/R Frequency
• Chronic Quality Problem
• High Cost of Quality
• PFMEA Identified Areas
• High Warranty Cost

WHY ARE MISTAKES A PROBLEM?
✓Cost us money
✓Cost us time
✓Cause us danger/possible injury

THE ERROR PROOFING ATTITUDE
People CAN and WILL make inadvertent mistakes!

If one person makes a mistake - ANYONE can!
ONE mistake out the door is too many!!
Mistakes CAN be eliminated and MUST be eliminated for us
to become COMPETITIVE!!!!

WHAT IS ERROR PROOFING?
Error Proofing is the activity of awareness, detection, and

prevention of errors which adversely affect:
Our customers (defects)
Our people (injuries)
and result in WASTE!
Awareness: Having the forethought that a mistake can be made, communicating the potential, and
planning the design of the product or process to detect or prevent it.
Detection: Allowing the mistake to happen but providing some means of detecting it and alerting
someone so that we fix it before sending it to our customer.
Prevention: Not allowing the possibility for the mistake to occur in the first place.

ERROR PROOFING
Techniques
• Design for Manufacturability
• “Poka-Yoke” System Devices
Techniques:
• Design For Manufacturability (DFM)
Technique that Results in Designs that Cannot be Incorrectly Manufactured or Assembled.
This Technique can also be used to “Simplify” the Design and therefore reduce its cost.
Techniques (Continued)
• “Poka-Yoke” System*
Set-Up Devices or Inspection Techniques that Assure that Set-Up is
Done Correctly; i.e. Produces 100% Good Parts from the First Piece on
“Zero Quality Control: Source Inspection and the Poka-Yoke System” - Shigeo Shingo; 1986

EXAMPLES OF ERRORS AT WORK . . .
Missing Parts
✓Forgetting to assemble a part - screws, labels, orifice tubes...
Misassembled Parts
✓Misassembly - loose parts, upside down, not aligned
e.g. - brackets (backwards), seals (not aligned),
screws (loose), labels (upside down), ...
Incorrect Processing
✓Disposing of a part rejected at test to the wrong pile
Incorrect Parts
✓Retrieving and assembling the wrong part from a model mix selection - seals,
labels, brackets, cases...

Identify Error Proofing Opportunities
• PFMEA
IDENTIFY • Quality Data, PR/R, Warranty Data...
• Brainstorm (Questions to Ask, Free Form...)
Prioritize Opportunities (RPN, Pareto...)
Determine Level of Error Proofing

HOW
ANALYZE Brainstorm Error Proofing Mechanisms
• Build on past experience
• Can use more than one mechanism
TO
Select Error Proofing Mechanism
• Most cost effective
• Simple
ERROR
Plan (Process Mechanisms)
PLAN • Action plan
• Error Proofing Control Plan (EPCP)
PROOF
Implement Error Proofing Mechanism
•Installation
IMPLEMENT •Validation
• EPCP
•Check sheet/Log
•Operator Instructions
EVALUATE Evaluate Results

TOOLS FOR ANALYSIS
Flow Chart Fishbone Diagram Pareto Chart
Problem
Histogram 5 Why’s Run Chart

Problem
Why
Why
Why
Why
Why
Root Cause
Scatter Plot Control Chart Pictograph

ERROR PROOFING TECHNIQUES
BENEFITS
Assures 1st Piece Quality

Assures Consistency during Set-Ups
Prevents Production of Defective Parts
Makes Quality Problems More Visible
Creates a Safer Work Environment
Eliminates Waste of Inspection and Repair
Lowers Cost of Design (DFM) and Cost to
Manufacture (Poka-Yoke Devices)

ERROR-PROOFING TECHNIQUES
(Poka-Yoke) CONCEPT
SENSOR INFORMATION:
BASIC TYPES OF SENSORS
• Discrete sensors
• Analog sensors
TYPES OF PRESENCE SENSORS

• Physical contact
• No physical contact
TYPES OF NON-CONTACT SENSORS

• Reed relays
• Inductive
• Capacitive
• Photoelectric sensors
ADVANTAGES OF THE VARIOUS TYPES

• Functionality
• Costs
• Areas of application

(Poka-Yoke) CONCEPT
BASIC TYPES OF SENSORS:

ANALOG SENSORS
• Answer the question: “Where is the part?”
or
• “To what level have we filled the container?”
DISCRETE SENSORS
• The part is present or is not present.
• Most frequently asked question in a manufacturing
operation.

(Poka-Yoke) CONCEPT
TYPES OF PRESENCE SENSORS:

PHYSICAL CONTACT
• e.g. Limit switches
• Advantages - Can carry more current
- Gap between terminals
NO PHYSICAL CONTACT
• Advantages - No physical contact
- Better for counting sensitive surfaces,
e.g. painted or polished surfaces
- No moving parts
- Faster

(Poka-Yoke) CONCEPT
TYPES OF NON-CONTACT SENSORS:

REED RELAYS
• Target is magnetic
• Will not respond to non-magnetic targets with reliability.
INDUCTIVE
• Based on metal targets; will not respond to non-metallic
targets with high reliability.
CAPACITIVE
• Cannot distinguish between the real target and something else
in the target region.
Must control what comes close to the target.
PHOTOELECTRIC
• Can be fooled by a non-target.

(Poka-Yoke) CONCEPT

REED RELAYS
Typical range: Up to 1.5 in. (approx. 4 cm)
• Two hermetically sealed metal foil reeds which make contact with each other to close the circuit, when in
the vicinity of a magnet (permanent or electro-magnet).
• The differential is determined by differencing the point of first contact from the point of last contact.
• Magnet approach must be in a direction parallel to the direction of the line connecting the tow reeds.
Best applications for magnetically actuated switches in general:

• Security and safety
• to avoid false tripping
• security door interlock for heavy machinery; end of travel for elevators, cranes, and the like.
• Sensing through walls (non-ferrous, e.g. Aluminum and Magnesium).
• Pallet identification in synchronous automated assembly lines.
• Relative dirty environments (e.g. dust, dirt, sand, oil, or coolant fluids).
• Whenever high response speeds are required.
Disadvantages - poor long-term reliability (moving parts)

(Poka-Yoke) CONCEPT

INDUCTIVE SENSORS
• Principle of Operation:
• Eddy currents are induced in the target (metallic)
by the electromagnetic.
• The target reacts with the Eddy currents as a
function of the distance from the field.
• Inside the field, the target attenuates the magnitude
of the Eddy currents.
• Outside the field, the target does not impede the
Eddy currents.
• This type of oscillator is referred to as a ECKO
(Eddy Current Killed Oscillator).

(Poka-Yoke) CONCEPT

CAPACITIVE SENSORS
• Principle of Operation:
• Senses all materials
• Contain a high frequency oscillator with one of its capacitor plates built
into the sensor.
• Method of Application:
• All materials are sensed through a change on the dielectric characteristics.
• Ideal applications include bulk materials and liquids in containers of glass
and plastic.
• Characteristics:
• Poor choice for metal targets.
• Is very sensitive to environmental factors.
• Sensing range depends greatly on the material being sensed.
• Can be misled and therefore it is important to control the material which
is presented to the sensor.

(Poka-Yoke) CONCEPT
PHOTOELECTRIC SENSORS
Photoelectric controls need no physical contact and are ideal where sensed
objects must remain untouched. Photoelectric controls respond rapidly to
parts moving quickly and in varying positions along a conveyor, yet operate
dependably if actuated only infrequently. There are controls for indoor or
outdoor use, for varying ambient light conditions, for high vibration, for areas
restrictive in space, and even for explosive locations.
Typical applications include:

• Counting
• Labeling • Edge guide
• Conveyor control • Web break detection
• Bin level control • Regristration control
• Parts inspection • Food processing
• Feed and/or fill control • Parts monitoring and sorting
• Package handling • Batch counting
• Thread break detection • Robotics
• Parts handling

(Poka-Yoke) CONCEPT

Conveyor Control
This application involves sorting brown cardboard boxes which are coded with up to four black marks per
box. The application is to sense the number of marks on each box.
Package Handling
A diffuse scan photoelectric control is used to detect the light reflected from the object in this application.
The control detects the light reflected off the box, turning ON and OFF the gluing machine.
Labeling
This application is designed to detect the leading edge of a black bar code on a read and write label. The
labels are edge to edge on a spool. When the bar code is detected the sensor output triggers a laser bar
code reader which reads the bar code.
Food Processing
This application monitors the level of an accumulator in a meat processing facility. A photoelectric control
detects a fill level of hot-dogs in the accumulator then turns on the conveyor for a preset time period. Side
walls of the accumulator are polished stainless steel. The equipment is subject to daily washdown.
Fill Level Control
This application inspects the fill level of various jars of food products. The photoelectric system produces
an output when either an under or over fill condition is detected.
Parts Handling
Fiber optics are ideal for areas too small for a standard photoelectric control. The fiber optic cables direct
the light from the base to where the sensing is needed.
(Poka-Yoke) CONCEPT
Types of Non-Contact Sensors
Photoelectric Sensors
Target
Diffuse: Advantages:
• Light beam is directed at the 1. No reflector required.
object to be detected. 2. Convenient for installation.
• Light will be reflected off the 3. One sided scanning.
object in many directions. 4. Senses clear materials when
• Some of the light reflected from distance is not fixed.
the object will be sensed by the 5. Ease of alignment
receiver.
(Poka-Yoke) CONCEPT

Proximity (diffuse) Background Suppression
Background suppression utilizes 2 receivers behind the receiving lens. They are
aimed at a precise point in front of the unit and sense the presence of a target
when the output of both receives are equal.
Applications:
• Material handling - conveying systems

• Collision detection for AGV’s (Automatic Guided Vehicles)
• Car / truck wash
• Level sensing

(Poka-Yoke) CONCEPT
Types of Non-Contact Sensors
Photoelectric Sensors
Convergent Beam
Fixed
Distance Target
Convergent: Advantages:
• Light beam is directed at object to be 1. First choice for detecting clear
detected (ignores background materials
surfaces) 2. Ignores unwanted background
• Object must be at a given distance in surface reflection
relationship to photoelectric control 3. Detects objects with low reflectivity
before light will be reflected to receiver 4. Detects height differential
(Poka-Yoke) CONCEPT
ADVANTAGES DISADVANTAGES APPLICATIONS
Magnet Operated - Inexpensive - Magnet required - Security and safety
(reed relay) - Very selective target - Sensitive to welding interlocking
identification fields - Sensing thru metal
Hall Effect - Complete switching - Magnetic target only - Keyboard

function is in a single - Extremely sensitive to
integrated circuit industrial environment
- Operates up to 150khz
- High temperature
(150 degrees C)
- Good resolution
Ultrasonic - Senses all materials - Resolution - Anti-collision on AGV

- Repeatability Doors
- Sensitive to background
and environment changes
- Distance limitation to
60mm
Inductive - Resistant to harsh - Presence detection on all

environments kinds of machines
- Easy to install - Very popular
- Very predictable
Capacitive - Senses all materials - Very sensitive to - Level sensing with liquids
- Detects through walls environment changes and non-metallic parts
Photoelectric - Senses all materials - Subject to contamination - Parts detection

- Material handling
- Packaging
- Very popular
Piezo-electric - Torque (automated or

manual)
(Poka-Yoke) CONCEPT
EXAMPLES OF POKA-YOKE’S
FOR THE THREE MOST COMMON PROBLEMS
Error Proofing Type of Type of
Problem Type
Installed Sensor Used Intervention Used
Missing Components Counter to verify Micro-switch Machine interlock
correct number of
components
Pre-counting the None None

number of components
Fixture at the operation Proximity switch Machine interlock

to detect the presence
of component from the
previous operation
Incorrect Processing Process sequence None (all fixtures None

fixturing specially designed)
Wrong Components Verifying component Light transmission Video or audio alarms

shape, weight, or
dimension switches

Missing Parts
Is the part :
Unseen or untouched in
subsequent process steps? Implement operator instructions,
Difficult to see during assembly? NO
visual aids and training as minimum
Difficult to assemble? requirement
Difficult to see after assembly?
Difficult to differentiate between pre
and post assembly?
YES
Can anything be done to resolve this
in design of product/process? YES
Can the part be combined with
another part?
Can the part be eliminated?
NO
What can be done to detect whether
the part has been assembled? Implement Error Proofing
(process/design change and/or
Detection device - torque detect/lock out device)
counter, photoelectric eye over
container, limit switch at Verify results
dispenser,....
Lock out subsequent operation if part

is missing.
Lock out device - limit switch,
conductivity sensor...

Brainstorm Error Proofing Mechanism
Missing Parts - Thought Starters

• Make visible/obvious if missing
• Color contrast
• Visible at numerous operations and pack
• Use mirrors
• Position of part as moves down line
• Visual aid/picture posted with part present and highlighted
• Redefine process
• Assemble early in process
• Successive check
• Rearrange multiple write-up to eliminate “sometimes do/sometimes don’t”
• Monitor part supply
• Only supply parts needed for that model (no questions-if there are parts present, use
them)
• Lot control, count parts-must equal # pieces produced
• Sensors
• Photoelectric eyes to detect, lock out until corrected
• Limit switch to detect, lock out until corrected
• Modify design
• Eliminate part

Misassembled Parts
Is the part :
Difficult to see during assembly?
Difficult to assemble? Implement operator instructions,
Difficult to see after assembly? NO visual aids and training as minimum
Difficult to differentiate between pre requirement
and post assembly?
Lacking guides or fixtures for proper
assembly or proper alignment?
YES
in design of product/process?
(guides, fixtures, automation) YES
another part?
NO
Implement Error Proofing
the part has been misassembled?
detect/lock out device)
Detection device - torque counter,
photoelectric eye, limit switch Verify results

is misassembled.

Incorrect Processing
Does the operation require recognition
of some characteristic to determine
what to do with the part? Implement operator instructions,
NO visual aids and training as minimum
(e.g. Red light indicates place in reject requirement
pile, visual inspection for pre-defined
defects)
YES
(fixtures, automation) YES
another part?
NO
the part has been incorrectly
processed?
Detection device - reset button,

is incorrectly processed.

Incorrect Parts
Is there a selection of parts available
at the workstation?
Are similar parts assembled onto the Implement operator instructions,
product at the same location? NO visual aids and training as minimum
requirement
YES
(Consolidation, separate operations) YES
another part?
NO
the incorrect part has been
assembled?
Detection device - bar code,
Lock out subsequent operation if the

incorrect part is detected

Brainstorm Error Proofing Mechanism
Incorrect Parts- Thought Starters

• Make visible/obvious if incorrect part
• Color code - match part to product
• Visible at numerous operations and pack
• Position of part as moves down line
• Visual aid/picture posted with correct part present and highlighted
• Redefine process
• Assemble early in process
• Successive check
• Rearrange multiple write-up to separate assembly of like parts
• Monitor part supply
• Only supply parts needed for that model
• Sensors
• Photoelectric eyes to detect, lock out until corrected
• Limit switch to detect, lock out until corrected
• Modify/design fixture
• Unable to assemble incorrect part
• Modify design
• Eliminate part
• Prevent assembly of incorrect part

“Quick Response / Quick Implementation”
Error-Proofing Process Candidates for Error Proofing
First Time
Systematic Departmental
Quality Internal Customer
Problem Containment Warranty
(F.T.Q.) Plant Rejects
Solving Station Information
at Audit (PPM)
Process Network
Operation
Institutionalize
the Solution
and the Ongoing
Control
Continuous
Institutionalize Opportunity
Improvement
Problem Solving Documentation
Prevent Select
5. Evaluate 1. Identify
The Error Proofing Process:

– Utilizes a multi-functional approach People
– Is driven by Customer Satisfaction and allows for Quick &
Teamwork
response and implementation of solutions 4. Implement 2. Analyze
– Is used to “Kill” problems

– Is documented in the ‘Problem Solving Document’ (PSD) 3. Plan
– Supports Continuous Improvement Methodology Correct Contain
– Is the ‘Contain’ step in the 5 Step Problem Solving
Process

PROBLEM SOLVING PROCESS
For Customer Satisfaction
Continuous
Institutionalize Opportunity
Improvement
Prevent Select
5. Evaluate 1. Identify
People
&
Teamwork
4. Implement 2. Analyze
3. Plan
Correct Contain

Identify Error Proofing Opportunities
• PFMEA
IDENTIFY • Quality Data, PR/R, Warranty Data...
• Brainstorm (Questions to Ask, Free Form...)
Prioritize Opportunities (RPN, Pareto...)
Determine Level of Error Proofing

HOW
ANALYZE Brainstorm Error Proofing Mechanisms
• Build on past experience
• Can use more than one mechanism
TO
Select Error Proofing Mechanism
• Most cost effective
• Simple
ERROR
Plan (Process Mechanisms)
PLAN • Action plan
• Error Proofing Control Plan (EPCP)
PROOF
Implement Error Proofing Mechanism
•Installation
IMPLEMENT •Validation
• EPCP
•Check sheet/Log
•Operator Instructions
EVALUATE Evaluate Results

Total Productive Maintenance
Lean Manufacturing
The 7 Wastes
3/12/2024 Hamed.Ali.Mohamed2@gmail.com 275TPM

What is TPM?
❖TPM stands for Total Productive Maintenance.
❖TPM Development was first published in Japan in 1982. Since then new
concepts and refinements have been added to the basic program.
❖TPM first took root in the automotive industry. More recently it has been
introduced in consumer goods, electronics, plastics and many others.
❖Administrative and support departments such as product development
and sales also use TPM.
❖Production output and rate, quality, safety, and the environment depend
almost entirely on the state of equipment.
❖TPM is a method for continuously improving the effectiveness of
production equipment and processes.

World Class Operating Excellence is Achieved using optimized work standards with
group activities of associates who demonstrate ownership
Safety Quality Cost Productivity People

Autonomous Maintenance
Training & Development

Environment, Health &
Planned Maintenance
Quality Management
Improvement
Early Equipment
Management
Focused
Logistics
Safety
Office
5S & Teams
Why implement TPM?
❖ Guarantees Significant Tangible Results - Results achieved include –
reduction in equipment breakdowns, lower quality defects and claims,
higher productivity, shrinking inventory, lower number of accidents.
P… net productivity up by 2x
Q…process defect rate down 90%
C…production costs down 30%
D…production and work in process inventories halved
S…accidents 0
M…improvement suggestions up by 10x
❖ Transforms the Plant Environment – a rusty plant can be reborn as a
pleasant, saffe working environment.
❖ Transforms the Employees - As concrete results are achieved, workers
become motivated. Associates begin to think of TPM as part of their
job.

TPM Visibly Transforms a Workplace
❖ Customers and visitors are impressed by these changes
❖ Confidence in the plant’s products increases.
❖ Overall Equipment Effectiveness (OEE) is maximized through
zero breakdowns and failures, zero accidents, zero defects
through total employee involvement.
❖ Equipment reliability and maintainability as contributors to
quality and productivity is increased.
❖ TPM culture promotes zero loss activities.
❖ TPM involves all associates from the shop floor to top
management.

Continuous Improvement Methodologies
covered under TPM…..

How To Implement TPM?
Implementing TPM….
1. Formally announce decision to introduce TPM.
2. Conduct TPM introductory education & publicity campaign
3. Create a TPM promotion organization.
Companywide TPM promotion
Plant Manager Committee
Plant TPM Promotion
Section Managers Committee
Section TPM Promotion
Group Leaders
Committee
Shop Floor Associates PM circles

4. Establish basic TPM policy and goals.
Policy – example:
▪ Establish a profitable corporate constitution, promote TPM
Establish numerical goals – examples:

▪ Zero breakdowns,
▪ Zero defects, seek to maximize overall equipment effectiveness.

5. Draft a master plan for implementing TPM.
To formulate a master plan for implementation decide what
activities must be pursued to achieve the TPM goals.
The core TPM activities are:
▪ Focused improvement
▪ Autonomous Maintenance
▪ Planned Maintenance
▪ Education and Training
▪ Early Equipment Management
▪ Quality Maintenance
▪ Administrative and support department activities (Logistics & Office)
6. Kick off TPM initiative – should be designed to cultivate an atmosphere

that raises morale and inspires dedication.
How To Implement TPM….

7. Build a corporate constitution designed to maximize production
effectiveness.
8. Build an early management system for new products and
equipment.
9. Build a quality maintenance system.
10. Build an effective administration and support system.
11. Develop a system for managing health, safety, and the
environment.
12. Sustain full TPM implementation and sustain levels.
The first pillars to implement are the Focused Improvement, Autonomous
Maintenance, Planned Maintenance, & Training and Development
Pillars


Implementing TPM……
The Eight Major Plant Losses:
❖ Shutdown loss
❖ Production adjustment loss
 Loss deployment
❖ Equipment failure loss
◦ All pillars are responsible
❖ Process failure loss for analyzing the loss
deployments for their
❖ Normal production loss
losses.
❖ Abnormal production loss ◦ As losses are reduced,
❖ Quality defect loss the priority of teams
selected will change
❖ Reprocessing loss
Implementing TPM….Machine Boards

Implementing TPM….Focused Improvement Pillar

Implementing TPM…Autonomous Maintenance

Implementing TPM….Autonomous Maintenance

How To Implement TPM? |
Implementing TPM…..Autonomous Maintenance Pillar

Implementing TPM….AM Pillar

1. Select Equipment to work on….
• Equipment that is giving you problems with…
• Unplanned downtime
• Excessive quality problems
• Excessive repair costs
• Premature “end of life” failures
• Running slower than “design” to prevent breakdowns
2. 5S Event….
• Improve ability to perform regular inspections
• Allow the discovery of potential problems
• Log problems and potential problems and develop an
immediate action plan
• Mark all lubrication, fluid connections and directions, etc
• Paint equipment
Implement TPM….AM Pillar

3. Defining Machine Operator Tasks
• Develop Standards and Checklists – Cleaning, Lubrication,
Visual Checks, Procedures to keep equipment new.
4. Make Machne Operator maintenance tasks easier/quicker

• Easy to see when things need to be maintained
• Lubrication needs become obvious to operator
• Routine cleaning operations easier
• Machine disassembly minimized
• Automate maintenance when possible
• Clear signals when maintenance is needed
• Ensure operator training is complete
• Finalize Checklist schedules
Define Maintenance Tech Tasks
• Provide Tech support to operator questions
• Provide clear communication path
• Spare Parts Program
• Equip Manufacturer recommendations
• Breakdown History Data
• Eliminate Equipment Deterioration
• Scheduled general inspections
• Equipment overhauls triggered by checklists
• Identify and Resolve Chronic Problems
• Breakdown history log
• Root cause analysis methods including 5 Whys

Define Maintenance Tech Tasks
• Develop and Analyze Equipment History
• Plot failure history
• Correlate with Equipment Quality Performance
• Determine Equipment Parameters That Predict
Failure
• Use information from equipment manufacturer
• Oil, vibration, temperature analysis
• Develop Equipment Monitoring Systems
• Ensure appropriate accuracy and tolerance
• Lease equipment to ensure usability before
purchase

Implementing TPM…. PM Pillar

Benefits of TPM
Previous Common Maintenance Strategies

❖ Reactive Maintenance – if it is not broken do not fix it.
❖ Preventive Maintenance – time or machine cycle based
maintenance functions
❖ Predictive Maintenance – functions on feedback that
something needs to be done.
❖ TPM – Autonomous Maintenance & Planned Maintenance

Implementing TPM…Quality Pillar
❖Loss methologies in use:
• Use of a QA Matrix which is a tool that prioritizes
actions against the sources of defects in a process.
The matrix correlates defect modes with machine
parameters. The matrix identifies the location of ‘Q’
points – the points that need to be controlled to
eliminate defects.
• Defect Reduction Methodology
• CpK Improvement Methodology

How to Sustain TPM?
Sustaining TPM….
❖ Measuring progress is key (through Steering Committee)
❖ The Primary Measurement tool is OEE (Overall Equipment
Effectiveness is measures….
OEE = Equip Availability X Performance Efficiency X Quality Rate
❖ Build strong teams at every level and staff a promotion office
❖ Track projects weekly from date of closure, up to 6 months then
monthly for the next 6 months. When a project looses traction,
the pillar team analyzes the anomaly & take corrective actions as
needed. Once a project is sustained for a year, it can be
removed from the KPI tracker.
❖ Use management indicators that show everyone (at every level)
what concrete progress is being made and motivate their
continued involvement.

3/12/2024 Thanks for your Attention !!! 300

Continuous Improvement Tools

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Continuous Improvement Tools

Uploaded by

Copyright:

Available Formats

What’s Continuous

➢Attacks waste (anything not adding value to the

Product Process Personnel Manufactur- Building

0% 20% 40% 60% 80% 100%

✓Requires less space & capital investment

✓ Group dissimilar machines in manufacturing cell to

Cell 3 Cell 4 Cell 5

• Build work cells for families of products

• Design little space for inventory

• Improve employee communication

• Use poka-yoke devices

• Build flexible or movable equipment

• Cross train workers to add flexibility to layout

➢JIT exposes quality problems by reducing inventory

✓ Jidoka assures quality at the source

• Balanced system: Distributing the workload evenly among work stations.

• Cycle time is set equal to the takt time.

Traditional Flow Production Process (stream of

Work in process inventory level

Unreliable Vendors Capacity Imbalances

Unreliable Vendors WIP Capacity Imbalances

✓ Results from smoothing production requirements

• Reduce ripple effect of small variations in schedules

✓ Material is pulled through the system when needed

✓ Kanban: Card or other device that communicates demand

✓ The kanban cards provide direct control (limit) on the amount

The process continues Sub Fab Vendor

➢ Reduced number of vendors

➢JIT partnerships are formed

Supplier Supplier Supplier Supplier

First Tier Supplier Supplier

Second Tier Supplier Supplier Supplier

Third Tier Supplier Supplier Supplier Supplier Supplier

WHAT IT IS WHAT IT DOES

• Management philosophy • Attacks waste

WHAT IT REQUIRES WHAT IT ASSUMES

Factor Traditional JIT

Lot sizes Large Small

Setup; runs Few, long runs Many, short runs

Vendors Long-term relationships Partners

➢Management may not be committed

All the techniques used in manufacturing are used in

➢eliminate all but value-added activities

Input Process Output

• A process is a collection of operations connected by a flow of transactions

• A process maybe deterministic or stochastic (probabilistic)

• Example: Precedence diagram for product X, (times in seconds)

Based on the precedence diagram we draw a process

Resource at a Material flow

Buffer / Storage Information flow

Pre-Heater 1st (cfb) 2nd (fb) Reactor

• Input rate gives the entering rate of jobs; in [Q/T].

• Capacity is the maximum output rate possible; [Q/T].

• Cycle time (CT) is the reciprocal of capacity; in [T/Q].

When the process is running:

• Actual cycle time is the reciprocal of output rate; in [T/Q].

• Output rate can never exceed capacity.

• For sequential stages, the capacity is determined by the slowest stage

• When machines are in parallel (performing the same operation),

Producing more than the customer requires is:

This is the greatest of the Seven Wastes

We produce more than we require to allow for problems

This embeds waste in our business

If we consider production operations as a chain…