Lean Manufacturing

Wolter Pichardo Angel Ruiz Daniel Candelario

20072007-0472 20072007-0753 20062006-0527

Lean Manufacturing
We can define this as a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination.

Lean Production  Doing more with less inventory. fewer workers. anything other than that which adds value to the product or service  Muda  . less space  Just-in-time (JIT)   smoothing the flow of material to arrive just as it is needed JIT´ and ³Lean Production´ are used interchangeably waste.

Waste in Operations .

4.Basic Elements 1. 2. 3. 5. 6. Flexible resources Cellular layouts Pull production system Kanban production control Small lot production Quick setups Uniform production levels Total productive maintenance Supplier networks . 8. 7. 9.

Flexible Resources  Multifunctional workers   perform more than one job general-purpose machines perform several basic functions time required for the worker to complete one pass through the operations assigned paces production to customer demand  Cycle time   Takt time  .

Cellular Layouts  Manufacturing cells  comprised of dissimilar machines brought together to manufacture a family of parts  Cycle time is adjusted to match takt time by changing worker paths .

Cells with Worker Routes  High Production Level  Low Production Level .

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  While push systems rely on a predetermined schedule. pull systems rely on customer requests .

Small Lots  Require less space and capital investment  Move processes closer together  Make quality problems easier to detect  Make processes more dependent on each other .

Inventory Hides Problems .

Quick Setups  Internal setup  SMED Principles Separate internal setup from external setup Convert internal setup to external setup Streamline all aspects of setup Perform setup activities in parallel or eliminate them entirely Can be performed only when a process is stopped Can be performed in advance  External setup  .

Common Techniques for Reducing Setup Time .

Uniform Production Levels  Result from smoothing production requirements  Kanban systems can handle +/.10% +/demand changes  Smooth demand across planning horizon  Mixed-model assembly steadies Mixedcomponent production .

³change for the good of all´  Kaizen  UnderUnder-capacity scheduling leaves time for planning. problem solving. and maintenance .Quality at the Source  Visual control  Jidoka authority to stop the production line makes problems visible  Poka-yokes  Andons call lights that signal quality problems prevent defects from occurring a system of continuous improvement.

Total Productive Maintenance (TPM)  Breakdown maintenance  Repairs to make failed machine operational System of periodic inspection and maintenance to keep machines operating  Preventive maintenance   TPM combines preventive maintenance and total quality concepts .

TPM Requirements  Design products that can be easily produced on existing machines  Design machines for easier operation. changeover. maintenance  Train and retrain workers to operate machines  Purchase machines that maximize productive potential  Design preventive maintenance plan spanning life of machine .

labels. aisles. stairs. items blocking aisles or stacked in corners. tools. & surfaces not lines. workstations. number of personal items not stored. parts. furniture. quantities and limits not easily recognizable.5S Scan  Seiri (sort) Goal  Keep only what you need Eliminate or Correct  Unneeded equipment. items can¶t be located within 30 seconds  Number of workers without 5S training. walls. items not put away immediately after use  Floors. safety hazards  Items not in their correct places. signs broken or unclean. cleaning materials not easily accessible. standards not known. and looking for ways to keep clean and organized  Maintaining and monitoring the first three categories  Sticking to the rules  Seiketsu (standardize) Shisuke (sustain)  . correct places not obvious. other cleaning problems  Necessary information not visible. number of daily 5S inspections not performed. unneeded inventory. & equipment locations not indicated. unneeded items on walls. checklists missing. clean. number of times job aids not available or up-to-date  Seiton (set in order) Seisou (shine)   A place for everything and everything in its place  Cleaning. equipment. bulletins. supplies.

Supplier Networks        Long-term supplier contracts Synchronized production Supplier certification Mixed loads and frequent deliveries Precise delivery schedules Standardized. sequenced delivery Locating in close proximity to the customer .

Benefits of Lean Production Reduced inventory Improved quality Lower costs Reduced space requirements  Shorter lead time  Increased productivity      Greater flexibility  Better relations with suppliers  Simplified scheduling and control activities  Increased capacity  Better use of human resources  More product variety .

Sign up to vote on this title
UsefulNot useful