Getting Started in Lean Manufacturing in Flexible ...AIMCAL 2009 Fall Technical Conference...
Transcript of Getting Started in Lean Manufacturing in Flexible ...AIMCAL 2009 Fall Technical Conference...
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AIMCAL 2009 Fall Technical ConferenceA li I l d Fl idAmelia Island, Florida
Getting Started in Lean Manufacturing in Flexible Substrate Coating and Converting
By Dave Schoellerman
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Lean Manufacturing
Using the right process…..
2B
takt timeX O X O
To get the right results
OP
1
OP
3
OP
2AO
P 2
L
RLowest CostHighest Quality
To get the right results
A B C
MATERIALSFINISHED
GOODS
Highest QualityShortest Leadtime
f
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Through elimination of waste
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Lean “tools” versus “thinking”
Lean tools (what you see)
Lean thinking (what you don’t see)
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Lean House
Safety Quality Cost Delivery People“Zero “Zero “Lowest “100% “100%
5 Objectives
Incidents” Defects” Cost” On-time” Involved”
JidokaPeopleJust-in-Time
Jidoka
Level & Stable Operations
Jidoka• Prevent defects, STOP if a
problem occurs• Countermeasure the problem
S t l f hi
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Level & Stable Operations• Separate people from machines
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Toyoda Loomworks: First example of “Jidoka”
Floaters positioned on each thread provide continuous verification that each thread is NOT broken.
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A dropped floater jams the bar which causes a cam to causes a cam to disengage the clutch and stop the machine.
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Li hts i di t hi h
Toyota more recent exampleLights indicate which parts to pick for this model / option.
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Jidoka example in coating: Proper base material used 100% of time
Five Layers of Quality
Coater
LAYER 1: PREVENTION LAYER 2 DETECTION LAYER 3 INSPECTIONLAYER 1: PREVENTIONBarcode verification that correct base roll is loaded
LAYER 2: DETECTIONColor sensor verifies
100% of product
LAYER 3 INSPECTION: Functional check
verification
Layer 4: SPC Control charting verifies the process
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Layer 4: SPC Control charting verifies the process Layer 5: Quality system
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PREVENTION: Barcode verification makes it impossible to run wrong roll
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DETECTION: Color sensor provides continuous detection during coating
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Visual and just in time information for operators
Red indicates non-mixable rolland machine will automatically cutoff at winder
Time to next roll change
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All problems escalated to morning market
MORNING MARKET QUESTIONS:
What was the problem?pHow was it contained?What was the root cause?What countermeasure was
i l t d t dd thimplemented to address the root cause?
How did you verify that the countermeasure was effective?
Have you standardized the countermeasure?
A problem is not “DONE” until all of these questions are answered!answered!
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“Five Layers” of Quality
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Lean House
Safety Quality Cost Delivery People“Zero “Zero “Lowest “100% “100%
5 Objectives
Incidents” Defects” Cost” On-time” Involved”
JidokaPeopleJust-in-Time
J t i Ti
Level & Stable Operations
Just in Time• Produce only what is needed, in
the amount needed, when needed
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Level & Stable Operations
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The Pull System at Toyota
Toyota’s pull system Toyota s pull system often uses a Kanban, or “signal” card
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Kanban in coating & converting operations
These cards determine
Kanban cards removed from
pallet as product is sold from the
what is made nextis sold from the “supermarket”
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Coating Value Stream Map
MixingChemLeveling Box
CoaterFIFO ConvertCustomer
BaseBaseSupplier Features:
1. Production leveling2. Kanban pull throughout value stream3. Supermarkets used as controlled “buffers”4 B i f i i
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4. Basis for continuous improvement
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How many kanban do you need?
The Eight Components of Inventory
8 Information Cycle: How much time
P
P
W
Supplier
8. Information Cycle: How much time to get information through the system?
1. Mfg Leadtime/Lot Size: How much time does it take manufacturing to fill an order, considering changeover and other factors?
P
Prod.Customer CustomerSupplier
7. Demand Variability: How much demand variation from our customer
2. Supply Variation: How reliable is your process?
BufferCustomerStore
Customer
3. Geography: How long to physically transport from Point A to Point B?
4. Shipping Lot Size : How big a batch must go in the container?5. Shipping Frequency: How often do we ship?6.Lane Variability: How much variation in the shipping lane do we need to cover for?
fdo we need to protect against?
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Components of Inventory Example
Code # 8389
Item Takt = 1.14 Rolls/Day8.0 Rolls/week
Components of Inventory# kanbans
4 D 4 6 Ti t T t th it f th S li t th C tGeography 4 Days 4.6 Time to Transport the item from the Supplier to the Customer (includes receipt & put-away time, if any)
Lane Variability 1 Days 1.1 Variability of transportation time
Shipping Interval 1 Days 1.1 Time between shipments
Shipping Lot Size 1 1.0 Minimum # of units (with fixed shipping interval this is usually 0)
Demand Variability 15 15.0 Demand Variability in units
Information Flow 1 Days 1.1 Frequency of returning cards to Box 1 + Frequency of loading Box 2(time for diagramming normally included in information flow) (time for diagramming normally included in information flow)
Total Withdrawal Cards = 24
Ahead 22.9 23 Total withdrawal cards - information flowBehind 6.8 7 Geography + Lane Variability + Shipping Interval
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Lean House
Safety Quality Cost Delivery People“Zero “Zero “Lowest “100% “100%
5 Objectives
Incidents” Defects” Cost” On-time” Involved”
JidokaPeopleJust-in-Time
Level & Stable Operations
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Level & Stable Operations
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Production Leveling, or “Heijunka”
What sales sees What production wants
120 120120
100
80
120
100
80Model A
60
40
60
40
Model B
Model C
O r d e r s
oduc
tion
20
0
20
0
Total Pro
Date Date
4/12 4/13 4/14 4/15 4/16 4/19 4/20 4/21 4/12 4/13 4/14 4/15 4/16 4/19 4/20 4/21
How do we get from here...…to here?
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Example of coating machine leveling box
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Leveling example
Coating Shipping
Time Product A Product B Product C Time Product A Product B Product C0:00 X 0:00 X1:00 X Supermarket 1:00 X2:00 X 2:00 X3:00 X 3:00 X4:00 X 4:00 X5:00 X 5:00 X6:00 X 6:00 X7:00 X 7:00 X8:00 X 8:00 X9:00 X 9:00 X9:00 X 9:00 X10:00 X 10:00 X11:00 X 11:00 X12:00 X 12:00 X13:00 X 13:00 X14:00 X 14:00 X15:00 X 15:00 X16:00 X 16:00 X17:00 X 17:00 X17:00 X 17:00 X18:00 X 18:00 X19:00 X 19:00 X20:00 X 20:00 X21:00 X 21:00 X22:00 X 22:00 X23:00 X 23:00 X
Kaizen
Can I afford 3 changeovers per shift?
Level shipping to minimize leadtime & logistics cost
Kaizen
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changeovers per shift? leadtime & logistics cost
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Example: Coater Product Change Kaizen
NowBefore: 375 feet waste each change
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CB Coater: Product ChangesExample: Coater Product Change Kaizen
NowAfter: 90 feet waste each change
BEFORE VS. NOW DIFFERENCE = 285 FT ANNUAL COST SAVINGS = $190K/YR
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Coater Process Control Room
Building precision into the system, not the setup
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Changeover kaizen golden rules
1. Shift internal elements to external
2. Eliminate, simplify, automate (in that order)
3. One way, the right way, the same way, every time
4. Build precision into the system not the setup
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Coating 5S & TPM Visual Control
Standard tasks doneeach shift (Day/Night)( y g )
Standard tasks doneeach crew rotationeach crew rotation (A,B,C,D)
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Lean House
Safety Quality Cost Delivery People“Zero “Zero “Lowest “100% “100%
5 Objectives
Incidents” Defects” Cost” On-time” Involved”
JidokaPeopleJust-in-Time
Level & Stable Operations
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Level & Stable Operations
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Lean is about people:Building a culture of continuous improvement
Safety FirstyTraining & developmentKaizen teamsSuggestion system
Suggestion systemsSuggestion systemPeople recognitionEmployee wellnessCCommunications
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Thank YouThank You