Intro Lean Con
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Transcript of Intro Lean Con
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Object of Enterprise
To Increase Profit
Growth by Top & Bottom Line
with improve Living Standard
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INCREASE PROFIT
Selling Price = Cost + Profit
o Profit = Selling Price Cost
Selling Price is Decided by Market
Leads to
Actual Movement of Reducing Cost
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Reduce Cost
Material
Cost
Energy
Cost
Processing
Cost
Over
Head
cost
Cost Price
Processing
Conveyance
Inspection
Stagnation
Useful Job
from customer
point of view
Waste
Worthless Job does
not increase value to
the process
Decided by manufacturing method
Actual movement for Reducing Cost
Remove Waste
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Concept of 3Mus
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MURI STRAIN
MURA INCONSISTENCY / IMBALANCE
Muda WASTE
3 MUs
Waste
MuraMuri
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To make 2 trips,
carrying 6 tons at atime is Muri
(overburden)
X 2 = MURI
What is Muri & Mura
Material Source: Toyota Training Handouts
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Making 6 trips,
carrying 2 tons at atime is Waste
(waste)
X 6 = Waste
What is Muri & Mura
Material Source: Toyota Training Handouts
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A mixture of the two is
Mura (unevenness)
= MURA
What is Muri & Mura
Material Source: Toyota Training Handouts
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3 trips, carrying 4 tons at a time, eliminates Waste, while at
the same time no causing Muri.
X 3 =
no
Waste,
no muri,
no mura
What is Muri & Mura
Material Source: Toyota Training Handouts
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Achieving such a balance everywhere in the company is oneof the primary aims of the Toyota production system.
Elimination of the 3Ms is always in the Toyota employees
mind, as everyone tries to keep waste down without causing
overburden.
X 3 = NO 3Ms
X 2 = MURI(over burden)
MURA(unevenness)
X 2 = MURI(waste)
Capacity
: 4tons
12 TONS
1 ton
What is Muri & Mura
Material Source: Toyota Training Handouts
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Three Types of Work Motion
motion
Eamples:
Weld flange
onto part Bolt
part to product
Value
Adding
Waste
Eamples:
Pull down tool
Unclamp & clamp fixture
Eamples:
Walking to get parts
Waiting times
Incidental
Work
Work
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Elimination of Waste (Waste)
What is Waste
Operation = Work + Waste
Work = Increases value of production
Waste = Increases cost of production
Kaizen
(Improvement)
Total amount of labor No Change
Labor Density Effectiveness =Work
Work + WasteTo 100%
= Work Waste
Waste
Working
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Waste of Overproduction/ Excess Documentation
Waste of Stock
Waste of Conveyance (Transport)
Waste of Waiting
Waste of Operation Itself
Waste of Movement of Operator
Waste of Production of Inferior goods
Types of Waste (Waste)
Waste
Monster
Profit
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Elimination of Waste through
Toyota Production SystemThe basis of Toyota Production System is
absolute elimination of waste
The two Pillars are: just-in time
autonomation or ( automation with a humantouch)
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Just-in-Time (JIT)
A fundamental pillar of a Lean production
system is the concept of just-in-time (JIT).
JIT simply means that you get what you
need, where and when you need it
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Time is money. focus on time, you're likely to find the hidden
costs in an inefficient production system
materials arrive at the factory in time to enter theproduction process allows a company to minimize
the amount of inventory it must hold and storea
costly activity.
minimizes the cost of obsolescence, when parts sit
on the shelf so long that they become obsolete.
Just-in-Time (JIT) Cont.
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Resources, Techniques,
and Principles the right resources and the right tools
must be applied to achieve three key Lean
principles.standardized work procedures to produce
a product at a pace that matches the rate of
customer demandtakt time. (Takt is theGerman word for a conductor's baton.)
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Standard quantity of materials needed to keep
everyone in the process operating and a signal that
can tell people to "build one more" to achieve one-
piece flow.
must have machines available when they are
needed and again, a signal to tell people when
there is a problem.
Resources, Techniques,
and Principles
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autonomation or ( automation with
a human touch)
Error-free production the concept of error-free
production.
Error-free production means first-time quality.Stop production when a defect is detected. Doing
so prevents defects from traveling on to the next
process, and the sooner an error is detected, the
easier it will be to find the cause and solve it.
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2. Design reliable processes and system to preventdefects from occurring in the first place.
3. Separate human work from machine work. In
other words, use the company's resources
appropriatelyallow machines to do the repetitiveand monotonous tasks, while people perform the
work that requires decision-making and problem-
solving skills.
By continuously driving out the waste ofimperfection, companies can eliminate the amount
of time and money spent on rework, scrap, and lost
production time.
autonomation or ( automation with a human
touch)
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lean concepts
5S
Continuous Improvement
One Piece Flow ( Cell concept)
Poka Yoke Visual Controls
Waste Elimination
Zero Defects
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Waste
Things to Remember about Waste Waste is really a symptom rather than a root cause of
the problem
Waste points to problems within the system (at bothprocess and value-stream levels)
We need to find the address causes of waste
The elements of process that add no value to the product
Waste only adds cost and time
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Overproduction
= Making more than is required by the nextprocess
= Making earlier than is required by the next
process= Making faster than is required by the next
process
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Individual Efficiency vs. System Efficiency
How fast should we produce ?
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Isolated Operations verses Group operation
After Improvement
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Poka - Yoke
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Basic Classifications of Poka-YokePrediction v/s Detection
When a Poka-Yoke is designed in a way that it helps
the person to recognise the defect before it is about to
occur, it is called a Prevention or Prediction typePoka-Yoke.
When a Poka-Yoke helps the personto know
immediately on the occurrence of the defect then it is
called Detection type Poka-Yoke. Detection is after
the defect is produced. The merit of this type o
Poka-Yoke is based on the stage at which the defect is
detected. In sim le lan ua e Earlier the better.
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B. Alarm v/s Shutdown v/s Control
Alarm
Signals in form of trigger/alert are used to warn when an
abnormality, has occurred (detect) / about to occur
(predict).
Shutdown
Normal function of process is stopped when defect is
predicted/detected.
Control
In Prevention type Poka-Yoke, Control means that even
intentional errors are impossible or methods by which
the cause of a defect if it starts happening, then it is
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Just-in-Time
Established by Kiichiro Toyoda, the
founder of the Company. Just-in-Time
means, simply enough, supplying the right
parts, at exactly the right time and in
Part Needed
At Time Needed
In Amounts Needed
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Where a customer can get-
(1) what is needed
(2) at the time needed
(3) in the amount needed
Therefore the supermarket is a place where
we can buy according to need
What is a Super-Market
S k t & K B C t
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Supermarket & KanBan ConceptSUPER MARKET
SUPER MARKET WAREHOUSE
FACTORY & WAREHOUSESUPPLY
FROM
FACTORY
REP
LE
N I S
H
W
ARE
HO U
SE
TO
RA
C K
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Where a customer can get-
(1) what is needed
(2) at the time needed
(3) in the amount needed
Therefore the supermarket is a place where
we can buy according to need
What is a Super-Market
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Side Loading- different
bins/suppliers and easy to load
Part Supply truck
Know How to lower
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Know-How to lower
Transportation Cost
and Inventory
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Elimination of Muda, Mura and
Muri
Supply 1/day
Supply 4t/day
Excess inventoryLeveled production
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Parts Supply FIFO
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Parts Supply Schematic
Flow
Buffer Area
Receiving area/line side
direct supplyNo Separate Stores
Supplier
Customer
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Takt Time (TT)
The customer demandrate
Planned Cycle Time (PC/t)
A production rate that is
different from the actualcustomer demand rate.
Operator Cycle Time (Oc/t)
Time an operator
requires to go through all
of his or her work
elements one time.
Lead Time (L/T)
The time it takes one
Op 1 2 3 4
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The Operator Balance Chart
Represents one continuous
flow
line = Takt time
Each bar show the per-cycle
work elements for one
operator
Bars go from bottom to top
Your line/cell layout,
equipment requirements, and
parts delivery build right offthis operator balance chart
takt time
time
(in seconds)
Op 1 Op 2 Op 3 Op 4
i h l h
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Using the Balance Chart to
Design a Flow
Conduct paper kaizen
Eliminate waste, minimizeincidental work
Ignore walk times for now
Observe and record actual times
Check equipment capacity
Observe and list work
elements
Time each
work element
Calculate number
of operators
Design layout
for one operator
Distribute work
elements on OBC
Debug and kaizen
1
2
3
4
5
6