Jr Lean Mfg

8/6/2019 Jr Lean Mfg

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LEAN MANUFACTURING


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Definition

Lean production stands for

Just produce, what is required by thecustomer!

- Ohno

A philosophy of an enterprise guiding to processes

with minimized waste.

A management system originated on the Japanese

way of doing business.

Increase of efficiency & standardizations by

continuous improvements.


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Primary Purpose of Lean

To identify and eliminate

waste (muda) and

satisfy customer needs

atthelowest possible

cost with consideration

and respect for humanity

of employees


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Characteristics of lean mfg

QUALITY

DELIVERYCOSTS

Reductionof

Scrap

Rework

Tests

PPM values

Failures

Reduction of

Investments

Quality costs

Service costs

Shift bonus

Over time pay

Material costs

Reduction of

Delivery time Throughput time

Raw, semi (WIP)

& finished materials

Lot size

Improvement of

OEE


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Essence of Lean

Its objectives is to optimise

Cost

Quality

deliverywhile improving safety.

To meet this objective , it tries to eliminate three keysources of loss from the operating system

WASTE

VARIABILITY

INFLEXIBILITY.


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MUDA - Waste


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Types of MUDA (Wastes) Decrease in MUDA resultsin cost reduction

MUDA OF OVER PRODN.

INVENTORY WAITING TRANSPORT PROCESSING MOTION REPAIR

Waste of Over Production

Waste of Inventory

Waste of Waiting

Waste of Transport

Waste of Processing

Waste of Motion

Waste of Repair


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Waste of over production

Waste of over production is a

waste that results from

excessive production. This is

classified into two kinds :

1)Production of more parts

than required

2)Production of parts earlier

than required.

This Waste is serious

because it can create all

kinds of Waste


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Waste of Inventory

Inventory represents a capital outlay that

has not yet produced an income either for

the producer or for the consumer. Any of

these three items not being actively

processed to add value is waste.It results-

1) Capital investment for parts

2) Store equipments like flow rack

shooters, forklifts etc3) Building costs

4) And it hides real causes of sudden

breakdown and shortages


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Waste of waiting

Waste of waiting is employee

waiting for the parts or waiting for

auto machine to complete process.

For Eg. Waiting while making photo

copy with copy machine.

Can be reduced by improving

material and information flow,

optimising setups and changeovers

and reducing the distance between

work centres.


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Waste of Transport

Waste of transport refers to waste

incurred when unnecessarily

transportation of parts take place.

Parts should be moved to the extent

required to meet JIT production.

Each time a product is moved, it

stands the risk of being damaged,

lost, delayed, etc. as well as being a

cost for no added value.

Transportation does not make any

transformation to the product that the

consumer is supposed to pay for.


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Waste of Over processing

Over-processing occurs any time more work is done on a piece than what is

required by the customer. This also includes using tools that are more

precise, complex, or expensive than absolutely required.


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Waste of motion refers to

motion (actions) of team

members or machinery which

does not add value during the

process.

Ex. Searching for parts in

storage area

Waste of Motion


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Waste of Repair

Waste of repair is waste that

arises from having to correct

defects.

All material, Time, Man hour,

Energy involved in repair of

work.

Whenever defects occur,

extra costs are incurred

reworking the part,

rescheduling production, etc.


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Variability

In raw material ,variability can lead

to production of defective parts or to

equipment failures.

In skills, it can lead to productivity

losses or process bottle neck that

prolong lead times.

Variability is any deviation from

the standard that detracts from thequality of service or product

delivered to the customer.


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Inflexibility

Inflexibility is any barrier to

meeting changing customer

requirements that can be

overcome without incurring extra

ordinary cost.

TOYOTA AIMS AT FLEXIBILITY


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Links between the three objectives and the three sources

of loss.

Eliminating waste helps to reduce cost.

Eliminating variability improves quality

E

liminating inflexibility improves delivery

Lean programme addresses all three sources of loss

simultaneously.No matter where they might be found within the

organisation.


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Mura

Mura refers to unevenness or fluctuation. Production plans andproduction volumes are not constant.

They rise and fall such variations referred to as MURA.

There is tendency for the amount of MUDA in a process to increaseproportionately to the magnitude of MURA this is because to maintainnumber of machines and manpower and materials

Muri

Overburden, unreasonableness or absurdity.

There is limits to the abilities of both machines and employees.

If for example the maximum welding rate of a spot welding robot is20 per minute. It will be difficult to perform work at a faster rate.


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Traditional Vs Lean

Tradiotional

Minimizing the wastes

Long distance, Functional.

starts with the

manufacturing, regardless

of the requirements

Mixed, Big, few,

sophisticated.

Push, Planned, No leveling

Big box size

Lean

Eliminating the

wastes.

Short distance,flow oriented

Nothing will be

produced until the

next process really

requires it.

Synchronized,

small, many, simple

Pull, leveling

FIFO


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Lean GoalCustomer Focus: Highest Quality, Lowest Cost, Shortest Lead

Time by continually eliminating Muda

JIT Jidoka

Standardization

Stability

Teamwork andInvolvement

Flexible, motivatedteam members

continually seeking abetter way


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WHAT IS JUST IN TIME - JIT

WHAT IS NEEDED ?

WHEN IT IS NEEDED ?

AMOUNT NEEDED ?


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JIT (Pull) A Pillar of TPS

Dont produce something unless the customer has

ordered it.

Level demand so that work may proceed smoothly

throughout the plant.

Link all processes to customer demand through simple

visual tools (called kanbans).

Maximize the flexibility of people and machinery.

Continuous flow


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JIT (Pull) Production

Inventory Arrives with Necessary Units in Necessary

Quantities at the Necessary Time

Pull System: Replenish Materials as Used

Customer Drives Production Demand

Adaptation to Changing Production Quantities

Shortened Lead Times to Plant and Final Customer

Level Demand


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PUSH

PULL

Muda of Overproduction

Muda of Waiting

Muda of Motion

Muda of Inventory

Minimal Inventory

Superior Quality

Planned Labor

Planned Resources


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What DoesJIDOKA mean

Automation with human touch.

There is no room to make defects

It is necessary to separate human job from machine

job

Build in Quality


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Abnormality Control - Jidoka

Address Exceptions Immediately

Defects are not Passed Along

Achieving Jidoka:

Create Standardization - Problems are easilyrecognized

Increase Frequency - Timely discovery of quality

issues, replacement materials soon follow


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Abnormality Management (Poka-Yoke)

Simple low-cost devices that either detect abnormal situations before they occur, or

once they occur, stop the line to prevent defects.

Innovations that Detect Abnormalities

Failsafe Devices

Mistake Proofing

Help Create a Defect-Free Product or

Process


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Standardized Work

Key Points:

Procedures

Takt Time(A standard time with which one output hasto bemade.)

Effective operating time/Customer demand per shift Consistency

Benefits of Standardized Work:

Process Stability

Clear Start and Stop Points

Learning and Training

Kaizen and employee involvement

Improved morale & productivity


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SAFEHAND STUCK BETWEEN WORK &

MACHINE ELEMENT CAUSING INJURY


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DEFECT FREE WRONG MEHOD OFCHECK WITHTHIS

METHOD O.K PART ALSO

SHOW

S NGGAUGE SHOULD BE CHECKEDAGAINST GRAVITY


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EASE OF WORKING

LEFT HAND UNLOADING

CAUSES UNEASINESS TO

WRIST


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VISUALIZATION OF ABNORMALITYHOLDING LOCATION IS SHIFTED

CAUSING MORE LOAD TO HAND

(NOT HOLDING AT C.G)


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If Standard Work is not followed

Unsafe

More defect

Less efficient

Overburden

Kaizen in 1 shift could be dis-improvement toanother shift

Difficult to identify abnormalities = Cannot solveroot cause in timely manner


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Standard Work must keep improving

Ifany changes /

improvement check

standard work beforeimplementing

CAUTIONN :


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Kaizen (Continuous Improvement)

1. Small incremental improvements

2. Involvement of all people3. Continuous effort

4. PDCA


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Purpose of Kaizen

1. Improve quality.

2. Reduce costs.

3. Shortening lead time.

4. Improve safety.

5. Improve work ability.


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Kaizen Process - PDCA

Idea/KaizenIdentification

PLAN

Analyze WorkProcess

DO

Recommendation

CHECK

ImprovedStandardizedProcedure(s)

ACT

ContinuousCycle


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Stability The 5S System

A clean, wellA clean, well--ordered workplace that talks to you isordered workplace that talks to you is

the foundation of improvement.the foundation of improvement.

Ja a E h a at f t

Seiri Sort

Clearly separate necessary items from

unnecessary; abandon the unnecessary.

Seiton

Straighten/Set In

Order

Neatly arrange and identify things for ease

of use.

Seiso Scrub/ShineAlways maintain tidiness and cleanliness.Regularly scheduled clean-ups.

Sediketsu Standardize

Constantly maintain the 3S' mentioned

above.

Shitsuke Sustain Create vehicles to enforce the above rules.


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Stability through use of Standards

A standard is a clear image of a desired

condition.

Standards make abnormalities immediately

obvious so that corrective action can be taken.

A good standard is simple, clear, and visual.


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THANK YOU

Jr Lean Mfg

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